PRHSPSC PKT 02-14-2005
City of Federal Way
CITY COUNCIL
PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COMMITTEE
Monday, February 14,2005
5:30p.m.
City Hall
Hylebos Conference Room
1.
2.
CALL TO ORDER
PUBLIC FORUM
3.
4.
COMMISSION COMMENTS
APPROVAL OF JANUARY 10,2005 SUMMARY
COMMITTEE BUSINESS
A. Community Center Fireplace Mantle Artwork
ProposaI
B. Direct CDBG EntitJement Update
C. Summary Draft of the Housing & Human Services
ConsoIidation PIan
D. Rea]]ocation of 2005 CDBG Funds for AduIt
Day HeaJth Services
Coronado Park
2005 Bulletproof Vest Partnership Grant
City of Auburn Jail Interlocal Agreement for 2005
ResoIution to Accept and Support the 2005 USA PAC RIM
Sports Summit.
I. Convert the Appointment Municipal Court Judge
Position to an Elected Position
Action
Action
5.
Presentation/Action
Update
Update
Action
E.
F.
G.
H.
Information
Information
Action
6.
PENDING ITEMS
. Community Center
. Armstrong Property
. Thompson Property
. Litter Patrol
. AnimaI ControI
. HyIebos Park
7.
8.
NEXT MEETING - March 14,2005 - in the Hylebos Conference Room
ADJOURNMENT
~----- ------ - ---- - -------- ---- -- -. -.------ -----~~--~-------
2005 Committee Members:
Jeanne Burbidge, Chair
Jack Dovey
Jim Ferrell
Faber
O'Donnell
A]]en-Mpyisi
O'Donne]]
Kirkpatrick
Kirkpatrick
Kirkpatrick
Kirkpatrick
Richardson
Staff:
Donna Hanson, Director
Mary Jaenicke, Administrative Assistant
835-6901
PARKS, RECREATION, HUMAN SERVICES
& PUBLIC SAFETY COUNCIL COMMITTEE
Monday January 10, 2005 Summary
I'age 2
for the Parks and Recreation Commission. Mr. Doherty hopes to submit the RFP for the City Center Study in
February. Mayor McColgan asked if a downtown park would be part of Lelands overall scope of work. Mr.
Doherty answered that Leland is interested in analyzing Federal Way's market, and finding out what strategies there
may be for pursuing redevelopment in the city center. Leland may discover that other amenities would be
appropriate. Leland will not analyze what kind of park, what characteristics, what programming there will be and
other things of that nature. They may discover that a well-designed city center park may be the type of amenity
needed for redevelopment. But it will not be at the same level of scope of services related to the park. Council
member Ferrell asked ifit was possible to integrate the downtown park study with the city center study. Mr. Doherty
answered that the contract that is being developed with Leland would not go into design or location of a park. Mr.
Moseley stated that they are parallel, the motivation to start the park study as soon as possible is because there is a
potential that one can form the other, although one is not dependent on the other. The comp plan as it relates to a
downtown park is tied to the city's downtown vision. Mr. Moseley stated that it is important that Leland know that
we will be doing a park study. Council member Faison stated that it important to start the downtown park study, so
that by the time the Leland study is done, we can start to work simultaneously on both projects. Council member
Dovey asked if it was possible to add onto the Leland contract instead of having two contracts. Mayor McColgan
said that staff needs to ask Leland what it would take to include a downtown park in their study. Mr. Doherty will
notify Leland that we are interested in a downtown park. Chair Burbidge stated that a downtown park would
enhance economic development opportunities. Council member Ferrell firmly believes that we need a downtown
park to create a sense of center in the community. After a lot of discussion it was agreed that the first step is to work
with Leland, and ask them how much service they can provide for a downtown park study within the current contract.
Mayor McColgan directed staff to tell Leland that Council is interested in including a park in the downtown
development, to do a quality of life perspective and an economic development perspective, and ask how will this fit
into the current contract.
PENI>ING ITEMS
Ms. Hanson distributed a memo updating committee members on the Community Center, Madrona/ Armstrong Park
and Thompson Park.
ANNOUNCEMENTS
None
NEXT MEETING
February 14,2005 5:30 p.m. in the Hylebos Conference Room
ADJOURNMI<~NT
Meeting adjourned at 6:28p.m.
5,A
CITY OF FEDERAL WAY
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT
MEMORANDUM
- - .~- ~-~--
.---
DATE:
TO:
February 7, 2005
Parks, Recreation, Human Services and PubIic Safety CounciI CommÜtee
David MOS~nager
Mary Faber, Recreation and CuJturaI Services Superintendent\~V
VIA:
FROM:
SUBJECT:
Community Center FirepIace Mantle Artwork ProposaI
~_.~----- .---------
---
----------.--
Policy Question:
Should the CÜy CounciI approve the Community Center Fireplace MantIe Artwork ProposaI?
Background:
On January 18, 2005 the City CounciI approved the finaI design for the interior and exterior art program and the
selection of Brian Goldbloom as the artist for the fireplace mantle. The fireplace had emerged as a symbolically
significant community amenity and the hearth, mantle and wall of the fireplace the location for additional
artwork. Artist Brian Goldboom was recruited from the King County Artist Made Building Parts roster. Brian
has more than twenty-five years experience working with stone, handling the material in a diverse range of
working styles, fusing natural stone into the built environment in unexpected ways. The artist was charged with
creating a memorably unique firepIace wall in step with the themes and concepts established by the rest of the
art program.
On February 3, 2005 the Arts Commission reviewed the Community Center Fireplace MantIe Artwork ProposaI
and moved to approve the Proposal and forward to Council Committee for approva1.
Art Budget
$25,000. Plus applicable construction credits for fireplace wall, mantel and hearth.
A packet of additionaI information is encIosed for review.
Options:
I). Approve the Community Center Fireplace Mantle Artwork Proposal and place before
City Council on March 1, 2005.
2). Decline the Community Center FirepIace Mantle Artwork ProposaI and request the artist to
revise the design.
Committee Recommendation:
Forward Option 1 to the fun City CounciI for approvaI on March 1,2005.
APPROV AL OF COMMITTEE REPORT:
Committee Chair
Committee Member
Committee Member
f\ -\
Brian Goldbloom
FI REPLACE ARTWORK Proposal
Federal Way Community Center
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February 3, 2004
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Artwork Descriptiõn
The artwork is a stone fireplace surround consisting of a grouping of naturally formed boulders and a -
rough granite mantel supported by two carved segmented granite columns. The stone surround will be
placed in front of a simple CMU wall with a 36" x 42" rectangular firebox opening.
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The mantle angles away from
the wall to create views from a
distance and to invite visitors
down the hall. The "hearth" area
formed by an angled cut-out in
the carpet continues to swing
attention toward the large
windows at the end of the space
and into the natural
environment.
Location of Artwork: East wall of Forest Room.
Dimensions: HT-4"x W13'-0"x 4'-0"
2
FIREPLACE ARTWORK
Federal Way Community Center Federal Way, Washington
Artist: Brian Goldbloom
Location of Artwork: East wall of Forest Room.
Description of Artwork: The artwork is a stone fireplace surround consisting of a grouping of naturally formed boulders and a
rough granite mantel supported by two carved segmented granite columns. The stone surround will be placed in front of a simple CMU
wall with a 36" x 42" rectangular firebox opening.
A group of dark boulders will be arranged on the floor in front of the wall and around the fireplace opening. The largest of the boulders
will be sawn flat on the bottom and will be of a size to afford informal seating. Two vertical carved and constructed stone columns rise
'? on each side of the opening. One of these rests directly to the floor, while the other rises from a carved connection on top of the largest
J: boulder. The columns will be composed of multiple stones stacked on one another, which will be made of alternating light and dark
gray colored granite. The dark gray segments will be carved in the forms of vine maple trunk lengths. A rough light gray granite slab
will form the mantel resting atop the columns. The mantel slab will be cut in a wedge shape that will angle away from the wall. The
artwork mantel will attach to the CMU wall to provide stability, however the remaining components of the artwork will not make contact
with the wall.
A hearth area will be formed on the floor around the artwork by a triangular-shaped area in which the carpet has been cut out, leaving
the concrete floor exposed.
Dimensions: HT-4"x W13'-0"x 4'-0"
Due to the irregular nature of some of the artworks components, dimensions are approximate. However, a height of 6'-6" will be
maintained between the floor and the bottom edge of the mantel.
Concepts: Conceptual goals for the artwork include bringing an outdoor experience into the interior of the building. The artwork
starts by using indigenous boulders of the same kind used in the outdoor fountain by artist Bruce Myers. The forms of native Vine
Maple trunks carved into sections of the columns draws further relationship to the local outdoor environment. The outdoor natural world
is denoted by dark colored stone, while the interior built environment is represented in light colored stone. Dark stones are used at the
base of the artwork, while the topmost parts are light colored. The two colors "dissolve" together in the centrally located columns,
calling to mind the relationship between man and the natural world.
3
The stonework embraces and focuses on the fireplace opening. The work creates a "campfire" experience for participants, offering an
informal place to sit and "stare into the fire".
The mantle angles away from the wall to create views from a distance and to invite visitors down the hall. The "hearth" area formed by
an angled cut-out in the carpet continues to swing attention toward the large windows at the end of the space and into the natural
environment.
Materials and Finishes:
Igneous boulders (3) - dark colored -local
Hardy Island granite - light gray - British Columbia
Academy granite - dark gray/near black - California
Boulders will be left in natural form, except for a sawn bottom on one stone and a chisel-surfaced connection with column.
:P Surface treatments on columns will be various; predominantly chiseled, to form a light directional corduroy texture, with occasional
V honed highlight areas.
Mantel will be a rough split slab with one sawn broad side. Drill marks from the splitting process will be left as an indication of the hand
of man.
The naturally occurring materials used to construct the artwork are consistent with the concept of bringing the outdoors into the building.
To the extent possible, the project uses local or regional materials, including locally quarried boulders and B.C. origin granite. The use
of stone compliments the use of other masonry materials within the building. Neutral colors of the stone will coordinate well with colors
of other interior details.
Project Budget:
Phase I Design $5000.00
Phase II
Fabrication Implementation $20,000.00 plus applicable construction credits/TBD
TOTAL
$25,000.00
4
5,ß
CITY OF FEDERAL WAY
CITY COUNCIL
PARKS, RECREATION, HUMAN SERVICES, AND PUBLIC SAFETY COMMITTEE
Date:
From:
Via:
Subject:
-
G coordinator*
anager
titlement Update
Every three years the City of Federal Way has the option to receive Community
Development Block Grant (CDBG) funds directly from the Federal government or as a pass-
through from the King County CDBG Consortium. Federal Way must notify the Department
of Housing and Urban Development and King County by mid-2005 of how we choose to
receive CDBG funds for the 2006-2008 period. The attached information from the Human
Services Commission meeting will be reviewed with the PRHS&PS Committee on February
14, which details the time line for making this decision, pros and cons identified by agencies
to date, articles on the potential reductions to the CDBG program, and information on the
reorganization of the King County CDBG Consortium. Also attached is a February 13, 2005,
alert that provides additional information on the President's 2006 budget and the potential
impact on future CDBG funding.
The King County CDBG Consortium has been struggling with the rising costs of
administering CDBG funds under a complex distribution system while the allocations to the
program continue to shrink. Federal Way staff members will be meeting with staff from King
County, Renton and Shoreline today to discuss what the 2006 CDBG Consortium program
may look like for cities that are large enough to receive funds directly from HUD. An update
on the results of this meeting will be shared at Monday's PRHS&PS Committee meeting.
Please contact me at (253) 835-2653 or kelli.odonnell@cityoffederalwaY.com if you have any
questions regarding this item prior to the meeting.
ß.~\
~
CITY Of ~
Federal Way
MEMORANDUM
1
DATE:
TO:
FROM:
SUBJECT:
January 18, 2005
Human Services Commission
Kelli O'Donnell, CDBG coordinatopp
Direct Entitlement Update
The attached information will be reviewed at Monday's Human Services Commission meeting.
As noted in the December 7,2004, memorandum to Federal Way human service providers,
there are two factors that will have a major impact on Federal Way's decision to remain in the
King County CDBG Consortium for the 2006-2008 period or return to direct entitlement status:
1. The future funding level for the program.
2. How the King County CDBG Consortium will be administered in the future.
These issues will be discussed in depth at Monday's meeting. Preliminary feedback from
human service providers is included along with a revised timeline and two articles from the
Washington Post regarding 2006 funding of the CDBG program in the President's budget. The
President's 2006 Budget will not be released until February 7 and is the first step in the
Congressional budget process.
Please contact me at (253) 835-2653 or kelli.odonnell@cityoffederalway.com if you have any
questions regarding this item.
B~2-
Pa~e 1 of 1
DATE:
TO:
FROM:
SUBJECT:
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Federal Way
MEMORANDUM
December 7, 2004
Federal Way Human Service Providers
Kelli O'Donnell, CDBG Coordinator
Direct Entitlement Issue: Federal Way's Status for Receipt of Community
Development Block Grant (CDBG) Funds
As you reviewed the draft of the Consolidated Plan Summary, you may have noticed the
references to Federal Way's status as a member of the King County CDBG Consortium for
receiving our Community Development Block Grant (CDBG) funds. The City of Federal Way
has the option of remaining in the King County CDBG Consortium every three years with the
current term expiring at the end of 2005. Federal Way must notify King County and the Office
of Housing and Urban Development (HUD) in May of 2005 of our intended status for the 2006-
2008 period.
There are many aspects to the CDBG program that must be considered to determine whether it
would be in Federal Way's best interest to remain in the King County Consortium or administer
CDBG funds directly as an entitlement city. Staff is reviewing the regulations and requirements
of the program to determine the minimum staffing level necessary to administer the program
directly. There are two factors that are outside of Federal Way's control that will impact the
decision and future operation of the CDBG program in Federal Way:
1.
What will be the future funding level for the CDBG program? This is determined by
Congress. The 2005 HUD budget has reduced the CDBG program. Although the
final allocation has not been determined, it is expected that the program will be
reduced by at least 5% in the 2005 program year. Preliminary indications from the
Office of Management and Budget (OM B) and HUD are that the CDBG program may
be recommended for further cuts in the President's 2006 Budget. While this is not a
final decision, the federal deficit and continued costs of the war are expected to
impact domestic programs such as CDBG. Future reductions in funding will impact
the amount of funding available to agencies for CDBG projects and programs. This
also impacts the amount of funding available to administer the CDBG program.
How will the King County CDBG Consortiùm be administered in the future? The King
County CDBG Consortium is just beginning the process of determining how they will
administer the CDBG program in the future. The increase in regulations and rising
costs of administering the program with the decrease in funds available are making
the current system impractical. The Consortium is reviewing how other counties
administer CDBG funds to determine if there is a more efficient model that can be
adopted. King County is unique in allowing participating cities to determine which
projects will be funded and administer the CDBG human service programs locally.
Any changes made to the King County CDBG program will be considered before a
final determination is made on whether Federal Way will remain a member of the
Consortium.
2.
Staff is in the process of gathering information that will be considered by the Human Services
Commission and City Council in making this decision. The City will be considering the
B-3
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following criteria in formulating a recommendation on how Federal Way shoulg.JGceive future
CDBG funds:
Will there be more funds available to allocate to agencies for public services and capital
projects as a member of the CDBG consortium or as a direct entitlement city?
. Will the application and reporting process for agencies be easier with the City a member
of the CDBG Consortium or an entitlement community? -
.
.
What is the minimum staffing level and administrative budget needed to meet the federal
requirements of the program?
.
Will the City have to subsidize the administration of the CDBG program in the
foreseeable future?
.
What will the impact be to existing staff (legal, finance, community development) if the
CDBG program is administered by the City of Federal Way?
Will future reductions impact how the CDBG program is administered as a Consortium
Member or a direct entitlement city?
.
What would be the impact to agencies' ability to access CDBG funds (local & regional
projects & programs) as a consortium member versus a direct entitlement city?
. What will be the amount of flexibility and local control in the CDBG Consortium vs.
becoming a direct entitlement city during the 2006-2008 period?
.
What will be the impact on elements of Federal Way's current CDBG program of no
longer participating in the CDBG Consortium? (i.e. Housing stability program, housing
repair program, etc.)
Your input as the provider of human services to Federal Way residents is needed as we move
through the process of making this decision. We would like your input by sharing your
responses to the following questions:
.
1. What do you feel would be the pros and cons of the City of Federal Way remaining in
. the King County CDBG Consortium for the 2006-2008 period?
2. What do you feel would be the pros and cons of the City of Federal Way directly
administering CDBG funds for the 2006-2008 period?
3. Are there any other criteria that we should consider in the decision-making process?
We will be gathering responses to the above questions at the December 9, 2004 Federal Way
Human Service Providers BrownBag Meeting. You may also submit your responses bye-mail
if you are unable to attend or have additional ideas/concerns following the meeting.
Thank you for your assistance. If you have any questions 'on the above information or any
other CDBG items, please feel free to contact me at (253) 835-2653 or bye-mail at
kell i. odonnell@cityoffederalway.èom.
cc:
Kathy McClung, Planning & Community Development Director
Angelina Allen-Mpyisi, Human Services Manager
ß-Li
Notes from 12/9/04 Brown Bag Luncheon
Pros of Leaving the CDBG Consortium
.
Recapture funds for City's use (Note: Funds are recaptured from FW CDBG
projects and reallocated by FW in the Consortium)
Agencies may get to work with additional staff locally.
Less bureaucracy, better contact with local staff due to smaller government entity
More economical, better management, can control quality because City isn't just one
of several cities in consortium.
No political vulnerability at regional level
Can change our policies to meet new need(s) without permission of Consortium
Having another direct entitlement city could give South King County more clout
Cons of Leaving the CDBG Consortium
Increased scrutiny (direct from HUD)
Impact on Federal Way leaving the consortium (regional concerns)
Will fall-out for the County occur if Federal Way leaves the Consortium?
Ability to maintain current level of services (i.ee having enough staff)
King County provides a buffer with HUD. If Federal Way pulls out, we have to deal
directly with HUD.
Possible political vulnerability
Would it serve South King County best?
Getting most use of funds but having higher administrative costs
Housing stability program (Kent) - money less than when they were a part of the
Consortium.
YJ.. Co'
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Entitlement Time Line - Jpdated December 2004
2003 2004 2005
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Ot Ot Ot ¿ ...,¡.~ I O,r . 2 -..:!~ ; 3 O,~ 4 Otr 00. . ¿, O,r .j Otr; ('0.
r r r ",! -..
Task
Issue RFO for Consolidated Plan
Select Consultant
Consolidated Planning
Process/Citizen Participation
Consultant - Review Updated K C
Cons. Plan & Cont. Gather Info
Agencies/Com rl! unity/Data;
Review Potential Neighborhood
Revitalization Areas; Draft Needs
Assessment & Market Analysis
Update CDBG & GF Strategies
following a Needs
Analysis/Housing Assessment
Update Human Services Comp
/7\' Plan in Consolidated Plan Format
V'" Update Housing Element of
~.\ Comprehensive Plan
Evaluate Participation in the King
County CDBG Const. vs.
Entitlement
Notify King County/HUD in CDBG
Consortium or Return to
Entitlement
Environmental Review/Public
Comment Draft Consolidated
Plan/Housing Element
Adopt Consolidated Housing &
Human Services Plan following
Public Input Effective 1/1/06
Submit Consolidated HHS Plan to
HUD if Returning to Entitlement
Begin 2006 as Entitlement or Cont.
in CDBG Consortium fer 3 years
---0
05/06
Budget
2006
Entitk. ,1ent Decision Timeline
September/October/November 2004
Surveyed Entitlement Cities (Auburn, Bellevue & Kent)
Staffing & Budget Analysis .
Issues Chart Developed
December 2004
09 Brown Bag Lunch - Reviewed criteria for entitlement decision and gathered pros & cons from human service agencies. Not all
agencies in attendance. Additional input from agencies using CDBG funds and local agencies needed.
23 Cancelled - Meeting with King County staff & Federal Way staff to discuss County potential changes to Consortium CDBG program
and impact on Federal Way's decision as well as impact on Consortium if Federal Way leaves.
ë.P January 2005
~ 20 Rescheduled.- Meeting with King County s~a~ & Federal w,ay staff to discuss. Co~nty potential changes to Consortium CDBG
program and Impact on Federal Way's deCISion as well as Impact on Consortium If Federal Way leaves.
24 Human Services Commission Meeting - Review entitlement timeline including funding & Consortium process; Review input from
agencies to date additional pros & cons or criteria
February 2005
'(;z:' Meet with CDBG public service agencies and past/potential CDBG capital agencies to review criteria for entitlement decision and
. gather pros & cons.
14 Take Consolidated Plan Summary to PRHS&PS Committee for review and update them on the status/timeline of the entitlement
decision.
28 Human Services Commission Retreat - Brief the Commission on information gathered to date on entitlement decision. Review next
steps and timeline for final decision.
March 2005
14 Update PRHS&PS Committee on status of entitlement decision following Human Services Commission Retreat.
18 Human Services Commission Regular Meeting - Update Commission on feedback from PRHS&PS Committee.
?? King County CDBG Consortium Program adopted for 2006-2008 period.
