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FHSRAC PKT 02-28-2006 City of Federal Way City Council Finance/Human Services/Regional Affairs Committee Tuesday, February 28, 2006 City Hall 5:30 p.m. Hylebos Conference Room AGENDA 1. CALL TO ORDER 2. PUBLIC COMMENT 3. COMMITTEE BUSINESS A. Approval of the January 24, 2006 Minutes Action B. Legislative and Congressional Update Levy Information C. Award of Quote for the Purchase of Replacement PS Mobile Computers Sadri Action D. December 2005 (Year End) Monthly Financial Report Kraus Action E. Carry Forward Budget Adjustment Ordinance Kraus Action F. Vouchers Kraus Action G. Proposed Changes to 2006 Council Rules Richardson Action H. Council Retreat Follow Up: Updated Vision Mission and Goals Statements Wang Action I. Adoption of Federal Way's Housing and Human Services Consolidated O'Donnell Action Plan 2006 - 2010 J. Report on Federal Way Homeless Street Count O'Donnell Information K. Endorsement of the 10-Year Plan to End Homelessness in King County O'Donnell Action L. Interlocal Agreement with the City of Tukwila for the Organizational Allen-Mpyisi Action Capacity Building Pilot Program M. Comcast Cable Franchise Extension Wang Action N. Surplus of Property Richardson Action Wang O. Proposed Ordinance to Terminate AT&T Franchise Richardson Action 4. OTHER 5. FUTURE AGENDA ITEMS 6. NEXT MEETING: March 28, 2006 Committee Members: City Staff: Linda Kachmar, Chair Iwen Wang, Management Services Director Jeanne Burbidge Krystal Kelsey, Deputy City Clerk Jack Dovey (253) 835-2541 PRELIMINARY City of Federal Way Finance! Human Services! Regional Affairs! Committee Tuesday, January 24, 2006 City Hall 6:00 PM Hylebos Conference Room MINUTES COMMITTEE MEMBERS IN ATTENDANCE: Chair Linda Kochmar, Member Jeanne Burbidge, and Member Jack Dovey STAFF MEMBERS IN ATTENDANCE: Derek Matheson, Interim City Manager; Iwen Wang, Management Services Director; Karen Kirkpatrick, Deputy City Attorney; Tho Kraus, Finance Manager; Ken Miller, Deputy Public Works Director; Rob Van Orsow, Solid Waste/Recycling Coordinator; and Krystal Kelsey, Deputy City Clerk OTHERS IN ATTENDANCE: Bill Powell, Clearwire Communications 1. CALL TO ORDER Chair Kochmar called the meeting to order at 6:04 p.m. 2. PUBLIC COMMENT None. 3. COMMITTEE BUSINESS A. APPROVAL OF THE NOVEMBER 22,2005 MEETING MINUTES The Committee mjsjc to approve the minutes as presented. B. LEGISLATIVE AND CONGRESSIONAL UPDATE - Mr. Matheson and Legislative Lobbyist Doug Levy (via conference call) gave an update on issues important to Federal Way during this year's state Legislative session. Key items include: Tougher sentences for vehicle theft crimes, the streamlined sales tax issue, annexation financing, transportation projects and committees, and low-income housing. Furthermore, Mr. Matheson and Mr. Levy discussed potential treasury earmarks for Federal Way to include funding for the Triangle project, the City Center Access project, and Camp Kilworth. C. CLEARWIRE SITe LEASE - Ms. Kirkpatrick presented the lease agreement to the Committee. Based on answers by Bill Powell with Clearwire, the Committee learned that Clearwire will use the current T- Mobile facility in Lakota Park, that this location will provide an approximate coverage area of one mile for Clearwire customers and that installation of six sites will be located in Federal Way with installation beginning in the next month. Ms. Wang reported that Clearwire customers would not be subject to a utility tax due to a current Federal moratorium on collecting Internet taxes. Staff will research the legality and applicability of this moratorium. Mr. Powell agreed that he, or another Clearwire representative, would be available to answer Council questions at the February 7 meeting if they are requested to do so. The Committee directed staff to correct the commencement date in the proposed lease to reflect the year as 2006 rather than 2005. The Committee m/s/c to place approval of the Clearwire Site Lease, as modified, on the February 7, 2006 Council Consent Agenda. A'-- \ PREUMINARY D. TACOMA POWER FRANCHISE - Mr. Miller presented the staff report and proposed Ordinance to the Committee. The Committee m/s/c to forward the first reading of the Ordinance to the February 7, 2006 City Council Agenda. E. NEW COMPLIANCE REQUIREMENTS FOR FEDERAL GRANT TRANSPORTATION PROJECTS - Ms. Wang presented the staff report and proposed agreement with WSDOT. The Committee inquired about the need for such an agreement. Ms. Wang answered that the EEO requirements for Federal grants are not new, just the State's methods of ensuring compliance. Ms. Wang further explained that the City must enter into this agreement in order to continue receiving Federal grant funds. Ms. Wang reviewed the City's plans to meet the enforcement requirements and the ways in which we currently meet some of the requirements. The Committee m/s/c to place authorization for the City Manager to execute the standard "Non- Discrimination Agreement" provided by WSDOT on the February 7,2006 Council Consent Agenda. F. REGIONAL SOLID WASTE PLANNING - UPDATE ON PRELIMINARY TRANSFER AND WASTE EXPORT FACILITY RECOMMENDATIONS - Mr. Van Orsow presented the third periodic update regarding the Metropolitan Solid Waste Management Advisory Committee (MSWMAC) and the ongoing regional solid waste planning process. Mr. Van Orsow noted that Federal Way was in need of a Council representative to the MSWMAC. Councilmember Dovey agreed to represent Federal Way; Mr. Matheson will notify Mr. Park of his commitment. G. VOUCHERS - Ms. Kraus presented the December and January vouchers to the Committee and noted that the Final Year-End 2005 report would be presented at the regular FHSRAC meeting on February 28, 2006. The Committee m/s/c to forward approval of the vouchers to the February 7, 2006 Council Consent Agenda. 4. OTHER The Committee agreed to set the regular meeting time for the FHSRAC Committee at 5:30 PM. 5. FUTURE AGENDA ITEMS None. 6. NEXT MEETING: February 28, 2006 A~2~ CITY OF FEDERAL WAY MEMORANDUM Date: February 23, 2006 To: Finance, Human Services and Regional Affairs Committee From: Mehdi Sadri. Information Systems MaV ~ Via: Derek Matheson, Interim City Manage ~~ Subject: Award of Quote for the purchase of replacement PS Mobile Computers POLICY: . City council reviews and awards bids/quotes for City purchases over $20,000. BACKGROUND: City of Federal Way Public Safety department utilizes Mobile Data Computers in each police vehicle for report writing, communication with computer aided dispatch systems, E-mail and access to city maps and other applications to maximize the time spent patrolling yet providing the office environment for other officer duties. This year, City is replacing/upgrading six (6) mobile data computers that were purchased in 2000. These computers are rugged to handle the wear and tear of the mobile use, they are also enhanced with higher intensity display for better readability in outdoor environment, touch screen, backlit keyboards for night time use, and wireless capability for remote access to City network. Staff evaluated two of the most popular rugged laptops for public safety application and selected Itronix Go Book III. We then requested and received quotes from three (3) major vendors. CDW has quoted the lowest price of $3,799 per unit. Staff has purchased from CDW in the past and approves their responsiveness to City needs in terms of cost, delivery, and efficiency. ATTACHMENTS: . Detail information about the equipment, quote results, and the quote comparison sheet. STAFF RECOMMENDATION: Award the purchase of PS mobile data computers for the amount of $24,799.87 including tax, shipping and handling to CDW based on lowest price. FHSRAC COMMITTEE ACTION: Forward with recommendation to the full City Council for placement on the March 21, 2006 City Council Consent Agenda. ApPROVAL OF COMMITTEE ACTION: Committee Chair Committee Member Committee Member C~ I -I I:(/) Q) s:: OJ m m ...... 01 01 ......1 I I)> g ~c ffO)<~NQ)"""~1 ~ ~ "U ~ .., R- 0 ::r ...... ^ N ",' 0 "U...... 0 - 0 0) =::>' s:: 1.1, ::E I:j"~ ~;::;: ~~:::"OJI ...... -. o:? (') ----. 0 I ...... ~ ~ ~$~ro~~3N Q) .... 0) <'< <o..-Iro""O I 0) ~ 50'"<0><3 ro3 ro;:;1 i;r x ~ ~o>-'G) ~~ 0'" I 0..0) z~ ......0 ~o ~ ~a.?~:=e~3~. i g ~ ~ -''<go.f::o. _ . _. >< Q ::E (') 0 0 s:: >< ~ "'--::r "'"'UN ~ "'U a. N (Jj m 1.1' .., (7) I "'U ..,;:,(')~OJOO .., roo..a;ro::r(')+ Q, O)cro3~*G) ro ~(J)~roo..