DEPARTMENT OF PLANNING, COMMUNITY & ECONOMIC DEVELOPMENT
DATE: September 22, 2014 TO: Planning Commission and City Council FROM: Libby Grage Planning, Community & Economic Development SUBJECT: 2016 Comp. Plan Update – Joint Study Session: CAC/PC/CC Discussion of issues & concepts Background materials
Briefing At the September 8 study session, the Community Advisory Committee (CAC) study groups presented to the Planning Commission (PC) and City Council (CC) the issues and concepts currently being discussed by the groups as part of their work assisting with the 2016 Comp. Plan update. The suggested purpose of tonight’s meeting is to engage in discussion regarding the issues and concepts presented and to obtain feedback and suggestions from the PC and CC to help the CAC to refine concepts for further evaluation. Some questions to consider could be: • Are there other issues/concepts not listed that the CAC should be looking into? • Are the top priority issues from the PC/CC interviews being adequately addressed? (e.g. maintaining high quality of life and marine character, long term plan for waterfront development, focus on economic development, strengthening local retail opportunities, maintaining and enhancing the character and identity of Anacortes) • Are there specific issues/concepts listed (or not) that should be more of a priority than others? • Some of the larger, and possibly more controversial, themes/issues that are emerging based on public workshops and CAC discussions seem to be: o Population target – based on preliminary review of capacity and current codes, redevelopment of existing areas to their higher permitted densities appears to be needed to accommodate the initial population target. What are PC/CC thoughts on the preferred way to plan for and accommodate population growth (redevelopment, increase density/rezone, UGA expansion, re-visit initial population allocation, etc.) o Retail options – there are various suggestions for ways to strengthen local retail opportunities and reduce sales tax leakage. Are there additional concepts that the PC/CC would like to see evaluated through the process? (eg large/medium/small box, co-op mercantile, infill; where?).
1 of 2 Exhibit 37 Additionally, a document containing the last version of the Vision Statement, with words inserted/struck per councilmember comments received, as well as other information, is attached. Ideally, the CAC, PC & CC can have discussion and arrive at an acceptable version of the vision statement to serve as a guide through the rest of the update process.
Background The Community Advisory Committee (CAC) is currently engaged in a process of identifying issues, concepts to address the issues, and evaluation of concepts in order to eventually make recommendations to the Planning Commission and City Council regarding potential changes to the Comprehensive Plan as part of the 2016 periodic update. Background materials were previously provided in hard copy format (binders) and are available on the website.
Recommendation None.
Attachments Attachment Document Title Description A Study Group Issues & Concepts docs. These are the same docs provided at the 9/8/14 meeting B Draft Vision Statement – September Provides comments received by 22, 2014 Version (and previous councilmembers, and includes the versions versions) previously presented to PC and CC. C Background materials for September List of materials previously provided, now 8 & 22, 2014 CAC/PC/CC joint study updated with hyperlinks to the documents. sessions - Updated 9/16/14 D Public Transportation Options in White paper by PCED intern Sarah Idczak. Anacortes Please add to your binder. E Transportation Existing Conditions Analysis of existing PM peak hour traffic conditions for various intersections by TSI. Please add to your binder.
2 of 2 Housing Study Group Issues and Concepts
1. Identify Issues to Be Addressed
1. Meet the planning target goal of 2,600 new housing units in the next 20 years 2. Provide a variety of housing sizes, types, and price ranges to meet the needs of all segments of the population 3. Increase density while maintaining the "small town character" of Anacortes
2. Identify Possible Concepts to Address Issues
Issue 1: Meet the planning target goal of 2,600 new housing units in the next 20 years • Current zoning can accommodate this many units through redevelopment, but doing so could significantly change the character of many existing neighborhoods • Single family homes still predominate in many multifamily and commercial areas which are zoned to allow multifamily units • High land costs are a significant factor in the inability of developers to build economically viable new multifamily housing • Small lots in individual ownership make it difficult to assemble larger parcels that are an appropriate size for developing multifamily housing. Many existing houses are too valuable to tear down for redevelopment, and those which are deteriorated enough to tear down are not on contiguous lots. • Some new single family homes are being built in multifamily zones, thus not achieving the density potential of the zone • Many areas of town are currently unavailable for increased development or changes in density (i.e. property owned by City, Port, School District, Hospital, Tribal land, etc., and subdivisions with deed restrictions that limit the uses of property) • There is potential for added housing in a mixed-use development on MJB property
Issue 2: Provide a variety of housing sizes, types, and price ranges to meet the needs of all segments of the population • Rental housing as well as home-ownership in all price ranges • Low-income housing, including subsidized units • Workforce housing to enable workers in a wide range of jobs to live in Anacortes • Smaller units for smaller households in all price ranges, including cottage housing, Accessory Dwelling Units, and multifamily units • Housing close to downtown, employment, and services to encourage walking and biking • An increasing need for specialized housing, such as assisted living, dementia care, co- housing, group homes (for elderly, disabled, homeless, and those with mental health needs), senior communities • Additional support services to assist elderly and disabled people so that they can remain in their homes • Collaborative approaches utilizing public/private partnerships to achieve desired housing goals
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Issue 3: Increase density while maintaining the "small town character" of Anacortes • Encourage developments which incorporate various sizes, types, and prices of housing units, to attract a diverse population with a range of ages, incomes, skills, cultures, and interests, and create a more inclusive community • Many residents prefer living in traditional neighborhoods composed primarily of single family homes. Seek ways to increase the supply of a diverse range of housing types in such neighborhoods, while maintaining neighborhood character, including design standards that respect the uniqueness of each neighborhood. • Provide for a variety of multifamily housing options for those who choose not to rent or buy a single family home or cannot afford to do so • Allow building on smaller lots (perhaps 3,000 s.f. in R3, and 5,000 s.f. in R2) to promote infill with new smaller homes in existing neighborhoods • Discontinue R1 zoning and change that area to R2 or R3 to enable building of more units • Re-zone areas to residential zoning where non-residential uses are no longer viable (such as along Fidalgo Bay Road, and east of the State ferry dock) • Revise the specifics of zoning regulations (height, lot coverage, parking, etc.) to enable more units to be built on a given lot size in multifamily zones, and to facilitate Accessory Dwelling Units and infill housing in single-family zones • Encourage retention of viable existing smaller and older homes, which provide moderate price housing, have a sense of history, and embody the