April 2005
18 Human Services Commission meeting - make recommendation on CDBG entitlement status for the 2006-2008 CDBG.
Mav 2005
9 PRHS&PS Committee consideration of HSC recommendation on CDBG entitlement status for 2006-2008.
17 City Council consideration of PRHS&PS Committee recommendation on CDBG entitlement status for 2006-2008.
June/July 2005
TBD Staff finalize Draft Consolidated HHS Plan based on entitlement decision
TBD Hold Public Meeting(s) and comment period to receive input on Draft Consolidated HHS Plan
AuQust 2005
c>J 15 Human Services Commission meeting - Make recommendation on adoption of Consolidated HHS Plan
~ September 2005
12 PRHS&PS Committee consideration of Consolidated HHS Plan
October 2005
4 Council adoption of Consolidated HHS Plan
Note: Additional Human Services Commission meeting dates may need to be added depending on receipt of information from King
County and deadline to notify King County/HUD of entitlement status for 2006-2008.
washingtonpostcom: Bush's Budget Expected to Be Aggressive
washingtonpost.com
Bush's Budget Expected to Be Aggressive
Program Cuts and Spending Freezes for 2006 Are Intended to Trim
xord Deficit
By Jonathan Weisman
Washington Post Staff Writer
Wednesday, January 12,2005; Page A04
The Bush administration is preparing a budget request that would freeze
most spending on agriculture, veterans and science, slash or eliminate
dozens of federal programs, and force more costs, from Medicaid to
housing, onto state and local governments, according to congressional
aides and lawmakers.
The White House also plans to reintroduce measures to stem the growth
of federal health care and other entitlement programs that rise
automatically each year based on set formulas, they said.
The tough budget for the fiscal year that begins in October is intended to
signal President Bush's commitment to reining in the record federal
deficit, and to satisfying conservative critics who note spending has
soared since Bush took office.
...<'rom a thematic standpoint, the goal is to reduce the deficit in half over
four years, and you can't reduce the deficit if you don't reduce the growth
of entitlements," said Senate Budget Committee Chainnan Judd Gregg
(R-N.H.). "If the president sends up an aggressive budget, I'll be certainly
receptive to it, and I think the Congress will be, too."
Budget and appropriations committee aides say Bush's budget -- to be
presented Feb. 7 -- will be aggressive.
Page I of 3
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Bush will impose "very, very strong discipline" in his 2006 budget, White House Chief of Staff
Andrew H. èard Jr. told the U.S. Chamber of Commerce yesterday. "That discipline will be
there big-time."
Said Gregg: "Clearly, there is not going to be a lot of growth."
Congressional aides have been told to expect virtually the same level of spending in fiscal 2006
as this year in programs unconnected to defense and homeland security. This fiscal year, those
domestic programs grew at a slim eight-tenths of a percentage point, and Bush plans to be even
tighter, ensuring that spending would not keep up with inflation in most domestic programs.
...any of the programs on the chopping block were there last year. For instance, Bush
unsuccessfully tried to cut the budget of the Anny Corps of Engineers by $597 million, or 13
percent. ß-9
http://www.washingtonpostcom/ac2/wp-dyn/A1953-2005JanJ ì ?language=printer
8'
1/18/2005
washingtonpostcom: Bush's Budget Expected to Be Aggressive
Page 2 of 3
This year may be different.
"We have to find the money somewhere to [restore the president's proposed cuts], and I don't
know how you find it if everything is tighter than a drum," said one House Appropriations
Committee aide, who spoke on the condition of anonymity. "They are on the war path."
Gregg agreed, noting that with the election over, conservatives are eager to attack government
growth.
"I think it's going to be very doable because the whole tenor has changed," he said.
Community Development Block Grants, funded this year at nearly $5 billion, could be cut by as
much as 50 percent, aides said. The Home Investment Partnerships Program, a housing program
that was trimmed by 4 percent this year, is expected to take a larger hit in the president's 2006
budget. Overall, housing programs will be at best frozen, said Barbara Thompson, executive
director of the National Council of State Housing Agencies.
"One has to wonder how much more these programs can take before they are no longer viable,"
she said. "We are very concerned."
Veterans programs are also expected to be pinched, with flat funding, higher deductibles and
co-payments for health care and a squeeze on benefit eligibility, aides said.
The National Science Foundation will be virtually frozen, and the substantial budget increases
over the past decade for the National Institutes of Health will end, Appropriations Committee.
aides said.
As for dealing with entitlement programs: Bush last year sought to reimpose expired budget
limits that in the 1990s forced lawmakers to offset increased entitlement benefits with
entitlement cuts elsewhere in the budget. The proposal also would require the cost of any
entitlement changes to be projected out beyond the five- or 10-year window of most
congressional budgets.
That legislation is likely to be resubmitted, congressional aides said.
Brian M. Riedl, a federal budget analyst at the conservative Heritage Foundation, said the
White House will again propose to turn Medicaid health care funding into block grants for state
governments. The proposal was first made last year, and included initial payment increases and
expanded discretion for state and local governments to change the primary health care system
for the poor. Those sweeteners would then be followed by cuts in later years.
The same approach probably will be repeated for public housing, a Senate leadership aide said.
The White House is also mulling changes to farm subsidies that would cut benefits to large
agribusinesses, Riedl said.
Smaller programs, such as the Commerce Department's Manufacturing Extension Partnership
http://www.washingtonpost.com/ac2/wp-dyn/A1953-2005Jan 11 ?language=printer B-1 D 1/18/2005
washmgtonpost.com: tlUSh'S tlUdget expected to tie Aggressive
Page j 01 j
and Advanced Technology Program. will be all but eliminated. John Engler. president of the
National Association of Manufacturers, said the group is girding for a fight to restore those
programs.
~~ldeed, before the budget is presented, some members of Congress are signaling they will not
be compliant. Sens. Jeff Bingaman (D-N.M.), Daniel K. Akaka (D-Hawaii), Craig Thomas (R-
Wyo.), Byron L. Dorgan CD-N.D.), Mary Landrieu CD-La.) and Ken Salazar CD-Colo.) sent a
letter to White House Budget Director Joshua B. Bolten yesterday, warning him not to cut
funding for oil and gas production, as he tried last year.
Bill Wicker, a spokesman for Bingaman, said, "He wanted to fire an early shot across the bow."
(Ç) 2005 The Washington Post Company
Advertising Links by Google
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http://www.washingtonpostcom/ac2/wp-dyn/A1953-2005Jan 11 ?language=printer
1/18/2005
washingtonpostcom: Bush Plans Sharp Cuts in HUU CommunIty btlorts
washingtonRost,com
Bush Plans Sharp Cuts in HUD Community
~fforts
By Jonathan Weisman
Washington Post Staff Writer
Friday, January 14,2005; Page AOI
The White House will seek to drastically shrink the Department of
Housing and Urban Development's $8 billion community branch, purging
dozens of economic development projects, scrapping a rural housing
program and folding high-profile anti-poverty efforts into the Labor and
Commerce departments, administration officials said yesterday.
The proposal in the upcoming 2006 budget would make good on
President Bush's vow to eliminate or consolidate what he sees as
duplicative or ineffective programs. Officials said yesterday that
economic development programs are scattered too widely in the
government and have proved particularly ineffectual at HUD.
Advocates for the poor, however, contended that the White House is
trying to gut federal programs for the poorest Americans to make way for
tax cuts, a mission to Mars and other presidential priorities.
dministration officials would not say how much the consolidation
would save, but it could lead to steep funding cuts. That is because the
HUD programs would have to compete for resources in Commerce and
Labor budgets that are not likely to expand to accommodate the shuffle.
Page 1 ot J
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"I'm always willing to look at consolidation, but clearly they're using
consolidation as a shield for substantial budget reductions," said Rep.
Barney Frank (Mass.), the ranking Democrat on the Financial Services Committee, which has
jurisdiction over housing and community development programs.
The plan was detailed in a December memo from the White House Office of Management and
Budget to HUD. The document provides one of the first concrete examples of the types of cuts
in the works as the administration comes to grips with a soaring deficit.
"The purpose of the exercise has nothing to do with achieving or not achieving savings," said
one administration official, who spoke on the condition of anonymity to avoid preempting the
Feb. 7 release of the president's fiscal 2006 budget request.
"What we are trying to accomplish is to meet our obligation to people living in distressed
communities, to hold communities accountable for helping those people and to become more
~ficient in the process," another official said.
HUD programs to be moved under proposal Program's annual cost Destination
http://www.washingtonpostcom/ac2/wp-dyn/A 7862-2005Jan 13?language=printer 6--1 L.
1/18/2005
washington post com: Bush Plans Sharp Cuts in HUD Community Efforts
Page 2 of 3
Community Development Block Grant $4.7 billion Commerce
Youthbuild USA high school dropout outreach $62 million Labor
Brownfields Economic Development $23.8 million Commercer--
Rural Housing and Economic Development $23.8 million Eliminated
Empowerment Zones/Renewal Community $9.9 million Com merce
SOURCE: OFFICE OF MANAGEMENT AND BUDGET I GRAPHIC: THE WASHINGTON POST
Congressional housing aides say the $4.7 billion Community Development Block Grant
(CDBG) program -- the bulk of the community planning budget -- could be cut as much as 50
percent. Cities have become dependent on HUD's development programs, especially the CDBG,
which has existed for 30 years, city officials said. Stanley Jackson, director of the D.C.
Department of Housing and Community Development,-said the city has used CDBG grants of
$21 million to $22 million a year for clinics, recreation centers, day-care facilities, literacy
programs and housing development.
With housing and property values skyrocketing, the need for such programs for low-income
families has never been higher, he said. .
"If this is a backdoor way of eliminating a program like CDBG, it would have a profoundly
negative impact on cities," said Jim Hunt, a vice president of the National League of Cities and
a city council member in Clarksburg, W.Va.
Under the plan, the CDBG program -- which provides multipurpose development grants to sta~
and local governments -- would be sent to the Commerce Department. The Urban
Empowennent Zones and the Renewal Community programs -- both of which offer tax
incentives for development in urban or other troubled areas -- would also go to Commerce, as
would the Brownfields Economic Development Initiative, designed to revitalize abandoned
industrial sites.
Youth build USA, a $62 million program to teach teens home-construction skills, would be sent
to the Labor Department. The $24 million rural housing and economic development program
would probably be eliminated.
HUD would maintain the Home Investment Partnerships to build or buy affordable housing,
homeless assistance programs and housing assistance for AIDS sufferers. The budget would
eliminate $260 million in economic development projects eannarked for this year by
lawmakers. HUD could ultimately lose a quarter of its $31 billion budget.
White House officials said HUD employees would have to stay on the job to oversee
outstanding grants for some time. But with Bush promising an aggressive attack on domestic
spending, the 817 HUD community planning and development employees are girding for the
worst.
"It's a body blow," said one career employee, who spoke on the condition of anonymity for fear
of being fired.
ß-13 '.
http://www. washi ngton post com/ac2/wp-dyn/ A 7862- 200 5J an 13?1 anguage=printer
1/18/2005
washmgtonpostcom: Hush Plans Sharp Luts m HUU Lommumty httons
Page J ot J
The proposal could face an uphill fight in Congress, said Frank, who called the proposal "just
appalling." With budgets tight, vested interests in the Commerce and Labor departments would
be expected to favor their programs over the newcomers from HUD. "It wouldn't even be a fair
- 'Sht," he said.
Moreover, BUD has evolved into an agency designed to support urban interests and low-
income citizens, while Commerce and Labor are more receptive to business needs. Indeed,
community development programs at HUD are far larger than those at Commerce and Labor,
said Saul Ramirez Jr., executive director of the National Association of Housing and
Redevelopment Officials and a fonner deputy secretary of housing. The Commerce
Department's Economic Development Administration has a $320 million budget, a fraction of
CDBG's allocation.
"If there are any programs in Commerce that encourage direct economic development to some
of the most disadvantaged and blighted areas, those programs are dwarfed by these programs,"
he said. "If [ consolidation] is what they want, the reverse should be proposed."
One White House official agreed that HUD programs have more of a community focus, while
the Commerce Department's Economic Development Administration is more interested in
economic growth. But, he said, "they're funding a lot of the same things."
RUD's city focus may be why the White House is dismantling the HUD programs, Frank
charged. "HUD is th~ place where mayors and urban interests can put up the strongest fight," he
'id.
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ß-}~
http://www.washingtonpostcom/ac2/wp-dyn/A7862-2005J an 13?language=printer
1/18/2005
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January 11, 2005
CITY - OF
ISS~H
P.O. Box 1307, Issaquah, WA 98027
Ava Frisinger, Mayor
(425) 837-3020 f FAX (425) 837-3029
mayor@ci.Ì8saquah.wa.us
Pete Lewis, Mayor
City of Auburn
Chair, SCA Public Policy Issues Committee
25 West Main Street
Auburn, W A 98001-4998
Ben Yazici, City Manager
City of Sammamish
City Managers Representative to SCA Board
486 228th Ave NE
Sammamish, W A 98074
Dear Mayor Lewis and Mr. yazici:
I am writing on behalf of the inter-jurisdictional Joint Recommendations Committee (JRC), the
body that oversees the King County Community Development Block Grant (CDBG)
Consortium. Most suburban cities participate in the King County CDBG Consortium, and the
Suburban Cities Association appointed me and several other elected officials to this body. I have
had the privilege of serving as the Chair of this inter-jurisdictional committee for several years
now, so I know how important these funds are to many of our members.
Elected officials and city managers need to be aware that we have appointed a small inter-
jurisdictional staff group and charged them with the task of exploring potential changes to our
Consortium's CDBG program, including the way the funds are distributed. The goal is to
streamline and simplify our program beginning in 2006.
Federal funding for the CDBG program is stagnating at best, and likely to erode further. At the
same time, federal requirements have continued to increase, as has the cost of doing business.
This combination of factors has made it increasingly clear to those of us on the JRC that the
Consortium cannot continue to do business as we have in the past. The complicated structure we
set out in our CDBG interloca1 cooperation agreement places a heavy administrative burden on
both the County as well as many of the participating cities, and we believe it is no longer tenable.
Ifwe are to maximize the CDBG dollars flowing to important projects serving low- and
moderate-income residents in our communities--from housing and housing repair, to
infrastructure, business district revitalization and job creation, to human services and human
service faci1ities--we must streamline and simplify in order to reduce these administrative costs.
The inter-jurisdictional staff group is made up of representatives from Shoreline, Redmond,
Burien, and SeaTac, as well as King County. We have asked this staff group to look at how
other urban county CDBG consortia are organized, and to draft some potential options for JRC
consideration. The JRC will be inviting all Consortium Cities to review and comment on these
options. probably in late March or early April. I will keep you posted.
\?~y- t s
Pete Lewis, Mayor, Auburn
Ben Yazici, City Manager, Sarnmamish
January 11, 2005
Page 2
After that, the JRC will be making a recommendation to the King County Executive for a new
program design and a new CDBG interlocal cooperation agreement, which would take effect in
2006. This new interlocal cooperation agreement would need to be approved by the King
County Council before being transmitted to individual cities for local approval.
I would appreciate it if you would help make this information known to elected officials and to
city managers and administrators. If there is desire and opportunity between now and the end of
March for a presentation on this topic at a meeting of the Suburban Cities Association or the City
Managers and Administrators, representatives of both the JRC and the staff group would be
happy to come. Please feel free to contact me at (425) 837-3021 or via e-mail at
avaf@ci.issaquah.wa.us.
Sincerely,
þ(f~
Ava Frisinger, Mayor
Chair, Joint Recommendations Committee
cc:
Counci1member Terry Anderson, City of SeaTac, JRC Member
Mayor Howard Botts, City of Black Diamond, JRC Member
Councilmember Rich Gustafson, City of Shoreline, JRC Member
Councilmember Jeanne Burbidge, City of Federal Way, JRC Member
Dennis Culp, Renton Community Services Administrator, JRC Member (2005)
Paul Krauss, Auburn Planning Director, HOME Program Representative on JRC
Katherin Johnson, Kent Human Services Manager, HOME Program
Representative on JRC
Dan Stroh, Bellevue Planning Director, HOME Program Representative on JRC
Stephanie Warden, Director, King County Department of Development and
Environmental Services, JRC Member
Maura Brueger, Deputy Chief of Staff, King County Executive's Office, JRC
Member
Jackie MacLean, Director, King county Department of Community and Human
Services, JRC Member
Karen Goroski, Executive Secretary, Suburban Cities Association
Rob Beem, Human Services Manager, Shoreline
Kathy Black, Administrative Assistant, SeaTac
Lori Fleming, Contract Management Analyst, Burien
Lauren Kirby, Human Services Manager, Redmond
Colleen Kelly, Human Services Planner, Redmond
Linda Peterson, Program Manager, King County Housing and Community
Development
ß-J~
Work Plan: CDBG Program Overhaul
12/1/04
TASK WHO WHEN
1. Organizational meeting: Small groupl Done (twice!)
review charge, desired
outcomes
2. Check in with all Via e-mail: All Pass-through done
Consortium Pass-through cities staff invited to comment
cities' staff: what element(s)
of current program design
(our current Pass-through
system) does their city value
the most?
3. Meet with other CDBG Small group Dec. 7,2004
Urban Counties to learn how
they are organized, compare
to KC Consortium, get ideas
4. Begin drafting potential Small group December -January
options for KC Consortium
program design, pros and
cons of each
5. Check in with JRC: are we Small group/JRC Early February
headed in right direction?
Are there other directions the
JRC wants us to explore?
6. Flesh out/winnow options, Small group Late February
pros and cons; plan Forum
7. Forum: Consortium cities, All Consortium cities, Early March
other stakeholders interested stakeholders
review/comment on options
8. Refine options, pros and Small group Late March
cons
9. Present options for new Small group/JRC Early April
program design to JRC
10. JRC recommends new JRC Mid April
program design to Exec.
1 The inter-jurisdictional small group is composed of the following staff: Rob Beem from Shoreline;
Colleen Kelly and Lauren Kirby from Redmond; Lori Fleming from Burien; Kathy Black from SeaTac; and
Kathy Tremper and Linda Peterson from King County.
ß~ll
fKelli9Donneil - FW: Alert! Commerce Dept. Announce:s Consolidatiop9f ED/CD Progra,!!"~~~"~
-~pag~
From:
To:
Date:
Subject:
"Ken Black" <kblack@cLolympia.wa.us>
"Kelli ODonnell" <Kelli.ODonnell@cityoffederalway.com>
2/3/20054:12:53 PM
FW: Alert! Commerce Dept. Announces Consolidation of ED/CD Program
-----Original Message-----
From: Ken Black
Sent: Thursday, February 03, 2005 1 :23 PM
To: Ken Black; 'dshirer@co.pierce.wa.us'; 'hudpasco@3-cities.com';
'eleslie@cLbelievue.wa.us'; "Michelle Eichhorn';
'mwaibel@ci.bremerton.wa.us'; "Shirley (Schultz) Aird';
'Linda.L.Dawson@cLeugene.or.us'; 'rjohnson@cLeverett.wa.us'; "ELAINE
K. FUL Tl'; 'abush@ci.lakewood.wa.us'; 'julie.hourcle@ci.longview.wa.us';
'bowmans@cLnampa.id.us'; 'bkaye@cLportland.or.us';
'dutecht@ci.renton.wa.us'; 'josiew@ci.richland.wa.us';
'jrussell@cLsalem.or.us'; 'hazel. bhang@cLseattle.wa.us';
'richard.lundquist@ci.seattle.wa. us'; 'kko@ci.springfield.or.us';
'rteasley@cLtacoma.wa.us'; 'wcobabe@cLyakima.wa.us'; "David
Stalheim'; 'pete.munroe@clark.wa.gov'; 'Chuck@co.clackamas.or.us';
'radams@co.kitsap.wa.us'; 'aosborn@co.snohomish.wa.us';
'KarenJones- Whittle@co.washington.or.us';
'peggy Jinden@co.washington.or.us'; 'stephenb@cted.wa.gov';
'madolfae@spokanecity. org'; 'tcrowley@spokanecounty.org';
'Kent.Weiss@cLcorvallis.or.us'; 'kathy. tremper@metrokc.gov.'; "Camron
Parker'; "Louise Dix'; 'dcahill@cob.org'; "Jocelyn Holland'; "Carol
Cade'; 'dcahill@cob.org'
Subject: Alert! Commerce Dept. Announces Consolidation of ED/CD Program
-----Original Message-----
From: Vicki Watson [mailto:vicki@ncdaonline.org]
Sent: Thursday, February 03, 2005 1: 15 PM
To: NCDA Listserv
Subject: Alert! Commerce Dept. Announces Consolidation of ED/CD Program
Dear Members:
The Commerce Department officially acknowledged today, through a
conference call with interest groups, that HUD's economic development
and community development programs (e.g., CDBG) will be moved to
Commerce. I have attached the information which they provided to the
interest groups on the issue.
The President's FY06 Budget, which will be released on Monday, will
reiterate everything that is contained in the attached information.
Essentially, the President proposes to consolidate 18 existing economic
and community development programs from five different Federal agencies
(HUD, Agriculture, EDA, HHS, and Treasury) into one single program. The
President proposes to fund this program at $3.71 billion in FYO6, so you
can imagine the sharp decreases each of the programs will face through
this consolidation effort. CDBG alone was funded at $4.7 billion ($4.1
billion in formula funding) in FYO5.
ß~lì
L Kelli ÖÓõnnell:E\IV: AleQLcÇ~mmerceq~~PL~!1-~oLL~ces ç()nsõliclationof ED/~CÖÞr09rêrT1 ----~--- "-__e- .-..-~~age~
We were told by the Commerce Dept. that the President is moving in this
direction because economic growth is not being felt throughout the
country (e.g., loss of manufacturing jobs and textile jobs). The
President believes that this new program will create conditions for
economic growth and robust jobs in economically distressed communities
across the country. He also feels that the existing economic and
community development programs are fragmented, duplicative and don't
show results. The President also wants to see this funding to be
allocated to the most economically distressed communities. One of the
bullet points in the attached information says, "Many communities no
longer in need of assistance continue to receive funding, undermining
the purpose of some programs - to help distressed communities. For
example, the CDBG program at HUD was created to serve distressed
communities, but 38 percent of the funds currently goes to communities
and States with less poverty than the national average." This assertion
is incorrect, first of all, because CDBG was never created to be an
anti-poverty program.
According to the Dept. of Commerce, the idea to consolidate these 18
programs into one program is based on the Office of Management and
Budget's (OMB) review of the programs and the fact that OMB found
overlap, little accountability, and no measure of achievement of long
term success in each of these program areas. This simply is not true.