~tD ~ III ......o..Q: 0'1 ~~........:.. I ~ zro.f::o.O I !!1..j 01 (7) I I -----+-r-- I I -- ---- J -it I $$ $ , I G> NN-,--""N $ I, .., 0>U)V7U) U) ~ 0 o~~m ~ ~ ~~O~ ~ s:: W 6 0 0 6 Ig. ~~_~_ _ 0 1m -- -- , i I I 'i I 1 ~ ~ ..--.- ~ --- . - ..... I un NN N $ 1 AN$N U) ~~o~ ...... 0 CD <0 0<0 <0 ,0 ~f>-o.f::o. I ~ ~ 030 0 I 0 .....0 0 0 i-+--n _jIJ_ $$ $ ~ NN$N $ I ~~w~ ~ 0 01......01~ .f::o. < ~~OU) ...... < ......~~~ ~ ~ 01<0......0 0 ro w...... 0 0 I CD I ~ 0-2- :F=.\~m.;E:":~-=-'~~"""~~ ....,. ......"....~ .." .,..." .".""~.M'~~'''''''''"...... :3.'....."..,...,,"'''',"'"., ,.,. M .'ii'.~~'(:~.'mi'":::''''' . ..ce_":",.' .."._.........~..~m_"""""w M~~:~:';:'!Iri:~:~~~. ". ~,.~,....>>....W ,<-,"" ,v~m,=""'''''*':<<~,...", ,:,:,::,,'.:.,:,::::=,'-~-Pa~ill t~i~~~,f[~,f"!~I~Q~,:"Qs~g~l~~9.??.?QQQQ9~L",c~~___,, ,'.". <<<,." ,.",..,.","-~~~::!==. ... Page 1 ~. TheRightTedmo/ogJ< SALES QUOTATION Right Away. .. www.CDWG.com . . . . . . . 800--808-4239 BFC0583 59618S3 2/09/2006 MIKE FRANKLAND CITY OF FEDERAL WAY 3332S 8TH AVE S 33325 8TH AVE S L CITY OF FEDERAL WAY P MIKE FRANKLAND FEDERAL WAY, WA 98003-6325 FEDERAL WAY, WA 98003-6325 Contact: MIKE FRANKLAND 253-835-25S4 2538352554 GO BOOK III NO SPRINT 6 NEW-IT NEW ITEMS DO NOT PICK THIS LINE 3799.00 22794.00 Mfgll. COW-NEW-ITEM FOR REGULAR NEW ITEMS, ENTER Itronix IX260+GBlII-l06 Itronix enhanced display w/ 2nd ush --GQBOOK KIll 1.8GHz P M, 512MB, 40GB, BACKLI IT, WINXP, EVDO READY Manufacturer phone number FOR REGULAR NEW ITEMS, ENTER Distributor part II OR Manufacturer part II Manufacturer name Product Description Manufacturer phone number 6 402802 ITRONIX GO BOOK CD-ROM 24X 110.00 660.00 Mfgll: ITO-51-0254-004 SUBTOTAL 23454.00 FREIGHT .00 SALES TAX 2063.96 . US CUrrency 25,517.96 CDW Government, Inc. Please remit payment to: 230 North Milwaukee Ave. CDW Government, Inc. Vernon Hills, IL 60061 75 Remittance Drive Phone: 847-371-5000 Fax: 847-419-6200 Suite 1515 Chicago, IL 60675.1515 C/3 Page 1 of 1 .- . .W RHO '-~J WlreIea -""1'1""'1'"'";1""'''.'''' .'1'.1.......'..,',............. \.," i ': ,. <!!. li"!;f~1< :~'~, '1\~'t'*',,'.~1'~/'i f ",. " '}i~' '<', ~""", " '. ..' \~'<:, ./;~:;;~':~;:,:~::!!,;~;,:'::.'!::::!\j:!:i:::,:0', Ii 1~~1:dj;:~~~tJi'{:::~:::: :: ':':i~ :: Home -------- Shopping Cart Wire!~.s...LAN ~fn Computing Items for checkout Part _ Price Produd 10 Product Name N b Quantity E h Amount Remove Dragon Speech urn er ac Recognition SW 746 Go Book III 1.8 GHz Penium M IX260+- $3,899.00 $23,394.00 ~ --- -- Processor, Enhanced XGA Transmissive 01A2A3A , Display, 512 MB OOR RAM, 40 GB Hard Conta~LtL'i Drive, Niteview US Keyboard, Windows XP Professional Sub Total: $23,394.00 Shipping and Handling: $350.91 ~a~ at 8.25% ifde~ivery $1958.96 wlthm the State of1exas: ' Total Due at Check Out: $25,703.87 .. Sjgl}:::Il1 ff-). Continue $ $ Q Shopping . Update Your Shopping Cart ~ Final Check Out _.'~ Your - - . Account ^'. Your .,; "C;.~I_t "f??C /I Z Cf'7. V'.~ J7"dL--1-c. // kL5 ,( 3 z ;:F"'o c;.)o #/./2 ?d/e.c7 pZ~ 'f &:-. q'/7rJ -r 7#Y -- ------ ;/z:?; ~;ff( ~ 5".3 c- ti- ttp://www.rhowireless.com/ShoppingCart.aspx 2/16/2006 --- [~r~:e.):~~El2~~:=qq6fII2i]]E~ff~6k!aE~~29-,=Ic?9~m:fieyi~~c' ._~~:~~:~>_~-.~-_==:~~:~::-->N ..' =.~,._>. .. --------.. - ---F:igeJ] .~~:~""',*" *,*,''''',mi.\W',' ,\ ","'.". " " :;" . ." '\._,. ..-...-.-....--., -".... ~~~-_....~. ~ ",~,- '~",. ",. -,.y,".~~,.-.- (J Group mabihf QUOTE Quotation Number: 55896Rev2 Quotation Date: 02/14/06 Quotation For: Quotation From: Mike Frankland Richard Lawson City of Federal Way Group Mobile Int'! LLC 6825 West Galveston, Suite 6 Chandler, AZ 85226 Phone: 480-705-6100 Fax: 480-247-2750 Special Comments or instructions: Product Quoted: GoBook III Fully-Rugged laptop Computer Qty Item Description Retail Unit Your Unit Extended Price Price Price 6 1.8GHz Mobile Intel Pentium M Processor, $4,655 $3,733 $22,398 512MB SDRAM, 40GB Hard Disk Drive, 56K Modem, 10/100 Ethernet LAN, WWAN AirCard- Ready, 12.1" Outdoor-Enhanced Touch Screen XGA Display, NiteVue Keyboard, Microsoft Windows XP Professional SUBTOTAL $4,655 $3,733 $22,398 SALES TAX 0 TOTAL $22,398 - Total Amount You Save by Buying from Group Mobile = $5,532 - Quote prices are effective for 30 days. Freight is not included in the quoted pricing. j)-#V' ? 1..- if :;-. .:;-.v f}/h-kC Fr k ~ //'~.v~ pfr /f?-/"L- ;/-/-7/ //,,& y& - ? 7" c?' ~c;:~ P /72-? (~/i ---------.------ ,...---- .. Group Mobile Int'i 1 -Z61/~- 30 (480) 705-6100 - m _......,_C-5 .~w , ~ CITY OF ~ Federal Way MEMORANDUM Date: February 28, 2006 To: Fin""",, Human Scrvice' & RegiO~~Smmittee rv--. Via: Derek Matheson, Interim Cir;pag . From: Tho Kraus, Finance Manage . ~ Subject: December 2005 Monthly Financial Report Action Reauested: Accept the December 2005 Monthly Financial Report and fOlWard to the March 7th Council meeting for full Council approval. K:\FlN\MFR\MFRFEDRACCYR I.DOC }>/\ MEETING DATE: February 28, 2006 ITEM# .....................,""'........._......~....". ...... .............-...... ."'....-........... .................-...."""..... mmm ..."......,........ ........................................"',,,..... CITY OF FEDERAL WAY City Council AGENDA BILL SUBJECT: December 2005 Monthly Financial Report ...""""..__..._.............." .............~..,"',., m......._........."",......._.__._.............., ..........._..........""...,._........ . ...,"",.~._.__.__..~..,""",..._.._..__.m....""..,,".-.-..-.-.._........ ..........""'.,........-..----...............,.."". ..-......- .............,... """.,...-........ ... ., ..."..,.'''....-..........-.....-.. ........","'"." ......_....._.._.........~"""",..,"" CATEGORY: BUDGET IMP ACT: [g] CONSENT o ORDINANCE Amount Bndgeted: $ 0 RESOLUTION o PUBLIC HEARING Expenditure Amt.: $ 0 CITY COUNCIL BUSINESS o OTHER Contingency Req'd: $ .""""_._.._..__...,... .,"'~ ..'"..........."."~r_.._..._...M..."'"."'......_....._...,"'..,""''''....__.._..........""'..,....__._._~,...~~'".,~~,,....._._.___.........,.."'.,,___....._ .......~.........,'''''"..., ....__................,,,..,...,____...._._._..........M....""""'...,....__...__.-.-......................-.......-.....-..-.....~"'..""'.."..,....--.. A TT ACBMENTS: December 2005 Monthly Financial Report .,.....,.._....._...."..,",.".~._.._............,...."_.._.___._...~,..,......,,,.~.__._.,......,',..~.,.._.._...._.......,,.....,,_..__.._~.....,,'"''...._..__~,.~""",..,.~.,__..~.~"..,~.__...._"..,,,......,,","......_.___............,"'"..."......_.._..._~.~.....,',..,..,...""___...._.........,..,.....'..~m'_'.'._.._.._..................,...,...".._,..,___._..._..__................ SUMMARYIBACKGROUND: ___._.............""'........_.~~,,....,...."._._..._._.........."'"'_.._._................"....._......__._,_..."...._.~."'~""._..__._._~.............,,""._.__...._.........M...,'""_,._.__.__...................."'.."."....__.___._..............,..,,,......,,"_._____...,...~.....,',.......,._._..._._._................".."..,.___._._~....................,,"...,.,...._._...._...........,..,",..,...... CITY COUNCIL COMMITTEE RECOMMENDATION: Was reviewed at the Finance, Human Services and Regional Affairs Committee at their February 28th meeting. PROPOSED MOTION: "I move for the approval ofthe December 2005 Monthly Financial Report." ................-...........''''' ......-.........,.."".........-.--....--......... ""."'....-.............-....,...."'...".......-.- ............."'..,..- ......................",......".........-.......-.......,...."'.."...-...--.--...,...""'''....-..-.--......"...-.........-.......'''' . .........,...-,,-.-...-............,.".,. ............._"...... . ........-...-....-..........."'. "...".-...........-.....-..