sustainability principles of reduce, reuse, and repurpose • Provide areas for multifamily development that creates multifamily neighborhoods with a sense of community and neighborhood identity • Provide areas for new mixed-use developments where housing, shopping, services, and jobs are integrated in a carefully planned way • Develop design guidelines for neighborhoods to increase compatibility between new development and existing neighborhood character • Consider density bonuses for multifamily projects to achieve Comprehensive Plan goals • Consider targeting specific areas for redevelopment with high-density housing, including re-zoning if needed; specify minimum as well as maximum density in those areas • Identify preferred areas for future Urban Growth Area expansion to meet unanticipated future needs for annexation to provide additional housing (analyze the pros and cons of the area above Sharpe's Corner, Whistle Lake plateau, and Havecost/Rosario as possible areas for residential expansion) • Allow a mix of multifamily and single family housing in residential zones if part of an approved Planned Unit Development • Achieve a balance between increasing density to meet housing needs, and maintaining the existing small town character of Anacortes
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Transportation Study Group Issues and Concepts
1. Identify Issues to Be Addressed
1. Reduce reliance on single-occupancy vehicles to reduce the reliance on fossil fuels, air pollution, greenhouse gases, and cost of road infrastructure 2. Improve traffic flow and safety at Sharpe's Corner 3. Improve traffic flow and safety and aesthetics on south Commercial Avenue 4. Improve traffic flow and safety on Oakes Ave. 5. Eliminate ferry waiting line backup into travel lanes on Oakes Ave. 6. Provide appropriate amounts of parking for various uses 7. Provide and maintain infrastructure for transportation needs
2. Identify Possible Concepts to Address Issues
Issue 1: Reduce reliance on single-occupancy vehicles to reduce the reliance on fossil fuels, air pollution, greenhouse gases, and cost of road infrastructure • Encourage bicycle use - provide amenities such as bike racks, and infrastructure such as bike lanes and signage • Encourage walking - provide amenities such as benches, and infrastructure such as sidewalks and trails, crossing signals, and signage • Provide options for frequent local public transportation among neighborhoods, and from neighborhoods to city center, services, healthcare, employment, and shopping • Provide options for frequent public inter-city transportation to city center, services, healthcare, employment, and shopping in nearby cities • Provide options for frequent public transportation to regional transportation hubs • Develop in-city housing, services and jobs in locations that enable people to walk, bike, and take public transportation between destinations
Issue 2: Improve traffic flow and safety at Sharpe's Corner • Provide a dedicated lane for westbound traffic turning south to Whidbey Island including new signage • Install better timing of traffic lights approaching from the east • Improve safe crossing of intersection for bicycles and pedestrians • Improve safe local access for businesses • Re-route traffic to upper Fidalgo Bay Road to eliminate crossing highway • Roundabout is a long-term solution - make incremental improvements sooner
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Issue 3: Improve traffic flow and safety and aesthetics on south Commercial Ave. • Create a direct connection from 12th St. directly to the R Ave. truck route where Safeway is now, to reduce truck congestion on south Commercial Ave. • Install pedestrian-activated lights at intermediate intersections • Provide pedestrian islands and corner bulb-outs where practical • Accommodate bicycles with bicycle lanes • Plant trees and create landscaped areas along south Commercial Ave. • Encourage businesses to improve site and building appearance
Issue 4: Improve traffic flow and safety on Oakes Ave. • Provide a continuous bicycle lane from Commercial Ave. to the ferry on both sides • Provide a continuous left turn lane from Commercial Ave. to the ferry • Provide continuous sidewalks from Commercial Ave. to the ferry on both sides • Improve the D Ave. - 32nd St. intersection (possible traffic light) and encourage local residents to use this route • Complete W. 2nd St. between Baltimore Ave. and Erie Ave. to provide an alternate route for emergency vehicles and local traffic when traffic is backed up on Oakes Ave.
Issue 5: Eliminate ferry waiting line backup into travel lanes on Oakes Ave. • Increase holding lane capacity at the ferry dock • Provide a dedicated holding lane farther east on Oakes Ave. • Provide a wide shoulder lane at least as far as Dakota Ave. • Provide warning signs suggesting alternate routes when traffic is backed up • Assign law enforcement or ferry personnel to direct traffic during severe backups, allowing local residents, walk-on passengers, and vehicles with reservations to bypass the holding lane
Issue 6: Provide appropriate amounts of parking for various uses • Create shared parking lots or structures for downtown businesses • Optimize on-street parking configurations • Re-evaluate parking requirements in residential zones to balance the impact of off-street parking costs on housing affordability and impacts of on-street parking on neighborhoods • Re-evaluate parking requirements for various non-residential uses to achieve a balance between providing adequate parking and reducing impervious surface • Encourage pervious paving materials
Issue 7: Provide and maintain infrastructure for transportation needs • Conduct and periodically update studies of future needs for roads, bike lanes, and pedestrian facilities, considering residential and non-residential development, freight movement, emergency response, tourism, and other factors • Include ferries, boat transport, and airport in transportation planning • Budget adequate funds for new transportation infrastructure • Budget adequate funds for maintaining transportation infrastructure • Require low impact development practices Page | 2 8/29/14
Land Use, Economic Development & Tourism Study Group Proposal
Land Use
1. Issues to be Addressed 1. What is the highest and best use of available lands? 2. How can we maximize potential on currently developed lands? 3. How do we sustain and nurture our existing community while managing new growth?
2. Possible Concepts to Address Issues
Issue 1: What is the highest and best use of available lands?
1. Expand the UGA to provide for more commercial, manufacturing, industrial zoned land. 2. Rezone light manufacturing areas along SR20 to accommodate mixed-use. The SR20 area is currently zoned Light Manufacturing, permitting Light Manufacturing, Marinas and related boat building, maintenance and repair, Restaurants and accessory sales, shipping and terminal facilities, parking. Consider mixed use rezoning to include overnight accommodations for wider more attractive and productive utilization of the land.
3. Rezone where appropriate to encourage development. Virtually all the waterfront land from 17th South is own by four individual. There is a need for a joint planning effort to include the Port of Anacortes to address potential for rezoning portion of this land.
4. Consider the option of leaving Industrial zoned land south of 22 intact to preserve land for future small industrial businesses and potential for green industries in Anacortes.
Issue 2: How can we maximize potential on currently developed lands?
1. Change residential codes to encourage infill and allow more mixed-use development.
Review of current zone boundaries, permitted uses and conditional uses. Are too many uses subject to CUPs? Is the CUP process being misused? Consider changes to reduce minimum lot size, density, and set backs to encourage more housing particularly affordable housing. See the housing element.