CDBG is very results-oriented and HUD has a great deal of accomplishment
data on the program. It is true that CDBG was rated very poorly by OMB
a few years ago, but the rating system used by OMB to assess the program
did not fairly evaluate all aspects of the program. Furthermore, NCDA,
NAHRO, COSCDA, and NACCED have been working in good faith with HUD and
OMB to develop performance measures for the program.
The Commerce Department plans to develop enabling legislation by the
Summer to send to Congress to enact this proposal. I doubt that
Congress will have the time to focus on such a major reorganization this
year. Furthermore, this consolidation effort will affect numerous
authorizing committees, each of which will want to hold hearings on this
effort before any legislation is enacted.
The Commerce Dept. plans to hold a series of meetings across the country
"to engage in dialogue on this proposaL" NCDA hopes to get a
representative from Commerce to speak at our Annual Conference to
receive feedback from our members. We'll keep you posted on that
effort.
NCDA, along with USCM, NLC, NACo, NACCED, LlSC, and NAHRO will hold a
press conference on Tuesday to rebut this proposal. We will provide
further details on this proposal to you on Monday when the budget is
released. Stay tuned.
Vicki
B-1,
President Bush Proposes
Strengthening America's Communities Initiative
~ America's changing economy is strong and getting stronger. But America's economic strength is not felt
equally throughout the Nation. In low-income communities and in communities where traditional industries do
not employ as many workers as they did a generation ago, opportunity can appear out of reach. President
Bush believes that communities can make the transition to vibrant and strong economies because of the
entrepreneurial spirit, vision, and hard work of those who live there. The job of government is to inspire, to
help remove barriers to growth, to be accountable for taxpayer dollars, and to ensure results for programs
aimed at making a difference in peoples' lives.
~ Building on existing economic and community development efforts, the President will propose a new
initiative to help strengthen America's transitioning and most needy communities, while making
better use of taxpayer dollars by reforming and restructuring many of the existing Federal economic
and community development programs, The President's initiative, to be proposed in his Fiscal Year (FY)
2006 budget, will consolidate 18 existing programs, simplify access to the Federal system, set new eligibility
criteria, and establish strong accountability standards all in exchange for the flexible use of the funds so that
communities most in need will be assisted. The new $3.71 billion unified grant-making program will better
target assistance and achieve greater results for low-income persons and economically-distressed areas.
Current Problems Facing Federal Economic and Community Development Programs
~ Seven Federal agencies currently provide $16 billion through 35 grant, loan, and tax incentive
programs for economic and community development efforts, The current system forces communities
to navigate a maze of Federal departments, agencies, and programs in order to access economic and
community development assistance programs, each imposing a separate set of standards and
reporting requirements. In addition, some programs duplicate and overlap one another, and some
have inconsistent criteria for eligibility and little accountability for how funds are spent.
~ Many communities no longer in need of assistance continue to receive funding, undermining the
purpose of some programs - to help distressed communities, For example, the Community
Development Block Grant (CDBG) program at the Department of Housing and Urban Development (HUD)
was created to serve distressed communities, but 38 percent of the funds currently goes to communities and
States with less poverty than the national average.
~ The goal of Federal economic and community development programs is to create the conditions for
economic growth, robust job opportunities, and livable communities, thereby encouraging
improvement and reduction of a community's need to rely on perpetual Federal assistance.
~ Most of these programs lack clear goals or accountability measures, and thus cannot sufficiently
demonstrate their measurable impact on economic and community development, as determined in a
review by the Office of Management and Budget (OMS).
White House Office of Management and Budget
2/3/2005
B-2-0
The President's Current Efforts to Help Communities in Transition
~ President Bush has introduced a new approach to economic and community development by highlighting the
need to help communities transition to a 21st century economy. His plan includes:
0 Creating new Opportunity Zones to assist America's transitioning neighborhoods, which are areas
that have lost a significant portion of their economic base as a result of our changing economy and are
now in the process of transitioning to a more diverse, broad-based, 21st century economy, as well as
communities with persistent poverty;
0 Establishing new education and job training programs to help workers develop the skills needed to
succeed in today's economy;
0 Introducing tax incentive proposals for the development of single-family housing in low-income areas;
and
0 Revitalizing former brownfields, which are abandoned or underutilized industrial properties where
redevelopment is hindered by possible environmental contamination and potential liability.
Redevelopment of these properties is creating jobs and returning productive property to local tax rolls.
The President's Action to Strenathen America's Communities
~ The President will propose to provide flexible funding to those communities most in need in exchange for
meeting strong accountability measures. In addition, he will propose to provide incentives to communities that
are already reducing barriers to economic development. The Administration will make better use of taxpayer
dollars by consolidating programs and funding into a unified and targeted program.
~ President Bush will propose to consolidate a subset of the Federal govemment's economic and community
development programs, transforming them into a new, two-part program: (1) The Strengthening America's
Communities Grant Program, a unified economic and community development grant program, and (2) The
Economic Development Challenge Fund, a bonus program for communities, modeled after the Millennium
Challenge Account. Funding from duplicative and ineffective programs would be used for the new, two-part
program. The combined economic and community development programs (as well as the separate
Opportunity Zones program) will be administered by the Commerce Department.
Strenathenina America's Communities Grant Proaram
0 This new $3,71 billion consolidated grant-making program will provide funding to communities
most in need of assistance by setting new eligibility criteria determined by job loss, unemployment
levels and poverty.
0 Through this program, communities will be required to meet specific accountability measures to track
progress towards the program's goals. These measures include increasing job creation and new
business formation rates as the real drivers of economic development. In addition, community
development outcomes that measure progress will include increasing homeownership, including first-
time and minority homeownership ownership, commercial development, and private sector investment.
White House Office of Management and Budget
2/3/2005
B-2-\
a If communities do not show progress in meeting accountability measures, the Commerce
Department will work with the community on a plan of action and will provide technical
assistance to ensure that future funds are used wisely, Communities that are consistently unable to
use taxpayer dollars to meet the accountability measures would stand to lose future funding.
Economic Development Challenoe Fund
a As part of the $3.71 billion, the President will propose a bonus grant program for low-income
communities that have already taken steps to improve economic conditions and demonstrate
readiness for development, similar to the President's Millennium Challenge Accounts.
a A development-ready community is one that is already taking steps to improve conditions in
ways that have been proven to attract businesses, including:
./ Improving schools by meeting No Child Left Behind adequate yearly progress goals;
./ Reducing regulatory barriers to business creation and housing development; and
./ Reducing violent crime rates within the community.
a The Economic Development Challenge Fund would build upon the President's Opportunity
Zones initiative by rewarding communities that have already taken steps toward economic
development. The Opportunity Zones program focuses primarily on those transitioning communities that
set concrete, measurable goals toward economic and community growth by developing a community
transition plan.
White House Office of Management and Budget
2/3/2005
ß-2~
S,C
CITY OF FEDERAL WAY
CITY COUNCIL
PARKS, RECREATION, HUMAN SERVICES AND PUBLIC SAFETY COMMITTEE
Date:
From:
Via:
Subject:
February 2, 2005 a.a-v--
Angelina Allen~Mpy' i, Human Services Manager
David Mos anager
Summary Dra f the Housing and Human Services Consolidated Plan
Attached please find the Summary Draft of the Housing and Human Services Consolidated
Plan. It includes the Executive Summary, Needs Summary, the Five-Year Strategy Plan and
Glossary. The complete Plan, which now numbers over 100 pages, has been reviewed by the
staff and the Human Services Commission and has been revised according to their comments.
Those revisions are reflected in this Summary Draft.
The data and information on the homeless and special needs populations that is included in the
Executive Summary was discussed at a previous meeting.
Our consultant, Nikki Parrot from Huckell/Weinman Associates, Inc. will go over the needs and
strategies in the draft Summary Plan because this will form the context for funding
recommendations in the ensuing five years. During this time you will have the opportunity to
ask questions, discuss your thoughts, reactions and suggested changes to the related
strategies.
If you have questions prior to the meeting, please contact me at ext. 2650 or at
anQel i na. alien m pyisi@cityoffederalwaY.com
Committee Action
No action is recommended at this time.
APPROVAL OF COMMITTEE REPORT:
CornrnitteeMember
Committee Member
CÓrnmittee Chair
L-\
Summary Draft
City of Federal Way
Housing & Human Services
Consolidated Plan
Prepared by HuckelllWeinman Associates
&
Betsy Czark and Associates
January 2005
(,--1.-
Executive Summary
L--3
Executive Summary
Background
Since its incorporation in 1990, the City of Federal Way has supported a wide range of
human service, housing, and community development activities aimed at addressing the
needs of the City's lowest income residents. Historically, the City has allocated
Community Development Block Grant (CDBG) funds and Human Services General
Funds to a broad array of programs and projects that serve low- and moderate-income
people (generally defined as those with incomes of less than 80 percent of the area
median income).
Since 1994, Federal Way has chosen to receive CDBG funds as a member of the King
County Consortium. In 2005, the City will make a decision about remaining in the
Consortium or, beginning in 2006, receiving CDBG funding directly from HUD. Should
the City Council decide to become a direct entitlement jurisdiction, the City will be
required to prepare and submit a Consolidated Plan to HUD.
Previously the policies and allocation priorities that govern CDBG and the Human
Services General Fund have been the subject of the City of Federal Way Human
Services Comprehensive Plan. Although the final decision about continued participation
in the County Consortium has not been made, the City has opted to prepare the update
to the Human Services Comprehensive Plan in the format of, and meeting the HUD
requirements for, a consolidated plan. It includes:
. A description of the City's Citizen Participation Plan and process
. A description of the institutional structure through which the City will implement its
strategic plan and the ways in which the City will coordinate with other relevant
entities in carrying out the planned activities
. A data-based profile of the community intended to identify population, housing, and
income conditions and trends that are relevant to planning for assistance to low- and
moderate-income people
. An analysis of the housing market focused on the availability and affordability of
housing for lower income households
. Descriptions of the homeless population and people with special needs who require
public assistance with housing and supportive services
. A summary of housing and community development needs
. Strategies for addressing identified needs, with specific objectives for implementation
of the strategies, and a description of the activities through which the objectives will
be addressed
Citizen Participation
Citizens have had a number of opportunities to participate in development of this Draft
Housing and Human Services Consolidated Plan. One of the main opportunities for
input was the Human Services Forum, hosted by the City's Human Services
Commission in February 2004. It provided an early chance for citizens, agency
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representatives, and city staff to participate in roundtable discussions of the housing,
human service, community development, and economic development needs of low- and
moderate- income residents of Federal Way. In addition to public notices of the Forum,
over 150 invitations were sent to individuals and agencies.
A brief summary of the forum is provided below. Many of the needs identified by forum
participants are also reflected in the data analysis and confirmed by consultation with
local agencies serving low-income people, King County, and the King County Housing
Authority. Addressing needs identified at the forum, in part, provided the basis for
development of the Plan strategies.
Human Services Needs
.
Translation services
Food bank open longer hours
Domestic violence services
Advocacy and case management for immigrants and refugees
Dental services and screening for all, especially for children
Senior services (e.g., transportation, housing, and meals)
.
.
.
.
.
Economic Development
. Additional childcare subsidies
. Job internships
. Job training links with appropriate sources of jobs
Affordable Housing
.
Shelter/transitional housing for homeless youth
Zoning changes to remove barriers to siting transitional housing
Affordable family and senior housing
Affordable housing units for larger families
Shelter and transitional housing for domestic violence victims
Domestic violence services for single people or those with older children.
.
.
.
.
.
Neighborhood Improvement Needs
. Neighborhood/community centers
. Street lighting
. Community clean up tyVestway)
. Low income neighborhoods needing improvement:
Westway, Mirror Lake, Northeast Federal Way
Lake Grove, Mark Twain,
Community Profile and Housing Market
The community profile and housing market analysis are presented through an analysis
of certain demographic information about Federal Way's population and households,
and market data related to housing costs, supply, and demand.
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Highlights and Conclusions of the Data Analysis
. Many South King County cities, including Federal Way, have experienced significant
rates of population movement in recent years. In Federal Way, nearly 44 percent of
the population was living in a different city in 1995. With this level of mobility, the
City's resources are likely serving an ever-changing group of people who may not be
residents long enough to achieve stability and self-sufficiency.
.
Children «18 years of age) make up nearly 30 percent of the City's population,
which correlates with the fact that over two thirds of all households are families. The
housing and human service needs of families and youth have been a focus of the
City's CDBG and Human Service General Fund Programs as an outgrowth of this
demographic.
.
The ethnic and racial composition of the population changed significantly between
1990 and 2000. Where minorities made up 13 percent of the population in 1990,
they were 22 percent of the population in 2000. The Black population increased by
130.3 percent and the Asian population increased by 126.7 percent. The Hispanic
population grew by 183.5 percent. In addition, the percentage of foreign-born
population more than doubled (from 8 percent to 17 percent) in the same time
period.
. At an average 2.63 persons per household, the average household size is the largest
among other southwest King County cities. This again correlates with the number of
family households, and likely also relates to the number of large and extended
families among the foreign-born refugee and immigrant population.
.
Only households with 80%, or less, of the area median income can benefit from
CDBG-funded projects or programs. Forty-two (42) percent of all Federal Way
households are in this category. The number of households in Federal Way in the
lowest income quartile (maximum income $28,851), based on incomes in the Puget
Sound region, nearly doubled between 1990 and 2000.
. With 75 percent of the housing having been built between 1960 and 1989, the
housing stock is relatively new and generally in good condition. There are some
areas of deteriorated housing (VVestway, Lake Grove). Homeowners in these and
other areas would benefit from access to affordable home repair funds.
. Housing choices for large families are extremely limited because 90 percent of all
housing units have three or fewer bedrooms. This, along with the cost of housing,
which often results in households "doubling up" so they can afford a unit, has
resulted in overcrowding in 7.5 percent of housing units.
.
Housing is considered affordable when a household pays no more than 30 percent of
their income for housing. Housing costs for 39 percent of Federal Way renters are
more than 30 percent of their income and for 17 percent, housing costs exceed 50
percent of their income. This translates into a deficit of about 3,000 affordable units
for those with extremely low incomes (less than 30 percent of the median income)
and about 700 units for very low-income households (between 30 percent and 50
percent of the median income). Households with incomes of less than 40 percent of
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[-to
the median income are least likely to be able to afford housing in the Federal Way
rental market without some form of assistance.
.
In total, about 2,018 rental units in Federal Way are affordable because they
received public funds for construction/capital improvements or because rents are
subsidized by public rental assistance funds. These units represent 14.6 percent of
the renter-occupied housing units counted in the 2000 Census.
.
In order to purchase a home, a first-time homebuyer needs more than 80 percent of
the median income. Households with incomes below this threshold are eligible to
receive assistance through programs that provide funds for a down payment and/or
closing costs. While homeowners make up 56 percent of all households, that
percentage has declined since 1990 (57.2 percent) and many young families are
being priced out of the homeownership market.
.
The King County Housing Authority (KCHA) administers the Section 8 Housing
Choice Voucher Program, the major source of federal rental assistance funds.
Vouchers are used by low-income renters to help pay for privately owned rental
housing. In June 2002, KCHA stopped accepting applications for assistance when
the waiting list reached 5,313 households. They estimate the list would need to be
reduced by about 4,800 households before they would resume taking applications.
The waiting list for a unit in a KCHA-owned property has 3,869 households, some,
but not all of which are also on the Section 8 waiting list.
.
Current residents of Federal Way make up 7.9 percent (418 households) of the
Section 8 waiting list and 9.4 percent (363 households) of the households on the
public housing waiting list, which is indicative of housing demand among the City's
very low- and extremely low-income households. The minimum wait for any sized
public housing unit is at least one and a half years. Those households, typically
small families with children, needing 2-bedroom or 3-bedroom units can expect to
wait for two or two and a half years.
.
Major funding cuts are proposed in the federal Section 8 Housing Choice Voucher
Program. These proposed cuts have perhaps the greatest potential to negatively
impact the ability of low-income Federal Way residents to obtain affordable housing.
The number of KCHA administered vouchers available throughout the County could
be reduced by 800 in 2005 and by up to 2,500 by the end of 2009. Given that over
1,100 residents of Federal Way currently rely on Section 8 vouchers, cuts of this
magnitude could seriously impact their continuing access to rental assistance.
Homeless People
In King County homelessness is a regional issue and the County administers funding
targeted for homeless people. In King County there are 8,000 homeless people on any
given night according to the most recent (2003) annual one night count of people who
are homeless. However, that count underestimates the true need since over 19,000
individuals (duplicated count) where housed in the King County emergency shelter
system and almost 98,000 individuals (duplicated count) were turned away.
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From 2001 to 2003, the One Night Count found that the number of people who stated
their last permanent address as South King County rose from 10 percent to 14 percent.
According to the Federal Way Police, the transient population of Federal Way, mostly
single males, swells to approximately 100 people in the summer. There are
approximately 20 chronically homeless men in Federal Way living on the street or in
encampments year round.
Among the 8,000 homeless individuals in the one night count, the most often cited
causes of homelessness were: 1) economic or financial loss, 2) eviction or
displacement from housing (often the result of financial loss) and, 3) domestic violence
and other forms of abuse. The most frequently cited disabilities were mental illness and
chemical dependency, followed by physical and developmental disabilities.
Single men are by far the largest group among the homeless, making up 50 percent of
the total. Individuals in households with children represented close to 40 percent of the
total, and 64 percent of those were in households headed by a single woman. Single
women and unaccompanied youth represented 12 percent and almost 2 percent,
respectively. There were 4,500 children younger than 17 among those in King County
shelters in 2003 (23 percent of those sheltered).
People with Special Needs
Many people have special needs that require housing combined with supportive services
and/or designed to accommodate physical disabilities. Groups with supportive housing
needs in Federal Way include people who are chemically dependent or recovering from
drug or alcohol addictions; the mentally ill; the frail elderly; those with physical disabilities
or developmental disabilities; people with HIV/AIDS; victims of domestic violence;
refugees; and some children and families. Although not all, many individuals in these
groups are very low income, and as noted in the discussion on homelessness, many
people with special needs are also homeless.
The type and number of supportive services needed to help people with special needs
live independently vary, but some of the more common include:
. Case management
. Mental health treatment and counseling
. Chemical dependency treatment and recovery support
. Chore services and in-home meal services
. In-home nursing care
. Life-skills training
. Transportation
As with homeless people, housing and service needs of special populations are
addressed at the County level, or by local jurisdictions through regional and sub-regional
cooperation.
Needs Summary
This section of the Plan summarizes housing, human service, community development
and economic development needs that are based on analysis of the data, discussions
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with providers of housing and human services, the input of community residents through
the citizen participation process, and a review of the historical funding requests and
decisions.
Needs of the Homeless
Unmet housing and service needs exist along the entire continuum of care (prevention,
emergency shelter, transitional housing, permanent housing, and support services) and
are enumerated below. However, the overriding need is for an adequate supply of
permanent housing affordable to people in all income groups.
In 2001, the Committee to End Homelessness in King County (CEHKC) was formed.
The CEHKC is in process of developing a 1 O-year plan to end homelessness. The Plan
will be structured around three priorities:
. Prevention of Homelessness
. Move People from Homelessness to Housing
. Build the Public and Political Will to End Homelessness.
Federal Way is involved in the planning process through its affiliations with the King
County Consortium and the South King Council of Human Services.
Needs of Special Populations
The overriding need among special populations is for affordable, supportive housing and
access to necessary services. Service needs include case management, counseling,
transportation, in-home chore services, translation services, basic health care, and
childcare. In nearly all instances, service systems are significantly under-funded
compared with the needs. For many services (i.e. basic health care, childcare,
institutional care) new strains have been created by recent cuts in federal and state
funding and the gap between resources and needs is only expected to widen.
Housing Needs of Renters and Owners
Additional affordable housing andlor rent subsidies for those households with incomes of
less than 30 percent of the median income are the most critical rental housing needs.
Households with incomes of less than 40 percent of the median income also face
significant cost burdens.
The greatest need is for affordable housing for small families. Large low-income families
need access to larger units that are both affordable and can accommodate their
numbers without overcrowding. Affordable housing for seniors is needed, although a
relatively smaller number of elderly households experience housing problems than do
family and other households.
Homeowners with incomes of less than 30 percent of the median income are potentially
at-risk of becoming homeless and may need assistance with mortgage payments to
prevent losing their homes. Those with incomes of less than 80 percent of the median
income need assistance with housing repair and improvement. Many pay in excess of
30 percent of their income for housing, leaving limited options for financing home
improvements. Large low-income families need access to affordable financing that
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would allow them to increase the size of their homes and eliminate conditions of
overcrowding.
Community Development Needs
Capital investment is needed (includes construction of new facilities and rehabilitation of
existing facilities), to house services and recreation programs for the homeless, special
needs groups, children, youth, and the elderly. Public infrastructure improvements,
primarily pedestrian facilities, parks, and street lighting are also needed to serve existing
low-income areas.
Economic Development
Unemployed residents and those making less than a living wage need access to job
readiness assistance and job training programs. There is also a need to attract
employers who offer living wage jobs and to work with those employers to help train and
hire lower-income residents of the community. Small businesses frequently provide a
proportionally higher number of living wage jobs than do larger, particularly retail
employers. The City should explore ways to assist the development of small
businesses, particularly in lower-income neighborhoods.
