City Planning Commission

PLANNING COMMISSION MEETING AGENDA WEDNESDAY, AUGUST 13, 2025 4 P.M. CITY HALL HELD REMOTELY& IN-PERSON AT CITY HALL To participate remotely, you can: • Sign up to provide Public Comment at the meeting via calling in • Submit Written Public Comment Prior to 2 pm on August 13, 2025 • Join the Zoom Meeting Questions ? Assistance? Please contact Kathy Cummings at kcummings@libertylakewa.gov . 1. Call to Order – 4:00 pm 2. Roll Call 3. Pledge of Allegiance 4. GENERAL BUSINESS • Review of Agenda • Approval of Minutes from July 23, 2025 5. WORKSHOPS: • Updated Economic Development Chapter • Utilities & Capital Facilities Chapter • 6-year Capital Facilities Plan 6. CITIZEN COMMENTS 7. REPORTS • Secretary’s Report • Planning Commissioner Reports 8. Adjournment Next Meeting: August 27, 2025  PUBLIC COMMENT If you wish to provide oral public comments or testimony during the Planning Commission meeting, please register through this link: https://us02web.zoom.us/s/83242274140 WRITTEN PUBLIC COMMENTS If you wish to provide written public comments for the upcoming council meeting, please email your comments to kcummings@libertylakewa.gov by 2:00 p.m. the day of the Planning Commission meeting and include all of the following information with your comments: 1. The Meeting Date 2. Your First and Last Name 3. If you are a Liberty Lake resident 4. The Agenda Item(s) which you are speaking about JOIN ZOOM MEETING To view the meeting live via Zoom Meeting, join the Zoom web meeting: Meeting Instructions: To join the Zoom web meeting: https://us02web.zoom.us/s/83242274140 Dial In Phone Numbers: • +1 253 215 8782 US (Tacoma) • +1 253 205 0468 US Meeting ID: 868 1895 8997  PLANNING COMMISSION MEETING MINUTES WEDNESDAY, July 23, 2025 HELD VIA ZOOM & IN PERSON AT CITY HALL Planning Commission Members Present: Joe Mann, DG Garcia, Charlie Jencks, and Gene Heuschel. Adjunct Member(s) Present: Troy Mullenix joined via Zoom at 4:04 p.m. Staff Present: Lisa Key, Amy Mullerleile, Lance Mueller, and Kathy Cummings Call to Order: Meeting was called to order at 4:01 p.m. Roll Call: A quorum of members was present. Absences: Commissioners Tom Sahlberg, Jim Baumker, and Phil Folyer were unable to attend due to previously planned commitments. A motion to excuse the commissioners was made by Commissioner Jencks and seconded by Commissioner Garcia. The motion carried unanimously. Commissioner Mann asked that everyone stand for the Pledge of Allegiance. Review of Agenda: Commissioner Jencks motioned to approve the revised agenda, seconded by Commissioner Heuschel. The motion passed unanimously. Approval of Minutes: Commissioner Jencks motioned to approve the July 9th meeting minutes, seconded by Commissioner Garcia. The motion was approved unanimously. Workshops: Utilities, Public Facilities & Services Element: Director Lisa Key presented an overview of the revised chapter which combines “Utilities” and “Essential Public Facilities” into one chapter of the city’s comprehensive plan. Goals and policy updates for both utility and capital facilities were discussed as well as the capacity review for projected growth that was completed for utilities, schools, emergency services, and city facilities, as part of this periodic update. It’s important to note that this chapter does not include Parks Facilities, Transportation Facilities, or the 20-year Capital Facilities Plan but does include Essential Public Facilities. Lisa explained the state, county and local definitions of “essential public facilities” and the regional siting process (unchanged since 2001) that will be appended for reference. Review of the minor updates and clarifications to the existing policies continued. Commissioner Jencks raised the topic of reclaimed water usage and proposed that this be included within this chapter. “Explore and encourage opportunities for the use of reclaimed water” was proposed as a new policy to be added. Commissioner Heuschel motioned to accept the change, seconded by Commissioner Garcia. The motion passed without objection. Employment Projections: Director Lisa Key reviewed a memo with employment trends and projections to ensure adequate land supply for the projected jobs-to-housing ratios. The land analysis confirms that Liberty Lake has enough capacity to meet 20-year growth projections, with flexibility to support increased job density if needed. It was also discussed that there is no significant agricultural land constraints identified within the city. Planning Commission Meeting Minutes Page 1|2 July 23, 2025 Citizens Comments: None Secretary’s Report: Director Key shared that at last night’s Special City Council meeting the GHG Reduction Sub-Element was discussed, and the council would like a small change to the GHG Reduction graph shown in the document to include the data in a tabular form. The Council also would like to see a statement of cost for the five-year check-in, and that the city has the option to review the matrix more frequently based on the availability of resources. A progress update was given of the Comprehensive Plan planning process. The ongoing and upcoming Comprehensive Plan engagement schedule was shared. The August 13th meeting will include a review of the red-line draft of the sign code chapter revisions. On August 27th a working draft of the 6-Year Capital Facilities Plan will be presented for the Planning Commission to review. Staff will be asking the Planning Commission to nominate a person to be part of a steering committee for the 20-year Capital Facilities Plan. Commissioner’s Reports: None Adjournment: Commissioner Jencks motioned to adjourn the meeting, seconded by Commissioner Heuschel. The motion carried unanimously. The meeting was adjourned at 5:03 p.m. Planning Commission Meeting Minutes Page 2|2 July 23, 2025  CHAPTER 10 ECONOMIC DEVELOPMENT City of Liberty Lake Comprehensive Plan 1 A. Introduction The economy plays a central role in maintaining the vitality and quality of life within a community. A healthy economy creates good paying jobs, and helps providinge economic opportunities to all citizens. The economy also supports the tax base, providing for schools, police, fire protection, parks, and many other community facilities and services. The importance of economic development is recognized in state legislation by the inclusion of economic development as one of the planning goals intended to guide local comprehensive plan development, as well as being included as a policy topic in the Countywide Planning Policies for Spokane County. The Growth Management Act (GMA) establishes the following as economic development goals for the State of Washington.  Encourage economic development that is consistent with adopted comprehensive, strategic, and operational plans.  Promote economic opportunity for all citizens of the state, especially for unemployed and disadvantaged persons.  Encourage growth in areas experiencing insufficient economic growth.  Ensure economic growth occurs within the capacities of the state's natural resources, public services, and public facilities. The City of Liberty Lake is known as a desirable place to live, work, and play. One of the most important factors that determine whether people or businesses locate here is the area's livability. Among the factors that influence livability are the area's ability to provide employment opportunities, viable businesses that provide goods and services, the quality of public services, the area's natural beauty, good schools, strong neighborhoods, and efficient traffic circulation. Maintaining our community's livability requires that we maintain a strong, sustainable, economic climate. The purpose of the Economic Development Element is to present goals and policies that support and encourage a strong, vibrant economy. The element focuses on business startup, business retention, expansion and recruitment, regional collaboration, income, education, and training, and tourism. While this element focuses on these specific topics, it is important to recognize that the Comprehensive Plan as a whole can be considered as an economic development tool. The City's Strategic Plan was developed to directly align with and support the implementation of goals and policies outlined in this Comprehensive Plan. By ensuring consistency between the Comprehensive Plan and future strategic and operational plans, the City effectively coordinates economic development initiatives, decision-making processes, and resource allocation, fostering cohesive and unified progress toward community objectives. B. Economic Development Goals & Policies The following represent the City’s primary economic development goal, and the policies that will help the City achieve that goal: Economic Development Goal 1: Maintain a healthy and sustainable local economy. 