2. Consider relocating City Hall and redevelop the current site to include a gathering/performance space, mixed use, retail, and parking. 3. Increase density. See Housing element. 4. Medical overlay. Accommodate Island Hospital and other medical providers with an Medical overlay that will allow a “Medical Campus” without the necessity of the necessity of a CUP. 5. Rezone where appropriate to encourage development. See above.
Issue 3: How do we sustain and nurture our existing community while managing new growth?
1. Place parking structure downtown for local use and park & ride ferry traffic. Limited CBD parking prevents development of higher density mixed use/residential land development as well as limiting opportunities for ferry users to shop and use CBD services while waiting for Ferry. Ties in with Transportation element regarding traffic back up on Oakes Ave. 2. Design standards. Design standards are needed to make higher density housing more compatible with other residential forms to prevent blighted residential areas and loss of property values. 3. Build a sea wall. Absent some profound reduction in the burning of fossil fuels, rising sea levels and much more will impact Anacortes in the coming years. There is a need to prepare for these contingencies. See Sustainability element. 4. Introduce and preserve a “city center” or “town square”
Economic Development
1. Issues to be Addressed 1. How do we both preserve and enhance our existing businesses, industries, and marine cluster? 2. How do we create and encourage growth of jobs and revenues? 3. How do we strengthen local retail opportunities?
2. Possible Concepts to Address Issues Issue 1: How do we both preserve and enhance our existing businesses, industries, and marine cluster? 1. Heavy boat lift. Create a modern haul out for vessels up to 110 feet of all types of construction to allow heavier vessels to be serviced and repaired in Anacortes. 2. Open industrial space for large-scale manufacturing. 3. Accept that the current uses on March Point will decline in the foreseeable future. Plan for it and be ready for it.
Issue 2: How do we create and encourage growth of jobs and revenues?
1. Business incubator promoting small locally owned business that employ locally and retain profits in the community. Create small business development resources, maps, how-to publications, lending services, website to promote new small business in Anacortes. Develop and promote a “buy local” ethic. Government and local business should look to local suppliers of goods and services as well as promote the development of new business to meet local needs. 2. Attract knowledge-based, R&D and alternative energy job markets. Need for inexpensive housing, community design and infrastructure to support living without a car; high-speed internet connections; promote development of a local green energy market by encouraging use of green energy. 3. Become a college town. With the Marine Technology Center with have the beginnings for future development based upon providing an educational campus in Anacortes. 4. Utilize water and transportation resources. 5. Open industrial space for large-scale manufacturing. Preserve industrial waterfront at 17th to provide for manufacturing access to the water. 6. Accountable funding of local government and transparent revenue generation. 7. Fund government without over-relying on retail sales tax. Current taxing mechanisms to support local government are unsustainable and tend to promote local government decision making that is harmful to the community. Open, transparent local government with budget process designed to illuminate, explain, clarify will give citizens the confidence to vote affirmatively for needed tax revenues.
Issue 3: How do we strengthen local retail opportunities?
1. Co-operative/locally owned dry goods store similar to the “Quimper” Mercantile in Port Townsend. 2. Mixed-use development in the CM1 zone. 3. Infill in and around the CBD and South. 4. Consider regional retail store. 5. Formula business restriction. 6. Enhance S. Commercial Avenue. 7. Enhance connectivity between Port of Anacortes and the CBD. Coordination planning and implementation of the 1996 Depot plan and the Port’s north basin plan.
Tourism
1. Issues to be Addressed 1. Does Anacortes want to draw in the estimated 4 million visitors who visit the greater area annually? 2. How do we connect our downtown, waterfront, forest lands, and neighborhoods? 3. What type of tourist destination does Anacortes want to be?
2. Possible Concepts to Address Issues Issue 1: Does Anacortes want to draw in the estimated 4 million visitors who visit the greater area annually? 1. Develop ferry landings for water transportation from the CBD to the Washington Ferry terminal 2. Develop SR20 to include mixed use, overnight accommodations and beautification 3. Review, evaluate and redesign process for expenditure of the hotel/motel tax collections to improve access to information, featuring all local business, historical and educational events and activities, walking and bicycle tours 4. Park & ride downtown with improved reservation system 5. Provide a boat ramp and parking area for access to Fidalgo Bay. 6. In cooperation with the Port of Anacortes promote more tour boat landings in Anacortes
Issue 2: How do we connect our downtown, waterfront, forest lands, and neighborhoods? 1. “City In A Park” fund and implement the 1996 Comprehensive Parks and Recreations Plan. 2. Walkable, visible corridors from Marina to downtown restaurants and shops. 3. Implement the bicycle routes noted in the Anacortes Futures plan final report.
Issue 3: What type of tourist destination does Anacortes want to be? 1. Waterfront lodging. 2. Meeting facilities. 3. Aquarium. 4. Brewery. 5. Maritime Museum. 6. Theater. 7. Working cannery. 8. Boat launch. 9. Public fishing pier. Community Design/Sustainability/Infrastructure Study Group Proposal
Community Design
1. Issues to be Addressed: 1. Create public/private partnerships that incorporate livable, walkable, mixed use development in the town center and along the waterfront 2. Promote development that is based on community supported design standards that maintains desirable scale and defines overarching community character (not all the same but in the same vernacular) 3. Identify a community place where people can gather, reside, lodge, play, dine, enjoy the arts, and shop (a hub for a series of these spaces that link/interconnect the community) 4. Recognize the variety of environs that make Anacortes unique and special 2. Possible Concepts to Address Issues: Issue 1: 1. The Port, City, MJB and other major development interests must create a public/private partnership that could be articulated in “development agreements” 2. Mixed use may include high-density, small lot residential; commercial retail; light manufacturing; public open space/trails/promenade/parklets; and, commercial/recreational boating businesses. 3. Address and create public parking spaces/structures , by providing development incentives and/or through public financing. Public Parking should be located toward the perimeter of dense pedestrian/walkability areas 4. Cohesiveness and connectivity between CBD, old town, and the waterfront a. Streetcar or Trolley loop – R Ave and Commercial b. Pedestrian Bridge over R to waterfront c. Close 11th ave, pedestrian promenade d. Study options to reconnect Commercial to Q Ave at 12th St e. Improve Tommy Thompson trail to entice pedestrian and bicycle traffic to proceed to 11th St promenade 5. Incorporate “honey I shrunk the lot” concepts for higher density residential development 6. Retail commercial need not be “big box,” it could be “small box”. Identify existing businesses which have a “small town” program: a. Examples: Fedex/Kinkos, UPS, Target, etc. Issue 2: 1. Design standards need to be developed to assure proper scale, community character, and uniformity/cohesiveness, and a “design review board,” made up of local professionals (architects, landscape architects, builders, developers, real estate, engineers, planners, etc.) established to oversee the program 2. Moving away from “conditional use permit” conditions will create a more predictable and business/developer friendly community image. Create developer friendly zoning and permitting process facilitating more predictable decision making, scheduling, and financial modeling 3. Commercial Ave from the round-a-bout to 12 street must be re-designed as a “intimate” boulevard, with soft landscaping (canopy trees) and a center
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medium, and incorporate Dan Burden walkable, livable design concepts to provide a sense of arrival to town and promote redevelopment with infrastructure in place a. See recommendations from Transportation subgroup issue #3 4. Address the March Point “strip” highway development (refinery, auto dealers, mini-storage units) by creating an community identity which is different than the west end (Skyline), the CBD, and the waterfront, activate the edges with park like settings in the ROW for community walk, jog and bike uses.
