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7 IMPLEMENTING THE TRANSPORTATION PLAN <br />This chapter considers Kittitas County's funding <br />picture over the next 20 years and provides <br />strategies to support implementation of the <br />recommendations made as part of this <br />Transportation Element. <br />Based on historical revenues, the County will <br />generate an estimated $207 million over the 20-year <br />planning horizon, with $130 million available for <br />operations and $77 million restricted for capital <br />expenses. With a projected $171 million in <br />operational expenses, the County faces a $41 million <br />deficit in operating revenues . The $77 million in <br />revenue for capital expenses is not sufficient to <br />complete the $127 million of projects on the <br />County's prioritized project list. The County faces an <br />additional $50 million deficit in revenues for capital <br />projects. Together, the County faces a $91 million <br />deficit in operating and capital costs. <br />Any funding strategy must balance stated goals <br />against developing sustainable revenue sources that <br />are feasible for the County to implement. This is <br />even more pressing given the limited means <br />counties have at their disposal for raising revenue. <br />Washington's counties are different from cities and <br />special service districts in fundamental ways. These <br />differences are brought into stark relief by <br />considering the interplay of four factors: <br />• Counties face strict limits on their taxing <br />authority. <br />• Counties are heavily reliant on property <br />taxes. <br />• Counties face a long list of regional service <br />obligations that are mandated by the state. <br />• Counties have a complex set of <br />relationships with multiple constituencies : <br />o They collect regional taxes and <br />provide regional services for all <br />constituents in the county. <br />o They collect local taxes and <br />provide local services to <br />unincorporated areas. <br />Historically, the County's transportation program has <br />been operating at capacity . During the last few <br />years, transportation revenues have dropped below <br />operating expenditures . At the same time, the <br />County has been accumulating a growing list of <br />capital projects that are critically needed to provide <br />safe roads, highways, bridges, and infrastructure. In <br />addition, the County had been growing at a steady <br />rate and this growth is expected to continue. <br />Kittitas County has a long list of service obligations <br />with few options for securing new revenue streams. <br />Looking into the future, Kittitas County faces a <br />fundamental, structural challenge-and this larger <br />systemic issue must be considered as part of a long- <br />term transportation funding strategy. <br />7.1 BALANCIIMG Flfl!lANIC~ L <br />CAPAC1'!1"V wrnH FtUTU R'E Ri.llNDIM:G <br />NEE0S <br />When comparing total available revenues for <br />transportation with expected costs over the 20-year <br />planning horizon, revenues fall short of paying for <br />the current estimated operating and capital costs. <br />Detailed revenue and expenditure calculations can <br />be found in Appendix E. <br />Two main strategies can be used to balance this <br />implementation plan: <br />1. Decrease expenses by decreasing level-of- <br />service or further prioritizing capital projects . <br />2. Increase revenue, through increases in existing <br />funding tools or implementation of new funding <br />or financing tools. <br />Funding and financing strategies should fund capital <br />investments that are currently needed, as well as <br />help the County sustainably fund future capital <br />needs. <br />I DECREASE EXPENSES <br />Prioritization <br />Project prioritization is needed to help identify when <br />best to fund and implement the projects since <br />s1IPage