-................... CITY MANAGER APPROVAL: (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: 0 APPROVED COUNCIL BILL # 0 DENIED 1ST d' rea mg 0 T ABLEDIDEFERRED/NO ACTION Enactment reading 0 MOVED TO SECOND READING (ordinances only) ORDINANCE # RESOLUTION # REVISED - 05/10/2001 p-Z crry~ ~ December 2005 Monthly Financial Report Federal Way GENERAL & STREET FUND OPERATIONS The overall operating of the combined General and Street Fund showed a positive result of $2.66M through December. Overall revenue total $35.38M and is $709K or 2.0% above budget, primarily attributable to the exceptional building permit activities and a positive sales tax infused by new constructions. Both pennit and construction sales taxes are cyclical in nature and very sensitive to changing economy and should not be overly relied upon for long-term purposes. Year -to-date expenditures total $33.23M and is $1.95M or 5.5% below budget. Of the $1.9M expenditure savings, $1.28M is included in the Carryforward Budget Adjustment for continuation of existing projects and new programs ($148K). Variance GENERAL & STREET FUND Vear2004 Year 200S Favorable (Unfavorable) Summary ofs"urces & Ue.... Budget Actual Budget Actual Dollars ($) Percent (%) Beginning Fund Balance $ 8,109,614 $ 8.109,614 $ 2.945,041 $ 2.945.041 $ (0) 0.0% OPERATING REVENUES Property Taxes 8,107,771 8.121,088 8,584.024 8,442,168 (141,856) ~1.7% Sales Tax 10,835,153 10.546.218 10.793.000 11,305,537 512,537 4.7% Criminal Justice Sales Tax 1,714.051 1,648.046 1,781,000 1.817.981 36,981 2.1% Intergovemmental 2.233.623 2,231,610 2.210.000 2,248.446 38.446 1.7% Leasehold Tax 2,500 19,292 2.500 2,026 (474) -19.0% Gambling Taxes 1.850,000 1.443.150 1.430,000 1.501.064 71.064 5.0% Court ReVenue 1,275,975 1,241,810 1,281,000 875,986 (405.014) .31.6% Building Permits/Fees-CD 1,194.009 1.658.586 2,942.400 3,141.368 198.968 6.8% ROW Permrts/Fees-PW 377 .296 339.366 365,000 346,605 (18,395) -5.0% Licenses 142,100 177.445 208,517 233,304 24,787 11.9% Franchise Fees 653.062 700,714 723.000 787,639 64.639 8.9% Passport Agency Fees - 57,910 85,086 63.418 (21,009) -25.5% Recreation Fees 934,950 830,603 872,335 825.052 (47,283) -5.4% Public Safety 653,555 864.485 931.090 1.100,604 169,514 18.2% Admin/Cash Management Fees 542,000 541,495 552,000 552,000 (0) 0.0% Interest Eamings 288,170 111,004 172,000 277.945 105,945 61.6% Mise/Other 108.849 241.711 184,700 305,019 120.319 65.1% Dnnninn T~nsfo~ In' Utility Tax-Celebration Park 231,843 231.843 238,798 238.798 - 0.0% Utility Tax-Kenneth Jones Pool 309,000 283.910 314,000 314,000 - 0.0% Utility Tax-Arts Comm/RW&B - - 93,750 93,750 ~ 0.0% Utility Tax-Police Positions ~ ~ 625,000 625,000 - 0.0% Utility Tax-St,eet Bond Projects 182,852 182,853 192,000 192.000 - 0.0% Utility Tax-New Street Lights ~ ~ 93,900 93,900 - 0.0% otal Operatlng_Rlivenues 31,838,759 31,473,139 34,875.100 35.383,608 708,508 2.0% OPERATING EXPENDITURES city Council 305,038 306,685 388.802 344,136 44,665 11.5% City Manager 737,905 677 ,036 871,491 853.100 18,391 2.1'% Municipal Court-Ope,ations 1,461,066 1.404,903 1.401,822 983,097 418,725 29.9% Economic Development 166,848 135,411 302,115 228,584 73,531 24.3% Management Services 2,043,473 2,014,104 1,883.518 1,862,587 20.931 1.1% Civil/Criminal Legal Services 1,427.447 1,219,618 1.145,500 1,005,324 140,176 12.2% omm. Development Svcs 3,720,212 3,365,496 3.494,215 3,123,953 370,263 10.6% ail Services 1,384,060 1,211,530 1,442,060 1.400,637 41.423 2.9% Police Services 16,075,115 16,042,043 16,397,701 15,843,471 554,230 3.4% Parks and Recreation 4,042,762 3,922,250 3,945,274 3,941,474 3.800 0.1% Public Works 4,046.049 3,687,934 3,910,022 3,644,449 265.573 6.8% IS Charges-Unallocated 86,000 71,996 - ~ - n/a TotatOperatlng Expenditures 35,495,974 34,085,008 35,182,521 33.230,813 1,951;708 5.5% Operating Revenues over/(under) Operating Expenditures (3,859,215) (2,591,887) (507.421 ) 2,152,795 2,680,218 -524.3% OTHER FINANCING SOURCES One-Time Transfers In 7,361 7,361 81,000 73,551 (7.449) -9.2% Grants & Other 395,275 318,304 498.256 584,873 86,617 17.4% Total Other Financing Sources 402,838 325,884 579,256 858.423 79,187 13.7% OTHER FINANCING USES City Manager Contingency 156,836 - ~ - - n/a One-Time Transfers to CIP 2,898.370 2,898.370 1.028,030 1.028,030 ~ 0.0% other - 40,000 - 40,000 100.0% Total Other Financing Us.es 3,055,206 2,898.370 1,088,030 1,028,030 (40,000) -3.7% Total Endlna Fund Balance 1,597,829 S 2,945,041 $ 1,948,848 S 4,728,229 S 2,719,383 142.8% b-3 DESIGNATED OPERATING FUNDS Through December, designated operating funds revenue total $l9.4M and is $445K above the year-to-date budget of$l9.0M with utility taxes and real estate excise taxes being the major contributors. Expenditures of $16.0M is $403K below the budget estimate of$16.4M. Variance DESIGNATED OPERATING FUNDS Year 2004 Year 2005 . Favorable (U~avorable) Isummary of $ources & U$es Budget Actual Budget Actual Dollars ($) Percent. (%) ~egin Balanc"..Designated Funds $ S,228,838 $ 5,228,838 $ 4,610,136 $ 4,610,136 $ 0 0.0% PPERATING REVENUES Intergovernmental 576,978 553,636 596.245 565,1S7 (31,088) -5.2% Util~y Taxes 7,253,021 7,554,782 8,225,399 8,292,S20 67,121 0.8% HoteUMotel Lodging Tax 134,000 142,030 150.000 158,117 8,117 5.4% Real Estate Excise Tax 1,900,000 3,078.898 4,250,000 4,69S,984 445,984 10.5% Dumas Bay Centre 500,250 496,852 523,775 452,672 (71,103) -13.6% Knutzen Family Theatre 76,601 73,999 78,515 69,648 (8,867) -11.3% WM Fees 3,437.136 3,522.667 3,S76,746 3,535.750 (40,996) .1.1% efuse Collection Fees 168,545 179,058 167.701 165,950 (1,751) -1.0% I nteres! Earnings 344,010 76,049 203,345 217,821 14,476 7.1% MiscellaneouS/Other - 2,965 217.250 280,838 63,588 29.3% Clnno;nn Tr"not"'s In' Util~y Tax-Knutzen Theatre 100,000 100,000 118,869 118,869 - 0.0% Utility Tax-Artenal Streets 1,193,804 1,193,804 890,625 890,625 - 0.0% A~I Operatlna'Revenues 15,684,345 16,974,740 18,998.489 19.443,951 445,482 2.3"tI OPERATING EXPENDITURES City Overlay Program 2,270,632 2,243,765 1,547,040 1,495,865 51,175 3.3% Jtifny Tax-Admin/Cash Mgmt Fees 53,561 53,561 54,429 54,429 (0) 0.0% o/id Waste 367,661 290,037 387,238 322,151 65,087 16.8% HoteVMotel Lodging Tax 350,999 186,625 567,446 509,592 57,854 10.2% Debt Service 5,889,631 5,532,121 6,833,128 6,801.614 31,514 0.5% urface Water Management 2,718,698 2,587,905 2,864,111 2,684,052 180,059 6.3% Dumas Bay Centre 501,630 484,372 538,S75 478,294 60,281 11.2% Knutzen Family Theatre 179,177 202,397 201,090 168,945 32,145 16.0% ")nnnlnn Transf"'" flll!: Utility Tax-Celebration Pari< 231,843 231 ,843 238,798 238,798 - 0.0% Utility Tax-Kenneth Jones POOl 309,000 283,910 314,000 314,000 0.0% Util~y Tax-Arts CommIRW&B - 93,750 93,750 - 0.0% Utility Tax-Police Positions - - 625,000 625,000 - 0.0% Utility Tax-Street Bond Projects 182,852 182,853 192,000 192,000 - 0.0% Utility Tax-New St,eel Lights - 93,900 93,900 - 0.0% Utility Tax-Knutzen Family Theatre 100,000 100,000 100,000 100,000 - 0.0% Utility Tax-Artenal Streets Overlay 1.193,804 1,193,804 890,625 890,625 - 0.0% Utility Tax.Transportatlon CIP - - 890,625 96S,62S (75,000) -8.4% oll!l Operating Expenditures 14,349,488 13,573,194 16,431,755 18,028,840 403,115 2.;~"I. Operating Revenues over/lunder) Operating Expenditures 1,334,851 3.401,546 2,566,714 3,415,311 8411,597 33.1% OTHER FINANCING SOURCES One-Time T ranslers In 4,382,836 4,253,236 4,302,677 4,268,946 (33,731) -0,8% Grants/Mitigation/Other 139,126 161,205 175,036 2S7,131 82,095 46.9% Total other Financing Sources 4,522.~82 4,414,441 4,477.713 4,528;078 48,385 1.1% :>THER FINANCING USES One-Time Transfers Out 8,409,601 8,434,690 7,091,561 6,826,4 73 265,088 3.7% Other - - - - - nla Total other Financing Uses 8,409,801 8,434,890 7,091,561 8,828,473 26~,088 3.7% ENDING FUND BALANCE Artenal Street (0) 66,032 - 97,272 97,272 n/a Utility Tax 837,186 1,095,578 868,708 1,027,502 158,794 18.3% Solid Waste & Recycling 83,536 105,142 60,641 121,707 61,065 100.7% Hotel/Motel Lodging Tax - 175,196 - 132,627 132,627 n/a Paths & Trails 5,531 S,629 14,991 15,272 281 1.9% Debt Service Fund 1,547,857 2,826,227 2,815,373 3,195,705 380,332 13.5% Surface Water Management 214,656 355,735 799,420 1,120,908 321,488 40.2% Dumas Bay Centre Operations (20,114) (9,450) - (14,816) (14,816) n/a Knutzen Family Theatre 8,004 (9,954) 3,869 28,875 25,007 646.4% Total EndinQ Fund Balance $ 2,876,656 $ 4,610,136 $ 4,563,002 $ 5,725,052 $ 1,162,050 25.5% 2 b-t} Real Estate Excise Tax Sales Tax hv SIC Code Compared to 2004, collections are up $1.62M or 52.5%. December's receipt of $358K is $58K above December COMPARISON OF SALES TAX COLLECTIONS BY SIC GROUP 2004's activity and includes a total of 313 real estate Year-to-date thro. /)(!Cember transactions, of which 118 were tax exempt and of the Component 2004 2005 Chan,E1e from 2004 remaining 195, 10 were mobile home sales, The annex Group Actual Actual $ % area has contributed year to date revenue of $192,215. Retail Trade L 5,735,317 L ~,889,728 $ .._.154,411 2.7% The largest transactions in the current month consist of the Services 2,103,295 ... .2,243,364 $ 140,069 6.7% .'