2 Economic Development Policies: 1. Prepare and implement a local economic development strategy in consultation with local Commented [AM1]: The alignment and forma ng of this businesses, regional economic development organizations, property owners, and list is inconsistent. Pre-exis ng forma ng has thwarted all residents. efforts to fix this. 2. Work with economic development and community organizations as well as businesses and community members to establish specific evaluation methods that will annually measure the community’s overall quality of life and economic viability. The following issues, among others, should be considered when developing indicators to establish evaluation goals: a. Quality of life issues such as crime rate, schools, childcare, health care, roads and infrastructure, affordable housing, employment opportunities, and cultural amenities; and b. Economic development issues such as wages; per capita personal and median household income, percentage of population below poverty level, business formation, expansion and retention, economic base, and education. 3. Support economic development efforts that target employment opportunities that: a. Provide good living wages; b. Help diversify the economy; and c. Capitalize on the strengths of the region. 4. Continue to support the start-up, retention, expansion, and recruitment of businesses. 5. Provide consistent, fair, and timely regulations that are flexible, responsive, and effective. 6. Periodically review and update policies, permit processes and regulations to provide a business climate conducive to new and start-up businesses. 7. Continue to encourage creation and retention of home- based businesses that are compatible with residential neighborhoods. 8. Work with the arealocal and regional Chambers of Commerce, economic development agencies, business associations and local development groups to support patronage of local businesses. 9. Provide for the option of Tax Increment Financing (TIF), and Local Infrastructure Financing Tool (LIFT) when appropriate and available to support infrastructure development and preservation in support of economic development. 10. Encourage educational institutions to locate in the City of Liberty Lake, especially those that provide Science, Technology, Engineering, Arts, and Math (STEAM) education, technical training, internships, and apprenticeship programs to support local businesses and facilitate the development of skills essential to our future labor force. 3  11. Support and encourage K-through-12 education to include skills-based training and creative partnerships with business. 12. Encourage an interactive relationship between schools and businesses through apprenticeship, mentoring, and other programs. 13. Identify and pursue sustainable funding sources, such as grants, public-private partnerships, and innovative financing mechanisms, to foster and support economic development initiatives and partnerships. 14. Actively encourage tourism by promoting Liberty Lake’s natural beauty, recreational opportunities, cultural events, and community amenities to attract visitors and strengthen the local economy. 15. City policies and development regulations should be periodically evaluated and updated to reduce barriers and incentivize the retrofitting of vacant and/or underutilized structures for commercial, industrial buildings or residential uses. Consider opportunities to promote and incentivize infill development and redevelopment of vacant or under-utilized commercial and industrial properties to optimize existing infrastructure, stimulate economic activity, and support efficient use of land and resources. 16. Collaborate with local hospitality businesses, regional tourism organizations, and nonprofit partners, utilizing sustainable funding sources such as lodging tax revenues, to support coordinated tourism marketing and visitor services. 17. P romote infill development and redevelopment of vacant or under-utilized commercial and industrial properties to optimize existing infrastructure, stimulate economic activity, and support efficient use of land and resources 18.17. U tilize accurate, timely, and relevant data to inform and evaluate economic development strategies, policy decisions, and resource allocation, ensuring transparent, measurable, and effective outcomes. 19.18. E valuate existing barriers to locating and operating childcare facilities within the City and revise regulatory allowances to support expanded access and availability of childcare services to the greatest extent permitted under Washington State law. C. Employment Trends and Forecasts Employment by Industry According to the recent Census data, Liberty Lake had an estimated 7,901 employees working withing City limits, with a more diverse mix of employment sectors than in 2002 (the most recent Census employment data available). The City has seen significant job growth in the majority of its sectors (see Figure 1, below). 4 Figure 1: City of Liberty Lake Percentage Change by Industry from 2002 to 2022 (Education Adjusted) 2002 2022 2002 2022 Industry Share Share Count Count Agriculture, forestry, fishing and hunting, and mining 0.04% 0.00% 2 0 Construction 1.04% 2.94% 53 232 Manufacturing 38.97% 21.28% 1,991 1,681 Wholesale trade 0.67% 4.92% 34 389 Retail trade 14.76% 11.16% 754 882 Transportation and warehousing, and utilities 0.20% 0.27% 10 21 Information 0.51% 3.10% 26 245 Finance, Insurance and Real Estate (F.I.R.E) 18.40% 21.77% 940 1,720 Professional, scientific, and management, and administrative and waste management services 13.70% 12.67% 700 1,001 Educational, health care and social assistance 2.47% 12.13% 126 958 Arts, entertainment, and recreation, and accommodation and food services 5.05% 8.05% 258 636 Other services, except public administration 4.03% 0.94% 206 74 Public administration 0.18% 0.78% 9 62 Totals 100.00% 100.00% 5,109 7,901 Source: U.S. Census LEHD 2002-2022, Leland Consulting Group, SCJ Alliance Finance, Insurance, and Real Estate (F.I.R.E.) is the cCity’s largest employment sector, comprising 1,720 jobs and 21.8% of all jobs in Liberty Lake in 2022. This sector has added 780 new jobs since 2002. While Manufacturing is the cCity’s second-largest sector, with 1,681 jobs, it has lost 310 jobs compared to 2002 (Figure 31). Manufacturing now represents only 21.3% of all jobs, compared to 39% in 2002. The fastest growing sector in the City is Wholesale Trade, which grew by 658%, jumping from only 34 jobs in 2002 to 389 jobs in 2022. The largest employment sectors in Liberty Lake are: 1) Finance, Insurance, and Real Estate (F.I.R.E.) (22.5%) 2) Manufacturing (22%) 3) Services (Professional, Administrative, Scientific, Managerial, Waste Management) (13.1%) Liberty Lake’s top employment sectors of F.I.R.E and Manufacturing employ a much higher percentage of the workforce compared to Spokane County and Washington State. A considerably lower percentage of the labor force works in transportation, warehousing, utilities, education services, and healthcare compared to Spokane County and Washington. Employment Forecasts Employment projections for Liberty Lake were developed using three methodologies, after correcting the historic data for the education discrepancies discussed above. The 5 methodologies were:  Trend-Based Forecasts o Linear trend to 2046 based on