Resources, Goals, and Strategies
The primary resources available to the City for implementation of its strategic plan are
CDBG funds and annual City funding for the Human Services Program. The annual
allocation, and cumulative five year funding level for each program is estimated below:
Community Development Block Grant
Estimated Program Income (CDBG)
Human Services Program
Total
Other funds not allocated exclusively to the City, but potentially available to support
Federal Way housing and community development activities include:
. The Emergency Shelter Grant Program
. The McKinney Homeless Assistance Funds
. Transitional Housing Operating and Rental Assistance (THOR)
. King County Consortium Housing Stability Program (HSP)
. The King County Consortium HOME Program
. The Regional Affordable Housing Program (RAHP)
. The Washington State Housing Trust Fund
. Washington State Housing Finance Commission programs
. Private investment from lenders, as well as corporate, foundation and individual
donors
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Goals and Strategies
The following strategies flow from the needs analysis and reflect the input of citizens and
agencies that were consulted through interviews and community forums. They have
been developed to guide fund allocation decisions so that locally identified priority needs
are addressed, within the context of the national CDBG program objectives for improving
the lives of low- and moderate-income people. Those objectives direct that CDBG funds
be used to provide:
. Decent Housing
. A Suitable Living Environment
. Expanded Economic Opportunities
Housing
GOAL - Develop a range of housing opportunities aimed at increasing the supply
of affordable housing to accommodate current residents and the projected growth
in low- and moderate-income households, Create housing opportunities for
seniors, yòuth, and special needs groups and positively impact the availability of
housing and emergency shelters.
Strategy
Preserve and expand affordable rental housing opportunities for
households with less than 50 percent of the median income, with priority
for those with incomes of less than 30 percent up to 40 percent of the
median income. (HS1)
Outcomes
Over five years preserve and/or develop a minimum of 100 rental units for extremely
low- and very low-income households, including single individuals, families, and the
elderly. (HS1-01)
Support programs that provide low-income Federal Way residents with rental assistance.
(HS 1-02)
Strategy
Provide funding for the operation and development of housing linked with
supportive services for the homeless and people with special needs. (HS2)
Outcomes
Increase the supply of affordable housing linked with supportive services for special
needs residents by 10 to 15 beds/units in five years. (HS2-01)
Maintain the capacity of the current service programs that assist people with special
needs to obtain or retain housing. (HS2-02)
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Strategy
Address the needs of those residents of the community who are at-risk of
becoming homeless, recognizing that the prevention of homelessness is
the best way to address the Federal goal of eliminating homelessness
within 10 years. (HS3)
Outcome
Over five years, assist 100 households to retain their housing. (HS3-01)
Strategy
Maintain current emergency shelter and transitional housing facilities and
programs with supportive services. Promote the availability of these
facilities countywide. Prioritize resources for expansion of facilities and
programs to address the needs of victims of domestic violence, families
with children and homeless youth. (HS4)
Outcomes
Maintain support of effective emergency shelters and transitional housing facilities and
programs and encourage expansion to underserved areas of the County. (HS4-01)
Over five years help to develop at least one transitional housing facility for victims of
domestic violence or families with children. (HS4-02)
Over five years help to develop one emergency shelter or transitional housing facility for
homeless youth. (HS4-03)
Strategy
Assist low- and moderate-income homeowners to afford the maintenance
and preservation of their homes, and increase homeownership
opportunities for low- and moderate-income first-time homebuyers. (HS5)
Outcomes
Over five years assist 75 homeowners (including owners of mobile homes) with
emergency grants and deferred payment loans for housing rehabilitation. (HS5-01)
Over five years provide affordable home purchase opportunities for 10 low- and
moderate-income households in Federal Way. (HS5-02)
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Human Services
GOAL - Address human services needs by supporting service models that
encourage self-sufficiency, empower families, enhance the quality of life, and help
build strong communities,
Strategy
Support basic human service needs through funding of emergency service.
(HSS1)
Outcome
Maintain and increase the capacity of emergency services in order to help low-income
people meet their basic life needs. (HSS1-01)
Strategy
Address the service needs of special needs groups so that they can
participate fully in the community, (HSS2)
Outcomes
Promote improved transportation access to service delivery sites, including those
outside of Federal Way where City residents have access to assistance from regional
. service providers. (HSS2-01)
Maintain and increase support of needed services for special needs populations.
(HSS2-02)
Support and increase services available in Federal Way or within close proximity.
(HSS2-03)
Strategy
Provide a supportive environment and services for low-income families
with children. (HSS3)
Outcomes
Encourage programs that promote community involvement by low-income families.
(HSS3-01 )
Continue the funding emphasis on human services programs that address the needs
of families and children. (HSS3-02)
Strategy
Continue to develop a comprehensive human service network at the local
and regional level to more effectively address human service needs of
Federal Way's low-income and special needs populations, (HSS4)
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Outcome
Increase collaborative efforts among local government, school districts, and service
providers. (HSS4-01)
Participate in countywide and regional efforts to address human service needs.
(HSS4-02)
Strategy
Support programs that promote individual and community safety
throughout Federal Way. (HSS5)
Outcomes
Provide funding for a wide range of programs to promote community safety. (HSS5-01)
Create partnerships with the community, city departments, providers, and others to help
keep families and neighborhoods free from fear and crime. (HSS5-02)
Community Facilities
GOAL -Improve the quality of life for low-income residents by providing
necessary public facilities for transportation, recreation, accessibility, safety, and
neighborhood interaction,
Strategy
Assist the development or rehabilitation of community facilities and public
infrastructure that benefit low- and moderate-income residents, particularly
those that have special needs, (CFS1).
Outcome
Provide capital improvements in five existing community facilities, particularly those that
serve families and children. (CFS1-01)
Support development of two new community facilities. (CFS 1-02)
Support community revitalization in lower-income areas through three sidewalk, lighting,
traffic, or park improvement projects. (CFS1-03)
Economic Development
GOAL - Support low-income individuals and families to attain self-sufficiency.
Strategy
Seek opportunities to partner with local human-service organizations to
assist in providing human resources development programs for
unemployed or under-employed workers. (EDS1)
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Outcome
Assist 50 unemployed or under-employed low-income residents to obtain employment or
move into a higher paying job over the five-year strategic planning period. (EDS1-01)
Strategy
Significant numbers of jobs are provided by small businesses. Explore
ways to provide business development assistance to new and/or
expanding small businesses. (EDS2)
Outcome
Attract two new businesses to the community that provide jobs/job training to low-income
residents. (EDS2-01)
Strategy
Explore opportunities to attract employers who offer living wage jobs and
to work with those employers to help train and hire lower-income residents
living in the Federal Way community, (EDS3)
Outcome
Attract two new mid-size or large businesses that offer livable wage jobs to lower-income
residents living in Federal Way. (EDS3-01)
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Summary of Needs
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Summary of Needs
This section of the Plan summarizes the housing, human service, community
development and economic development needs. It is based on analysis of the previously
presented data; discussions with providers of housing and human services; the input of
community residents through the citizen participation process, particularly the Human
Services Forum; and a review of historical fund allocation. Each of the following areas of
need are discussed:
1. Housing and human services for homeless people and those in each of the
previously cited special needs populations; 1
2. The affordable housing needs of low- and moderate-income renters,
homeowners, and potential homebuyers;
3. The needs for capital investment in community facilities and public infrastructure
to serve low-income people and neighborhoods; and,
4. Needed economic development activities to address the unemployment and
under-employment of low- and moderate-income people.
Needs of the Homeless
King County housing and service providers have historically worked together to address
the needs of the homeless and those at risk of becoming homeless. They have
consistently made progress, both increasing resources as well as creating a better
distribution of resources throughout the County. Despite these efforts, significant gaps
remain in both the location and amount of available assistance.
Unmet housing and service needs exist along the entire continuum of care (prevention,
emergency shelter, transitional housing, permanent housing, and support services) and
are enumerated below. However, the overriding need is for an adequate supply of
permanent housing affordable to people in all income groups,
In 2001, the Committee to End Homelessness in King County (CEHKC) was formed.
The CEHKC is in process of developing a 10-year plan to end homelessness. The Plan
will be structured around three priorities:
.
Prevention of Homelessness
Move People from Homelessness to Housing
Build the Public and Political Will to End Homelessness
.
.
Federal Way is involved in the planning process through its affiliations with the King
County Consortium and the South King Council of Human Services.
1 As noted elsewhere in this Plan, the needs of homeless people and people with special needs are primarily
identified and addressed at the regional level. usually for all of King County, and in certain instances for
South King County.
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Resources Needed to Prevent People from Becoming Homeless
.
Emergency cash assistance for payment of rent, mortgage, and utilities is
needed to help people maintain their current housing.
Case management for families in crisis and/or at-risk of becoming homeless is
needed to help them access services.
Subsidized childcare, especially during the evening and weekends, health care,
food banks, and transportation are all needed by those at risk of homelessness.
.
.
Emergency Shelter and Transitional Housing Needs
. Emergency shelter, particularly for single women, youth, and victims of domestic
violence (especially those with older children, who have the most limited shelter
options).
. Transitional housing with supportive services and linkages to permanent housing
is needed for all populations.
Support Service Needs
. Additional drug and alcohol treatment services are needed. As well as
increasing the level of service available, there is a need to expand services to
people not eligible for state funded treatment services.
. Overall, more affordable mental health counseling services are needed, but
especially for people not on Medicaid.
. Many homeless people are working, but those who are not working need
assistance finding employment or obtaining skills training that would lead to
employment. -
. Case management is needed to ensure that clients can access all necessary
services, including housing and income support services.
Needs of Special Populations
The overriding need among special populations is for affordable housing and access to
necessary services. Other critical, but unmet, needs are described below for each
special needs group.
People with Chemical Dependencies
. More publicly funded services are needed. In King County, sufficient resources
exist to assist only 15 percent of those eligible for publicly funded substance
abuse services.
. Supportive housing for those in recovery is a critical need.
People with Mental Illness
. The greatest need is for more supportive housing affordable to those earning
$571/month on SSI.
. Access by public transit to geographically dispersed service sites requires
multiple transfers and a significant amount of time. People who are mentally ill,
12
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in particular, have a difficult time navigating the public transit system and need
alternative transportation option.
People with HIV/AIDS
.
Dedicated supportive housing affordable to those earning $571/month on SSI.
Housing that will accept people who are mentally ill and/or chemically dependent,
as well as HIV positive.
.
People with Developmental Disabilities
. The greatest need is for housing that is both affordable and accessible. In
particular, there is a need for supportive housing to accommodate young and
middle-aged adults who are no longer able to live with aging parents.
. More family support services are needed to help families, particularly aging
parents, to care for developmentally disabled family members.
People with Physical Disabilities
. Accessible housing that is also affordable to people with extremely low-incomes.
Sometimes, even accessible subsidized units are not affordable.
. Many accessible units in subsidized housing are located within senior housing
developments, which is not always appropriate for younger physically disabled
people.
. Additional resources are needed to rehabilitate housing to meet accessibility
requirements. The Easter Seal Society, formerly the major provider of
subsidized mobility modifications in the County, no longer has funding for the
program.
Elderly and Frail Elderly
. Affordable assisted living units are needed for extremely low-income elderly.
. Additional funding for in-home services is needed. Changes in eligibility have
limited access to in-home services provided by DSHS that allow seniors to stay
in their homes.
Victims of Domestic Violence
.
This population needs transitional housing with case management and support
services where they can stay for a minimum of 6 months.
Immigrant and refugee women need culturally relevant service programs that
provide information in their spoken language to both help them understand that
domestic violence is illegal and to obtain appropriate assistance if they are
experiencing violence.
.
Immigrants and Refugees
. Increased translation services are needed so that non-English speakers can
access services and affordable housing.
. Case managers and advocates are needed, particularly for the Latino, Russian,
and Ukrainian populations.
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.
Larger emergency, transitional, and permanent housing units are needed to
accommodate the often large and extended families of immigrants and refugees.
Children and Families
. A primary need for children and families is additional food bank resources.
. Affordable health care is needed for families at all income levels, but especially
for those no longer eligible for the State's Basic Health Plan.
. Evening childcare and additional childcare subsidies are needed for families with
young children.
. After school drop-in and recreation programs are needed for families with
adolescents and teens.
Housing Needs of Renters and Owners
HUD obtains a special tabulation of 2000 Census data which shows the numbers of
renter households in certain groups and the relative percentage of each group that are
experiencing housing problems. The categories of housing problems that are accounted
for include:
1. Cost burden, meaning housing costs in excess of 30 percent, or 50 percent
(severe cost burden), of household income; and,
2. What HUD refers to as "any housing problems," which includes cost burden,
overcrowding, or lack of complete kitchen or plumbing facilities.
The data is provided to assist communities preparing Consolidated Plans to identify
needs, and prioritize assistance for low-income renters and owners.
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Low-Income Renters
'1M
Table íJ
HOUSING PROBLEMS OF RENTERS
-"----.-.--.-- ...-------.--.---.---
Household by Type, Income,
& Housing Problem
Small Large
Elderly Related Related
(1 & 2 (2 to 4 (5 or more
members) members) members)
Income .:::,30% Median Income
% Any housing problems
% Cost Burden >30%
% Cost Burden >50%
424
339
339
249
Income >30 to .:::,50% Median Income
% Any housing problems
% Cost Burden >30%
% Cost Burden >50%
333
279
259
89
Income >50 to .:::,80% Median Income
% Any housing problems
% Cost Burden >30%
% Cost Burden >50%
189
80
60
149
Income >80% Median Income
% Any housing problems
% Cost Burden >30%
% Cost Burden >50%
282
48
38
30
Total Renter Households
% Any housing problems
% Cost Burden >30
% Cost Burden >50
1,228
745
696
383
1,008
863
799
700
1,350
1,175
1,095
220
1 ,448
568
348
43
2,175
220
609
0
5,981
2,823
2,303
921
299
295
245
205
274
270
155
200
320
220
65
0
465
170
0
0
1,358
955
464
225
All Totaj
Other Renters
749
599
589
585
819
719
715
135
1,420
341
335
0
2,173
87
4
0
5,161
1,765
1,641
723
2,480
2,096
1,972
2,776
2,443
2,224
464
3,377
1,229
807
203
5,095
525
102
31
13,728
6,287
5,107
2,251
Source: Source: State of the Cities Data Systems, US Department of Housing and Urban Development
(derived from 2000 Census data)
The primary housing need of low-income renters is more affordable housing.
More specifically:
Additional affordable housing and/or rent subsidies for those households with
incomes of less than 30 percent of the median income are the most critical rental
housing needs. Households with incomes of less than 50 percent of the median
income also face significant cost burdens.
The greatest need is for affordable housing for small families.
.
.
15
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L- '1-\
Large low-income families need access to larger units that are both affordable
and can accommodate their numbers without overcrowding.
Affordable housing for seniors is needed, although a relatively smaller number of
elderly households experience housing problems than do family and other
households.
.
.
Low-Income Owners
Table 2
Housing Problems of Owners
Hous,ehold by Type, Income,
&'Ho!Jsing Problem
',' ".'.':'.. .-,;-,. .
~_.. ,.
Income ~30% Median Income
% Any housing problems
% Cost Burden >30%
% Cost Burden >50%
Income >30 to ~50% Median Income
% Any housing problems
% Cost Burden >30%
% Cost Burden >50%
h"""
Income >50 to ~80% Median Income
% Any housing problems
% Cost Burden >30%
% Cost Burden >50%
---..,-.-.--- ,--.----. - ...----- .---
Elderly Small Large
(1 & 2.' Related Related.
memberS)'¡(2 to 4 (5 orm~~
",'. ; members) members)
--
375
250
250
145
430
210
210
55
754
214
214
60
257
207
203
184
329
254
254
139
1,070
810
785
260
44
34
24
10
64
60
45
25
480
350
290
70
.-.'.. .... - ------_._._.oo_~........ .......---... . _noo__...-.... ..---
Income >80% Median Income 1,885 7,645 1,399
% Any housing problems 179 1,040 364
% Cost Burden >30% 179 933 190
% Cost Burden >50% 30 92 0
Total Households
% Any housing problems
% Cost Burden >30
% Cost Burden >50
.- 't., . . .;,'
3,444
854
854
289
9,301
2,307
2,176
670
_.
1,987
809
548
105
00__.',
All Total
Other Owners
-
200
155
155
135
173
119
119
85
.-~" .-'-.-
390
225
225
40
2,164
454
420
39
2,927
954
919
299
-.--
876
646
632
474
996
643
628
304
2,694
1,600
1,514
431
..-
13,093
2,043
1,715
157
17,659
4,927
4,485
1,360
Source: Source: State of the Cities Data Systems, US Department of Housing and Urban Development
(derived from 2000 Census data)
..
Affordability and overcrowding are also issues facing low-income owners, although the
numbers of owners relative to renters are significantly smaller. All types of owner
households with incomes of less than 50 percent of the median income are cost
burdened. The specific housing needs of low-income owners include:
Homeowners with incomes of less than 30 percent of the median income are
potentially at-risk of becoming homeless and may need assistance with mortgage
payments to prevent losing their homes.
.
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.
Homeowners with incomes of less than 80 percent of the median income need
assistance with housing repair and improvement. Many pay in excess of 30
percent of their income for housing, leaving limited options for financing home
improvements.
Large low-income families need access to affordable financing that would allow
them to increase the size of their homes and eliminate conditions of
overcrowding.
.
Community Development Needs
Public Facilities
The City has historically funded the construction and rehabilitation of community facilities
for human service program providers and youth recreation. Since 2000, the City has
committed over $700,000 (17.4 percent of all CDBG funds) to such projects. The need
for such facilities is ongoing. .
In addition, the City utilizes CDBG funds for park and public infrastructure improvements
in eligible low-and moderate-income neighborhoods. Since 2000, over 10 percent of
CDBG funds have been committed to such projects.
A current initiative in which the city is participating is a community-based planning effort
called Building the Bridge. It is focused on the Westway neighborhood, but has the
larger goal of developing a planning and implementation model that can be replicated in
other low-income neighborhoods. The effort brings together neighborhood residents,
city agencies, nonprofit housing and service providers, and the school district to assist
residents in identifying needs and resources, and planning for neighborhood
improvement. CDBG funds are a potential resource for addressing non-housing capital
needs in this neighborhood, as well as in other low-income neighborhoods such as Lake
Grove, Mark Twain, Mirror Lake and NE Federal Way.
The City anticipates that similar levels of funding to those allocated in the past will be
needed for capital facilities and public infrastructure over the five-year period of the
Consolidated Plan.
.
Capital investment is needed (includes construction of new facilities and
rehabilitation of existing facilities), to house services and recreation programs for
the homeless, special needs groups, children, youth, and the elderly.
Public infrastructure improvements, primarily pedestrian facilities and parks, are
needed to serve existing low-income areas.
.
Public Services
.
See service needs of the homeless and special needs populations.
Economic Development
The Puget Sound economy has experienced the same shift as the national economy
away from higher-paying manufacturing jobs to lower-paying services jobs (i.e., retail,
food service, hospitality). Many of the jobs in the service sector do not pay a living
wage. As noted in the community profile, it now takes a job paying $16.86/hour (more
17
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L- 2-3
than twice the state minimum wage of $7. 16/hour) to support a single adult with two
children. Low-income people often cannot access living wage jobs without additional
education or job training.
.
Unemployed residents and those making less than a living wage need access to job
readiness assistance and job training programs.
There is a need to attract employers who offer living wage jobs and to work with
those employers to help train and hire lower-income residents of the community.
Small businesses may provide a proportionally higher number of living wage jobs
than do larger employers (particularly large retail employers). There is a need for
small business development assistance, particularly in lower-income neighborhoods.
.
.
Final Note
While this summary is organized by major categories of need, it is extremely important to
be aware of the interconnected nature of these needs as a prerequisite to understanding
the potential impact of the strategies described in the following chapter.
For example, housing practitioners know that "affordable housing development is
economic development." The Washington State Housing Finance Commission tracked
the economic impact of the 99,250 homes and apartment units financed through
Commission programs from 1983 to 2002. They found that the $6.16 billion in housing
development had supported 285,000 full and part time jobs.
Similarly, a recently published report of the Brookings Institution addresses how the
provision of human service programs for low-income people impacts their ability to pay
for housing. In other words, a human services strategy is also a building income
strategy and an affordable housing strategy.
It. . .But the Jack of income remains the principal barrier to affordable
housing. HUD's annual analysis of worst case housing needs-the
closest barometer available for measuring the nation's affordable housing
challenges-generally finds that 80 percent of the problem is not housing
inadequacy or overcrowding, but affordability.. . .
Increasingly, however, state and local leaders are realizing that they can
raise the incomes of working families by enhancing access to and use of
such federal investments as the earned income tax credit, nutrition
assistance, health care, and child care. "
These are just two examples that illustrate the power of a comprehensive and multi-
pronged strategic approach, such as that described in the following section, to assisting
and empowering low- and moderate-income people.
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Five Year Strategy Plan
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Strategic Plan
Resources
The primary resources available to the City for implementation of its strategic plan are
CDBG funds and annual City funding for the Human Services Program. The annual
allocation, and cumulative five year funding level for each program is estimated below:
Community Development Block Grant
Estimated Program Income (CDBG)
Human Services Program
Total
There are also several other fund sources that are not allocated exclusively to the City,
but may support Federal Way housing and community development activities. The
major ones are described below.
The Emergency Shelter Grant Program is administered is awarded to King County
and provides funding to a variety of projects for homeless people throughout the County.
The annual countywide funding level is approximately $200,000.
The McKinney Homeless Assistance Funds are also awarded to King County. The
Supportive Housing Program (SHP) funds services and transitional housing for
homeless people throughout the County. The Shelter Plus Care (SPC) Program funds
long-term rental assistance for previously homeless people with chronic disabilities.
King County contracts with the Plymouth Housing Group to administer the SPC program.
Annual countywide funding levels are $844,000 (SHP) and $4,000,000 (SPC).
King County receives $1,000,000 annually from the State's Transitional Housing
Operating and Rental Assistance (THOR). The THOR program funds transitional
housing for homeless families with children.
The King County Consortium Housing Stability Program (HSP) is administered by
King County. CDBG funds are used to assist homeowners and tenants in danger of
foreclosure or eviction and assist individuals and families who are homeless in obtaining
permanent housing. Approximately $300,000 is available annually.