Issue3: 1. Need area(s) set aside for civic community gathering (like a Civic Plaza) and waterfront that spurs economic development, walkable-livable environment, civic spaces/buildings, and community open space with public art, parklets, etc., and study areas like “adopt an alley” in the CBD as future pedestrian connections with expressions espoused by surrounding businesses and residents 2. Work with Chamber of Commerce, business and local government to create a “motto,” “marketing theme,” or “tag,” – an economic development elevator speech for focused recruitment of desired businesses with a variety of and representing multi-sector economic interests, better utilize multi-media and websites Issue 4: 1. The historic downtown, working marine and recreational waterfront, the community forest, Skyline and Washington Park, March Point, medical campus are each unique and that in their collective ways enhances Anacortes image and makes community special 2. Promote strategically located and more descriptive signage for way finding (we do have a fair amount of ferry travelers/vacationers arriving in Anacortes each year for the first time…imagine a sign at Safeway facing the intersection of 12th and Commercial indicating the CBD businesses, restaurants) with the history explained for various key areas of interest as an education tool for locals and visitors alike.
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Community Design/Sustainability/Infrastructure Study Group Proposal
Sustainability
1. Issues to be Addressed: 1. Recognize that Anacortes is an island community that is independent, has a built and natural carrying capacity with limitations that are imposed by its isolation and geography 2. Protect critical community resources and the local economy from the impacts of climate change • Climate change will likely lead to increased winter rainfall, summer droughts, continued ocean acidification, steadily warming waters, sea-level rise, stressed forests or native vegetation, and new hosts of pests and diseases. All of which will have damaging effect on the global and local economy. • Fidalgo Island and its environs (shorelines, beaches, low-lying terrain, waterfront and marine facilities and services, and forest) will be vulnerable to climate change and its associated impacts 3. Natural hazards – tsunamis, sea-level rise, earthquake, storm surge flooding, high winds 2. Possible Concepts to Address Issues: Issue 1: 1. Select and incorporate recommendations from Vision 2030: A Vibrant, Sustainable Community. 2. Promote a diversity of businesses that are not reliant on one sector of the economy 3. Invest in and promote a Skagit/Fidalgo Agri-Marine-Tech green economic hub 4. Support existing educational/research partnerships (WSU Ag extension, Rosario Beach and Shannon Point marine laboratories) and actively lobby for more support 5. Educate and market “sustainability” as a preferred way of life 6. Launch and market a “sustainable business incubator” to nurture new business 7. Energy - reduce reliance on fossil fuels, encourage use of solar energy for new construction, require dark skies model for outside lightning to reduce energy and light pollution, educate community on energy waste reduction 8. Transportation – provide non-motorized (run, walk, and bike) paths with connectors, promote public transit, support electronic vehicle use by providing charging stations around town, provide kiosks around town for bike/scooter rentals 9. Promote - renewable energy and efficiency, information technology and communications, bio-medical and health care services, sustainable agricultural specialties and value-added products, eco-friendly tourism, LEED building and development standards, low impact development (LID), and the marina and waterfront area as a “green certificate” community 10. Provide space for community gardens, encourage backyard gardens, “buy locally” grown produce and agricultural products 11. Green Building codes, LEEDS certification, etc. 12. Educational programs on gardening, permaculture, and food preservation and storage (canning).
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13. Makerspaces and Tool-share libraries
Issue 2: 1. Select and incorporate key recommendations from: Swinomish Climate Change Initiative: Impact Assessment Technical Report (2009); Swinomish Climate Change Initiative: Climate Adaptation Action Plan (2010); and the Skagit County Climate Action Plan (2010) 2. See Concepts from Issue #1 “Community Resilience” 3. Modify port & waterfront regulations to account for 1M sea level rise by 2100 4. Partner with Skagit County to protect and short up existing dikes along Padilla Bay, Skagit Bay, and the Swinomish Channel a. Protect Anacortes’ road access to the mainland b. Protect the incalculable value of Skagit Valley farmland Issue 3: 1. Select and incorporate key information from the Skagit County 2008 Natural Hazards Mitigation Plan (2008, currently being updated) 2. The area is susceptible to storm flooding surges, severe windstorms, harsh winter storms, wildfires, earthquakes, landslides, tsunamis, and to a much lesser extent – volcanic eruptions 3. Educate and disseminate information on emergency preparedness • Utilize multi-media, hold community meetings, and have CERT trained first responders • Anacortes Youtube channel – post educational videos, etc 4. Identify mitigation strategies to prevent, reduce or minimize impacts that natural hazards can pose to community 5. Limit development or require adaptive design standards in areas prone to natural hazard events 6. Adopt strategies and identify projects that will better position the community for post-disaster funding 7. Identify “critical” community facilities, infrastructure, and resources and prepare disaster recovery, and other resilience/mitigation plans: • Verify Anacortes’ fresh water supply has protections or backup path in case of damage due to earthquake, flood, tsunami, sea level rise, or industrial accident • Power Grid and Internet connectivity – ensure redundant paths (Hwy 20, Rainbow bridge in LaConner, etc.), and ensure they are earthquake, flood, tsunami proof • Is there a feasible disaster (natural or manmade), which could take out both the Hwy 20 and LaConner bridges? • Backup plans for Washington State and Skagit County ferry terminals and Island residents’ access to the mainland
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Community Design/Sustainability/Infrastructure Study Group Proposal
Infrastructure
1. Issues to be Addressed: 1. Plan and provide for needed community infrastructure 2. Develop 6-year capital facility plans with a 20-year horizon 3. How to compete in a highly networked globalized system where Internet connectivity (and quality) is becoming as foundational as paved roads and a reliable power grid? 4. Human Capital: how will we attract and keep creative and talented people from outside the community; and how will we continue to invest in and nurture the human capital we already have?