~. ConstrucVContract 1,035,464 1,~90,740 $ 455,276 44.0% sales of West Campus Office Park Division 1 - Vacant ~O\esaling ~~r~ 538,663 516,208 $ (22,455) -4.2% Commercial Land @ 33520 6th Ave S, West Campus T ransplUtility 15,725 13,446 $ (2,279) .14.5% '"' ..,.,..,--.- ~"'- Business Park - DSHS Office Building @ 616 S 348th I nfonnation 598,078 ~~4,013 $ (~,g65) .0.7% f------ .--. _. Street, Vacant Commercial Land @ 34001 Pacific Hwy S, Manufacturing - 109,5.2.1 138,158 $ 28,634 2_~~~ Vacant Residential Land, and Colby Car Wash @ 27607 Govemment 49,877 55,702 $ 5,825 11.7% Finllns/Real Estate 34~,073 340,448 $ (5,625) _..:~ Pacific Hwy S, Other 14,202 23,730 $ 9,528 67.1% Total $ 10,54s;:m $ 11,305,537 "$ 759,319 7.2% REAL ESTA TEEXC/SE TAX REVENUES Retail sales continue to remain the largest source of sales .:...;. Year to date thru De.cember 2004- 2005 Change frOm 2004 tax revenue, accounting for 52% of all sales tax (rA(Wth Actual Actual $Var %Var collections. Year-to-date retail sales tax collection is up ----.::!~ n $ 122,026 $ 170,866 $ 48,840 40.0% $154K or 2.7% above year-to-date 2004; majority of the '"..~ Feb 147,294 275,617 128,323 87.1% increase is in the following areas: miscellaneous store -. ~~~. _..~ar 199,576 384,048 184,472 92.4% retailers, health and professional care store, motor vehicle .'r'. .- Apr. 243,S31 784,135 ~0,604 222.0% and parts dealer, general merchandise stores, building May 182,533 481,264 298,731 163.7% material and garden, and nonstore retailer. Jun 623,138 425,029 (198,109) -31.8% , Jut 287,969 290,2.~8 2~328 0.8% Aug 205,322 416,213 210,891 102.7% Services industry accounts for 20% of the total sales tax Sep 278,155 5!5,578 2~7,423 8S.4% collections. On year-to-date basis, services sales tax is up Oct 201~424 237,983 3_~,559 18.2% $140K or 6.7% compared to 2004. The types of services Nov 288,344 357,?28 68,884 23.9% which show significant mcreases in 2005 include: Dec 299,59S 357,736 58,140 19.4% amusement, gambling, and recreation; and accommodation YTD Total $ 3,078,898 $ 4,695';984 $ 1,617,086 52.5% and food services. Sales Tax Construction and contracting activity, which accounts for Year-to-date revenue of$11.31M is above December 2004 13% of sales tax collections, is up $455K or 44% from year-to-date revenue of $10.5SM by $759K or 7.2%. The 2004's activity. Sales tax received year-to-date on major current month's Sales Tax of $1.03M is above the 2004 City projects total $274,511 or 18% of total construction monthly activity by $176K or 20.7%, As shown in the and contracting activity. detail by SIC code table below, new construction alone increased by $455K, which is the primary contributing Sales Tax hv Activitv factor of the positive bottom line. In addition, the major projects that contributed to this increase are mainly public ....... ';'. projects. For these reasons, the sales tax improvement is SALES TAX COMPARISON by AREA temporary in nature, different than the broad based Ye.Mo-dafe thru December 2004 2005 Chll from..2004' economic improvement which would be more sustainable. Group Actual Actual $ ....... '% Total Sales Tax $10,546,218 $11,305,537 $759,319 7.2% LOCAL RETIIJL SALES TAX REVENUES S 348th Retail Block $1,474,255 $1,487,943 $13,688 0.9% Year~tq-date thru December % chg from prev yr 107.0% 0.9% na na ....."~~, 2004 2005 Change from 2004 Percentage of total 14_0% 13.2% -0.8% .5.9% Month Actual Actual $ % The Commons 776,355 970,980 194,605 25.1% $ $ 862,219 $ 9,921 1.2% .% chg from prev yr 71.5% 25.1% na na Jan 852,298 Percentage of total 7.4% 8.6% 1.2% 16.7% Feb 1,117,608 1,155,867 38,259 3.4% Major Auto Sales 406,076 413,337 5,259 1.3% Mar 779,946 _ ?94,197 14,,?51 1.8% % chg from prev yr 86.7% 1.3% na na _.,~"'..." _. .t-pr ?9.?,617 752,487 44,870 6.3% Percentage of total 3.9% 3.7% -0.2% .5.5% _ May 875,451 935,065 59,614 6.8% S 312th to S 318th 575,308 567,465 (7,843) .1.4% ~~IJ. 831 ~~.19 857,~10 25,431 3.1% % chg from prev yr 113.1% .1.4% na na ....- Percentage of total 5.5% 5.0% -0.4% -8.0% Jul 808,346 .... .__~13,885 _ S,S39 0.7% ~,,',.,~ ",'-" Pavilion Center 459,845 459,663 (182) 0.0% Aug 983,203 1,05.1,583 74,380 7.6% % chg from prev yr 93_1% 0.0% na na ..'.',,'- ."'. ... ---- .~--,- ..,'.""u.v_ Sep 938,548 1..994,058 ~5,51 0 7.0% Percentage of total 4.4% 4.1% -0.3% -6.8% - ._,~,',. Oct 862,312 994,469 132,157 15.3% ..." .. ....- Nov 937 ,8~.? 1,OS1,158 113,322 12.1% The City's largest retail center, South 348th, which -----=---. .-- Dee 851,074 1,027,139 176,065 20.7% generates 13% of the City's sales tax, is showing an YTD Total $ 10,546,218 $ 11,305,537 $ 759,319 7.2% 3 [)'? increase of $14K or ,9% compared to the year 2004, The UTILITY TAXES Commons is showing an increase of $I95K or 25.1% Year-ta-date thru Decem.ber compared to year 2004 activity because a major retailer is 2004 2005 Change from' 2004 Month Actual Actual $ Var % Var included in 2005, Year-ta-date sales tax for this major Jan $ __ ~B7,590 $ ?26,5B3 $ "~~,992 5.7% retailer increased $79K while in the new location versus Feb 741,009 794,152 53,143 7.2% the old location. Without this major retailer, the Commons I----.~.Ma r 7.05,007 731,9.64 26,().?!_ 3.7% sales tax decreased year-to-date by $24K. Major Auto Apr 709,531 _...'~ 770,397 60,866 8.6% May 617,502 745,699 128,197 20.8% Sale's collection total $413K and is $5K or 1.3% above ,",'~""' ~n.._. 565,7~13. _ 592,788 ._,~'_... 27,060 4.8% 2004. S 312th to S3l6th is down $8K or 1.4% from the Jul 554,222 _..!,09,227 .?.?,O05 9.9% prior year. Pavilion Center tax collections are the same as ~~2 540,~l 585,489 .n. 44,846 8.3% Sep 545,96~_ . 590.070 44,107 8.1% prior year. Oct 584,695 636,521 ,.,.,.. 51.826 8.9o/~ --.". """-'- Nov .._.!?95,016 635,678 40,66~., .-~ Gambling Tax ~l?ec 712,~4 882,017 - 169,073 23.7% Tax Rebate (5,068) (7,1 1?5'>1 (2,098) 41.4% Gambling tax collection through December is $1.50M, In YTD Total $ 7.554,782 $ 8 292.520 $ 737,738 9.8% comparison to 2004 year-to-date collection, 2005's tax Tax rebates are Included in totals. collection is higher by $58K or 4%. One major card-room has contributed $1.17M through December. The annex Compared to year-to-date 2004, Electricity is up $230K or area has contributed year-to-date revenue of $13,855. On 9%, Gas is up $277K or 26%, Cable is up $54K or 7%, month-to-month comparison, December's gambling tax is Phone is down $27K or 3%, and Cellular phone is up down $72K due to a change in accounting practice. To $183K or 12%. simplify the year-end closing process, the threshold amount for accruals back to 2005 was increased to $1 OOK, I U11L1TY TAXES I up from the previous threshold of $25K. Therefore, Year-to-d;,-te thru December gambling taxes for 2005 received in early 2006 that do not 2004 2005 ChangeJrg",2Q04 meet the new threshold will be included as part of 2006's Ac.tual Actual $ Mar % Var revenue. Electric $ 2,440,320 $ 2,670,723 $ 230,403 9.4% Gas 1,081,427 1,358,412 276,985 25.6% .. Also, with the smoking ban effective November 2005, Solid Waste 515,S28 536.267 20Z~~... 4.0% there is some concern that gambling tax revenue may see a Cable 819,019 873,141 54,122 6.6% decline. At this time it still too soon to determine if the Phone 1,013,371 986,617 (26,755) ~2.6% Cellular 1,498,875 1,681,723 182,848 12.2% smoking ban has had an impact. Staff is monitoring and .. Pager 3,364 1,776 (1,589) -47.2% will report on any significant changes. SWM 187,94~. . 191,027 3,082 1.6% Tax Rebate "._--........._~ (5,068) (7,165) (2,098) 41.4% ", GAMBLING TAX REVENUE Total $ 7,554,782 $ 8.292,520 $ 737,738 "---'';; 9.8% .,. Year.to.dat~' .thru December Tax rebates are included in the total 2004 2005 Chanae from 2004 Month Actual Actual $ Var %Var HoteVMotel Lodging Tax Jan $115,177 $ 137,311 $ 22,133 19.2% Feb 113,514 ....) 15,768 3"254 2.0% Hotel/Motel lodging tax collections through December .".,~- Mar 112,880 130,206 ~Z.,326 15.3% total $158K. Compared to 2004, the lodging tax is $16K .~,.". .... f--. Apr __..) 31 ,267 136~_467 5,200 4.0% or 11.3% above the same period, May 117,979 132,353 14,375' 12.2% Jun 120,847 122,257 1,410 1.2% ~ Jul 121,637 130,114 __.?,4 77 7.0% HOTEL/MOTEL LODGING TAX REVENUES .'~- - Aug _..110,541 133.!.906 23,365 21.1% YearcfO-dat9 thru December Sap 114.957 115,878 921 0.8% 2004 2005 Changefram 2004 Oct 109,466 150,900 41 ,434 37.9% Month Actual Actual $.Var % Var Nav 127,293 119,925 (7,368) -5.8% Jan $ 9,377 $ 9,669 $ 292 3.1% Dec 147,592 75,9713' (71,614) ._..~ Feb 11,529 11,717 189 1.60/0 -48.5% YTO Total ~~!!! 