The King County Consortium HOME Program is administered by King County. This
is a HUD program whose funds can be used for capital and operating support to a
variety of projects for low-income renters and owners. The funding is available to
projects on a countywide basis. The annual funding level is $4,500,000. HOME funding
from the American Dream Downpayment Initiative (ADD!) is also allocated to and
administered through the Consortium. Funds provide down payment assistance to
income eligible first-time homebuyers. The annual funding level is $300,000.
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c- 2lr
The Regional Affordable Housing Program (RAHP) funds are locally generated and
made available to projects throughout King County by Interlocal agreements between
the County and all of the cities and towns. The annual funding level is $2,300,000.
The Washington State Housing Trust Fund has between $50 million and $65 million
per biennium. Funds support housing projects throughout the state.
The Washington State Housing Finance Commission administers several programs
that could potentially be award to housing projects in Federal Way. The Low-Income
Housing Tax Credit (LlHTC) and tax-exempt bond programs assist multifamily housing.
The House Key Program provides below market rate funds to lenders for assistance to
lower income homebuyers, and the House Key Plus Program provides downpayment
assistance.
Private funds are also a potential resource for housing and community development
projects. Capital (e.g. housing and public facilities) projects typically include a loan from
a lender, private investment through the purchase of low income housing tax credits,
bond funds, or the proceeds of fund raising by the agency developing the project.
Nonprofit housing developers can obtain predevelopment loan funds, bridge financing
and loans for the preservation of existing subsidized housing from Impact Capital. Local
governments, private foundations, and banks provide the funding utilized by Impact
Capital.
Projects that serve homeless and special needs populations, as well as, many public
service programs, include donated funds, in-kind donations, foundation grants, and the
proceeds of fund raising.
Strategies
The following strategies flow from the needs analysis and reflect the input of citizens and
agencies that were consulted through interviews and community forums. They have
been developed to guide fund allocation decisions so that locally identified priority needs
are addressed, within the context of the national CDBG program objectives for improving
the lives of low- and moderate-income people. Those objectives direct that CDBG funds
be used to provide:
.
Decent Housing
(Achieved through strategies such as assisting homeless persons obtain affordable
housing; assisting persons at risk of becoming homeless; increasing the supply of
supportive housing for those with special needs; housing repair; increasihg the
supply of affordable permanent housing)
.
A Suitable Living Environment
(Achieved through strategies such as improving the safety and livability of
neighborhoods; increasing access to quality public and private facilities and services;
and energy conservation.)
.
Expanded Economic Opportunities
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20
&2,
(Achieved through such strategies as job creation and retention; assistance to small
businesses (including micro-businesses); the provision of public services concerned
with employment; availability of mortgage financing for low-income persons at
reasonable rates using non-discriminatory lending practices; self-sufficiency for low-
income persons through housing and service assistance.)
Housing Strategies
Low-income residents of Federal Way experience a wide range of housing needs from
homelessness to the inability to purchase a first home. The health of the community, in
part, relies on the availability of a range of housing choices from emergency shelter and
transitional housing to affordable permanent rental housing and homeownership.
Through policy, regulation, and funding, the City is committed to supporting this
continuum for all its citizens, but particularly for those with limited resources or special
needs. The strategies, outcomes, and activities listed below provide the framework
through which the City will realize that commitment.
GOAL - Develop a range of housing opportunities aimed at increasing the supply
of affordable housing to accommodate current residents and the projected growth
in low- ànd moderate-income households. Create housing opportunities for
seniors, youth, special needs groups, and positively impact the availability of
housing and emergency shelters,
Strategy
Preserve and expand affordable rental housing opportunities for
households with less than 50 percent of the median income, with priority
for those with incomes of less than 30 percent up to 40 percent of the
median income, (HS1)
Outcomes
Over five years preserve and/or develop a minimum of 100 rental units for extremely
low- and very low-income households, including single individuals, families, and the
elderly. (HS1-01) .
Support programs that provide low-income Federal Way residents with rental assistance.
(HS1-02)
Activities to Achieve Outcomes
.
Give priority for CDBG funding to housing rehabilitation and development projects
where all, or a portion, of the units serve the targeted income groups.
Encourage nonprofit developers of low-income housing to consider acquisition and
rehabilitation of poorly managed and/or deteriorating rental properties that already
house low-income residents but do not provide a safe and healthy living environment
or make a positive contribution to the surrounding community.
Promote the downtown neighborhood as an area for development of new affordable
housing.
Support the King County Housing Authority in its efforts to preserve/rehabilitate
public housing units located in Federal Way.
.
.
.
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21
L - 2-~
.
Participate with the King County Housing Authority, and other regional housing
authorities and jurisdictions to challenge proposed changes in the Section 8 Housing
Choice Voucher Program that would drastically reduce current funding levels.
Work with other jurisdictions, agencies, and King County to at least maintain, but
preferably to increase, resources available to develop the supply of affordable
housing in the region.
Implement the City's affordable housing-related policies.
.
.
Strategy
Provide funding for the operation and development of housing linked with
supportive services for the homeless and people with special needs. (HS2)
Outcomes
Increase the supply of affordable housing linked with supportive services for special
needs residents by 10 to 15 beds/units in five years. (HS2-01)
Maintain the capacity of the current service programs that assist people with special
needs to obtain or retain housing. (HS2-02)
Activities to Achieve Outcomes
.
Fund the operation, preservation or development of permanent housing and related
services for special needs populations through the CDBG and Human Services
General Fund Program.
Continue to provide funding to housing repair programs that can be used by elderly
and disabled homeowners to make accessibility improvements that will allow them to
stay in their homes.
Support provision of in-home services that allow the frail elderly and people with
physical disabilities to remain in their homes.
Continue participation in regional planning efforts and programs aimed at addressing
the housing and service needs of special needs populations.
.
.
.
Strategy
Address the needs of those residents of the community who are at-risk of
becoming homeless, recognizing that the prevention of homelessness is
the best way to address the Federal goal of eliminating homelessness
within 10 years. (HS3)
Outcome
avertive years, assist 100 households to retain their housing. (HS3-01)
Activities to Achieve Outcome
.
Provide energy assistance funds and emergency cash assistance for people in
danger of eviction or foreclosure because of short-term financial difficulties.
Summary Draft
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22
C-L,
.
Support programs such as United Way's Ready to Rent and the Housing Stability
Program which helps low- income and homeless tenants become better renters and
helps link them with willing landlords.
Continue to participate in the Committee to End Homelessness in King County and
other similar regional efforts.
Support job training and economic development activities that increase job
opportunities and/or provide living wage jobs.
.
.
Strategy
Maintain current emergency shelter and transitional housing facilities and
programs with supportive services. Promote the availability of these
facilities countywide. Prioritize resources for expansion of facilities and
programs to address the needs of victims of domestic violence, families
with children and homeless youth, (HS4)
Outcomes
Maintain support of effective emergency shelters and transitional housing facilities and
programs and encourage expansion to underserved areas of the County. (HS4-01)
Over five years help to develop at least one transitional housing facility for victims of
domestic violence or families with children. (HS4-02)
Over five years help to develop one emergency shelter or transitional housing facility for
homeless youth. (HS4-03)
Activities to achieve outcomes
.
Use CDBG and Human Services General Fund programs effectively to support
facilities and programs that are consistent with the Committee to End Homelessness'
Ten-year Plan.
Collaborate regionally with providers and other funders to sustain the regional shelter
system.
Pursue a coordinated approach with other South King County cities for both planning
and funding of housing and services for homeless people.
Work to encourage new emergency shelters and transitional housing facilities to
locate in the relatively underserved areas of north and east King County.
Support the development of a youth transitional housing program in Federal Way.
Support the development of domestic violence shelters, including those that will
provide shelter and services to single women, and victims with older or disabled
children. .
Eliminate any local regulatory barriers to siting emergency shelters and transitional
housing in Federal Way.
.
.
.
.
.
.
Strategy
Assist low- and moderate-income homeowners to afford the maintenance
and preservation of their homes, and increase homeownership
opportunities for low- and moderate-income first-time homebuyers. (HS5)
Summary Draft 23
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L-30
Outcome
Over five years assist 75 homeowners (including owners of mobile homes) with
emergency grants and deferred payment loans for housing rehabilitation. (HS5-01)
Over five years provide affordable home purchase opportunities for 10 low- and
moderate-income households in Federal Way. (HS5-02)
Activities to Achieve Outcome
.
Use CDBG funds to provide housing rehabilitation assistance through the King
County Housing Repair Program or similar programs.
Use CDBG funds to assist nonprofit entities to acquire and/or rehabilitate housing
units for sale to low- and moderate-income first-time buyers.
Use CDBG funds for direct grant and/or loan assistance for closing costs and
downpayment assistance for eligible first-time homebuyers.
Implement comprehensive plan policies that result in lower-cost housing.
Promote education and counseling for first-time buyers and homeowners.
.
.
.
.
Human Services Strategies
Human service needs exist across a broad range of low-income and special needs
populations. The needs of people who are homeless are particularly acute, since
without intervention through service programs they are not likely to find or maintain
housing. For many low-income families the burden of increasing housing costs severely
limits their ability to take care of their other basic needs. The City has long recognized
its critical role in sustaining the human services delivery system. In addition to the
allocation of CDBG funds for human services, the City has also allocated general
revenues for this purpose. The following strategies will guide the investment of these
resources.
GOAL - Address human services needs by supporting service models that
encourage self-sufficiency, empower families, enhance the quality of life, and help
build strong communities2.
Strategy
Support basic human service needs through funding of emergency
services. (HSS1l
Outcome
Maintain and increase the capacity of emergency services in order to help low-income
people meet their basic life needs. (HSS1-01)
2 This goal reflects Goal 3 (Provide support that supplements federal, state, and county programs designed
to increase self-sufficiency and independence) and Goal 4 (Support service models that improve
community-based collaborations and build strong neighborhoods) of the 1999 Human Services
Comprehensive Plan that is being updated by the Housing and Human Services Consolidated Plan.
3 This strategy reflects Goal 1 (Support basic human needs through finding of emergency services) of the
1999 Human Services Comprehensive Plan.
. Summary Draft
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24
c-- 3 \
Activities to Achieve Outcomes
.
Continue to allocate general funds for human services (Human Service General
Fund).
Continue to allocate a percentage4 of Human Services General Funds for basic
needs including food, clothing, and shelter.
Provide City Human Service General Fund and CDBG funding for a range of
emergency services, including food and clothing banks, senior meal programs, and
operating support for emergency shelters and transitional housing.
Continue to prioritize use of City funds for basic medical and dental services for low-
income people.
Strengthen the inter-agency referral system by encouraging funded agencies to link
clients with other appropriate service providers.
Work with other jurisdictions and human services agencies to maintain and/or
increase funding available to meet basic needs.
.
.
.
.
.
Strategy
Address the service needs of special needs groups so that they can
participate fully in the communitý. (HSS2)
Outcomes
Promote improved transportation access to service delivery sites, including those
outside of Federal Way where City residents have access to assistance from regional
service providers. (HSS2-01)
Maintain and increase support of needed services for special needs populations.
(HSS2-02)
Support and increase services available in Federal Way or within close proximity.
(HSS2-03)
Activities to Achieve Outcomes
.
Continue to support the local Senior Centers, including senior services such as adult
day care, health services, transportation, and nutrition programs.
Promote the delivery of culturally competent and linguistically accessible services for
immigrants and refugees.
Support programs that remove linguistic and educational barriers for immigrants and
refugees such as classes that teach English as a second language.
Advocate for increased State funding of mental health and chemical dependency
services.
.
.
.
4 In 2004, the allocation to basic needs was 37 percent of the Human Services General Fund.
s This strategy reflects Goal 3 (Provide support that supplements federal, state, and county programs
designed to increase self-sufficiency and independence) of the 1999 Human Services Comprehensive Plan.
Summary Draft 25
1/28/05
L-?:JI-
.
Provide CDBG and Human Services Funding to help finance needed health and
treatment services, especially for those low-income people who are not Medicaid
eligible.
Provide CDBG and Human Service Program funding for transportation services for
disabled and elderly populations.
Support programs that assist handicapped people to find accessible housing or to
obtain the necessary funding to make their own housing accessible.
.
.
Strategy
Provide a supportive environment and services for low-income families
with children. (HSS3)
Outcomes
Encourage programs that promote community involvement by low-income families.
(HSS3-01 )
Continue the funding emphasis on human services programs that address the needs
of families and children. (HSS3-02)
Activities to Achieve Outcomes
.
Collaborate with local organizations, including human service agencies, community
organizations, youth groups, churches, hospitals and business, to increase long-term
support for youth.
Continue the City's programs (primarily through the Parks Department) targeting
youth and low-income populations. Evaluate the potential for increasing the linkages
between Parks Department programs and human service agencies.
Continue City involvement in positive recognition events of youth and other activities
of the Youth Commission and Arts Commission.
Maintain and/or increase funding of the City's childcare subsidy program for low and
moderate-income families, and if possible, increase services to include evening
childcare.
.
.
.
Strategy
Continue to develop a comprehensive human service network at the local
and regional level to more effectively address human service needs of
Federal Way's low-income and special needs populations6. (HSS4)
Outcome
Increase collaborative efforts among local government, school districts, and service
providers. (HSS4-01)
Participate in countywide and regional efforts to address human service needs.
(HSS4-02)
6 This strategy reflects Goal 3 {Provide support that supplements federal, state, and county programs
designed to increase self-sufficiency and independence} of the 1999 Human Services Comprehensive Plan.
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C:--3~
Activities to Achieve Outcomes
.
Continue to fund human services as a priority for the use of both CDBG and City
Human Service General Funds
Continue to fund human service agencies that serve the broader South King County
community.
Encourage human service agencies to identify ways to minimize the amount of travel
needed for individual clients to access a comprehensive set of necessary services.
Work with King County Metro Program to plan routes and bus stops that minimize
time and transfers needed to access needed services for low-income and special
need populations.
Fund projects and agencies with a wholistic approach to service delivery and that
demonstrate the ability to leverage funds and network with other service providers.
Participate in countywide and other regional efforts, such as South County Council
on Human Services, South King County Human Services Forum and South King
County Human Service Planners, to improve providers ability to address human
service needs more effectively.
.
.
.
.
.
Strategy
Support programs that promote individual and community safety
throughout Federal Way. (HSS5)
Outcomes
Provide funding for a wide range of programs to promote community safety. (HSS5-01)
Create partnerships with the community, city departments, providers, and others to help
keep families and neighborhoods free from fear and crime. (HSS5-02)
Activities to Achieve Outcomes
.
Maintain stable City funding for sexual and domestic violence victim assistance
services.
Support collaborative relationships between the Federal Way Department of Public
Safety, the Legal Department, and non-profit service providers in cases of domestic
violence and sexual assault.
Provide CDBG and Human Services Program funding for effective intervention
services for children, youth and families at risk of violence, child abuse or neglect, or
substance abuse.
.
.
Community Facilities Strategies
The City will continue to provide funding support for community facilities, including
buildings that house programs or services for low-income people, and for revitalization of
the public infrastructure in low-income areas.
7 This strategy reflects Goal 2 (Support a strong service delivery system that increases public safety) of the
1999 Human Services Comprehensive Plan.
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27
L-3~
GOAL -Improve the quality of life for low-income residents by providing
necessary public facilities for transportation, recreation, accessibility, safety, and
neighborhood interaction.
Strategy
Assist the development or rehabilitation of community facilities and public
infrastructure that benefit low- and moderate-income residents, particularly
those that have special needs. (CFS1)
Outcome
Provide capital improvements in five existing community facilities, particularly those that
serve families and children. (CFS1-01)
Support development of two new community facilities. (CFS1-02)
Support community revitalization in lower-income areas through the development of
three sidewalk, lighting, traffic, or park improvement projects. (CFS1-03)
Activities to Achieve Outcomes
. Provide CDBG funds to nonprofit agencies and City Departments for community
facility and public infrastructure improvemenUdevelopment.
. Identify other fund sources to assist with the development of community facilities
projects.
. Participate with organizations like Building the Bridge to develop comprehensive
planning and funding approaches to the facility needs of lower-income
neighborhoods.
. Work across City Departments to maximize available funds for facility and
infrastructure improvements that benefit low-income families or communities.
Economic Development Strategies
GOAL - Support low-income individuals and families to attain self-sufficiency.
Strategy
Seek opportunities to partner with local human-service organizations to
assist in providing human resources development programs for
unemployed or under-employed workers, (EDS1)
Outcome
Assist 50 unemployed or under-employed low-income residents to obtain employment or
move into a higher paying job over the five-year strategic planning period. (EDS1-01)
Activities to Achieve Outcome
.
Assist Community-Based Development Organizations (COBOs) and others with
CDBG funds to pay for job training, re-training, or job readiness programs.
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28
L-?J5
.
Fund educational programs such Adult Basic Education, English as a Second
Language, and/or literacy programs.
Explore increased collaboration between human service agencies and local
education and training programs, such as community colleges, to increase
participation by low-income residents in existing programs, and to increase the
variety of training and job assistance services for low- and moderate-income people.
.
Summary Draft
1/28/05
29
c,-Sl;
Strategy
Significant numbers of jobs are provided by small businesses. Explore
ways to provide business development assistance to new and/or
expanding small businesses. (EDS2)
Outcome
Attract two new businesses to the community that provide the types of jobs/job training
to low-income residents that will allow them to attain self-sufficiency. (EDS2-01)
Activities to Achieve Outcome
.
Work with the Small Business Development Center at Highline Community College
to identify ways to provide assistance to existing, or new, small businesses that
would locate in Federal Way, particularly in low-income neighborhoods, and provide
job training and/or job opportunities for low-income residents.
Work with community agencies such as the Chamber of Commerce and others to
expand existing job opportunities or create jobs for low-income residents.
.
Strategy
Explore opportunities to attract employers who offer living wage jobs and
to work with those employers to help train and hire lower-income residents
living in the Federal Way community. (EDS3)
Outcome
Attract two new mid-size or large businesses that offer livable wage jobs to lower-income
residents living in Federal Way. (EDS3-01)
Activities to Achieve Outcome
.
Work with the Economic Development Manager and other business networks to
identify potential new, mid-size or large-scale businesses that would locate in
Federal Way and are willing to provide job training and offer a livable wage to
low-income residents.
Anti-Poverty Strategy
Poverty is the result of a set of complex factors related to the ability to work, the ability to
find work, and the ability to earn a living wage. Generally speaking, the City has no
control over the factors that result in people living in poverty. With the limited resources
that are available, the City's role is one of providing resources to the institutions and
programs trying to mitigate the impacts of poverty on people's lives and help people who
are striving for self-sufficiency.
Summary Draft
1/28/05
30
C~?J\
The City uses CDBG funds and Human Services General Fund revenues to support a
variety of social service programs serving extremely low- and very low-income residents.
These programs provide assistance to families, elderly, people living with disabilities,
and homeless people. They assist with basic needs like food, shelter, and health care,
as well as, case management, counseling, and childcare. They help families in crisis
and victims of domestic violence and child abuse.
Finally, the City awards CDBG funds to developers of shelter, transitional,and
permanent housing projects which house people in poverty and those trying to move out
of poverty.
Over the next five years, the City will continue to implement this same strategy of
assisting people living in poverty with basic needs, support services, and programs to
promote self-sufficiency.
Summary Draft
1/28/05
31
6-3 <6
Glossary
Summary Draft
1/28/05
L-3,
Glossary
Affordable Housing
HI VIA IDS
Assisted Housing
Cost Burden
Elderly Person
Extremely Low-Income
Family
Fair Housing Act
Homeless Person
Summary Draft
1/28/05
Affordable housing is defined by HUD as housing where
the occupant is paying no more than 30 percent of gross
income for housing costs, including utility costs.
The disease of human immunodeficiency virus/acquired
immunodeficiency syndrome or any conditions arising from
the etiologic agent for acquired immunodeficiency
syndrome.
Owner-occupied or rental housing subject to restrictions on
rents or sale prices due to the requirements of public funds
provided as grants, loans, or rent subsidies, including
Section 8 Housing Choice Vouchers.
The extent to which housing costs, including utility costs,
exceeds 30 percent of gross income. If housing costs,
including utilities exceed 50 percent of gross income, cost
burden is considered Severe.
A person who is at least 62 years of age.
A person or family whose income does not exceed 30% of
the median income for the area. (For certain housing and
human service programs, households in this income
category are considered to be "very low-income".)
A family is a self-defined group of people who may live
together on a regular basis and who have a close, long-
term, committed relationship, and share or are responsible
for the common necessities of life. Family members may
include adult partners, dependent elders or children, as
well as people related by blood or marriage.
The federal Fair housing Act requires, among other things,
that owners of rental housing generally not discriminate
against potential tenants based on race, sex, color,
religion, national origin, disability or family status.
According to HUD, a person is considered homeless if
he/she is: sleeping in places not fit for humans to live (on
the streets, in cars, in parks, etc.); or sleeping in homeless
shelters: or about to sleep in one of the above places
because they are being evicted/discharged, have no other
place to sleep and have no resources and support with
which to obtain housing.
31
C-Yo
Homeless Youth
Household
Housing Problems
Housing Unit
HUD
Income Guidelines
Lead-based Paint Hazard
LIHTC
Summary Draft
1/28/05
The Committee to End Homelessness in King County
recognizes that prevention is also a critical part of the
continuum of care and, therefore, includes people living in
overcrowded situations, those who are "couch surfing," and
others who have a place to sleep at night but are at high
risk of becoming homeless.
A person between the ages of 12 and 17 who is without
stable housing with a parent, relative, foster parent or state
contracted placement.
A household is defined by the US Census as one or more
persons occupying a housing unit.
Households with housing problems include those that (1)
occupy units lacking complete kitchen and plumbing
facilities; (2) occupy units that meet the definition of
overcrowded; or (3) have housing cost burden greater than
30% of household income.