historic 10-year total employment numbers o 2046 projections based on compound annual growth rates by industry group over the past 10 years  Jobs to Housing Ratio o 2046 projections based on current jobs-to-housing ratio and 2046 housing unit targets o 2046 projections based on a continuation of past jobs-to-housing ratio trends  Land Capacity o 2046 capacity based on the cCity’s Land Capacity Analysis and achieved commercial densities o 2046 capacity based on the cCity’s Land Capacity Analysis and allowed commercial densities Figure 2 below shows the results of each of the employment projections together in a linear chart, and Error! Reference source not found. shows net new job projections based upon employment for vacant commercial and industrial lands, as based upon different development densities. Based on this analysis, Liberty Lake is likely to see between 3,894 and 7,409 net new jobs in the next twenty years, for a total of between 11,795 and 15,310 jobs by 2046. Currently, there are 7,901 jobs in the cCity. The land capacity analysis demonstrates that there is adequate land to support this range of projected employment growth over the next 20 years. The full employment projection analysis is detailed in Appendix X Figure 2. Combined Liberty Lake Employment Forecasts, 2022-2046 25,000 H istoric Jobs 10-YearLinearTrendline 21,707 10-YearCAGR by Industry Group 20,000 Jobs:H ousing Ratio (trends continue) Jobs:H ousing Ratio (currentratio) Land Capacity (m ax lotcoverage) 15,310 15,000 Land Capacity (achieved FAR) 14,992 13,511 11,795 10,000 11,269 7,901 5,000 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 6  Source: U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD), via Census on the Map, Washington Office of Superintendent of Public Instruction SAFS Data Files, Washington State Fiscal Information: K-12 Public Schools: District Staffing & Finance Data, Washington Office of Financial Management, City of Liberty Lake Land Capacity Analysis, City of Liberty Lake Zoning Code, U.S. Energy Information Administration Commercial Buildings Energy Consumption Survey (CBECS), Leland Consulting Group D. Employment Land Capacity Each potential business has its own unique set of location requirements. Sites must be available in a range of sizes and locations with appropriate zoning and compatible surrounding land uses. Infrastructure availability is one of the most critical factors to encourage economic development. Sewer, water, transportation facilities, and communications facilities must be available or easily obtained. For attracting industrial uses, an adequate supply of usable industrial land unencumbered by conflicting land uses and/or environmental constraints is important. As part of the 2026 Comprehensive Plan update, Liberty Lake conducted a Land Capacity Analysis which showed sufficient land capacity to meet the cCity’s housing targets. This analysis also contained an accounting of the available acreage for commercial and industrial development over the planning horizon, a total of 425.06 acres across seven zones. The map below shows the location of vacant and underutilized commercial and industrial land in the cCity. Underutilized lands and buildings are parcels or structures that are developed significantly below their potential based on zoning, market conditions, infrastructure capacity, or economic productivity. Figure 3: Vacant & Underutilized Commercial & Industrial Properties in Liberty Lake, 2025 7 Source:City ofLiberty Lake Land Capacity Analysis,,Appendix X In order to determine job capacity on this acreage, a range of potential development densities was developed. The floor area ratio (FAR) that can be achieved based on development regulations in Liberty Lake’s commercial and industrial zones ranges from 3.5 to 4.2, with allowed heights of up to five or seven stories. However, in reality, no commercial development even approaching this density has been built in the Ccity that approaches this density. Analyzing achieved densities of commercial structures shows a range of FAR between 0.12 and 0.24, depending on zone. In order to develop an estimate of potential jobs on vacant and redevelopableunderutilized land that was higher than the achieved density, but below the fullmaximum allowed, FAR assumptions were also developed based on a hypothetical one- story building that fills the maximum area allowed in the zoning code. This resulted in an FAR of between 0.6 and 0.7, depending on zone. These potential densities were then multiplied by an assumption of square feet per job based on the types of commercial uses allowed in each zone (e.g. retail, industrial, office) and standard job densities drawn from the U.S. Energy Information Administration ‘s Commercial Buildings Energy Consumption Survey. Overall, on the 425.26 acres of vacant and redevelopableunderutilized commercial and industrial land in Liberty Lake, there is the capacity for at least 3,368 new jobs (using densities achieved to date) and potentially up to 13,806 new jobs (assuming maximum lot coverage). Note that if multistory commercial development occurred, the potential capacity could be even higher, though this is unlikely due to market trends. 8  Figure 4: Land Capacity for Jobs in Liberty Lake, 2020-2046 Medium FAR (1 Net New Net New Allowed story, max Jobs/Acre Jobs Jobs/Acre Jobs Available FAR (5-7 lot Achieved Sq Ft / (Medium (Medium (Achieved (Achieved Zone Acres Stories) coverage) FAR Job FAR) FAR) FAR) FAR) C-1 7.96 4.2 0.60 0.20 1,050 24.9 198 8.3 66 C-2 116.42 4.2 0.60 0.12 1,200 21.8 2,536 4.4 507 I 43.5 4.2 0.60 0.24 1,200 21.8 947 8.7 379 I/C-2 21.94 4.2 0.60 0.18 1,200 21.8 478 6.5 143 M-2 115.11 3.5 0.70 0.16 600 50.8 5,850 11.6 1,337 RD-C 79.83 4.2 0.60 0.12 1,200 21.8 1,739 4.4 348 RD-M 40.5 3.5 0.70 0.20 600 50.8 2,058 14.5 588 Total 425.26 13,806 3,368 Source: City of Liberty Lake Land Capacity Analysis, City of Liberty Lake Zoning Code, U.S. Energy Information Administration Commercial Buildings Energy Consumption Survey (CBECS), Leland Consulting Group Based upon Liberty Lake’s projected job growth of 3,894 to 7,409 net new jobs in the 20-year planning period, this analysis demonstrates that the City has sufficient commercial and industrial land under current zoning to reach the projected employment levels, Commented [LK2]: Planning Commissioners, is this too data heavy? D.E. History and BackgroundEconomic Development Strategies The economy plays a central role in maintaining the vitality and quality of life within a community. A healthy economy creates good paying jobs, providing economic opportunities to all citizens. The economy also supports the tax base, providing for schools, police, fire protection, parks, and many other community facilities and services. The importance of economic development is recognized in state legislation by the inclusion of economic development as one of the planning goals intended to guide local comprehensive plan development, as well as being included as a policy topic in the Countywide Planning Policies for Spokane County. The Growth Management Act (GMA) establishes the following as economic development goals for the State of Washington.  Encourage economic development that is consistent with adopted comprehensive, strategic, and operational plans.  Promote economic opportunity for all citizens of the state, especially for unemployed and disadvantaged persons.  Encourage growth in areas experiencing insufficient economic growth.  