2. Possible Concepts to Address Issues: Issue 1: 1. Identify key public/private infrastructure services and utilities, and civic governmental facilities Issue 2: 1. Develop an inventory of existing capital facilities, showing their conditions, locations and capacities 2. Forecast future needs for capital facilities 3. Create desired LOS, level-of-service standards or benchmarks 4. Develop financing strategies and plans that identify funding sources 5. Assure that capital facilities/services/utilities are in harmony with the land use element 6. A capital facility planning process must be utilized to assure that - community goals are matched with city decision-making; 6-year capital facility projects are linked to long range plans; and, a prescribed process provides a management tool so that capital projects are prioritized and matched with funding options 7. Develop “concurrency’ standards to assure that public facilities and services necessary to support development is available or planned for 8. Consider utilizing “development impact fees” to lessen the financial costs to the taxpayer 9. Address deficient, or at least not optimal, existing City road networks and their long- term maintenance, municipal (City) hall/governance building facility needs and location, and communication infrastructure (fiber optic, cellular, and digital) so that the community can be wired and connected within and beyond its corporate area Issue 3: 1. Include language in the Comprehensive Plan which describes high speed Internet infrastructure as a critical public utility 2. Author a Broadband Strategic Plan which describes in detail the technology and economic context and outlines the community’s options and intended plan to address its broadband needs 3. Build and operate a municipal fiber optic network serving city departments and key institutions (Schools, Port, Hospital), and provide wholesale access to private telecommunications firms serving businesses a. Partner with Mt. Vernon to extend their municipal fiber network
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4. Build and operate a municipal fiber optic network for city, institutions, business, and residential users 5. Public/Private partnership with a local Internet Service Provider to build and operate a fiber optic network serving city, institutions, business, and residents Issue 4: 1. Business and Entrepreneurship incubator 2. University Extension Campus 3. Makerspace, 3D printing / additive manufacturing facility 4. Collaborate with Mt. Vernon/Skagit County on unique advantages (lifestyle, resources, education, technology, cutting edge agricultural and marine stewardship) 5. Gigacortes – fiber optic network to attract tech/engineering firms 6. EV charging stations in the CBD, the Port, S. Commercial, and as part of the MJB development plan a. Make Anacortes an EV destination (Tesla Supercharger station) 7. Proof-of-Concept partnership with “Solar Roadways”
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Vision Statement - September 22, 2014 for CAC/PC/CC discussion
7/28/14 Version with Councilmember comments: Anacortes is a unique/creative/vibrant and friendlycaring marine/maritime waterfront community that supports cultural diversity and economic diversity/vitality, balances sustainable growth with respect for our history, and protects the our natural environment for now and the future and public lands for future generations.
Definitions Unique: “being the only one of its kind; unlike anything else”
Creative: “relating to or involving the imagination or original ideas, especially in the production of an artistic work”
Vibrant: “full of energy and enthusiasm”; “bright and striking”
Friendly: “kind and pleasant”
Caring: “displaying kindness and concern for others”
Marine: “of, found in, or produced by the sea” Councilmember Comments: Maritime: “connected with the sea, especially in relation to seafaring commercial or military activity”; “living or found in or near the sea”; “bordering on the sea”
Diversity: “the state of being diverse; variety”, “a range of different things”
Vitality: “the state of being strong and active; energy”
ATTACHMENT B Background materials for September 8 & 22, 2014 CAC/PC/CC joint study sessions Updated 9/16/14
Document Description Status
CAC Documents Issues & Concepts Study groups’ identification of priority issues and concepts to address the issues Housing & Transportation In packet Land Use, Econ. Dev. & Tourism In packet Community Design, Sustainability & In packet Infrastructure Situation Assessments Study groups’ analyses of strengths, weaknesses, opportunities and threats for each element Housing & Transportation In packet Land Use, Econ. Dev. & Tourism In packet Community Design, Sustainability & In packet Infrastructure
PC/CC/Staff interview summary Summary of Makers’ interviews with PC/CC/Staff and other In packet stakeholders
Goal/Code Audits Summary re: current implementation of Comp. Plan goals and policies Housing & Transportation In packet Community Design, Sustainability & In packet Service Goals Economic Development In packet
Vision & Values statement Vision & Values statement Version presented to CC on 7/28/14 In packet CC comments received In packet Version incorporating comments To be provided later
Page 1 of 3 ATTACHMENT C Document Description Status
Presentations to CAC Anacortes Transportation Planning Presentation by Victor Salemann (Transportation Solutions, Inc.) In packet Issues to the CAC on 7/14/14 Island Hospital Overlay Concept Presentation by Vince Oliver, Island Hospital, on7/24/14 In packet Port of Anacortes Presentation by Bob Hyde, Executive Director, on 8/14/14 In packet
Public Workshops Workshop 1 (3/27/14) Community Visioning Workshop #1 PowerPoint Presentation (w/ data) In packet Visioning results summary In packet AFP Check-in Results In packet Workshop 2 (4/30/14) Community Visioning Workshop #2 PowerPoint presentation In packet Compiled maps In packet Workshop 2 results summary In packet MJB Waterfront Workshop (8/26/14) Community visioning workshop focused on MJB waterfront properties PowerPoint presentation In packet Link to photos of maps Workshop results summary To be provided at later date
Existing Conditions Reports Summaries of existing conditions for various comp. plan elements Housing In packet Land Use In packet Economic Development In packet Transportation In packet
Other Documents Anacortes Snapshot Summary of demographic & economic info In packet What we’ve heard Summary of WS #1 and interviews In packet Housing Type Discussion/Analysis Housing examples In packet Page 2 of 3
Document Description Status
Draft Land Capacity Analysis of vacant, partially-used and redevelopable land In packet Analysis (residential) Skagit County Memo from Berk Consulting re: Skagit County growth In packet Population/Employment Allocations projections
Public Comments received to date Public comments received through 8/29/14 In packet
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Public Transportation Options in Anacortes August 2014 Written by Sarah Idczak
Summary Public transportation in Anacortes is limited, and is more conducive to travel into or out of the city than everyday trips around town. Skagit Transit Routes 410, Route 49, and Dial-A-Ride service currently provide the bulk of public transportation in Anacortes. Routes 410 and 49 run hourly 6 days a week and Dial-A-Ride is available upon request during fixed-route service hours for individuals with disabilities who would otherwise not have access to transportation. Private transportation providers include Bellair Airporter Shuttles and taxi services. Anacortes’s existing Comprehensive Plan and local residents support the expansion of transit services. A new transit route should serve the everyday transportation needs of Anacortes residents as well as improve car-free transportation options for visitors along Commercial Avenue. A new transit route that would operate seven days a week would cost around $338,600 per year. Funding could come from operating grants, fares, and advertising on transit vehicles. The most straightforward approach to improving transit is to work with Skagit Transit, but other options may be worth investigating. The next step toward better local transit is to estimate, based on survey responses and demographic data, how many people we could expect to use a new public transit route if one were to be implemented.