A housing unit is defined by the US Census as an
occupied or vacant house, apartment, or a single room
(SRO, or Single Room Occupancy housing) that is
intended as separate living quarters.
The United States Department of Housing and Urban
Development.
Maximum income limits published periodically by HUD
which are used to determine the eligibility of households
for assistance through HUD-administered programs.
Guidelines are for households of various sizes by income
category.
Any condition that causes exposure to lead from lead-
contaminated dust, lead-contaminated soil, lead-
contaminated paint that is deteriorated or present in
accessible surfaces, friction surfaces, or impact surfaces
that would result in adverse human health effects as
established by the appropriate Federal agency.
The federal Low Income Housing Tax Credit was created
by the Tax Reform Act of 1986. The program is the
primary affordable housing production program in the U.S.
It gives States authority to issue tax credits for the
acquisition, rehabilitation, or new construction of rental
housing targeted to lower-income households.
32
L-lt ,
Low-Income
McKinney Homeless
Assistance Program
Moderate Income
A person or family whose income does not exceed 80
percent of the median income for the area. (For certain
housing and human service programs, households with
less than 50 percent of the median income are considered
to be "low-income".)
This federal program is administered by HUD. It consists
of several individual programs, including supportive
housing for persons with disabilities, transitional housing,
SRO Moderate Rehabilitation, Supplemental Assistance
for Facilities to Assist the Homeless (SAFAH), and special
housing services for people with AIDS.
For purposes of the Community Development Block Grant
program HUD defines "Moderate income" as 51 percent to
80 percent of the area median income. (For other HUO
programs moderate income is over 80 percent of the area
median income.)
Neighborhood Revitalization A comprehensive approach to address economic
Strategy Area development needs in particular neighborhoods. These
strategies tie 5-year quantifiable benchmarks to CDBG
funding decisions and offer public agencies and
Community Based Development Organizations (COBO)
enhanced flexibility in undertaking activities with COBG
funds in these neighborhoods.
Persons with Special Needs People needing special supportive services in order to be
able to live independently and function in the community.
Overcrowded Housing
Owner-Occupied
Person with a Disability
Summary Draft
1/28/05
The US Census defines an overcrowded housing unit as
one that contains more than one person per room.
A property is considered owner-occupied if it consists of
fewer than five housing units, at least one of which is
occupied, or within the previous six months was occupied
by, a person with an ownership interest in his or her unit,
as such person's principal residence.
A person who is determined to: I) Have a physical, mental
or emotional impairment that: is expected to be of long-
continued and indefinite duration; substantially impedes his
or her ability to live independently; and is of such a nature
that the ability could be improved by more suitable housing
conditions; or 2) Have a developmental disability, as
defined in the Developmental Disabilities Assistance and
Bill of Rights Act; or 3) Be the surviving member or
members of any family that had been living in an assisted
unit with the deceased member of the family who had a
disability at the time of his or her death.
33
L-~L
Poverty Level
Following the direction of the federal Office of Management
and Budgets, the Census Bureau uses a set of money
income thresholds that vary by family size and composition
to detect who is poor. If the total income for a family or
unrelated individual falls below the relevant poverty
threshold, then the family or unrelated individual is
classified as being "below the poverty level."
Rental Assistance
Rental assistance payments provided as either project-
based rental assistance or tenant-based rental assistance.
Tenant-based rental assistance is provided to a rental
property owner on behalf of the tenant, and should the
tenant move, the rental assistance stays with the tenant
and can be used in a different unit. Project-based rental
assistance is provided for a project, not for a specific
tenant. Tenants receiving project-based rental assistance
give up the right to that assistance upon moving from the
project. The Low-Income Public Housing program
provides project-based assistance to housing authority-
owned project. The Section 8 Housing Choice Voucher
program can provide either tenant- or project-based
assistance.
Senior Household
For HUD rental programs, a one or two person household
in which the head of the household or spouse is at least 62
years of age.
Human Services
The particular services identified for vulnerable
populations, which typically may include transportation,
personal care, housekeeping, counseling, meals, case
management, personal emergency response, and other
services to prevent loss of housing, premature
institutionalization and assist individuals to continue living
independently.
Mentally lIIf1ess
A serious and persistent mental or emotional impairment
that significantly limits a person's ability to live
independently.
Sheltered Persons
Families and individuals whose primary nighttime
residence is a supervised publicly or privately operated
shelter, including emergency shelters, domestic violence
shelters, residential shelters for runaway and homeless
youth, and any hotel/motellapartment voucher
arrangement paid because the person is homeless. This
term does not include persons living doubled up or in
overcrowded or substandard conventional housing.
Subsidized Rental Housing Assisted housing (see glossary definition) that receives or
has received project-based governmental assistance
Summary Draft 34
1/28/05
c-~3
Supportive Housing
Supportive Services
TANF
Transitional Housing
Vel}' Low-Income
Summary Draft
1/28/05
(whether for capital or operating costs) and is rented to, or
held for rent exclusively to, low- or moderate-income
households as determined at the time of initial occupancy.
Subsidized rental housing does not include owner-
occupied units, nor does it include units occupied by
Section 8 voucher holders in market rate housing.
Housing, including Housing Units and Group Quarters, that
includes supportive services.
Services provided for the purpose of facilitating personal
independence and self-sufficiency. Some examples are
case management, medical or psychological counseling
and supervision, childcare, transportation, and job training.
Temporary Assistance to Needy Families. On August 22,
1996, President Clinton signed the Personal Responsibility
and Work Opportunity Reconciliation Act of 1996, which
replaced the old welfare system with a new program,
Temporary Assistance to Needy Families (TANF),
designed to focus on work and responsibility.
A project that is designed to provide housing and
appropriate supportive services to homeless persons to
facilitate movement into a permanent housing situation.
People typically stay in transitional housing for between six
months and two years.
Individuals and families whose incomes do not exceed
50% of median income for the area. (For certain housing
programs and human service programs, households in this
income category are considered "low-income".)
35
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S,D
CITY OF FEDERAL WAY
CITY COUNCIL
PARKS, RECREATION, HUMAN SERVICES, AND PUBLIC SAFETY COMMITTEE
Date:
From:
Via:
Subject:
. February 7, 2005 1110 ~
Kelli O'Donnell, CDBG Coordinato~~-
David Mo~ Manager
Reallocati~~-;a 2ÕO5 CDBG Funds for Adult Day Health Services
Policy Question:
Reallocate 2005 CDBG funds awarded to MultiCare Adult Day Health due to closure of
the program.
Backoround:
MultiCare Health Services notified Federal Way that they would be closing down the
Auburn Adult Day Health Program effective December 17,2004 (attachment 1) and will
therefore not be able to use the 2005 CDBG award from Federal Way. The Auburn
Adult Day Health Program had been allocated $10,000 for 2005.
Options:
1. Reallocate $10,000 from MultiCare Health System Adult Day Health to Federal
Way Norman Center YMCA - CARES per the 2005 CDBG Contingency Plan
(Attachment 2).
The 2005 Contingency Plan was developed to allocate any additional funds available
for CDBG projects by category. The first priority for increased funding of public service
programs was to split additional funds between the Auburn Adult Day Health Program
and the Norman Center YMCA CARES Program. With the closure of MultiCare's
Auburn facility, there is no adult day health program funded. The Federal Way Senior
Center provides adult day care with no health care services. Funding to the CARES
program would provide additional childcare scholarships at the YMCA to Federal Way
residents based upon financial need. The Federal Way Norman Center YMCA was not
able to fully utilize the 2004 CDBG allocation of $31,006 (attachment 3). .
2.
Amend the 2005 CDBG Proposed Use of Funds to reallocate $10,000 from
MultiCare Health System Adult Day Health to ElderHealth Northwest Connection
Adult Health Care.
Federal Way funded both ElderHealth Northwest and Auburn Adult Day Health with
CDBG funds in 2004. The Commission recommended funding the MultiCare program
in Auburn and discontinued funding of the ElderHealth Adult Day program in Renton for
2005 (Attachment 4). This was due to the following factors: proximity of the Auburn
program to Federal Way; declining Federal Way clients at the ElderHealth program
since the opening of the Auburn facility; and the increased minimum funding of $10,000
for CDBG public service programs. Ten Federal Way clients transferred from the
MultiCare program to ElderHealth Northwest in January. ElderHealth served 16 .
b~\
Federal Way clients in 2004 and added two more clients in 2005 from referrals.
ElderHealth Northwest has been working to expand their capacity following the closure
of the MultiCare Adult Day Health Program and opened an evening program for adults
with developmental disabilities on January 1, 2005.
Staff Recommendation:
Staff recommends Option 2 because of the need for day health services for seniors and
adults with developmental disabilities. The closure of the MultiCare Adult Day Health
facility was an unanticipated occurrence that was not anticipated in the 2005
Contingency Plan.
Commission Recommendation
The Human Services Commission moved to forward option 2 to the Parks, Recreation,
Human Services and Public Safety Committee for recommendation to the full Council at
their January 24, 2005, meeting.
Committee Recommendation
Forward option - to the full City Council for consideration at the March 1, 2005, City
Council meeting.
Please contact me at (253) 835-2653 or kellio@fedway.org if you have any questions
regarding this item.
ApPROVAL OF COMMITTEE REPORT:
Committee Chair
Committee Member
Committee Member
u--2
Attachment 1
December 8, 2004
Dear Kelli,
It is with great sadness and a heavy heart that I must inform you of the closure of the
Auburn Adult Day Health Program.
The closure will be effective December 17, 2004.
Due to the current health care and economic environment, the Auburn Adult Day Health
Center has been operating at a significant financial loss and has not grown as expected
since opening in December 2001.
This was a very difficult decision for us to make. We came to South King County
because it was underserved and we wanted to provide supportive services to those
people who were most at risk for losing their independence due to physical, cognitive
and/or developmental disability.
Federal Way recognized this need and supported us through CDBG funds. The Federal
Way clients we served benefited from skilled nursing, rehab services and therapeutic
activities. While funding for community services are being cut each year in our state, it is
with great respect that! acknowledge the investment Federal Way made to their
. residents through support of the Auburn Adult Day Health Center.
Auburn Adult Day Health has been partnering with Elder Health Connections in Renton
to transition our clients to their facility. Connections had previously not accepted clients
who needed substantial support for personal care and/or to participate in programming,
and instead referred them to our program. I am pleased to report that Connections
plans to transition most of our clients to their program and they have met with our staff
to better understand the skills needed to serve them. More than 40 clients are
scheduled to transition to their facility over the next several months, including clients
from Federal Way.
It would be my recommendation that CDBG funds be reallocated to their program so
tha~ a continuum of care can be supported.
I would like to express my appreciation for your support in the program and we are
honored and humbled to have been able to provide service to the residents of Federal
Way.
Sincerely,
Anne Vander Beek RN BSN
Auburn Adult Day Health
Program Manager
0-3
Attachment 2
~ted 09/07/04
CITY OF FEDERAL WAY
2005 CDBG CONTINGENCY PLAN
The allocation process for 2005 Community Development Block Grant (CDBG) funds is based upon
an estimate of Federal Way's 2005 CDBG funds. The City will not know its exact grant amount until
after Congress passes the HUD Appropriation Bill. This is expected to occur by December 2004.
For this reason, the allocation process includes a contingency plan. The plan allows for adjustment
up or down based upon the final grant amount and/or any additional funds received as the result of
project cancellations or additional recaptured funds.
SHOULD THE GRANT AMOUNT INCREASE OR ADDITIONAL FUNDS BECOME AVAILABLE:
Capital Projects -- The City will apply any increase in the amount of CDBG capital funds as follows:
1. Additional capital funds available, up to $82,656, will be allocated to the Federal Way
Housing Repair Program administered by the King County Department of Community and
Human Services up to a total allocation of $150,000; and,
2. Should the above project be funded to the stated level and any additional capital funds be
available, up to $25,000 will be allocated to the Pediatric Interim Care Center for the Newborn
Nursery building up to the total request for $75,000; and
3. Should the above projects be fully funded and any additional capital funds be available, up to
$49,999, will be allocated to the Boys and Girls Club of King County for the Federal Way
Youth Development Center up to the total request for $199,999; and
4. If additional capital funds are received, funds will be carried over to the 2006 CDBG program
year unless the Human Services Commission requests new applications for funds and/or
additional Council action is taken to allocate funds.
Public Service Programs - The City will apply any increase in the amount of CDBG public service
funds as follows:
. 1. / If any additional public service funds become available, funds will be allocated equally
4> between the MultiCare Health System for the Adult Day Health Auburn program and the
Federal Way Norman Center for the CARES Program until each program reaches the total
arpount requested for 2005; and,
2. If an additional $10,000 of public service funds become available after the first contingency is
fully funded, funds will be allocated to Catholic Community Services for the Katherine's
House Transitional Housing program; and,
3. If less than $10,000 of public service funds become available and/or any additional public
service funds are received after the second contingency is fully funded, funds will be
allocated to 2005 CDBG Capital projects in accordance with the priority order listed above.
Planning and Administration - The City will apply any increase in the amount of CDBG planning
and administration funds as follows:
1. Any additional funds for planning and administration activities will be allocated to Planning
and Administration to cover administr~ti,\le costs for Federal Way's CDBG program; and
ù-~
11.uvvn:;u V'J/V /IVLf
2. Additional funds not needed for administration of Federal Way's CDBG program will be
applied toward the costs of additional planning activities consistent with the King County
Consortium Consolidated Housing and Community Development Plan; and
3. Additional funds received not needed for planning and administration activities will be
allocated to capital projects in accordance with the priority order listed above.
SHOULD THE GRANT AMOUNT DECREASE:
Capital Projects ~ The City will decrease the amount of CDBG funds allocated for capital projects
as follows:
1. Any unallocated capital funds available will be decreased before reductions are made to
specific projects.
2. Decreases will be made to 2005 CDBG Capital Projects in proportion to the percentage
decrease in grant funds. The following projects will be reduced proportionately: the Boys
and Girls Club of King County Federal Way Youth Development Center; the City of Federal
Way Senior Nutrition and Health Equipment for the New Federal Way Community Center; the
King County Housing and Community Development Federal Way Housing Repair Program;
the King County Housing Authority South ridge House Fire and Life Safety Sprinkler System;
the Multi-Service Center Employee Development Services Federal Way program; and, the
Pediatric Interim Care Center, the Newborn Nursery PICC New Facility Construction.
Public Service Programs -- The City will decrease the amount of CDBG funds allocated for public
service programs as follows:
1. Decreases will be made to all public service programs in proportion to the percentage
decrease in grant funds until they reach the $10,000 minimum funding level. These
programs are: Big Brothers Big Sisters of King and Pierce Counties, Federal Way Mentoring
Program; Community Health Centers of King County Federal Way Dental Access; Federal
Way Norman Center YMCA, CARES Program; Federal Way Senior Center, Adult Day Care;
Institute for Family Development, PACT program; and, MultiCare Health System, Adult Day
Health-Auburn.
Planning and Administration ~- The c"ïty will decrease the amount of CDBG funds allocated for
CDBG planning and administration as follows:
1. Funds for additional planning activities will be reduced first; then
2. Funding for CDBG administrative activities will be decreased.
lYS
City of Federal Way 2005 CDBG Adopted Proposed Use of Funds - September 7,200)1
Attachment 3
Project/Program
Request
Public Services
Big Brothers Big Sisters of King and Pierce Counties
. .. .... ......R&:@:;tiOn"c:Jecreös~¡;tirr8t~j.()$1(),()OOlTlir¡;
Jderal Way Mentoring Program (BBBSKPC-FWMP)
$
18.443
Catholic Community Services
Increase - 2nd Priority - if sdditions/$10,OOO received
$
8,000
Chaya
$
22.000
Chaya/Advocacy and Mobilization
C°rT1~~~it ~~~~4~Z:ht~:;~~~~~:g~0~j:YtÖ$1 Ó ,OOOrrii{ ; .
CHCKC's Primary Dental Care
ElderHealth Northwest
$
10,000
Connection Adult Health Care
Emergency Feeding Program
$
10,000
~deral Way Emergency Feeding Program
Federal Way Norman Center YMCA .. .
P,ed{.jctionCdéçfeasep,o.i8ta/o.$1O. ()(J() min. .
Increase - I.st Priority - split wlMu/tiCsre AdultDay Health
up to total request
CARES Program (Children Active in Recreation and
Education Services)
Federal Way Senior Center. ... ..
..H HH ... RR~i:JÞ@0ri:'dti6ifii$~pròf@ä(j$1O,oaafr1Ífl;
Adult Day Care
$
45,500
$
Institute for Family; Development
. ..... .. ... .S~C!tìÇiíoþ~d~çle8Sf!Pr6.iøtâtona, ()()()jT1ín~.
PACT (Parents and Children Together)
Korean Women's Association
$
14,000
.WE ARE FAMilY' Shelter
MultiCare Health System
/leduclion. decrease p{() I8la to $ 10,000 film.
Increase split wlYMGA Norman Genter GMU-.'> ap to total
reqaest
Proposed City CDBG Funding Strategy & Rationale
Funding as of
9/7/2004
$
18,443 #3: Address human service needs
Funds will be used in focusing -'lQQ!l.§_e!!-support system
that empowers families and communities to make
contributions to their own well-being and enhance the
quality of life-
- #3: Address haman service needs
10,000 Develop a range of housing opportunities aimed at
increasing the supply of affordable housing to
accommodate the projected growth in low- and moderate-
income households. Create housing opportunities for
seniors. youth. special needs groups and impact the
availability of transitional housing and emergency shelters.
$
$
$
- #3: Address human service needs
Focus upon self-support systems that empower families
and communities to make contributions to their own well-
being. Also Chaya functions as a bridge to other domestic
violence resources, critical support serJices, education
and information that helps keep both women and families
safe.
$
.$..
14,338 #3: Address human service needs
.;::'40338 CHCKC's Primary Dental care program provides
comprehensive primary dental care to low income and
uninsured families and individuals living in King County
communities outside-Seattle.
$
- #3: Address human service needs
The grant funds will provide an array of health and human
services that enables individuals with chronic and terminal
illnesses such as Alzheimer's to remain living in the
community and avoid life in institutions or in isolation.
$
10.000 #3: Address human service needs
The grant will provide a complete two-day supply of
nutritionally balanced food in a quantity and diet that is
appropriate to the client needs. as well as referrals to other
community resources to help address the deeper issues
that precipitated the hunger crisis.
34.894 #3: Address human service needs
:14,8;)4 TI", grallt will be used to provide financial assistance to
10,GOG low incolIl(> families with school-age children who wish to
participate in YMCA programs.
$
#3: Address human service needs
The grant would fund services for senior citizens
experiencing dementia/Alzheimer disease and other
limitations.
13,800 #3: Address human service needs
The grant funds will provide in-home counseling, skill
building. and support to high-risk low income families not
engaged in or benefiting from other community services
and experiencing problems such as family
connictlviolence. abuse/neglect child/teen behavior
problems and mental health disorders.
- #3: Address human service needs
The grant funds will provide meals and beds for the
victims of domestic violence and their children as well as
education and case management.
$
~dult Day Health - Auburn
Public Services Sutrtotals S
Contingency Awards
Public Services wlContingency Awards
Cwlling,me¥ Hodtl';/iom¡
193,581
$
$
$
ir
\:\ s. :'.,~)',; ~ I I'I.t
D-to
$
#3: Address human service needs
The grant funds will be used to provide health and
rehabilitative services to functionaity. physically, mentally,
or cognitively impaired adults and elderly persons in order
to improve or maintain thei, health status. level of
functioning, and to maximize their potential for
independent living.
113,975 avail. to allocate est. as of 6/30/04 - $113,975
35,606
149,581
#,~75
2 of 4
0
I
--.J
Program Description"
2004 Program
981 ElderHealth NW Adult Day Care
Unduplicated Persons Assisted
Program Days Provided
Hours of Caregiver Respite
984
MultiCare Health System - Adult Day Health
Unduplicated Persons Assisted
Program Days Provided
962
CARES
Unduplicated Persons Assisted
Childcare Days
Total 2004 Adult Dav Health
COMMUNITY DEVEL lENT BLOCK GRANT
CITY MANAGED PROJECTS
Actlvltv SummaryB._4!p'ort for the Period Ending December 31,2004
Performance Measure
Annual % of Annual I Total Grant Award % of Award
Goal YTD Goal Award Paid to Date Balance Paid
7,669 5,751 - 100.00%
I
16 16 100%
400 1770 Goal Met
2000 2715 Goal Met
I 7.6691 5,751 I 1,9181 -I
100.00%
I
12 21 Goal Met
1037 1657 Goal Met
, 31 ,0061 23,2551 2.1701 5,581 I
82.00%
I
331 27 82%
345 1947 Goal Met
:ff:::::Jm::::m:::::i::::ii::::i::::m::::ij 46,344 I 34,757 I 6,006 I 5,581 I 86%
ElderHealth MultiCare Accomplishments Comparison city projects 1/18/2005 2:44 PM
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S.F
FEDERAL WAY CITY COUNCIL
PARKS, RECREATION, HUMAN SERVICES, AND PUBLIC SAFETY
DATE:
February I, 2005
TO:
Parks, Recreation, Human Services & Public Safety Council Committee
Of --1(_.
SUBJECT:
Anne Kirkpatrick, Chief of Police
David M6~ager
Informational Only: 2005 Bulletproof Vest Partnership Grant
FROM:
VIA:
Information Only:
Under the Bulletproof Vest Partnership (BVP) Grant Act of 1998 and Office of Justice Programs,
the Department of Public Safety has received the following awards:
1999
2000
2001
2002
2003
2004
Total LTD Award
$10,692.66
$9,869.04
$11,799.56
$23,244.36
$00,000.00
$36,034.50
$91,640.12
The purpose of the Bulletproof Vest Partnership Act is to provide funding for 50% of the cost of
bulletproof vests. The Bulletproof Vest Partnership (BVP) Grant Act of2000 will continue
provide funding through 2005. Priority funding will be given to smaller jurisdictions with
populations under 100,000. In 2003, all appropriated funds were awarded to smaller
jurisdictions.