Ensure economic growth occurs within the capacities of the state's natural resources, public services, and public facilities. The purpose of the Economic Development Element is to present goals and policies that support and encourage a strong, vibrant economy. The element focuses on business startup, business retention, expansion and recruitment, regional collaboration, income, education and training, and tourism. While this element focuses on these specific topics, it is important to 9 recognize that the Comprehensive Plan as a whole can be considered as an economic development tool. Sustainable Regional Economic Development While the City serves as the greatest advocate for local economic development, it also partners with several regional organizations, such as the Greater Spokane Incorporated, the regional Associated Development Organization (ADO) for economic development, as well as one of the regional Chambers of Commerce that helps attract, create, and retain quality jobs for the region; the Greater Spokane Valley Chamber of Commerce, which helps promote businesses located in eastern Spokane County and provides leadership to create an environment in which members, businesses, and the community can succeed; Idaho Jobs Plus, which is a Coeur d'Alene Area Nonprofit Economic Development Corporation; Inland Northwest Partners, a regional consortium of public and non-profit agencies working together to promote regional economic development; and Visit Spokane, a regional not-for profit that promotes economic development through expanding the regional tourism. By focusing on common goals and allocating resources accordingly, government and private organizations can work together regionally to maximize successful business start-up, retention, expansion and recruitment efforts, and tourism promotion within our community. Local Economic Development Strategies The City recognizes that economic development can be significantly influenced by factors within its direct control, including the regulatory framework, infrastructure quality, transportation networks, public safety, community amenities, education, childcare availability, and overall quality of life. The City develops a Strategic Plan every four (4) to five (5) years. The City's current and future Strategic Plans are developed to directly align with and support the implementation of goals and policies outlined in this Comprehensive Plan. By ensuring consistency between the Comprehensive Plan and future strategic and operational plans, the City effectively coordinates economic development initiatives, decision-making processes, and resource allocation, fostering cohesive and unified progress toward community objectives. Liberty Lake maintains a regulatory environment that is predictable, clear, efficient, flexible and responsive, ensuring businesses experience consistency in permitting and land-use decisions. Infrastructure investments in a well-maintained transportation network, and modern communication facilities—are prioritized to meet current business needs and support future growth. The City invests in high-quality public safety services and community amenities, including parks, trails, and recreational opportunities, contributing directly to Liberty Lake's appeal as a desirable location for both employers and residents. Additionally, Liberty Lake proactively supports educational excellence and accessible childcare services, acknowledging these as critical quality-of-life components necessary to attract and retain skilled workers and families. By strategically managing these drivers, the City creates a competitive advantage for business retention, expansion, and recruitment, thereby fostering sustainable economic growth and community prosperity. Income One of the primary reasons to pursue economic development is to increase the standard of living and quality of life for the citizens and businesses located in City of Liberty Lake. A key 10 policy in this economic development element is to create more living-wage jobs. A strategic approach in the pursuit of new jobs is to support the recruitment, retentionain, and expand expansion of the types of industries that provide quality, good-paying jobs, and improve the quality of life for its residents. Qualified Labor Force Qualified labor is essential to retain and recruit businesses. The basic cornerstone in the development of a qualified labor force is access to education. Located near the City of Liberty Lake and the surrounding area is a diverse group of higher-education facilities, including community colleges, universities, and private technical and business schools. These schools, as well as the K-through-12 public and private schools, should be encouraged to constantly evaluate their programs to be responsive to the changing job market. Partnerships between business and the educational community should be encouraged and nurtured by the City and its economic development partners to further this process. Businesses should be encouraged to partner with organizations and educational institutions to develop specialized training programs and apprenticeship programs to meet the needs of employers. Tourism The cultural, recreational, and scenic opportunities in the region make tourism an excellent provider of employment. Located either within the City or within an easy driving distance, visitors can enjoy lakes, golf, scenic mountains, community events, and an excellent trail system. Promotion and expansion of tourism serves as an economic development tool, bringing with it an infusion of outside dollars to the benefit of Liberty Lake businesses, as well as the City’s revenue stream. The City partners with Visit Spokane, a regional non-profit, and other non-profits such as The Hub Sports Center, along with hotels and motels within the City to promote tourism within the City. The City utilizes its lodging tax revenues as a means to finance the promotion of tourism within our the cityCity. Infill and Redevelopment Infill and redevelopment programs provide an economic development tool to revitalize under- utilized or vacant parcels or structures. Infill development would develop or redevelop vacant or underutilized commercial or industrial structures or parcels of land that are already provided with services. Re-development policies help utilize existing structures before constructing new commercial or industrial buildings. Underutilized lands and buildings are parcels or structures that are developed significantly below their potential based on zoning, market conditions, infrastructure capacity, or economic productivity. Indicators of under-utilization of lands and buildings may include persistent vacancies, buildings or sites in disrepair, disproportionately low improvement-to-land value ratios, or properties generating minimal economic activity relative to their potential. Adequate Infrastructure and Land Supply E.F. Implementation In order to fully implement the goals and policies detailed in this Chapter, it will be essential that the City evaluate and invest in economic development strategies that foster, promote and sustain a vibrant and resilient local economy. 11 Chapter 10 Utilities, Public Facilities & Services FOR THE 2026 COMPREHENSIVE PLAN VERSION 7/23/2025  Chapter 10 – Utilities, Public Facilities, & Services Contents A. Utilities.................................................................................................... 2 B. Public Facilities and Services ................................................................ 7 C. Essential Public Facilities .................................................................... 13 Figures: Figure 1. 2025 Sewer/Water District Service Map ......................................... 4 Figure 2. Ridgeline High School ....................................................................... 11 Figure 3. Spokane Valley Fire Station No. 3 .................................................... 