Existing Public Transportation
Skagit Transit Route 410
www.skagittransit.org Skagit Transit Route 410 provides hourly service to March Point, 10th St and Q Ave, the Guemes Ferry, the Washington State Ferry, and the corner of Skyline Way and
ATTACHMENT D Kingsway. The route runs from 6:30am to 7:30pm on weekdays and from 8:00am to 5:30pm on Saturdays. The regular fare is $1.00 per trip, $2.00 for a one-day pass, or $25 for a monthly pass. Youth/Reduced fares are $0.50 per trip, $1.00 for a one-day pass, or $12.50 for a monthly pass. Children under age 6 ride for free with a paying rider. Children ages 6-17 pay Youth fares. Seniors over age 65, people enrolled in Medicare, and people with disabilities pay Reduced fares. In 2013, Skagit Transit recorded approximately 4,500 boardings per month on average for Route 410.
Route 410 Coordination with WA State Ferries: Bus arrivals and departures at the WA State Ferry Terminal are on a fixed hourly schedule, but ferry arrival and departure times are somewhat less standardized, making transfer coordination more difficult. Route 410 also does not run as early or as late at the ferries do, limiting options for walk-on ferry passengers. At times, the bus arrives at the same time the ferry departs or the bus departs at the same time the ferry arrives, leaving no time for connecting passengers to buy tickets and walk between the bus and the ferry or vice versa. SKAT Route 410 also does not run on Sundays. The average wait time for passengers transferring from Route 410 to the next ferry is 40 minutes on weekdays and 34 minutes on Saturdays. The average wait time for passengers transferring from the ferry to the Route 410 bus is 32 minutes on weekdays and 33 minutes on Saturdays. Some wait times are as long as 60 minutes, and some are as short as 5 minutes. These average wait times are based on the current bus and ferry schedules as of Summer 2014. The ferry schedule changes 4 times each year, once at the beginning of each season, so these wait times could change throughout the year.
Skagit Transit Route 49 Bus Plus Flex Route
www.skagittransit.org
Skagit Transit Route 49 is a flex route that provides hourly service to Island Hospital and the corner of 10th St and Q Ave via Commercial Ave (Southbound), 32nd St, M Ave (Northbound), and 12th St. Many other designated bus stops within ¾ of a mile of the fixed route are served upon request. ADA passengers eligible for Dial-A-Ride service may request curb-to-curb service within ¾ mile of the fixed route. All passengers must make requests for pick up at stops off the fixed route by phone ½ hour before their requested pick up time. This route runs from 7:30am to 4:30pm on weekdays and from 8:30am to 4:30pm on Saturdays. For ADA passengers, there is no set fare, but donations are accepted. For non-ADA passengers, standard fares apply. In 2013, Skagit Transit recorded approximately 550 boardings per month on average on Route 49.
Skagit Transit Dial-A-Ride From Skagit Transit’s Website: “Dial-A-Ride is for individuals whose conditions and/or disabilities prevent them from using Skagit Transit's regular fixed-route buses.” Passengers must apply for Dial-A-Ride service. Based on their abilities and circumstances, applicants may be eligible for curb-to-curb service, service that helps them reach fixed-route bus service, or training in how to use fixed-route bus service. There are no fares for Dial-A-Ride service.
Skagit Transit Vanpool Program This program is designed for long-distance commuters. Groups of 5 to 15 people may start a vanpool for regular trips that begin or end in Skagit County. Participants in the vanpool are responsible for driving. Each vanpool group pays $200 per month plus a per-mile fee of $0.30 for a 7-passenger van or $0.38 for 12-15 passenger vans. Skagit Transit is responsible for maintaining, fueling, and insuring the vans.
Skagit Transit Inter-County Connector Routes Route 40X connects the March Point Park and Ride at 8147 S. March Pt. Rd. and Skagit Station at 105 E. Kincaid St. in Mount Vernon. This route runs hourly on weekdays and Saturdays. On weekdays the route runs eastbound from 6:10am to 10:10am and 3:40pm to 6:40pm, and westbound from 6:45am to 9:45am and 3:15pm to 7:15pm. Saturday service runs from 8:40am to 4:40pm eastbound and 9:20am to 5:20pm westbound. The fare is $1. Route 80X provides service every 2 hours (hourly during morning and afternoon peak commuting times) between Skagit Station and Bellingham on weekdays between 6:45am and 7:00pm and on Saturdays between 9:15am and 6:00pm. The fare is $2. Route 90X runs between Skagit Station and Everett Station approximately every hour, weekdays only. (The route actually continues north to the Chuckanut Park and Ride, but since this is not a helpful transfer point for Anacortes residents, service times for this stop are not included here.) Southbound service runs between 5:50am and 6:25pm, with a gap in service between 7:30am and 2:00pm. Northbound service runs between 5:50am and 7:20pm, with a gap in service between 8:35 and 3:10pm. The fare is $2. Route 411W, run by Island Transit, connects The March Point Park and Ride and Oak Harbor. On weekdays, this route runs hourly except for a 2-hour midday break in service, southbound between 6:10am and 7:35pm, and northbound between 5:35am and 7:00pm. On Saturdays, the route runs about every two hours, departing southbound from 8:40am to 5:40pm and northbound from 8:05am to 5:05pm. There are no fares on this route.