7,340 9,153 .__.._!...l! 12 24.7% $1,443,150 1,501,064 57,914 4.0% Apr___.. 11,775 11,390 (~13.!")2 -3.3% ..~..------=-== May 9,513 14,067 4,420'l_ -~~ Jun".___ 11 .554 11,566 12 ------~ -. Jul 10.352 12,24.7. 1.895 18.3% Utility Tax u,~,._._, Aug 14,065 14,632 567 4.0% Utility taxes received through December total $8.29M and Sea 16d!J?.... 17,633 1,137 6.90/0 ."....._" is above 2004 year to date collections by $738K or 10%. Oct 15,546 .. ,,",,_..1..8,047 2,501 16.1% Nov 12,932 13,765 833 6.4% On a month-to-month comparison, May's and December's ..~.,".,on~ ._--,..".,..",.,._,._~ Dec 11,449 14.231 2,781 24.3% utility tax collection exceed 2004's significantly. Both are rfU Tata $ 142.030 $ 158.117 $ 16,087 11.3% due to increases in electricity ($119K) and gas ($135K). State Shared Revenue Year-to-date distribution of$4.7M is above 2004's activity by $290K or 6.6%. New gas tax in August 2005 has contributed $91K or 31% of the increase comparing to 2004. Liquor profits, liquor excise tax, local criminal 4 V-b justice sales tax and fuel tax are up but is offset by a 2005's City overtime is 26% or $105K above last year. decline in criminal justice high crime. Because of the There is a 12% decrease in overtime for contracted City's decrease in crime rates we don't qualify for criminal servlces, traffic school and the homeland security justice high crime funding this year. programs. When the decrease from the billable overtime is included, the total overtime increase is reduced to $91K or STATE SHARED REVENUES 18%. Year to date thru December Type 2004 2005 $ % 2004 2005 Change from 2004 Training $ 28,575 $ 17,662 $ (10,912) -38% Revenue Actual Actual $ % Court 41,066 32,295 (8,771) -21% ':..iquor Profits. Tax $ 605,243 $ 607.. 100 $ 1,857 0.3% Field Operation 280,275 390,133 109,858 39% .- --'-------'.- SOAP 190 96 0% ~~xcise Tax __~ 328,195 353,967 25,772 7.9% 94 -. ". .. .- Other 53,420 67,699 14,280 27% Crim Just Low-Pop/DCD 74,936 79,907 4,972 6.6% City Portion 403,429 507,979 104,550 26% Criminal Just High Crime 42,455 . (42,455) -100.0% Contract or Grant 43,879 43,413 (465) -1% Local Grim Just Sales Tax 1,648,046 1,817,981 169,934 10.3% Traffic School 63,690 50,571 (13,119) -21% Fuel Tax' 1,719,329 1,849,274 129,945 7.6% Homeland Security 501 835 334 0% '.'~ DUI - Cities 14,089 14,469 380 2.7% Billable 108,069 94,819 (13,250) -12% Total $ 4,432,293 $ 4,722,698 $ 290,405 6.6% Grand Total $ 511,499 $ 602,799 $ 91,300 18% . Fuel tax is induded In both generaVstreet and designaled operating funds. PS Overtime Bv Month Permit Activity Change .~ Year-to-date building pemrit activity exceeds 2004's year- 2004 2005 $ % Jan $ 49,812 $ 50,235 $ 423 1% to-date activity by $1.5M or 89%. Significant pemrits Feb 39,014 54,688 15,675 40% include: Century Theatres, Sportsmans Wearhouse, and Mar 37,625 48,571 10,946 29% Quadrant. Right-of-way pennits are up in December by Apr 40,501 53,135 12,634 31% $6K and year-to-date activity is up by $7K or 2% when May 45,787 38,533 (7,254) -16% Jun 57,703 55,867 (1,836) -3% compared to 2004. Jul 41,136 44,155 3,019 7% Aug 37,868 45,364 7,497 20% BUILDING PERMITS & FEES Sep 37,979 61,691 23,712 62% V'e~r-to.Date Thro.....911 December OCt 48,626 41,252 (7,374) -15% 2004 200!! Change frQm 2004 Nov 31,808 67,305 35,497 112% Actual Actual $ % Dee 43,641 42.002 (1,638 -4% Jan 68,435 164,108 95,673 139.8% YTD $ 511,499 $ 602,799 $ 91,300 18% Feb 178,968 .J.~O,765 (1.~,202) -1O.2"A> Annual Total $ 511,4991>< Mar 125,9:4;2 206,886 80,944 64.3% Apr 147,827 421,260 273,434 185.0% ~. 12~"543 452,483 328,940 266.3% Court Revenue Jun ... 151,233 330,658 179,425 118.6% Excluding probation revenue is down $92K or 11.0% Jul 107,626 215,967 108,342 100.7% compared to year-to-date 2004. The unfavorable variance ~- 119,271 314,271 195,000 163.5% in probation services is due to an accounting change. Sep 173,39~.. 255,906 ....... 82,508 47.6% Oct 149,297 285,630 136,333 91.3% Npv 137,945 ._!15,341 37,396 27.1% COURT REVENUE '. -,- (17,011)1 Throuah December Dec 175,103 158,092 -9.7% YTD Total 1,658,586 3,141,368 1,482,782 89.4% 2004 2005 Change from 2004. , Month Actual Actual tVar %Var ROW PERMITS & FEES January $68,292 $62,618 (~5,674) -8.3% Year-tp-Dilte Through peeember February J77,412 63,236 (1.~,177 -18.3% March $76,250 61,529 (14,721 -19.3% 2004 2005 ChangefrQm 2004 .. .- ~-_...._.- $76.542 60,872 (15,669) -20.5% Actual Actual $ % May M..!71,748 63,309 (8,439 -11.8% Jan 22,628 20,643 (1,985) -8.8% ~._'^... $75,615 ,.5.;5,631 119,985) .1q) ~- 3.7,998 27,6~?_ (10,377) -27.3% J.!'L $82,183 50,952 (31,231) _.....::JQl , ~'~~ Mar 24,113 ,,~- 23,748 (365) -1.5% August $74,182 55,280 ___ (18,902) (0) .- Apr 23,831 __,2~,253 J:>78) -2.4% Seolember $49,082 56.387 7,305 . -------t May 25,68.? 36,684 10,997 ._~ October $68;2''-7 .. 77,052 8.835 0 ,~." ..^,,'~ "'- - Jun 48,627 28,971 (19,656) -40.4% Novemb", $64.122 68,906 4,784 0 " "'",~. Jul 13,321 30,332 17,010 127.7% ~~r_ $52,649 68,535 15,885 0 Aug 27,886 29,350 1,464 5.2% Subtotal $836,295 '$-i.<< 305 ($91,989) -11.0% Sep .....,- Probation Services 405,514 131,679 (273,835 -<>7.5% ... 44,339 .. 39,638 -"."'-~ (4,702) _:~ Year-to-date Total $1,241,610 $875,986 $365,824) -29.5% ~.._.- 12,66.~ 19,992 ,."., 7,324 57.8% Nov 25,558 27,648 2,090 8.2% .... Dee 32,708 38,724 6,016 18.4% YTD Total 339,366 346,605 7,239 2.1% Public Safety Expenditures through December total $15.8M, which is $554K or 3.4% below the year-to-date budget of $16.4M. 5 )) ,'1 COURT REVENUE Direct program expenditures total $1.24M or 97,5% of the By Category Through December total annual budget of $1.28M not including indirect costs. 2004 2005 Change from 2004 Including indirect administration costs, recreation Actual Actual $ Va, % Va, expenditures total $1.56M and are 97% of the total annual Civil Penalties $11,817 $13,694 1,876 15.9% budget of $1.61M. Recreation fees total $838K and are Traffic & Non-Parking $494,176 464,494 (29,682) -6.0% 101.4% of the total annual budget of $827K. Recreation ~~ing Infractions $35,584 ..'_ 34,001_ (1,5.1l.3) -4.4% -~ ,.. fees have recovered 67.3% of direct program costs and is DUI & Other Misd $,1}5,266 103,117 (32,149) -23.8% .,-- .-- 2.5% above the annual budgeted recovery ratio of 64.8%. Criminal Traffic Misd $45,074 48.757 ." 3,683 ".~ ~-'''''- f-----'''"' Considering indirect administration costs, the recovery Criminal Costs' ._ $63,746 36,]87 (26,959) -42.}~ I~tergovernmental $50,634 ,~96_ (9,927) -17.8% ratio is reduced to 53.6% or 2.3% above the annual --. Criminal COny Fees.__ $0 1,852 0 -~ budgeted recovery ratio of 51.3 %. Subtotal 836,295 744,305 (91,9891 .11.0% Probation Services 405,514 131,679 1273,835\ -67.5% Total $ 1,241,810 $ 875,986 $ (365,824) -29,5% Dumas Bav Centre . Criminal cosls Include screene' fees. Dumas Bay Centre operating revenue of$453K is down by $71K or 13.6% compared to the year-to-date budget of Traffic and non-parking fines total $464K and is $30K or $524K. Operating expenditures through December total 6% below year-to-date 2004. Parking infractions total $478K, which is $60K or 11.2% below the year-to-date $34K and is $2K or 4% below year-to-date 2004. DUI and budget of$539K. Dumas Bay Centre has recovered 94.6% other misdemeanors total $103K and is $32K or 24% of its operating expenses. below year-to-date 2004. Criminal costs total $37K and is $27K or 42% below year-to-date 2004. Knutzen Familv Theatre Operating revenue of $70K is down $9K or 11.3% Parks & Recreation compared to the year-to~date budget of $79K. Operating Overall parks operations expenditures through December expenditures through December total $169K, which is total $3.9M, which is $4K or .1% below the year-to-date $32K or 16.0% below the year-to-date budget of $201K. budget of $3.9M, Dumas Bay Centre and Knutzen Family Knutzen Theatre has recovered 4 1.2% of its operating Theatre revenues and expenditures are both below budget. expenses. Recreation and Cultural Services RECREATION & CULTURAl SERVICE PROGRAMS AND DUMAS BAY CENTRE PERFORMANCE Yea, to Date Through Decembe, 2oo5 I Revenues I Expenditures I Recovery Ratio % .' Program Bwlget I Actual I % I Budaet I Actual I % I Budget T Actual RECREATION & CULTURAL SERVICE PROGRAMS Steel Lake Aquatics 2,000 2,260 113.0% 20,395 20,527 100.6% 9.8% 11.0% - - ..,~. "- Arts & Special Events 93,600 95,167 101.7% 112,726 149,769 132.9% 83.0% 63,5% Youth Athletics 60,558 39,328 64.9% 88,411 65,453 74.0% 68.5% 60.1% Adult Athletics 204,970 221,739 108.2% 128,035 135,101 105.5% 160.1% 164,1% Community Recreation 71.3% - 170,300 121,453 175,024 152,431 87.1% 97,3% 79.7% Community Center 28,500 35,685 125.2% 62,955 106,875 169,8% 45.3% 33.4% - - ._~~. Recreation Inc 18,512 46,092 249.0% 58,775 71,531 121.7% 31.5% ".