12 1|Page  Chapter 10 – Utilities, Public Facilities, & Services A. Utilities The Washington State Growth Management Act requires that cities and counties develop a Utilities Element as part of the comprehensive planning process. Specifically, this element must address the future needs for electrical, natural gas, and telecommunication lines. Additionally, public sewer and water are currently provided to the City by the Liberty Lake Sewer & Water District, Spokane County Environmental Services, and Consolidated Irrigation District #19. Solid waste management and recycling are provided to the City by Waste Management. The City has met with the various utility service providers and shared population and employment projections for the City through 2046. Providers have confirmed that they are capable of serving the projected demands of the City’s current and future residents for electricity, natural gas, and telephone service, as well as sewer, water, and solid waste management, with current and/or planned future capital facilities improvements. The City will continue to monitor and coordinate with the variety of public and private service providers to ensure that future needs will continue to be met. Utility Goals and Policies Goals Goal 1: Maintain the energy, communication, solid waste disposal facilities and services, sewer capacity, and water supply needed to support current and future development Policies Policy 1: Continue to exchange population forecasts, development plans, and technical data with local utility providers. Policy 2: Develop and implement education programs to encourage and promote waste reduction, recycling, and alternatives to use of toxic products. Policy 3: Prior to approval of any proposed development inside the city boundaries, project sponsors must: a. Demonstrate the adequacy of the planned sewer and water conveyance and treatment systems capacities in accordance with established level of service standards; and b. Consult with service providers to confirm the availability of services including electric and natural gas. Policy 4: Priority consideration should be given to the placement of telecommunication, cable television lines, and other utility facilities underground at the front of the property, at the rear of properties, or in alleyways with easements, and require undergrounding of all newly installed or extensively modified utilities, under 50 KW, to protect viewsheds and corridors. 2|Page  Chapter 10 – Utilities, Public Facilities, & Services Policy 5: Facilitate joint planning and the construction of improvements among utility providers. Policy 6: Encourage shared utility easements and corridors, in accordance with industry standards. Policy 7: Encourage the use of utility easements and corridors for trails, in accordance with industry standards, as appropriate. Policy 8: Explore opportunities to encourage and promote the use of reclaimed water. Policy 9: The City has adopted the Spokane Regional Stormwater Manual. In accordance with the provisions of this manual, the City shall establish and maintain a comprehensive storm water management system. This should include, but is not limited to: a. Policies that support low impact development; b. The use of landscaping and open space to facilitate low impact development; c. Policies to minimize new impervious surfaces whenever practicable; and, d. Alternative stormwater design methodologies, as outlined in the Washington State Department of Ecology’s Stormwater Management Manual for Eastern Washington (SWMMEW) may be utilized as an alternative method of compliance, with prior approval from the City. Utility Capacity Review Electrical and Gas Utilities Electricity is currently provided to the City by Avista Utilities. The capabilities of the electrical system's capacity can be quantified in terms of the capacity of its distribution substations. Power systems are capable of serving an amount of electric demand measured in kilowatts. The number of customers served depends on the demand of each individual customer and varies from a few kilowatts for a small residential customer to 50,000 kilowatts for a large industrial customer. The power system is built to a uniform design throughout the service area. The design provides a networked transmission system of substations (with automatic protection to limit the extent of any problems) and distribution systems (with uniform system-wide design). The designs follow the industry practice where the failure of one major component at any one time does not interrupt service to all customers. Avista Utilities also currently provides natural gas to customers in the City of Liberty Lake. Avista completes their capital facilities planning in 5-year windows. Avista just completed an expansion of their Greenacres Electrical Substation, which came online in 2024, as part of their last 5-year capital facilities plan. This improvement provides capacity for services in Spokane County and opens additional capacity in the northwest quadrant of the City. Avista representatives indicated that they are in a very good position to meet the City demands for the next five years without any additional capital facilities improvements and are just beginning the process of planning for the subsequent five-year capital facilities planning period. 3|Page  Chapter 10 – Utilities, Public Facilities, & Services While TC Energy (previously known as Trans-Canada Energy) does not provide gas service to users within the City of Liberty Lake, they do maintain a high-pressure, underground natural gas transmission main that traverses the City from its southwest quadrant to its northeast quadrant. The Transmission main is located within a 100-ft. easement and requires special permitting by TC Energy for any development within 100 ft. of its gas main easement. Telecommunications System Residents and businesses in the City have multiple options for the provision of telecommunications services including high-capacity broadband Internet services. Cable and digital television service are being offered in the City through multiple providers that have obtained franchise agreements. Sewer and Water Public sewer and water are currently provided to much of the City by the Liberty Lake Sewer and Water District (LLSWD). In the northwestern portion of the City water service is provided by the Consolidated Irrigation District #19, with sewer service provided by the Spokane County Environmental Services Department. A map of water and sewer service areas is included as Figure 1, below. Figure 1. 2025 Sewer/Water District Service Map 4|Page  Chapter 10 – Utilities, Public Facilities, & Services Liberty Lake Sewer and Water District (LLSWD) LLSWD provides water and sewer service to the eastern 70% of the City of Liberty, along with properties located around Liberty Lake in the unincorporated Spokane County. LLSWD officials indicated that they are currently using less than half of their water rights to serve the district. Even with projected population growth in the City of Liberty Lake and the unincorporated Spokane County, they have more than adequate water rights to serve anticipated future growth within the 20-year planning period. The District is currently in the process of drilling a new well (with a backup generator) near Interstate 90 Exit 296 ramp, and they are planning to build a new two-million-gallon reservoir adjacent to the existing Legacy Ridge water tank in the next 15 to 20 years. Back-up generators for existing wells are also planned capital improvements to enhance the resiliency of their water service delivery. Otherwise, construction of new conveyance infrastructure is the responsibility of developers. LLSWD Water Reclamation Facility, located on Harvard Road in the City of Liberty Lake, uses biologic nutrient removal (BNR) technology with tertiary membrane filtration to treat incoming wastewater. While the design treatment capacity for the facility is 9 million gallons per day (GPD), the District is currently only receiving 2 million GPD. Planned upgrades to the facility include a system to regulate the temperatures of effluent being discharged to the river as part of the District’s National Pollutant Discharge Elimination System (NPDES) permit for discharges into the Spokane River. The sewage treatment plant and all sewage lift stations are currently equipped with backup generators. LLSWD has evaluated methane recapture at the water reclamation facility and determined that methane capture is not feasible given the construction of the plant’s concrete holding tanks. Capping the tanks to facilitate methane recovery would cause the concrete to degrade over time, due to the corrosive nature of methane. Regarding sewer collection systems, similar to water infrastructure, construction of new sewage conveyance is the responsibility of the developers. Spokane County Environmental Services Spokane County Environmental Services provides sewer service to the western 25% of the City of Liberty Lake. Spokane County’s Treatment Facility, located in the City of Spokane, was recently expanded with a planned capacity to accommodate planned growth over the next 20 years. Based on current projects, a new plant will not likely be needed until 2040-2050. The state-of- the-art facility is currently doing some methane recovery for beneficial reuse at the plant, but there are no plans for full capture and conversion of methane in the short term, as the return on investment is currently not favorable. 