Bellair Airporter Shuttle Bellair is a private company that operates a shuttle connecting Anacortes to the I- 5 corridor from Blaine to Sea-Tac Airport, and east into central Washington as far as Yakima. Due to Washington State regulations, Bellair cannot pick up and drop off passengers within the same county. Therefore, this service is only available for inter- county trips. Local shuttle stops include Old Salts in Skyline, the WA State Ferry Terminal, and the Shell gas station at 1312 Commercial Ave. In Burlington, passengers transfer to connecting shuttles that run northbound and southbound on I-5. Eastbound service from Anacortes runs from 1:45am to 7:50pm daily, and westbound service to Anacortes runs from 8:00am to 2:15am daily. The shuttle generally runs every two hours, with hourly service eastbound during peak morning hours and westbound in the early afternoon. Pickup at some stops requires pre-paid reservations 18 hours in advance. Fares are based on distance travelled. A round-trip ticket from Anacortes to SEA-TAC Airport costs $68 plus a fuel surcharge. There are discounts for seniors, military, youth, and children.
Taxis Licensed taxis (licensed in Skagit County as of August 2014) serving Anacortes include: A Cab For You American Taxi Mert’s Taxi Patsy’s Taxi Service
Recommendations for Improving Public Transportation in Anacortes
2012 Comp Plan and Anacortes Residents Support Improving Public Transit in Anacortes Anacortes’s Goals and Policies set forth in the 2012 Comprehensive Plan support improving public transit throughout the city. Commercial Goal 1(e) “Encourage[s] the development of a shuttle service connecting the state and county ferry terminals to downtown, southern Commercial Ave, the Fidalgo Bay waterfront, and the marinas.” Policy 5.2b of the 2007 Transportation Comp Plan “supports the continuation and expansion of the transit system within the City and the system’s connections to other transportation modes.” Along the same lines, Policy 5.2c “supports the addition of a downtown Anacortes park and ride lot for more convenient use by Anacortes residents.” Anacortes residents suggested a number of ways of improving transit at the visioning workshop for the 2016 Comp Plan update in April 2014. One suggestion was a shuttle that would run the length of Commercial Ave to connect the north and south ends of town and provide easy access to the central business district. Others expressed a need for a shuttle to connect Skyline to downtown in conjunction with a park and ride lot near the Anacortes Airport. Residents also supported increasing transit east of Commercial Ave to the waterfront, and improving the facilities at the March Point Park and Ride.
A New Transit Route for Anacortes As our transit situation stands now, it is easier to get from March Point to Everett, Oak Harbor, or Friday Harbor than it is to get from most residential neighborhoods to the grocery store or the post office, or to get from one end of Commercial Avenue to the other. The current system makes it difficult for most Anacortes residents to use public transit for everyday trips, and makes visiting Anacortes without a car inconvenient. A new public transit route would need to get people to the places they want and need to go on a regular basis. A new transit route would need to play to Anacortes’s strengths and take into account its unique challenges. For example, many of the residential neighborhoods of Anacortes are situated on hillsides. This makes for excellent water views, but it discourages people from using public transit because they don’t want to walk up a big hill to get to a bus stop or to get home from one. This is the case in Skyline, Cap Sante, in the neighborhoods along both sides of Oakes Ave (Northern Pacific Addition, etc.,) up D Ave, and across much of the main residential area of town between 12th St. and 41st St. To be successful, public transit in Anacortes has to get people to the top of the hills. If possible, a new transit route should also coordinate more closely with the arrival and departure times of the Washington State Ferries to minimize wait times for transferring passengers. However, since passengers who are driving on must wait in line for up to an hour or more, the wait times for walk-on passengers transferring to the ferry from public transportation are still comparatively short.
Suggested Route A:
One possible transit route through Anacortes would run north along Commercial Ave, west on 6th St. to the Guemes Ferry, and then west along 12th St. to the San Juan Ferry. From there, the route would continue down Sunset Ave to Skyline Way. This stop would be within easy walking distance of Washington Park without taking the time to go all the way to the parking lot. From Skyline way, the route would turn up Kingsway and continue around the Anacortes Airport along Jasper Way/Pennsylvania Ave/Anacopper Rd, and then eastward along 12th St. Route A would turn up D Ave and down 32nd St and back to Commercial Ave. This route would connect South Commercial, Old Town, Cap Sante Marina, the Guemes Ferry Terminal, the San Juan Ferry Terminal, Washington Park, Skyline, D Ave and 32nd St, and Island Hospital. This route could also be reversed. Based on initial trials, this complete route, including a 10 minute layover period to provide driver breaks and make up for any time lost throughout the route, could be run hourly. This takes into account time for picking up and dropping off passengers. Using GIS, Rob Hoxie (City of Anacortes) found that based on current housing types and the average number of people per household in Anacortes, Route A would serve an estimated 10,278 Anacortes residents. This estimate uses the standard assumption that people are willing to walk up to a quarter of a mile to a bus stop.
Suggested Route B:
The major difference between this route and Route A is that instead of turning south from 12th St. to serve D Ave. and 32nd St, Route B returns directly to Commercial Ave and runs both ways along Commercial Ave between 12th St. and the roundabout at 36th St. before continuing north into Old Town. This route would provide much better service to the businesses along Commercial Ave, as well as Island Hospital, but would not serve the residential areas between Commercial Ave and the Forest Lands. Route B, according to Rob Hoxie’s estimate, would serve about 8,693 Anacortes residents who live within a quarter of a mile of the route. This is about 1,585 fewer people than would be served by Route A. Based on initial trials, Route B could also be run hourly, including a 10 minute layover period each hour.
Cost Estimate: According to Carolyn Chase, a planner at Skagit Transit, a new transit route can be estimated to cost approximately $72.21 per hour of operation. For a route that would run 14 hours per day on weekdays (6am to 8pm, for example,) and 10 hours per day on weekends (10am to 8pm,) this would amount to $338,592.69 per year. Any net revenue from fares or advertising on transit vehicles would lower this cost. Costs could also be reduced by limiting the number of hours of operation per day or eliminating Sunday service.
Funding Sources Grants Fares Advertising on transit vehicles Sales Tax (If Skagit Transit were the operating agency)
Next Steps 1) Determine level of support among Anacortes residents for a new transit route. (See survey questions below) 2) Forecast ridership levels of new routes, based on demographics and show of support for improved transit. Adjust route to serve areas where ridership is estimated to be highest. 3) Continue dialogue with Skagit Transit and let them know our concerns, interests, and ideas. 4) Include new measurable and specific public transportation goals and/or policies in the 2016 Comp Plan Update 5) Investigate possible governance issues of running a local transit program within Skagit Transit’s service area: RCW Chapter 81.112: Regional Transit Authorities RCW 81.112.050: Area Included RCW 81.112.150: Local Improvement Districts Authorized 6) Determine who would run a new transit route: Skagit Transit, the City, or a local Non- Profit?