In 2004, the Federal Way Department of Public Safety used the Bulletproof Vest Partnership
Grant to replace our Second Chance brand vests, after safety issues arose over the type of
material used to manufacture Second Chance vests
In 2004, the FederaJ Way Department of PubJic Safety experienced normal levels of attrition
within the agency. In 2005, the City of Federal Way annexed a portion of King County, resulting
in the addition of three commissioned officers. Each new commissioned officer and Police
Support Officer requires the purchase of a bulletproof vest.
At this time our department has applied for an award of$3,850.00 from the 2004 Bulletproof
Vest Partnership Grant Program. If the Department of Public Safety receives approval from the
Bulletproof Vest Partnership Grant Program, we will return for full Council approval. Our intent
is to use this grant money to purchase bulletproof vests for new department personnel. Previous
compJiance will remain the same as required by OJP including the 50% local match. We have
identified budget savings from 2004 for the local match and included it during the 2004
Carryforward process.
f - \
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CITY OF FEDERAL WAY
CITY COUNCIL COMMITTEE STAFF REPORT
DATE:
TO:
VIA:
February 14, 2005
Parks, Recreation, H man Services & Public Safety Council Committee
FROM:
SUBJECT: City of Auburn Jail Intedocal Agreement for 2005
Policy Question
May the City of Federal Way enter into a 2005 Interlocal Agreement with the City of Auburn for
a cooperative effort to provide the Federa] Way Department of Public Safety with cost-effective
housing of inmates in the Auburn Jail?
Background
The City of Federal Way Department of Public Safety maintained an Interlocal Agreement with
the City of Auburn for Custody of Misdemeanor Inmates in 2004
The purpose of the 2004 Agreement and this 2005 Agreement is to set forth the terms and
conditions by which the City of Auburn will provide the Federal Way Department of Public
Safety a place of confinement for the incarceration of Federal Way inmates. Auburn will accept
and keep inmates at the request of Federal Way Department of Public Safety, unless in the sole
discretion of the City of Auburn, its inmate population is at capacity or so near capacity that there
is a risk that the reasonable operational capacity limits of the Detention Facility might be reached
or exceeded if the City of Auburn does not begin to refuse or request removal of inmates. The
Federal Way Department of Public Safety will only submit pre-sentence or sentenced
misdemeanor inmates for confinement under the agreement that may be legally confined for24
hours per day. The Auburn Jail daily fee for 2004 was $56.23. The daily fee for 2005 is $59.04.
Attached is an Intedocal Agreement between the City of Federal Way and the City of Auburn for
your review and approval.
Options
1. Motion to approve and accept the request for an Interloca1 Agreement between the City of
Federal Way and the City of Auburn for Housing of Inmates (Jail Services), and forward to Full
council for consideration at it's March 1,2005 meeting
The Auburn Jail daily fee of$59.04 presents a considerable savings to the Department in
comparison to the KC Jail Misdemeanor daily fee of$92.28.
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Staff recommendation
Motion to approve and accept this request for an Interlocal Agreement between the City of
Federal Way and the City of Auburn for Housing of Inmates (Jail Services).
Committee recommendation
Forward option (1) to the full City Council for approval on March 1, 2005.
APPROV AL OF COMMITTEE REPORT:
Committee Chair
Committee Member
Committee Member
2
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ÆCITY OF ,.",;,fi"'. *
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'","~!:f.1'F WASHINGTON
Peter B. Lewis, Mayor
25 West Main Street * Auburn WA 98001-4998 * www.ci.auburn.wa.us * 253-931-3000
December 10, 2004
Greg Vause
Jail Coordinator
Federal Way Police Department
34008 9th Avenue South
Federal Way, WA 98003
Dear Greg,
SUBJECT: CONTRACT TO HOUSE INMATES - 2005
Attached are two copies of a contract for 2005 to house your inmates in the
Auburn Detention Facility should you wish to renew your current contract. The
current contract expires on December 31, 2004.
Changes are minimal, involving only the expiration date, our mailing address
(location remains the same) and the daily fee, which increases to $59.04. This
fee still equals the Yakima County fee, less the medical fee.
Should you need to change any information in the contract let me know and I.will
make the revisions and return the contract with the changes. Once your city has
signed both copies of the contract, return them to me and I will get the Auburn
signatures and we will return a signed copy to you. Should you need more that
one signed original, please make photo copies as needed and have all ofthem
signed by your city officials.
If you have any questions, please let me know. I can be reached at
dodea@auburnwa.Qov or (253) 876-1996.
Sincerely,
~
David O'Dea
Detention Facility Manager
Enclosures (2)
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A T Tn T Tn .. T .1 .. ~~ ~ ~T T . . , ",...", , ... A "",,r:n
INTERLOCAL AGREEMENT
FOR CUSTODY OF MISDEMEANOR INMATES
This Interlocal Agreement ("AGREEMENT") is between the City of Auburn
("Auburn"), a municipal corporation of the State of Washington and the City of Federal
Way ("Federal Way"), a municipal corporation of the State of Washington.
WHEREAS, Auburn maintains a municipal detention facility pursuant to RC.W.
70.48; and
WHEREAS, Federal Way does not maintain a municipal detention facility; and
WHEREAS, Federal Way wishes to designate Auburn's Detention Facility as a
place of confinement for the incarceration of one or more inmates lawfully committed to
the City of Federal Way's custody; and
WHEREAS, the City of Auburn is amenable to accepting and keeping inmates
received from the City of Federal Way into Auburn's custody at its detention facility for a
rate of. compensation mutually agreed to herein; and
WHEREAS, RCW 39.34.080 (Interlocal Cooperation Act) and other Washington
law, as amended, authorizes any city to contract with another city to perform any
governmental service, activity or undertaking which each contracting jurisdiction is
authorized by law to perform.
NOW, THEREFORE, pursuant to the provisions of the Interlocal Cooperation Act,
Chapter 39.34 RCW, in consideration of the foregoing recitals, the payments to be
made, and the mutual promises and covenants herein contained, Auburn and Federal
Way hereby agree as follows:
1. DEFINITIONS:
(a). Booking: The process of registering, screening and examining inmates for
confinement in the facility; inventorying and safekeeping inmates' personal property;
maintaining all computerized records of arrest; performing warrant checks; and all other
activities associated with processing an inmate.
(b). Care: The custody, care, and treatment, including basic, emergency essential
and/or major medical and dental care, food, lodging and personal items, as further
described in Section 6 of this Agreement.
(c). Contract Agency: The City of Federal Way.
(d). Daily Fee: The fee charged for the daily care of Contract Agency inmates.
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2. PURPOSE:
It is the purpose of this Agreement to provide for the use by the Contract Agency of the
City of Auburn's detention facility and services located at 25 W. Main Street Auburn, WA
98001.
3, MAILING AND CONTACT ADDRESS:
All written notices, reports and correspondence required or allowed by this Agreement
shall be sent to the following:
City of Auburn:
Auburn Detention Facility
Attn.: Manager
25 West Main Street
Auburn, Washington 98001
Facsimile: (253) 288-3161
Tel. No. (253) 931-3088
Contract Agency:
Greg Vause
Jail Coordinator
Federal Way Police Department
34008 9th Avenue South
Federal Way, WA 98063-9718
Facsimile: (253) 661-4581
Tel. No. (253) 661-4739
4, AVAilABILITY OF JAil FACILITIES:
Subject to the City of Auburn's rights with respect to certain inmates set forth in
Sections 8 and 9 herein, Auburn will accept and keep inmates at the request of the
Contact Agency, unless in the sole discretion of the City of Auburn, its inmate
population is at capacity or so near capacity that there is a risk that the reasonable
operational capacity limits of the Detention Facility might be reached or exceeded if the
City of Auburn does not begin to refuse or request removal of inmates. The Contract
Agency will only submit pre-sentence or sentenced misdemeanor inmates for
confinement under this Agreement that may be legally confined for 24 hours per day. At
the time of delivery to the Auburn Detention Facility the contracting Agency shall deliver
to the facility the legal basis for the custody. This will include a list of charges against
the inmate, warrants, or court orders.
5. COMPENSATION FROM CONTRACT AGENCY:
(a) Daily Fee. In return for the City of Auburn housing of an inmate of the Contract
Agency, the Contract Agency shall pay Auburn an amount equal to the amount charged
as a bed maintenance fee by Yakima County (Yakima County daily fee less the medical
fee) to house King County Suburban City inmates for every 24-hour period, or portion
thereof, that said inmate is in the custody of Auburn. Such time period shall be
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measured from the time said inmate is transferred to the custody of the City of Auburn
and ends when the Contract Agency resumes custody, either directly or through transfer
to another agency. For 2005 the daily fee shall be $59.04.
(b) Other Costs. The Contract Agency shall also pay such other costs to the City of
Auburn or third parties as set forth herein, including but not limited to any medical costs
required by Section 6.
(c) Billina. The City of Auburn will bill the Contracting Agency on the 15th day of each
month for all amounts due to Auburn under this Agreement for the services rendered in
the prior calendar month. Payment shall be due from the Contract Agency 30 days from
the billing date. Account balances overdue 30 days or more will be subject to a service
charge of 1% per month (12% per annum). Should it become necessary, the Contract
Agency will pay all collection costs associated with late payments.
(d) Bookina Fee. The City of Auburn shall not collect a booking fee from the Contract
Agency, however, a booking fee of $40.00 as permitted by RCW 70.48.390 shall
collected by the City of Auburn from Contract Agency inmates. This booking fee will be
equal to any booking fee collected from Auburn's inmates.
6, MEDICAL COSTS AND TREATMENT:
(a) Services Provided. Upon transfer of custody to the City of Auburn, Auburn will
provide or arrange for the Contract Agency's inmates to receive such medical,
psychiatric and dental services as may be necessary to safeguard their health while
confined, in accordance with the provisions of Chapter 289-20 WAC, as now in effect or
hereinafter amended, and the policies and rules of the Auburn Detention Facility.
(b) Cost Responsibility. The Contract Agency shall be responsible for the cost of all
medication prescribed for one of its inmates. The Contract Agency shall also be
responsible for all costs associated with the delivery of medical, psychiatric and dental
services provided to an inmate that are not available from the health care program
within the Auburn Detention Facility and for all emergency medical services, wherever
provided. These costs shall be paid directly to the provider or as a reimbursement to
the City of Auburn, as directed by the City of Auburn. Contract Agency inmates will be
charged a $5.00 Health Service Fee when they request health care services (i.e. sick
call) available within the Auburn Detention Facility.
(c) Notice. Except in case of situations deemed an emergency by the City of Auburn,
Auburn shall notify the Contract Agency's contact person by phone. In the case where
the Contract Agency's contact person is not immediately located they will be notified in
writing; bye-mail, mail or facsimile, prior to transfer of a Contract Agency's inmate to a
medical, dental or psychiatric provider outside of the Auburn Detention Facility or to a
hospital for medical, psychiatric or dental services.
(d) Pre-Confinement Consents or Refusals. If a Contract Agency inmate has received
or refused any medical, psychiatric or dental treatment from the Contract Agency before
confinement in the Auburn Detention Facility, the Contract Agency shall provide to the
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City of Auburn all written verification of any authorization of or refusal to authorize care
or treatment for such inmate(s).
(e) Return for Medical Services. Nothing herein shall preclude the Contract Agency
from retaking custody of an ill or injured inmate by picking such inmate up for transfer at
the Auburn Detention Facility; provided, in situations Auburn deems that an inmate
requires emergency medical care, Auburn shall have the right to arrange for emergency
medical services (at the Contract Agency's expense) notwithstanding a request from the
Contract Agency to retake custody of the inmate.
(f) Records. The City of Auburn shall keep records of all medical, psychiatric or dental
services it provides to an inmate. Upon resumption of custody by the Contract Agency
and in accordance with WAC 289-20-250. the Contract Agency shall receive a copy or
summary of the medical, psychiatric or dental records held by the City of Auburn for an
inmate of the Contract Agency. The City shall have the right to review the files at its
request. Any medical or dental services of major consequence shall be reported to the
City as soon as time permits.
7. TRANSPORTATION OF CONTRACT PRISONERS:
(a) Contract Aqency Transport. It is the Contract Agency's responsibility to transport its
inmate:s to and from the Auburn Detention Facility. In the event either party requests
that custody of an inmate be transferred back to the Contract Agency, in accordance
with any such right set forth in this Agreement, the Contract Agency shall transport such
inmate. The Contract Agency will verify by telephone that space is available in the
Auburn Detention Facility prior to transporting an inmate to the facility. The Contract
. Agency shall cause written notice of any expected transport by the Contract Agency of
their inmates from the Auburn Detention Facility to be received by the Auburn Detention
Facility at least 24 hours before the time of such transport, except for the inmates' initial
court appearances which may be scheduled at the time of booking into the Auburn
Detention Facility. It is the Contract Agency's responsibility to transport their inmates for
non-emergency medical, psychiatric and dental services provided outside of the Auburn
Detention Facility.
(b) Additional Transport Coordination Without Costs. The City of Auburn agrees to
coordinate transport of Contract Agency inmates to the Yakima County Department of
Corrections, at no additional charge, when the Contracting Agency requests such
transport. If the Contracting Agency has an existing contract to house inmates in
Yakima County, the City of Auburn will identify these inmates as those of the
Contracting Agency to Yakima County and will stop charging the Contracting Agency for
housing these inmates at the time they are released to the County of Yakima. If the
Contracting Agency does not have an existing contract with Yakima County or does not
have available beds within the scope of the Interlocal Agreement between the King
County Suburban Cities, the Contracting Agency may request to utilize one of the beds
designated to the City of Auburn, if such space is available, as determined solely by the
City of Auburn. In this case the Contract Agency will be billed at the same rate that
Auburn is billed for these beds. The date of transfer of Contract Agency inmates to
Yakima is at the sole discretion of the City of Auburn.
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8. TRANSFER OF CUSTODY:
(a) Commencement of Custody by City of Auburn. The Contract Agency' inmates shall
be deemed transferred to the custody of the City of Auburn when corrections officers
from the Auburn Police Department take physical control of an inmate. The City of
Auburn will not take such control of an inmate until the Contract Agency has delivered
copies of all inmate records pertaining to the inmate's incarceration by the Contract
Agency or its agent and the booking process is completed. If additional information is
requested by the City of Auburn regarding a particular inmate, the parties shall mutually
cooperate to obtain such information. In the absence of documentation and information
satisfactory to the City of Auburn, the receiving officer may refuse to accept the Contract
Agency's inmate for confinement. The City of Auburn shall not be required to take
custody of or assume control of or responsibility for any property of the inmate, except
for such property that the City of Auburn allows for its own inmates. The Contract
Agency's officers delivering an inmate to the Auburn Detention Facility shall be
responsible for ensuring that all paperwork is in order and that all property allowed to be
booked with the inmate is properly packaged. At such time, and only at such time, as
all paperwork and property are in order will the City of Auburn take physical control of
and assume custody of and responsibility for the Contract Agency's inmate to be
confined.
(b) Further Transfer of Custody. Except as otherwise allowed by Section 10 of this
Agreement, the City of Auburn will not transfer custody of any inmate confined pursuant
to this Agreement to any agency other than to the Contract Agency without the written
authorization from the Contract Agency and a court of competent jurisdiction.
(c) Responsibilities Upon Assumption of Custody. Upon transfer of custody to the City
of Auburn, it shall be Auburn's responsibility to confine the inmate; to supervise,
discipline and control said inmate; and, if applicable to administer the inmate's sentence
pursuant to the order of the committing court in the State of Washington. During such
confinement, the City of Auburn shall provide and furnish or arrange for all necessary
medical and hospital services and supplies in accordance with Section 6 of this
Agreement.
(d) Resumption of Custody by Contract AQency. The Contract Agency shall be deemed
to have resumed custody of an inmate it transferred to the City of Auburn upon either
the Contract Agency's officers taking physical control of an inmate at the Auburn
Detention Facility or the inmate being released to the custody of Yakima County if such
transfer is approved by the Contract Agency,
9. RIGHT TO REFUSE/RETURN AN INMATE: The City of Auburn shall have
the right to refuse to accept or to return any of the Contract Agency's inmates under any
one of the following circumstances:
(a) PendinQ Medical Needs. The City of Auburn shall have the right ~o refuse to accept
any Contract Agency inmate who, at the time of presentation for booking at the Auburn
Detention Facility for confinement, appears in need of medical, psychiatric or dental
attention, until the Contract Agency has provided medical, psychiatric or dental
treatment to the inmate to the satisfaction of the City of Auburn.
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b) Problematic Physical History or Behavior and New Medical Conditions. The City of
Auburn shall have the right to refuse to accept or to return any Contract Agency's
inmate that, in the sole judgment of the City of Auburn, has a history of serious medical
problems, presents a risk of escape, presents a risk of injury to other persons or
property, or develops an illness or injury that may adversely affect or interfere with the
operations of the Auburn Detention Facility. Any special transport costs, medical or
otherwise, incurred in the return of Contract Agency's inmate under this subsection will
be the responsibility of the Contract Agency.
10. REMOVAL FROM JAIL - OTHER GROUNDS: The Contract Agency's
inmates may be removed from the Auburn Detention Facility for the following reason(s):
(a) Request by Contract Agency. Upon written request of the Contract Agency for
transfer of custody back to the Contract Agency. In such case, the inmate will be
transported by the Contract Agency pursuant to Section 7 above.
(b) Court Order. By order of a court having jurisdiction over a Contract Agency's
inmate. In such case, transport will be according to the terms expressed in the court
order or by the Contract Agency pursuant to Section 7 above.
(c) Treatment Outside of Jail. For medical, psychiatric or dental treatment or care not
available within the Auburn Detention Facility.
(d) Catastrophe. In the event of any catastrophic condition presenting, in the sole
discretion of the City of Auburn, an eminent danger to the. safety of the inmate(s) or
personnel of Auburn. In such case, the City of Auburn will inform the Contract Agency,
at the earliest practicable time, of the whereabouts of the inmate(s) so removed and
shall exercise all reasonable care for the safekeeping and custody of such inmate( s).
11. TRANSFER OF INMATES UPON TERMINA TION/EXPIRA TION OF
AGREEMENT:
(a) Termination by The City of Auburn: In the event of a notice of termination from the
City of Auburn in accordance with Section 21 below, it shall be the Contract Agency's
obligation to pick up and transport those inmates to the Contract Agency or other
location as determined by the Contract Agency at no expense to the City of Auburn.
Such transports shall be made as if the Agreement were expiring and in accordance
with the terms of Section 9 above.
(b) Termination by Contract Agency. In the event of a notice of termination from the
Contract Agency in accordance with Section 21 below, it shall be the Contract Agency's
obligation to transport the Contract Agency's inmates at its own expense, on or before
the effective date of such termination. Until such removal, the Contract Agency shall
pay the compensation and costs set forth herein related to the housing of such
inmate(s). With respect to any inmate(s) not removed in accordance with this Section
11 , the Contract Agency shall pay the base rate set forth in Section 5(a) above plus an
additional Five Dollars ($5) per inmate for every 24 hour period or part thereof that said
inmate(s) remains in the Auburn Detention Facility; and the City of Auburn shall retain
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all rights hereunder, notwithstanding such termination, until all of the Contract Agency's
inmates are removed from the Auburn Detention Facility.
12, INMATE RIGHTS, ACCOUNTS AND PROGRAMS:
(a) Early Release Credit and Discipline. The Contract Agency agrees that its policies if
any, for early release credits shall allow no more credit for its inmates than is allowed by
the City of Auburn under its policies. The Contract Agency's inmates confined under
this Agreement shall earn early release credits under the policies and rules prescribed
by the City of Auburn and state law for all inmates at the Auburn Detention Facility.
With respect to the Contract Agency's inmates, the City of Auburn shall maintain and
manage disciplinary issues and will administer sanctions, including removal of earned
early release credit, as per facility rules. No discipline prohibited by federal or state law
will be permitted. The disciplinary policies and rules of the Auburn Detention Facility
apply equally to inmates confined pursuant to this Agreement and to those otherwise
confined.
(b) Inmate Accounts. The City of Auburn shall establish and maintain an account for
each inmate received from the Contract Agency and shall credit to such account all
money received from an inmate or from the Contract Agency on behalf of an inmate at
the time of booking. Any booking fee permitted by Section 5 (d) will be subtracted from
the inmate's account at the time of booking. At termination or expiration of this
Agreement or an inmate's return to the Contract Agency the City of Auburn shall
disburse the amount of each inmate's account to the inmates. In the event of death or
escape of an inmate, the City of Auburn shall submit a check to the Contract Agency in
the name of each inmate eligible for reimbursement in order to transfer an inmate's
money to an inmate account administered by the Contract Agency.
(c) Proç¡rams. The City of Auburn shall provide the Contract Agency's inmates with
access to all religious, recreational and social service programs offered at the Auburn
Detention Facility under the terms and conditions applicable to all other inmates at the
facility.
(d) Inability to Serve Time Outside of Facility. In accordance with Section 4 of this
Agreement, the Contract Agency's inmates will not be allowed to leave the facility for
participation in correctional work crews, work release programs, home monitoring or any
other program in which other inmates sometimes are allowed to leave the physical
confines of the facility as part of serving their sentence unless approval for participation
is provided as part of the sentencing order and approved in writing by the Contract
Agency.
13, ACCESS TO FACILITY AND PRISONERS:
(a) Access to Facility. Contract Agency shall have the right to inspect, at mutually
agreeable times, the Auburn Detention Facility in order to confirm such facility maintains
standards acceptable to the Contract Agency and that its inmates are treated
appropriately. The City of Auburn agrees to manage, maintain and operate its facilities
consistent with all applicable federal, state and local laws.
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(b) Access to Inmates. Contract Agency personnel shall have the right to interview
inmates from the Contract Agency at any reasonable time within the detention facility.