5|Page  Chapter 10 – Utilities, Public Facilities, & Services Consolidated Irrigation District #19 Consolidated Irrigation District provides water service to roughly 30% of the western portion of the City of Liberty Lake, as well as portions of Spokane Valley and unincorporated Spokane County. District staff have confirmed that the district has adequate water rights to serve the projected population and employment growth within their district over the next 20 years. Regarding infrastructure, the district constructed a 2-million-gallon water tank in 2024 on the western face of Legacy Ridge in the City Liberty Lake that is designed to serve the anticipated growth in the district over the next 30 years. The remaining capital improvement needed to serve projected growth is a water main boring under Interstate 90 to provide adequate water pressure to the growth projected for the northwest quadrant of the City, an improvement that it is anticipated to be constructed in the next 5 years. Solid Waste Management & Recycling Counties and cities are responsible for implementing a Comprehensive Solid Waste Management Plan. These plans provide for the collection of solid waste and ensure the provision of the minimum levels of collection service for recyclables. Cities are also asked to enforce litter control ordinances. The City adopted its current Solid Waste Management Plan in 2014, with an amendment in 2021 to include a Recycling Contamination Reduction and Outreach Plan (CROP). The City of Liberty Lake currently contracts with Waste Management Systems for collection of residential and commercial waste. The City does not require mandatory collection of solid waste, that is, residents are not required to subscribe to refuse collection services. Waste Management bills its customers directly for this service. Waste currently is transported to a central collection site where it is consolidated and shipped to a permanent disposal site. The City offers a residential curbside recycling program under its contract with Waste Management. Residents subscribing to solid waste pickup service automatically receive recycling and are offered food/yard waste pick-up services for an additional fee. Recyclables are collected every other week and food/yard waste is collected weekly for composting from March through November each year. Liberty Lake Sewer and Water District also offer a leaf and yard waste drop off site in the fall each year. The City of Liberty Lake, in conjunction with Waste Management Systems, also offers a bulk waste disposal event each spring. Those not contracting waste management services can access the Spokane County Transfer Station for free recycling and food/yard waste drop-off, and solid waste drop-off for a weight- based tipping fee. 6|Page  Chapter 10 – Utilities, Public Facilities, & Services B. Public Facilities and Services In addition to planning for utilities, the Washington State Growth Management Act mandates that counties and cities plan for public facilities and services to support future growth projections. This section evaluates the future needs for schools, emergency services, and municipal facilities, excluding parks and transportation facilities, which are addressed in separate chapters of this Comprehensive Plan. Public Facilities and Services Goals and Policies Goals Goal 1: Continue to provide desired levels of public services in a cost- effective and sustainable manner. Policies Policy 1: New growth and development activities shall pay their fair share of the cost of facilities needed to serve them. Policy 2 Periodically assess and document the capital improvements that are needed to eliminate existing deficiencies and to maintain the Level of Service standards for public facilities and services. a. This may include adopting updates of the capital facilities plan and/or the capital improvement plan on an annual basis in conjunction with the annual adoption of the City’s budget. Policy 3: Establish priorities among capital improvement projects through annual review and amendments to the Capital Facilities Element and the City’s Six-Year Capital Improvements and Transportation Improvement Programs. Policy 4: Monitor the implementation of the Capital Improvement Program and development to ensure that the Land Use, Transportation, Utilities, and Capital Facilities Elements are coordinated and consistent and that established Level of Service standards for public facilities and services are achieved. 7|Page  Chapter 10 – Utilities, Public Facilities, & Services Policy 5: Development shall be approved only after it is determined that public facilities and services will have the capacity to serve the development without decreasing levels of service below adopted standards. Policy 6: Encourage the Central Valley School District to allow for shared access of facilities for recreational or other public purposes. Policy 7: Support the Central Valley School District in maintaining a Capital Facilities Plan that is consistent with the Growth Management Act and the City’s Comprehensive Plan. Policy 8: Encourage inter-jurisdictional cooperation and sharing of equipment and facilities. Policy 9: Encourage inter-jurisdictional cooperation among law enforcement and corrections agencies to further develop, where practical, shared service and facility use. Policy 10: Develop community benchmarks and program performance measures to evaluate public safety efforts. Such performance measures might include response time to calls, crime solution rates, or other methods to determine actual effectiveness. Policy 11: Require development of comprehensive emergency management plans consistent with the elements of the Comprehensive Plan. Policy 12: Provide defensible space between structure and adjacent fuels and require that fire rated roofing materials be used. Policy 13: Coordinate with utility providers to ensure that sizing, locating, and phasing of utility system improvements are consistent with the Comprehensive Plan and meet anticipated population needs in a timely manner. Policy 14: Promote conservation measures to reduce the need for additional utility distribution facilities/ services in the future. Policy 15: The placement of cellular communication facilities shall be in a manner that minimizes adverse impacts on adjacent land uses, does not affect viewsheds or corridors, and maximizes the use of existing structures where feasible. 