Transit Survey Questions (To include in 2016 Comp Plan Update survey) Please complete this quick survey to help us determine support for additional public transit service in Anacortes. The new route would run along Commercial Ave and connect South Commercial, Old Town, Cap Sante Marina, the Guemes Ferry Terminal, the San Juan Ferry Terminal, Washington Park, Skyline, D Ave and 32nd St, and Island Hospital.
How often do you currently use public transit in Anacortes? (Skagit Transit Buses or Dial-A-Ride) Very Often (3 trips per week or more) Often (at least 1 trip per week) Sometimes (1-3 trips per month) Rarely (less than 1 trip per month) Never
Would you support additional public transit service in Anacortes? Strongly Support Support Neutral Oppose Strongly Oppose
How often would you be likely to use this new transit route? Very Often (3 trips per week or more) Often (at least 1 trip per week) Sometimes (1-3 trips per month) Rarely (less than 1 trip per month) Never
How frequently would the bus need to come for you to consider it convenient enough to use regularly? Every Hour Every Half Hour Every 15 Minutes
What is your primary reason for using public transit? Cost Convenience ADA Access Concern for the Environment I Cannot Drive or Do Not Own a Vehicle Other (Please Specify)
Which of the following improvements would make you more likely to use Anacortes’s public transit? Please select your top three improvements and rank in order of importance, with 1 being the most important. ___More Frequent Service ___Fewer transfers/ Shorter Travel Times (More Direct Routes) ___Extended Service Hours ___More Convenient Stops ___More Rider Amenities (Covered bus shelters, etc.) ___Better boarding and route information ___Other (Please Specify)
September 5, 2014
Libby Grage Planning, Community & Economic Development Department City of Anacortes P.O. Box 547 / 904 6th St. Anacortes, WA 98221
Subject: Anacortes Comprehensive Plan Updated – Existing Conditions
Dear Ms. Grage,
This letter-report summarizes our analysis of the existing afternoon (PM) peak hour traffic conditions per the intersection data collected at:
Oakes Ave / Ship Harbor Road 30th Street / R Ave 32nd Street / D Ave 34th Street / R Ave 41st Street / H Ave SR 20 / Reservation Road 4th Street / Q Ave SR 20 / Thompson Road 9th Street/ Q Ave SR 20 / March Point Road Seafarers Way / Q Ave SR 20 / SR 20 Spur 28th Street / R Ave
Intersection volumes were collected on Wednesday, July 9, 2014 by idax. The PM peak hour is defined as the high four consecutive fifteen minute traffic volume intervals between 4 and 6 PM. This time period represents the period when traffic volume on local roadways are typically at their peak, and can generally correspond to rush hour traffic with commuters coming home from work.
The traffic conditions were evaluated based on 2010 Highway Capacity Manual (HCM) methodology using the Synchro computer program. The HCM measures intersection capacity based on levels of service (LOS) which are defined in terms of delay and categorized with letter grades from LOS A to LOS F. Table 1 defines the level of service categories.
Level of service at signalized and all-way stop sign controlled intersections are defined in terms of the average delay for the entire intersection. Minor approach stop controlled intersections, such as one- way stop and two-way stop sign controlled intersections, and roundabouts, are defined in terms of the delay for the worst vehicle movement.
ATTACHMENT E Libby Grage September 5, 2014 Page 2 of 3
Table 1: Intersection Level of Service Categories LOS Signalized and All-Way Minor Approach Stop Description Stop Controlled Controlled Intersections Intersections and Roundabouts A ≤10 sec ≤10 sec Free flow; little to no delay B 10-20 sec 10-15 sec Reasonable flow; some delay C 20-35 sec 15-25 sec Stable flow; noticeable but not significant delay D 35-55 sec 25-35 sec Approaching unstable flow; very noticeable delay E 55-80 sec 35-50 sec Unstable flow; significant delays and low speeds F ≥80 sec ≥50 sec Forced flow; heavy congestion
Table 2 summarizes the year 2014 existing level of service analysis at the thirteen study intersections. The table also compares the current 2014 PM peak hour intersection operations with the intersection analyses (2007 existing and 2017 future projection) prepared for the City’s 2007 Transportation Plan.
Table 2: Intersection Level of Service Analysis; Existing Conditions Intersection Control 2007 Existing 2017 Future 2014 Existing Type (2007 Transp. Plan) (2007 Transp. Plan) (Current Counts) LOS Delay LOS Delay LOS Delay Oakes Ave / Ship Harbor Road TWSC B 10.6 1 B 10.5 1 C 23.2 32nd Street / D Ave TWSC D 25.5 E 39.8 C 23.3 41st Street / H Ave All Stop - - - - A 8.0 4th Street / Q Ave TWSC - - - - B 11.6 9th Street/ Q Ave TWSC - - - - C 21.1 Seafarers Way / Q Ave OWSC - - - - C 19.5 28th Street / R Ave TWSC - - - - C 23.4 30th Street / R Ave TWSC - - - - E 35.4 34th Street / R Ave TWSC - - - - D 34.1 SR 20 / Reservation Road Signal - - - - B 19.3 SR 20 / Thompson Road Signal - - - - C 20.1 SR 20 / March Point Road Signal - - - - B 11.7 SR 20 / SR 20 Spur Signal - - - - F 200.1
Two of the study area intersections are forecast to operate at LOS E:
30th Street / R Ave SR 20 and SR 20 Spur
The following exhibit is from WSDOT showing the change in traffic volumes on the SR 20 Spur (Commercial Ave and Oakes Ave) in Anacortes between the ferry terminal and SR 20 junction. The data shows that traffic volumes generally trending downward between 2003 and 2013.
Libby Grage September 5, 2014 Page 3 of 3
Attached are exhibits from the Skagit Island Counties Metropolitan and Regional Transportation Plan 2010-2035 that show the growth projections between 2008 and 2035 within the Fidalgo Subregion, which includes Anacortes. The exhibits show reasonably significant growth within the area, which will need to be addressed and incorporated into the update of the Transportation Plan.
We trust the above information will support your current needs as we continue to work on updating the City’s Transportation Plan. Please contact TSI at your earliest convenience if you have any questions.
Thank you and sincerely, Transportation Solutions, Inc.
Jeffrey P. K. Hee, PE Project Engineer