Contract Agency officers shall be afforded equal priority for use of detention facility
interview rooms with other departments, including the Auburn Police Department.
14. ESCAPES AND DEATHS:
(a) Escapes. In the event of an escape by a Contract Agency's inmate from the Auburn
Detention Facility, the Contract Agency will be notified in writing as soon as practical.
The City of Auburn will have the primary authority to direct the investigation and to
pursue the prisoner within its jurisdiction. Any costs related to the investigation and
pursuit within its jurisdiction will be the responsibility of the City of Auburn. The City of
Auburn will not be required to pursue and return the Contract Agency's escaped
inmates from outside of the City of Auburn.
(b) Deaths.
(1 )
(2)
In the event of a death of a Contract Agency inmate in the Auburn
Detention Facility, the Contract Agency shall be promptly notified in
writing. The Auburn Police Department or another agency as designated
by' the Auburn Police Department will investigate the circumstances. The
Contract Agency may, if it wishes, join in the investigation and receive
copies of all records and documents in connection with the investigation.
The City of Auburn shall, subject to the authority of the King County
Medical Examiner, follow the written instructions of the Contract Agency
regarding the disposition of the body. Such written instructions shall be
provided within three working days of receipt by the Contract Agency of
notice of such death. All expenses related to necessary preparation of the
body and transport charges shall be the responsibility of the Contract
Agency. This paragraph deals with relations between the parties to this
Agreement and shall not affect the liability of any relative or other person
for the disposition of the deceased or any expenses connected therewith.
15, POSTING OF BAIL: The City of Auburn shall serve as agent for the
Contract Agency in receipt of any bail bonds or any monies posted for or by a Contract
Agency's inmate with the City of Auburn, and any such bonds or monies will be promptly
forwarded to the Contract Agency.
16, RECORD KEEPING: The City of Auburn agrees to maintain a system of
record keeping relative to the booking and confinement of each of the Contract
Agency's inmates consistent with the record keeping by the City of Auburn for all other
inmates. The City of Auburn shall make copies of said records available to the Contract
Agency upon its request.
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17. INDEMNIFICATION AND INSURANCE:
(a) Indemnification of Contract AQency. The City of Auburn shall indemnify and hold
harmless the Contract Agency, its officers, agents and employees, from and against any
claim, damages, losses and expenses, including but not limited to reasonable attorney's
fees, arising from the City of Auburn's performance under this Agreement except for
injuries and damages caused by the sole negligence of the Contract Agency.
(b) Indemnification of City of Auburn. The Contract Agency shall indemnify and hold
harmless the City of Auburn, its officers, agents and employees, from and against any
claim, damages, losses and expenses, including but not limited to reasonable attorney's
fees, arising from the Contract Agency's performance under this Agreement except for
injuries and damages caused by the sole negligence of the City of Auburn.
(c) To the extent the claim, damages, losses and expenses are caused by intentional
acts of or by the concurrent negligence of the parties their officers, agents, or
employees, the indemnification obligations hereunder shall be limited to the
proportionate share of liability as agreed to by the parties to this Agreement or
determined by a court of competent jurisdiction.
(d) Insurance Requirement. Each party shall obtain and maintain liability coverage in
minimum liability limits of One Million Dollars ($1,000,000) per occurrence and Two
Million' Dollars ($2,000,000) in the aggregate for its conduct creating liability exposures
related to confinement of inmates, including general liability, errors and omissions, auto
liability and police professional liability. The insurance policy(ies) shall provide
coverage for those events that occur during the term of the policy, despite when the
claim is made.
(e) Certificate of Insurance. Each party to this Agreement agrees to provide the other
with evidence of insurance coverage in the form of a certificate from a solvent insurance
provider confirming coverage from a solvent insurance pool which is sufficient to
address the insurance obligations set forth above.
(f) The provisions of this Section 17 shall survive the expiration or termination of this
Agreement.
18. NON-DISCRIMINATION POLICY: The City of Auburn and the Contract
Agency agree not to discriminate in the performance of this Agreement because of race,
color, national origin, sex, age, religion, creed, marital status, disabled or Vietnam era
veteran status, or the presence of any physical, mental, or sensory handicap.
19. ADMINISTRATION/DISPOSAL OF PROPERTY: This Agreement is
executed in accordance with the authority of Chapter 39.34 RCW, the Interlocal
Cooperation Act. Pursuant to the provisions of RCW 39.34.030, the Auburn Police
Department shall be responsible for administering the confinement of inmates
hereunder. No real or personal property will be jointly acquired by the parties under this
Agreement. All property owned by each of the parties shall remain its sole property to
hold and dispose of in its sole discretion.
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20. WAIVER OF RIGHTS: No waiver of any right under this Agreement shall be
effective unless made in writing by an authorized representative of the party to be
bound thereby. Failure to insist upon full performance on any occasion shall not
constitute consent to or waiver of any continuation of nonperformance or any later
nonperformance; nor does payment of a billing or continued performance after notice of
a deficiency in performance constitute an acquiescence thereto.
21. TERMINATION: This Agreement may be terminated prior to expiration by
written notice from either party delivered by regular mail to the contact person at
address set forth herein. Termination by said notice shall become effective ninety (90)
days after receipt of such notice. The notice shall set forth the reason the party wishes
to terminate the Agreement and the specific plan for accommodating the affected
inmates, if any.
22. NON-APPROPRIATION OF FUNDS. If sufficient funds are not appropriated
or allocated for payment under this Agreement for any future fiscal period, the City will
not be obligated to make payments for Services or amounts incurred after the end of the
current fiscal period, and this Agreement will terminate upon the completion of all
remaining Services for which funds are allocated. No penalty or expense shall accrue
to the City in the event this provision applies.
23. WAIVER OF ARBITRATION RIGHTS: Both parties acknowledge and agree
that they are familiar with the provisions of RCW 39.34.180(3), as now in effect, and that
of their own free will they hereby expressly waive any and all rights under RCW
39.34.180(3), as now in effect or as hereinafter amended, to arbitrate the level of
compensation for incarceration services charged under this Agreement, or any renewal
thereof, that either party may posses. The parties further agree that such level of
compensation and all other issues related to the purpose of this Agreement will only be
as agreed to herein or as otherwise agreed to in a writing executed by the parties.
24. DURATION: This Agreement shall be effective upon execution by both
parties and shall continue through December 31, 2005, unless terminated earlier under
the terms set forth in Section 21 above. This Agreement may be renewed for
successive periods of one year by written addendum executed by all parties hereto
under such terms as the parties agree in writing. Nothing in this Agreement shall be
construed to make it necessary for the Contracting Agency to continuously house
inmates with the City of Auburn.
25, GOVERNING LAW: The parties hereto agree that, except where expressly
otherwise provided, the laws and administrative rules and regulations of the State of
Washington shall govern in any matter relating to this Agreement and an inmate's
confinement under this Agreement.
26. MISCELLANEOUS: In providing these services to the Contract Agency, the
City of Auburn is an independent contractor and neither its officers, agents, or
employees are employees of the Contract Agency for any purpose including
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L~ ~ ,~
responsibility for any federal or state tax, industrial insurance or Social Security liability.
No provisipn of services under this Agreement shall give rise to any claim of career
service or civil service right, which may accrue to an employee of the Contract Agency
under any applicable law, rule, or regulation.
CITY OF FEDERAL WAY
Date:
Attest:
David Moseley,
Federal Way City Manager
Chris Green,
Federal Way City Clerk
Approved as to legal form:
Patricia Richardson,
City Attorney, Federal Way
CITY OF AUBURN
Date:
Attest:
Peter Lewis, City of Auburn Mayor
Dani Daskam,
City Clerk, Auburn
Approved as to legal form:
Daniel B. Heid,
City Attorney, Auburn
11
C ,- , I
5. !-\
CITY OF FEDERAL WAY
CITY COUNCIL COMMITTEE STAFF REPORT
SUBJECT:
February 14, 2005
Parks, Recreation, Human Services & Public Safety Council Committee
David MO~ Manager 7
Anne E. Kirkpatrick, Chief of policeÓ£-(( .
Resolution to Accept and Support the 2005 USA PAC RIM Sports Summit
DATE:
TO:
VIA:
FROM:
Policy Question
May the City of Federal Way create a Resolution to Accept and Support the 2005 USA PAC
RIM Sports Summit?
Background
The United States Olympic Committee has signed an agreement with the Olympic Committees of
China and Canada to lay the foundation for a USA Pac Rim Sports Summit, which will include
elite athletes and other participants from the United States, China, Canada, Russia, Japan, South
Korea, New Zealand, and Mexico, as well as, other Pacific Rim Countries.
The Federal Way Aquatics Center has been selected as the location for a portion of the USA Pac
Rim Sports Summit.
The Seattle Organizing Committee plans to raise $10 million from concessions, ticket sales, and
sponsorships; however there is no guarantee that the City of Federal Way will receive any of this
funding. The Federal Way Department of Public Safety (FWDPS) estimates the potential cost to
our Department to be $88,182.60 if we do not receive funding from the Seattle Committee.
These dollars would have to come from the FWDPS overtime budget.
Attached is a Resolution to approve, accept and support the USA Pac Rim Sports Summit, and a
spreadsheet of our personnel cost estimate.
Options
1. Motion to approve the Resolution, with a cost of $88, 182.60, of the City Council of the City
of Federal Way, W A, Approving Acceptance and Support of the USA Pac Rim Sports Summit
(also known as "The Road to Beijing") and the Pacific Health Summit and Related Events
coming to the City of Federal Way in 2005, and forward to Full Council for consideration at it's
March 1, 2005 meeting.
The Pac Rim Sports Summit wiJ] allow the City of Federal Way to be recognized for it's
cultural events, and will also bring additional trade to the City.
\-\- \
2. Motion to approve the Resolution, with a cost of$88,182.60, of the City Council of the City
of Federal Way, W A, Approving Acceptance and Support of the USA Pac Rim Sports Summit
(also known as "The Road to Beijing") and the Pacific Health Summit and Related Events
coming to the City of Federal Way in 2005, Contingent upon the Seattle Organizing Committee
Reimbursing FWDPS costs, and forward to Full Council for consideration at it's March 1,2005
meeting.
The Pac Rim Sports Summit will allow the City of Federal Way to be recognized
for it's cultural events, and will also bring additional trade to the City.
Staff recommendation
Motion to approve and accept the Resolution to Accept and Support the USA Pac Rim Sports
Summit and The Pacific Health Summit and Related Events.
Committee recommendation
Forward option (1) to the full City Council for approval on March 1,2005.
APPROVAL OF COMMITTEE REPORT:
Committee Chair
Committee Member
Committee Member
2
\-\- 2-
RESOLUTION NO,
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FEDERAL WAY,
WASHINGTON APPROVING ACCEPTANCE AND SUPPORT OF THE USA
PAC RIM SPORTS SUMMIT (ALSO KNOWN AS "THE ROAD TO BEIJING")
AND THE PACIFIC HEALTH SUMMIT AND RELATED EVENTS COMING TO
THE CITY OF FEDERAL WAY IN 2005.
WHEREAS, the United States Olympic Committee has signed an agreement with the
Olympic Committees of China and Canada to lay the foundation for a USA Pac Rim
Sports Summit, which will include elite athletes and other participants from the United
States, China, Canada, Russia, Japan, South Korea, New Zealand, and Mexico, as well as,
other Pacific Rim Countries; and
WHEREAS, The Federal Way Aquatics Center has been selected as the location for a
portion of the USA Pac Rim Sports Summit in 2005; and
WHEREAS, the USA Pac Rim Sports Summit will be complemented by a Pacific Health
Summit, jointly organized by The National Bureau of Asian Research (NBR) and the
Fred Hutchinson Cancer Research Center, that will attract leading CEO's scientists and
public healthcare officials from the Pacific Rim region to discuss innovative approaches
to improving health how emerging scientific breakthroughs could improve the future of
healthcare; and
WHEREAS, the athletic events will be televised nationally and internationally, providing
opportunities to showcase The City of Federal Way.
WHEREAS, theSeattIe Organizing Committee, is a nonprofit entity chaired by Jim
Dwyer that includes among its numbers Seattle community leaders Libby Gates
Annintrout, Stan Barer, Mic Dinsmore, Martha Choe, John Rindlaub, and Steve
Sundborg; and
WHEREAS, the Seattle Organizing Committee is not requesting any City or state
funding and plans to raise $10 million from concessions, ticket sales, merchandising and
sponsorships to cover the costs of the Sports Summit and reimburse the City for any of its
related expenditures; and
WHEREAS, these events offer a unique opportunity to Federal Way citizens to learn
more about the Pacific Rim region and to enjoy and participate in a variety of activities
including sports competition, arts and cultural festivals, and a discussion of creative
approaches to scientific research that has the potential to dramatically improve world
healthcare;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY,
WASHINGTON, DOES HEREBY RESOLVE AS FOLLOWS:
Page I
\\-3
Res. #
Section .1.
The City of Federal Way and its citizens wannly welcome to Federal Way the USA Pac
Rim Sports Summit, and the Pacific Health Summit, and express support for the efforts of
the United States Olympic -Committee, the Seattle Organizing Committee, and other
associated hosting organizations that are bringing these events to our city and region.
Section 2. Severability.
If any section, sentence, clause or phrase of this resolution should be held to be invalid or
unconstitutional by a court of competent jurisdiction, such invalidity or
unconstitutionality shall not affect the validity or constitutionality of any other section,
sentence, clause or phrase of this resolution.
Section 3. Ratification.
Any act consistent with the authority and prior to the effective date of this resolution is
hereby ratified and affirmed.
Section 4. Effective Date.
This resolution shall be effective immediately upon passage by the Federal Way City
Council.
RESOLVED BY THE CITY COUNCIL OF THE CITY OF FEDERAL WAY,
W ASINGTON, THIS - DAY OF , and 2005.
CITY OF FEDERAL WAY
MA YOR, DEAN McCOLGAN
ATTEST:
CITY CLERK, N. CHRISTINE GREEN, CMC
APPROVED AS TO FORM:
PATRICIA A. RICHARDSON
CITY ATTORNEY
FILED WITH THE CITY CLERK:
Res. #
Page 2
\i -q
PASSED BY THE CITY COUNCIL:
RESOLUTION NO.
Res. #
Page 3
\-\--_S
PERSONNEL COST ESTIMATOR
Total Total ,
Personnel Personnel Total P lid ffi Rate Hours Sta d d 0 rf Total Line
Standard O.T, Personnel ersonne en I ler n ar ve Ime Item Cost
.
4.00 4.00 Commander $49.78 $74.67 160 $0.00 $11,947.20 $11,947.20
4.00 4.00 Lieutenant-E $41.01 $61.52 160 $0.00 $9,842.40 $9,842.40
25.00 25.00 Officer-E $31.00 $46.22 750 $0.00 $34,665.00 $34,665.00
4.00 4.00 PSO-E $22.20 $33.30 120 $0.00 $3,996.00 $3,996.00
0.00 $0.00 $0.00 $0.00
0.00 $0.00 $0.00 $0.00
0.00 $0.00 $0.00 $0.00
2.00 2.00 Bomb $46.22 60 $0.00 $2,773.20 $2,773.20
6.00 6.00 SRT $46.22 180 $0.00 $8,319.60 $8,319.60
12.00 12.00 BDU $46.22 360 $0.00 $16,639.20 $16,639.20
0.00 $0.00 $0.00 $0.00
0.00 $0.00 $0.00 $0.00
0.00 $0.00 $0.00 $0.00
0.00 $0.00 $0.00 $0.00
Personnel Hours Cost
Standard Overtime Standard O.T. Standard O.T, -----
0.00 57,00 0,00 1790.00 $0.00 $88,182,60 -----
Total Personnel i: ;~<.. "'~~Xg~ "./, .,', Total Hours Total Cost
57.00 ;~F:";';c 1790.00 $88,182.60
-:7
\
I
5.'1-
CITY OF FEDERAL WAY
MEMORANDUM
DATE:
February 7,2005
FROM:
Parks Recreation, Cultural Services and Public Safety Committee
David H. ~anager
Patricia A. Richardson, City Attorney Q~
TO:
VIA:
SUBJECT:
Convert the Appointment Municipal Court Judge Position to an Elected
Position
Policy Issue: Should the City Council convert the existing municipal court judge position
that is now filled via an appointment and confirmation by Council, to an elected position
for the voters to decide in the 2005 fall election?
Background: The Municipal Court was formed in 2000 under Title 3.50 of the Revised
Code of Washington. Before the Municipal Court began operating, the City issued a
RFQ, which a method of selecting qualified individuals through a competitive method.
The judge was selected, an employment contract was negotiated, and the Municipal Court
began operating on January 1,2000.
Under RCW 3.50.040 the City had the option of appointing the municipal judge provided
that the hours worked were less than thirty-five (35) per week. The length of the
appointment must coincide with the election years of judges beginning with January 1,
1986. RCW 3.50.040. Accordingly, Judge David Tracy was appointed, with Council's
confirmation, for a term of January 1, 2000 to December 31, 2001. Judge Tracy was
again appointed for a term of January 1,2002 to December 31,2005.
Individuals running for an elected office must declare their candidacy the last week of
July 2005. Accordingly, Council has the opportunity to change the method to an election
for selecting the municipal judge for a term of January 1, 2006 to December 31, 2009.
Attached is a memorandum outlining the process for converting the position to an elected
position, and a comparison of appointed versus elected position.
Options: 1. Convert the part-time municipal court judge position to an elected position
commencing January 1,2006. Direct Staff to prepare an ordinance modifying Federal
Way City Code 2-331(b) for the election of a part-time municipal court judge for full
Council consideration at March 15, 2005 City Council meeting.
:f,-\
2.
Maintain the part-time municipal court judge position as an appointed position
Staff Recommendation: Follow Council direction.
Committee Recommendation:
Forward option - to the full City Counci] for approval.
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K:\agnditem\2005\prhsps\municipal judge
1>- 2-
Municipal Court Judge Comparison
Issue Elect Appoint
Judicial Hours Council can influence judicial Council can influence judicial
hours through the budget via hours through the budget via
compensation. compensation and the
employment contract.
Day-to-day Operations No mechanism to influence Opportunity to influence the
the administrative actions. administrati ve direction of the
Court through appointment
every four years.
Potential LiabiJity Judge becomes an employee, Employment contract creates
so the City would assume independent contractor with
liability for actions as with the standard indemnification
any other employee, but has clauses if liability would arise.
no mechanism to influence
judge's actions.
Selection Public select through voting. Use of a Request for
Public's access to Qualifications and review of
qualifications is limited to qualifications by City Staff.
Judicial Evaluations, provided The City Manager makes
candidate agrees to be recommendation and Council
evaluated, the media, or confirms appointment.
campaign.
Budget Council authorizes FTE and Council authorizes FTE and
total budget for the Court. No total budget for the Court.
other influence
Accountability Commission on Judicial Commission on Judicial
Conduct. RCW 3.50.095. Conduct. RCW 3.50.095.
Not subject to recall by the
voters.
K:\Municipal Court\ Municipal Court Judge
1--3
CITY OF FEDERAL WAY
CITY ATTORNEY'S OFFICE
Memorandum
DATE:
February 7,2005
TO:
FROM:
Federal Way City Council Members
Patricia A. Richardson, City Attorney ~~
SUBJECT:
Process for Converting the Municipal Court Judge Position to an Elected Position
At the City Council retreat on January 29,2005, Council requested an outline ofthe process in the
event Council determined to convert the Municipal Court Judge Position to an elected position.
A. Federal Way City Code.
The Federal Way City Code ("FWCC") specifically provides that the municipal court judge shall
be appointed in December 2001 for a tenD commencing January 2, 2002, and appointed
thereafter "provided that the judicial position continues as a less than full-time equivalent
position as defined in RCW 3.50.055". When the judicial hours become a full-time equivalent,
(i.e. more than thirty-five (35) hours per week) "an election shall be conducted the year preceding
the expiration of the appointed term." FWCC 2-311(b).
The FWCC does not specifically address the situation of converting the less than full-time
judicial position from appointed to an elected one. One could argue that failing to specifically
provide for the election of a part-time municipal court judge position would require the position
become full-time, or that the elected position was not subject to an election until Council
specifically directed through a resolution or ordinance. Hallin v. Trent, 94 Wn. 2d 671, 619 P.2d
357 (1980) (the County Auditors correctly refused to place the court position on the ballot title
when the position was not effective until January 1 and the legislation did not specify the election
before the effective date). Upon further reveiw, if Council desires to convert the part-time
municipal court judge position to an elected one, an ordinance amending FWCC 2-311 (b) should
be enacted to clearly provide for the election of the part-time municipal court judge and to
provide the election in 2005.
8, King County Elections.
There is no specific statutory requirement regarding notice to King County elections to place the
municipal court judge position on the ballot title. However, as a general rule the Auditor
requires proof, usually in the form of a resolution or ordinance, that the City Council has
authorized the ballot proposition.
~-y
Council Members
Process to Elect Judge
February 7,2005
Page 2 of 2
Additionally, a representative of King County Ejections indicated that there is no specific process
for notifying the County when the municipal court judge position would become an elected
position. However, given that the candidates must decJare their candidacy by the Jast week of
July, it logically follows that the City CounciJ would formally make the determination
beforehand to notify the County that the position should be on the ballot title.
If Council were to decide to convert the part-time municipal judge position to an elected
position, it is recommended that Council enact an ordinance modifying FWCC 2-311(b) to
provide for the ejection and to specify the ejection period.
If Council were to decide to change the municipal judge to a full-time position, which wouJd
automatically convert the position to an elected one, a resolution formally changing the position
to an elected position is recommended. City Staff would then forward either the ordinance or the
resolution to King County elections for placement on the balJot.
Please do not hesitate to contact me if I can be of further assistance.
cc:
David Moseley, City Manager
KICOUNMEMOI elect municipal judge process
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