~ -- ,.. Youth Commission 500 861 172.2% 1.800 2,499 138.9% 27.8% 34.4% Red, White & Blue' 25,700 49,?~1 193,6% __.~.1,200 50,797 123.3% 62.4% n/a f------.-. ,-.. "'. Senior Services 16,195 29,07i. 1795% 68,111 81,615 119.8% 23.8% 35.6% ,- Kenneth Jones Pool 206,000 196,650 95.5% 518,456 407,910 78.7% 39.7% 48.2% Subtotal $ 826,835 $ 838,~9 101.4% $ .!,275,888 $ 1,244,508 97.5% 64.8% 67.3% ~"."r Administration - - 0.0% 336,223 318,658 94.8% n/a n/a I TOTAL RECREATION 1$ 826,835 I $ 838,069 I 101.4%[ $ 1,612,111 I $ 1,563,1661 97.0%1 51.3%[ 53.6o/~ DUMAS BAY CENTRE Dumas Bay Centre I 523,775 I 452,672 I 86.4%1 527,575 1 478,294 T 90.7%1 99.3%1 94.6% Knutzen Family Theatre I 78,515 I 69,648 I 88.7%1 196,090 I 168,945 I 86.2%1 40.0%1 41.2% I TOTAL DUMAS BAY CENTRE Arts Commission GRAND TOTAL D,f) 6 CASH & INVESTMENTS The following table shows the in-house investment activity schedule and their related yields and comparison to benchmark. Per policy, the basis used by the City to determine whether market yields are being achieved is the range between the average 6 month US Treasury Bill (4.31%) and the State Investment Pool (4.16%). The current in-house investment yield is 4.07% which is close to the state investment pool, but below the 6 month T-bill rate, The total invested balance at the end of December is $67.46M, which includes $45.64M in the state investment pool, $11.69M in-house investment purchases, and $1O.13M in the Municipal Investor Accounts, The state pool is composed of repurchase agreements (55.91 %), treasury securities (1.14%), agency coupons and callables (6.92%), agency floating rate notes (12.42%), discount notes (10.32%) and certificates of deposit (13,29%). The City's total investment portfolio is made up of 68% State Pool, 17% In-House Investments, and 15% Municipal Investors Accounts. Investment Schedule December 2005 Settlement Interest Investment Matl!inty Yield to Tvne Date Payments Par Amount Cost Date ,Maturitv Aaencv - FNMA 3136F3V3 07/21/03 1/21-7/21 $ 800 000 $ 797,500 07/21/06 2.38% Aaencv - FHLB 31339YZX3 08114/03 2/14-8/14 $ 1,000,000 $ 1 000,000 08/14/06 2.52% Aoencv - FFCB 31331QN78 06/09/03 03/09/06 $ 1 000,000 $ 999 500 03/09/07 2.46% Aaencv - FNMA 3136F3VQ6 OS/27/03 OS/25/06 $ 1,000 000 $ 1,000,750 OS/25/07 2.48% Aaencv - FNMA 3136F3UT1 05/30/03 06/03/06 $ 1,000,000 $ 997 529 12/03/07 2.59% Aaencv- FHLMC 3128X1VW4 08122/03 01/30/06 $ 900,000 $ 887,400 01/30/07 3.18% Aoencv - FHLB 3133XBT54 OS/25/05 11/25/05 - 5/25/06 $ 1 000,000 $ 1,000 000 OS/25/07 4.07% Aaencv- FHLB 3133XBT54 OS/25/05 11/25/05 - 5/25/06 $ 1,000,000 $ 1 000,000 OS/25/07 4.07% Aaencv - FHLMC 3128X4RFO 10/24/05 04/05/06 - 10/06/06 $ 1 000,000 $ 999,990 10/24/07 4.63% Aoencv - FHLMC 3128X4RFO 10/24/05 04/05/06 - 10/06/06 $ 1,000 000 $ 1,000,000 10/24/07 4.63% 6 month T-BiII912795WW7 10/15/05 04/06/06 $ 1,000,000 $ 981,280 04/06/06 3.98% 1 year T-Bill 912827Z62 10/15/05 04/15/05 - 10/15106 $ 1,022,900 $ 1,022,900 10/15/06 4.15% Subtotal In-House Investments $ 11 722,900 $ 11,686,849 Averaae Maturitv 433 Averaoe Yield to Maturitv 3.52% Averaoe Yield - 6 mo. T-BiII 4.31% Municioallnvestor Account $ 10,128.122 1 day 4.22% State Investment Pool $ 45,641,546 1 dav 4.16% Averaae Portfolio Maturity & Yield 76 4.07% trqt;tllnvestmentf $ 67,456,516 ... ~',.'-'- ._~~ Total Portfolio by Category Interest Rates Comparison December 31,2005 For the Month of December 2005 Mmicipal nvenstors 5.0% ",,"~"'... Account 4.5% III 6 IVonth T-BiII 15% 4.0% 3.5% . State Investrrent 3.0% Fbol h-House 2.5% Din-house nvestrrents 2.0% Investrrent 1.5% 17% 1.0% lEI Mmicipallnves tor State 0.5% Account Investrrent 0.0% . Fbrtfolio Average FUol 2003 2004 2005 68% -~.,'-'._~ ..~~ .'.~.- , ~.,,~.,',.."'-'~.._--- b,o] 7 CITY OF FEDERAL WAY MEMORANDUM Date: February 21,2006 To: Fllance, Human Smice, & RegiOn'l!t~tOmmill'" Via: Derek Matheson, Interim City Manag , f\..,--.- From: Iwen Wang, Management Services Director ~ Subject: Carry Forward Budget Adjustment Ordinance Back2round The carry forward budget adjustment makes three types of modifications to current year's budget 1. Adjust the beginning fund balance available based on the actual year-end balance of the previous year; 2. Appropriate projects that were budgeted in the prior year, but not completed and will continue during the current year; and 3. Make other changes or correction as needed. General and Street Fund Ooerations: The preliminary $2.83 million General and Street fund balance is over and above the amount projected for 2005 year-end. However, of this amount, $1.14 million will be needed to continue existing projects not yet completed and/or previously approved by council and $148 thousand in reconunended new items listed below. The $2.83 million is made up of $1.04 million in higher revenues than budgeted and $1.67 million in unspent expenditures, The primary source of increase in revenues is sales tax ($513K), pemrit fees ($180K), public safety revenue ($1 69K), grants/other ($159K), interest earnings ($106K), gambling taxes ($71K) franchise fees ($65K), criminal justice sales tax ($37K), and licenses ($25K), offset by property tax ($ 142K), court revenue ($73K), recreation fees ($47K), and passport fees ($22K) that did not meet budget projections. On the $1.67 million unspent expenditures, $1.14 million will be needed in 2006 for projects in progress and $148 thousand in one~time items as listed below for Council funding consideration. . Provide $8K for Municipal Court Pro Tern Judge due to Conversion of Judge from Appointed to Elected; . Provide $lOK for Finance Temporary Help to Backfill FMLA Leave; . Provide $lOK for Human Resources for Supervisors Training; . Provide $20K for Management Services Cable Franchise Negotiations; . Provide $50K for Steel Lake Annex Sewer Lift Station (source is CM Contingency); . Provide $7.5K for Public Safety 2006 Bulletproof Vest Grant Match; and . Provide $42K for Public Safety Vehicle Replacement. Designated or Proiect Specific Funds: The balance of the adjustments are for continuation of designated programs or capital project funds and includes: $41.75M in CIP funds; $97K for arterial streets overlay; $141K in 2% for the arts for community center project; $132K in lodging tax funds; $4K for GAC capital; a reduction of $163K for SWR & CDBG grants; $723K in internal service funds for projects; and $455K in enterprise funds for continuation of projects. Overall this is a combined total adjustment of$44,291,571. Action Requested Move the carry forward budget adjustment in the amount of $44,291,471 to the full Council for approval. APPROVAL BY COMMITTEE: Committee Chair Committee Member Committee Member k:\fin\biennial\ordinanc\2006 cfadj memo.doc "t.;..;, MEETING DATE: March 7, 2006 ITEM# ...",...-....... . ........n....... ",... ..............-....... "..... CITY OF FEDERAL WAY City Council AGENDA BILL SUBJECT: 2006 Carry-Forward Budget Adjustment """'.,..-........-......""..,..------.-. .""'...,..--.....-.......""......-........ .""'.,.....-........ ..,......................"..,..,...,...--...........""''' .........-.-...."".........-........ . ...........-. ................."'" m......_...._._........".,....... . .............- .................""... ............................."..,..,.......-....... CATEGORY: BUDGET IMPACT: D CONSENT [ZJ ORDINANCE Amount Budgeted: $ D RESOLUTION o PUBLIC HEARING Expenditure Amt.: $ D CITY COUNCIL BUSINESS o OTHER Contingency Req'd: $ _~...."""'""".__............."''''',..,.__..~..".....,,..~.._._..._........,...."..,..__.._..........."............._._....~'",.."",,___ ..........,',"'~....___.........."""..,,....._._._.....,"'" ..........._...................."'.."...._....__ .......M.."'''''''''..._...__.............,,''',...__....._..~_......~''",..""",."._..~ m__m........"..'.........~m.._mm........... "".....'m__mm__m......."""'... ,~!!~,~!!~~~!,~,:,"~~~~~!