8|Page  Chapter 10 – Utilities, Public Facilities, & Services Policy 16: Promote the co-location of new utility transmission distribution and communication facilities when doing so is consistent with the utility industry standards, DOT requirements, and national electrical and other codes. (Examples of facilities that may be shared are “dry” trenches, “wet trenches”, rights-of-way, towers, poles, and antennas.) Policy 17: Provide timely notice to affected private utilities of all major utility projects, including the maintenance and repair of existing roads, to promote the joint planning and coordination of public and private utility activities. Policy 18: Where consistent with multiple uses, promote joint use of utility corridors with recreational and green space applications, in accordance with industry standards. Policy 19: Consistent with the Capital Facilities Plan, growth related impact fees may be imposed for public streets and roads; public parks, open space and recreation facilities; schools; and fire protection facilities. Policy 20: Growth-related impact fees: a. Shall only be imposed for system improvements that are reasonably related to the new development; b. Shall not exceed a proportionate share of the costs of system improvements that are reasonably related to the new development; and c. Shall be used for system improvements that will reasonably benefit the new development. Policy 21: New housing units meeting the standard federal and state definition of “low-income housing” shall be exempted from development impact fees. Policy 22: New housing units serving populations with special needs, such as people with severe disabilities, should be eligible for a reduction or exemption to development impact fees consistent with their reasonable and ongoing impact on existing systems. Policy 23: Continue to provide library services efficiently and cost effectively to Liberty Lake residents. a. This will include the preparation and implementation of a strategic plan for the library that highlights priorities for providing library services and how best to provide the services over time. 9|Page  Chapter 10 – Utilities, Public Facilities, & Services Policy 24: Provide police protection efficiently and cost effectively to residents of the City of Liberty Lake. Policy 25: Provide fire and emergency medical services efficiently and cost effectively to residents of the City of Liberty Lake. Policy 26: Provide solid waste disposal service to reduce public nuisance, health hazard, and pollution to the City of Liberty Lake’s environment. Note: Please refer to the Parks, Arts, Recreation, Open Space, and Trails Chapter, and the Transportation Chapter, respectively for the parks and transportation facilities goals and policies. Refer to the Climate and Natural Resources Chapter for stormwater and water conservation goals and policies. Public Facilities and Services Capacity Review Schools The City of Liberty Lake is entirely served by the Central Valley School District (CVSD), a public school district providing educational services for grades Pre-K through 12 for portions of Spokane Valley and eastern Spokane County. CVSD facilities located in Liberty Lake include Liberty Lake Elementary School, and Liberty Creek Elementary School, Selkirk Middle School, and Ridgeline Highschool, as well as the Central Valley School District Administrative Offices. CVSD also has approximately 25 acres reserved for a future elementary school and middle school, located on Sprague Avenue, west of Kramer Parkway (directly south of the Ridgeline High School). CVSD uses the following metrics as level of service standards: • Elementary School: 500 to 625 students per elementary school; • Middle School: 600 students per middle school; and, • High School: 1,600 to 2,000 students per high school. CVSD has proactively forecast growth within the district, and as a result, are well positioned to respond to projected future growth in the area. Ridgeline High School in Liberty Lake was constructed in 2021 and still has capacity for an additional 500 to 600 students. In constructing Ridgeline High School, the school district created additional capacity at University High School in Spokane Valley, as well. They indicated that the next high school they would likely develop would 10 | P a g e  Chapter 10 – Utilities, Public Facilities, & Services be a Science/Technology/Arts/Math (STEAM) school, and they would likely look to locate it in an existing building, possibly in the Liberty Lake area. Figure 2. Ridgeline High School In addition to the 25 acres in Liberty Lake reserved for a future elementary and middle school, the school district owns 120 acres in the Saltese Flats area, located southwest of Liberty Lake, which is held in reserve for future schools, though there is not a projected need for its development in the foreseeable future. Emergency Services The City of Liberty Lake is located within the Spokane Valley Fire District (SVFD). SVFD provides fire protection and emergency medical services (EMS) to all of Liberty Lake. SVFD is well positioned to serve the City of Liberty Lake’s projected future growth. Station No. 3, located on Country Vista Drive, east of Kramer Parkway, was built in 2017 in the quadrant of the City anticipated to see the most future growth. Kramer Parkway Bridge provides great access from that station to the northwest quadrant of the City, the second largest projected growth area. In addition, Station 4, located on Wellesley Avenue, provides back-up to service calls in Liberty Lake, as will planned new station number 11 at Garland and Barker. Additionally, there is automatic backup from auto-aid and interlocal agency agreements, including City of Spokane Fire Department, Spokane County Fire District No. 8, Spokane County Fire District No. 9, and Kootenai 11 | P a g e  Chapter 10 – Utilities, Public Facilities, & Services County Fire Rescue. SVFD indicated that their level of service standard is 4 people per response, so they have strategically been building a fleet with a minimum 4-seat capacity, to increase efficiency. Figure 3. Spokane Valley Fire Station No. 3 The City of Liberty Lake Police Department (LLPD) provides emergency response and law enforcement services within the City of Liberty Lake. Level of service targets for LLPD is 2.0 sworn officers per 1,000 population. At present, the LLPD has 28 budgeted positions for sworn officers, or 1.98 officers per 1,000 of our current population. With a projected buildout population of approximately 22,000 in 2046, that would likely require an additional 16 officers. These additional officers will require additional patrol cars, additional parking, an expanded evidence room, as well as additional office space and training facilities. Facility needs for LLPD are discussed in more detail in the City Facilities section below. City Facilities [PLACEHOLDER FOR MASTER FACILITES PLAN DISCUSSION] 12 | P a g e  Chapter 10 – Utilities, Public Facilities, & Services C. Essential Public Facilities “Essential Public Facilities” are defined in state law as " those facilities that are typically difficult to site, such as airports, state education facilities and state or regional transportation facilities, state and local correctional facilities, solid waste handling facilities, and in-patient facilities including substance abuse facilities, mental health facilities, and secure community transition facilities.” Generally, essential public facilities can be difficult to site, and their location in a community may be locally unpopular. Local and state governments are charged with the task of ensuring that such facilities, as needed to support orderly growth and delivery of public services, are sited in a timely and efficient manner. In accordance with the requirements of the Washington State Growth Management Act and following an extensive policy review process by the Spokane County Steering Committee of Elected Officials, the Spokane County Board of Commissioners has adopted county-wide planning policies addressing the siting of both “essential public facilities” and “public capital facilities of a countywide or statewide nature,” as specifically required by the GMA. These policies commit the GMA planning jurisdictions of Spokane County to develop a common siting process for these facilities, as required by WAC 365-196-550. In 2001 planning staff from all jurisdictions in Spokane County formed a task force to cooperatively develop a regional siting process for all essential public facilities, including Secure Community Transition Facilities (SCTFs). The Essential Public Facilities Task Force, with assistance from the Spokane County Office of Community Development (OCD), the Department of Social and Health Services (DSHS), and technical staff from the jurisdictions developed a regional siting process for essential public facilities titled Spokane County Regional Siting Process for Essential Public Facilities (a copy of which is appended to this document as Appendix X) The City of Liberty Lake, in conjunction with the remaining incorporated