~?j,~~~~,~,~~~~~~ry'.,"~~~~-,~,~~-Q~~"~~~,~~~:" """",.,._,-----",., "",,,._,,--,,,,,,,,,"'''',''',,,,----,, ''''''''''''''-'--'-'''''''''''''''''''' SUMMARYIBACKGROUND: This is an ordinance to adjust the 2006 budget to: (1) reflect the actual ending fund balance at 12/31/05; (2) carry-forward grants, transfers, and other revenues which were awarded and budgeted but not received in 2005; and (3) carry-forward projects, services, and other expenditures that were approved or committed in 2005 but not yet completed or paid at the end of 2005. Unless otherwise identified, these adjustments are housekeeping in nature. m._........"'....'."'mm.__._...,....."'."""'mm_m..........."''''.".,m'___.m. ..,.,.,,,..,..~_._ mm..............."'_.__.__~..,..,...."",..__..__............"......_.._.._............,.,.".."".._.._.._.__......... """m.._______m..........""""".._m__._mm...........'''.",mm.._..__..__.. .....",.."..".'..m." m"'mmm.......""'..,'''....'m._____.._m~.... """,,,m'''_''__''.m_m'' CITY COUNCIL COMMITTEE RECOMMENDATION: Approve the 2006 Carry-Forward Budget Adjustment. .._m__m............"""""..'._m..__.....,.."""".m._._m_............"...._..._m._m......"',' . mmmm..' ....."'''.'m.._.____........'''....''.._m.._.._..._......''.,. mm m.....___..,....,.,,,"''' mmm._mm..m......"""'...,..._._mm.__ m......"""'.."'''....m._m_m...m_.......'''''..'''''._.__m_m_._...... .......""'.''"m_......_m_.._.....,..'''''''......'''' mmmmm'_.m""""""""''''..,mm. PROPOSED RECOMMENDATION: "I move the proposed 2006 Carry-Forward Budget Adjustment Ordinance to second reading and enactment and the next regular council meeting on March 21, 2006." _....,.".,..,.,._ mmm. . ..."''''''.'..._m._.._..... ,.".....'mm_.m_....... ..''''.m.._........ ".mmm._...m'" ... ...mmm..m._.......,,"'" mmm...........".."......... . .......mmm_mm.__......."...., '. . ".........,...._....."m._m.m . ."''''..",''' mm.........._ ..................""',.,, CITY MANAGER APPROVAL: (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: o APPROVED COUNCIL BILL # o DENIED 1ST d' rea mg o T ABLED/DEFERRED/NO ACTION Enactment reading o MOVED TO SECOND READING (ordinances only) ORDINANCE # RESOLUTION # REVISED - 05/10/2001 ~"'d-. 2005 Results ot Operations General & Street Fund Only Variance GENERAL & STREET FUND Year 2005 ~!i.vorable (Unfavorable) Summary of Sources & Uses Budget Actual $ % Carryforward Request Beginning Fund Balance $ 2,945,041 $ 2,945,041 $ (0) 0.0% $ 2,779,383 OPERATING REVEN~____ ,,- -. --"'~--"..." Prooertv Taxes 8,584,024 8,442,168 (141,856 -1.7% " ~~._,,,._""" 10,793,000 11,305,537 512,537 -, 4.7% - .""- __J"~ - ~","".. Criminal J~stice Sal~~~_ 1,781,(l00 1,817,981 . 36,981 2.1% --- " - ' ,-' "..- _.w_r Interaovemmental 2,210,000 2,248,446 38,446 1.7% " ~,;;eholdT~,,_ 2,5OQ 2,026 ..u~ _",._ -19.0% .'~- - .. ..~. .,~" ~,"'" ~!ngTaxes_.._._,. 1,430,000 1,501,064.. 71,064 5.q% - n.'" .,. ~ -. ~_~venue (1)._"___,,, 949,000 875,986 ,. (73,014 -7.7% (332,000) ~~bation Services,,:,~ccountlng Change Building Permits/Fees-CD 2,942,400 3,141,368 198,968 6.8% ,...~ ROW Perrnits/Fees-PW 365,000 346,605 (18,395 -5.0% - .." .. ..~.~ Licenses ". 208,517 233,304 24,787 11.9% " - .- .. Franchise Fees 723,000 787,6~9 64,639 8.9% ~ _. Passport Aoencv Fees "'-"-' 85,086 (21,669 .'- 63,418 -25.5% - Recreation Fees .'.-- 872.335 8~5,Q52 -' (47,283 -S.4% - - ,..~ - '" Public Safetv .... 931,090 1,100,604 169,514 18.2% - ~.." .-. .- AdminlCash Manaaement Fees 552,000 552,000 CO - 0.0% - ",,- Interest EamlnQs 172,000 277,945 10S,945 61.6% - isc/Olher 184,700 305,019 120,319 65.1% " ransfer In Utllltv Tax-Celebration Par1\ 238,798 238,798 0.0% - - - ranster In Utility Tax-Kenneth Jones Pool 314,000 314,000 - 0.0% - ransfer In UllIity Tax-Arts CommlRW&B 93,750 93,750 0.0% - ransfer In Utility Tax"Police Positions 625,000 625,000 - 0.0% - ransfer In U~i1ity Tax-Stre~t Bond -Projects 192,000 -- - .~..~ 192,000 ~ 0.0% - ransfer In Utllltv Tax-New StTeet Liohts 93,900 93,900 - 0.0% - otal ODflratlna Revenues 34343.100 35 383,8,08 1 040,508 3.0% /332,0001 " OPERATING EXPENDITURES City Council '" 388,802 344,136 44,665 11.5% 40,000 CM Recruitment Federal Lobbyist $7K; Reduce CM Contingency for Sewer Lilt City Manaaer 871,491 853,100 18,391 2,1% /42,5501 Station $50K Reduce Probation SVC5 due to Acctg Change $332K; Temp Help Municipal Court-Ooerations (1) 1,069,822 983,097 86,725 8.1% (311,3581 $8K, Pro Tern Judge $8K SEPA $32K; EDC Project $2SK; Temp Help $15K; EDC Study Economic Development 302,115 228,584 73,531 24.3% 90,250 $13K; Dues $5K Supervisor Training $lOK; Job Announcements $lK; Wellness Prog $12K; Labor Negotiations $14K; Temp Help $10K; Cable Franchise Negotiations $20K; Doc Imaging/Records Management ~anagement Services 1,883,518 1,862,587 ~_..,. 20,931 ..,~ 1.1% 94,649 System $28K CivlVCriminal Leaal Services 1,145,500 1,005,323 140,1!7 12.2% 77,040 Outside Legal Counsel/Employment Practice ,,- - HS Contract $32K; Org Capacity Pilot prog & Homeless Count .." $26K; HS Comp Plan $5K; Abatement $2K; Volunteer Dinner $3K; Matching Funds $3K; Coo Prog $1 K; Shoreline Inventory $35K; PAA $6K; Code Amend $109K; Consultant $34K; Permit Comm, qevelopment Svcs --,.~ ~,494,215 3,123,953 370,263 10.6% ._ 364,709 Syslem ~.108K _.,~" ail Services .,~-~. 1,442,060 1,400,637 ..., 41,423 2,9% - ... " ,-- -- Replace Vehictes $42K; Explorer prog $5K; Memorabilia $1 K; Seizures/Properly Bureau Funds $329K; Grants $122K; Fleet Invoice $39K; Vehicle Equip $16K; Spillman System $4K; On- Po!ice Services ~~., 16,397,701 15,843,4 71 5~930 3,4% 564 .469 Une Incident Reporting $5K Ans Comm $49K; ReCreation System $3K;"Repairs IS. Ma,nt -.. Parks and Recreati'!~_".." - 3,945,274 3,941.474 3,800 0.1% .. 65,651 $13K Public Wo~s .... ..._ 3,910,022 3,644,449 -. 265,573 " 6.8% 129,4!..!' CTR $'i'7K; EOC $9lK; Traffic Concurr $6K; Traffi~ cOunt $6K "__m...'_ Citv-Wlde Internal Svc Cho to be Allocated - - n/a 75,200 Safety Equip $5K; Temp Help $20K; Sewer Lift Station $50K otal Ooeratino Exoendltures 34$50.521 33 230,811 1 619,709 4.6% 1147536 ... Operating Revenues over/(under) Operatina EXDllnditures /507,421 2,152,796 2,660.217 -524.3% /1 479,5361 IoTHER FINANCING SQURCES - '-'~',- .........., One-TI!!,e Transfers I"n '" ~.1 ,000 73,551 '7,449 _.,_:9.2% 7.450 Federal LotJbyisl ,-" .L"""."_ Police Grants $114K; Comm Dev Grant $35K; CTR Giant $1lK; Grants & other 498,256 584,873 86,617 17.4% 187,772 EOC Contributions $21K Total Other Financing$ources 519,256 658,423 79.167 13.7% 195,222 )THER FINANCiNG l!~_.._ ...,... "'-,- ,"-,,-~ One-Time Tran;;fers to CIF.: 1,028,030 1,02~l)30 - O~!o - --,.,., ~,,~ other 40,000 - 40,000 100,0% - Total Other Financing Uses 1 068,030 1,028030 4D 000 3.7% . ENDING. FUND BALANCE $ 1,948,846 $ 4,728,230 S 2 719 384 $ 1 $ 1,495,069 Change In Fund Balance Ending Fund Balance Detail: Interlund Loans 10,000 36,000 26,000 nla 26,000 Increase in Fund Balance Designation Snow & Ice Removal 100,000 100,000 nla Unreserved $ 1,838,846 $ 4 592,230 $ 2 753 384 nla $ 1,469 069 Available Fund Balance (11 Court revenue and expenditure Budget reduced In 2005 by $332K for change in accounting of probation services, k:\fin\biennial\ordinanc\2006 cfadj memo.doc ~'~-~ CITY OF FEDERAL WAY 2006 CARRYFORWARD ADJUSTMENT General Fund: 2006 Citv-Wide / Non~Deoarlmenta/ Vehicle Safety Equipment (5K),Temporary Support of MIS Projects ($20K) & Sewer Lift Station ($50K)-I/S Charge................ ,...... 75,200 Citv Council City Manager Recruitment................. ........ ............. ............ ... ......... ................................... ...,.............. ...................... 40,000 Citv Manaaer Federal Lobbyist~Contract Balance-........................................... ......... ................. ....... ...........,............... ................ ..,... 7,450 Use of CM Contingency-Steel Lake Annex Sewer Lift Station........................................... .........................,............. ....,...... (50,000) Municioa/ Court Accounting Change-Probations Services-Eliminate Recording Rev & Exp, receipt in as Net Revenue................................... (332,000) Minor Telecom Equipment-liS Charge ($5K), Temporary Help Balance ($8K), Pro Temp Judge ($8K)..............,......................... 20,642 Economic Deve/ooment EDC-Planned Action SEPA ($32K), EDC Project Allocated 2005/06 Adopted Budget ($25K), 1-Time Funded Position ($15K}......... 71,875 EDC-Economic Development StudylLeland Group ($13K), Enterprise Seattle Dues ($5K)-Balance........................................... 18,375 Manaaement Services HR-Supervisors Training ($10K), Job Announcements ($1K), Wellness Program ($12K), Labor Negotiations ($14K}.................... 