small towns and cities and with the City of Spokane and Spokane County, entered an interlocal agreement to follow the Spokane County Regional Siting Process for Essential Public Facilities when siting facilities of a state-wide or regional/county-wide significance. Unless it is otherwise preempted by state or federal laws, that siting process will apply to any and all future efforts to site an essential public facility of statewide or regional/countywide significance within Spokane County. Purpose and Applicability The Spokane County Regional Siting Process for Essential Public Facilities is intended to address the siting of essential public facilities not already sited by a local comprehensive plan and for which discretionary land use action is required. This siting process is also intended to meet GMA requirements, as well as the intent of the county-wide planning policies. Another objective is to 13 | P a g e  Chapter 10 – Utilities, Public Facilities, & Services enhance public participation during the early stages of facility siting, and to reduce the time spent analyzing unacceptable sites, thereby minimizing the time necessary to reach siting decisions, while reducing political contention and improving the likelihood the final decision will be better aligned with broader community goals. The regional siting process is based on a coordinated interjurisdictional approach, which in combination with consistent development regulations among the jurisdictions will facilitate the equitable distribution of EPF's of a statewide or regional/countywide nature. Utilities, as defined in the Countywide Planning Policies for Spokane County (CPPs), are excluded from the EPF regional siting process. In general, a “utility” refers to a system of delivery, as opposed to a facility at which processing and/or treatment occurs. For example, delivery systems such as sewer pipes are utilities, whereas the wastewater treatment plant itself is an EPF. If the services provided meet an essential public need, the facility may be considered essential, regardless of whether it is publicly or privately owned. An EPF may include a facility providing or housing a needed public service that is: • Provided by or substantially funded by government; or • Provided by a private entity subject to public service obligations; or • On an officially adopted state, regional, county, or local community EPF list. Level of Significance Essential Public Facilities of a State-wide Nature EPFs having statewide significance are major facilities that provide a needed public service affecting, or potentially affecting, residents and/or property located in two (2) or more Washington State counties and may be included on the Washington State Office of Financial Management list of EPFs. These facilities include, but are not limited to: regional transportation facilities, such as commercial and military airports; freeways, highways and beltways; state correctional facilities; secure community transition facilities; state social services; state parks; and, state higher-educational facilities. Essential Public Facilities of a Regional/County-wide Nature EPFs having regional/countywide significance are local or interlocal facilities providing a needed public service affecting, or potentially affecting, residents and/or property located in two or more Spokane County jurisdictions. They include, but are not limited to: general aviation airports; county correctional facilities; regional transportation system; public transit maintenance and operational facilities; regional solid waste disposal/recycling/composting/handling facilities; community colleges; regional wastewater treatment facilities; arenas, stadiums and other entertainment facilities; and regional social and health services such as inpatient hospitals, mental health facilities, substance abuse treatment centers, and group homes (including adult 14 | P a g e  Chapter 10 – Utilities, Public Facilities, & Services family homes, boarding and retirement homes, and nursing homes). Although group homes are listed as EPFs, siting of housing for children in custody of the state (not including juveniles held in county criminal detention facilities or state juvenile institutions as defined in RCW 13.40.020), or for persons with handicaps as defined under the Federal Fair Housing Act, is exempt from the Regional Siting Process. 15 | P a g e  PLANNING COMMISSION TENTATIVE COMP PLAN MEETING SCHEDULE January 8, 2025 June 11, 2025 • Population & Housing Workshop -LCA • Parks, Recreation & Open Space Update • Update & Schedule on Climate Element • Review Natural Environment Redlines January 22, 2025 June 25, 2025 • LCA Summary • GHG Sub-element /Goals & Policy • Critical Area Review • Urban Design – Redlines & Policies • Update & Schedule on Housing Element July 9, 2025 February 12, 2025 • Resiliency Sub-Element/Goals & Policies • Housing Policy Workshop • Employment Projections • Update & Schedule on Other Elements: July 23, 2025 February 26, 2025 • Utilities & Essential Public Facilities • Sign Code Workshop with PC & CEC Workshop • Housing Policy Workshop • Employment Projections Memo • Network analysis -Scope & Timeline August 13, 2025 March 12, 2025 • Updated Economic Development • Econ Development – Redlines & Policies Chapter • Cultural & Historical - Redlines & • Utilities & Capital Facilities Chapter Policies • 6-year Capital Facilities Plan March 26, 2025 • Recap of Housing Policy Workshop GHG SUB-ELEMENT SUBMITTAL TO • Housing & Community Service – Goals COMMERCE – AUGUST 15 – JANUARY 15 & Policies • Co-living Housing Workshop August 27, 2025 April 9, 2025 • Draft Sign Code Revisions & Redlines • Housing & Community Service – September 10, 2025 Revised Policies & Redlines • Co-living Housing Public Hearing • Economic Development Revised • Parks Plan Update Redlines • Introduction & Governance Chapters • Review Cultural & Historic Revisions September 24, 2025 April 23, 2025 • Network Analysis Workshop • Sign Code Workshop • Updated Utilities and Capital Facilities • Housing & Community Service – October 8, 2025 Updated Chapter • Draft Sign Code Revisions Workshop • Co-living Housing Amendment • Capital Facilities Plan Overview May 14, 2025 October 22, 2025 • GHG Priority Actions and Emissions • Parks Plan Presentation Targets • Transportation - Redlines & Policies • Climate Vulnerability & Risk Assessment November 12, 2025 Report • Sign Code Hearing May 28, 2025 • Preliminary Draft of Combined Natural • Land Use – Redlines & Policies, Map Environment/ Climate Element • Review Econ Development Revisions • Development Code Checklist December 10, 2025  • Parks Plan Element • Capital Facilities Plan Workshop January 14, 2026 • Capital Facilities Plan Element • Implementation Plan Element January 28, 2026 • Final Climate & Natural Environment Chapter & Policy Review • Finalize Capital Facilities Plan • Other Chapter Reviews as needed February 11, 2026 • Review Full Draft Document DRAFT TO COMMERCE & OTHER AGENCIES FOR REVIEW, FEBRUARY 15 – APRIL 15 SEPA, FEBRUARY 15 -APRIL 15 February 25, 2026 • Workshop on Housing & Required Development Code Amendments March 11, 2026 • Workshop on Housing & Required Development Code Amendment March 25, 2026 • Workshop on Housing & Required Development Code Amendments HOUSING & REQUIRED CODE AMENDMENTS TO COMMERCE FOR REVIEW APRIL 15 – JUNE 15 April 8, 2026 • Public Hearing on the Periodic Comp Plan Update April 22, 2026 • Workshop on Other Development Code Amendments COMP PLAN PUBLIC HEARING BEFORE CITY COUNCIL MAY 5 May 13, 2026 • Workshop on Other Development Code Amendments CITY COUNCIL 1ST & 2ND ORDINANCE READING, MAY 19 & JUNE 2 RESOLUTION FINDING FINAL COMP PLAN PERIODIC UPDATE IN COMPLIANCE WITH RCW 36.70A.130(1), JUNE 2 June 10, 2026 • Workshop on Other Development Code Amendments July 8, 2026 • Final Review of All Development Code Amendments August 12, 2026 • Public Hearing on Required Development Code Amendments DEVELOPMENT CODE PUBLKIC HEARING BEFORE CITY COUNCIL SEPTEMBER 15 CITY COUNCIL 1ST & 2ND ORDINANCE READING, OCTOBER 7 & 21