36,449 Document ImaginglRecords Management System-Continue Project-liS Charge Systems...................................,.................... 28,200 AD-Cable Franchise Negotiation.......... ......... .., .......... ..."...... ...... .....,...... ......... ....... ...... ..... ..., ,........... ... '" ...... .... ....... ... 20,000 FI-Contracted Help to Backfill FMLA Leave.. ..... ...............,..............,......... ........................... ....................... .......... ........ 10,000 Law Outside Legal Counsel/Employment Practice.................... ....,. "...... ....... ........ ......... ...... .." ..... .... ... ...... ... ............... ...... ..., 77,040 Communitv Deve/ooment HS-Human Services Contracts ($24K) & HS Contributions Received in 2005 ($8K)................................................................ 31,995 HS-Organizational Capacity B/dg Pilot Prog & Homeless Count ($26K) & HS Comp Plan ($5K)................................................ 31,056 BL-Abatement Funds-Balance..... _...............................................,.................,...,......................................."'............... 1,874 NO-Volunteer Dinner ($3K), Matching Funds ($2.5K), CERT Program ($1K}......................................................................... 7,155 PL-Shoreline Inventory ($35K), Potential Annexation ($6K), Code Amendments ($109K)-Balance................................ ............. 150,129 PL-Consultant Funded by 2003 GMA State Grant. ......,...........,... ................"......... ..........., ............ ...... ..................... ...,... 34,000 IS Charge-Amanda Permit System-Continue Project. .... ..... .... ........,..... ......... ........................, ............ ..... ....... .............. .... 108,500 Parks & Recreation Arts Commission-Contract for Services Program.,............ ............ ...... .................. ...... ......... ......... .....,... ............. ............. 49,401 Recreation System Upgrade-Capital-liS Charge-Information System.................... ...... ,.. ...... ............... .......................... .,..... 3,350 Repairs & Maint 1-Time Funds-Facilities Maintenance ($5K), Celebration Park ($3K) & Parks Upkeep ($5K) from Donation........... 12,900 Public Safetv Replace Vehicles 627, 515, 6042 & 660-I/S Charge-($42K) & Authorization to Retain (2) Secondary PIT Training Vehicles............. 42,241 Explorer Program ($5K), Memorabilia Account ($1K), Seizures & Properly Bureau Proceeds ($329K)-Balance............................ 334,594 Grants-2006 BVP (pending)-Grant & Match ($15K) & 2004 LLEBG ($8K), 2005 JAG ($51K) & BZPP ($49K)............................... 122,588 4th Quarter 2005 City of Kent Fleet Maintenance Invoice-liS Charge-Fleet............................................................................ 39,220 MDCNRM/Radio Equipment-Capital ($16K) and Spillman Interface ($4K)-Balance................................................................ 20,326 On-Line Incident Reporting-M&O ($3,000) & Replacement Reserves ($2,500)-I/S Charge....................................................... 5,500 Street Fund: Commute Trip Reduction Grant ($17K), Joint Emergency Mgmt Funds ($97K), Traffic Concurrency ($8K)-Balance...................... 121,865 Traffic Counts-source is Signal Synchronization Grant from 2004.............. ..................... ........... .................... ...................... 7,611 SubtotllJGeneral&Street FunCl $1.147,536 Arterial Street Fund: Asphalt Overlay Program-2005 Balance.......... ................... .............. ......................... ........ ............................ __...,.......... 97,272 Solid Waste & Recycling Fund: Grant Expenditure Adjustment-Adopted 2006 Budget vs. Actual Grant Anticipated................................................................. (9,720) Hotel/Motel Tax Fund: OlympicTrials-Earmark ($60K), Un allocated L TAC ($70K), HWR Timing of Expend-Balance ($2K)........................................... 132,627 SubtQt<lI$pecialB.!wenue Fund$ $220,1'19 City Facilities CIP Fund: Municipal Facility ($558K) and Community Center ($17.1 M)-Project Balance........................................................................ 17,662,431 Parks CIP Fund: Sacajawea Sportsfield ($55K), Neighborhood Parks ($309K), Celebration Park ($198K)-Project Balance............................,....... 561,783 Hylebos Historical Cabins Park-Project Balance ($163K) and Grant Balance ($80K)............................................................... 243,751 Major Maintenance-Parks Facilities ($93K) and Parks Acquisition/Madrona Property ($42K)-Project Balance............................... 134,987 Downtown Park ($64K), Playgrounds ($31K), Bike Facility ($10K), Lakota Park ($10K)-Project Balance.................................... 128,636 Sportsfield Renovation ($7K), Sacajawea Park Master Plan ($28K)-Project Balance............................................................... 34,525 Hylebos Boardwalk Replacement-Proj Bal ($71K) and Grants ($799K)................................................................................. 870,673 Surlace Water Management CIP Fund: Small CIP-Balance............,.,............... _...........................................................................................................,......... 2,195 SW 356th Regional Storm Water Facility-Project Balance.....__........................................ ........................ ...... ..,............ ..... 5,034 West Hylebos Channel Stabilization/Restor-Project Balance ($364K) and Grant Balance ($122K)............................................. 486,490 West Branch Lakota Creek-Keep $100K in Project Balance......................................................__....................... ............... 100,000 2/23/2006 7:40 AM 2006 Carryforward.xls list 06 1of2 ~-~ CITY OF FEDERAL WAY 2006 CARRYFORWARD ADJUSTMENT 5W 325th 51 CulvertlTrunk Replacement-Project Balance......................................................... ....................................... 15S,970 East Branch Lakota Creek ($319K) & Mirror Basin Detention Pond ($48K)-project Balance...............................................-...... 367,465 Lakota Wetland Regional Pond ($5K) & 5W 320th St Trunk Replacement ($150K)-Project Balance_............. .............. .....-......... 155,000 S 373rd Bridge and Hylebos Replacement-Project Balance..................................................................-............................ 821,760 Joe's Creek-Project Balance ($345K) and Grants Anticipated ($1.106M)..............................................-...................... ........ 1,451,902 SW 320th St Crossing ($87K) and SW 332nd Street Trunk Replacement ($367K)-Project Balance................................... ........- 454,187 W Hylebos Basin Land Acquisition-Source is King County Conservation Futures Grant............................................... ............ 1,120,000 Transportation CIP Fund: Federal Lobbyist-Contract Balance-Transfer to General Fund....,........... ...... .......... ....................,............. ...,............. ......... 7,450 So 356th 5t SR99 to 1 st Ave South-Project Balance.. ............... ... -...... ..... .............. .............. ................ ............. .......... ..... 1,734,357 SR99 Phase II-Project Balance.... ......... ............ .............,........... ......... ...... ...... .............................,..,..... ...... ....., ........... 1,527,S52 So 320th St @ 1st Ave So-Project Balance....... ......................... ...........................................,........................................ (115,926) So 348th St @ 1st Ave So - Add Turn Lanes-Project Balance ($513K) and Eliminate Grant ($252K)........................................., 261 ,493 21st Ave SW/SW 357th St: SW 356th-22nd Ave SW-Project Balance ($98K) & Add'l Grant Anticipated ($100K)...................... 197,383 So 348th St: 9th Ave So to SR99-Project Balance............................................................................................................ 654,699 So 320th St @ 20th Ave South-Project Balance.................... ....................,..................................................................... 177,682 So 348th St @ SR161 (348h & Enchanted)-Elim Grant Anticipated ($2.7M) & Adj Budget for Exp Timing ($387K)........................ (3,086,889) SR99 Phase 3-Project Bal ($2.032M), TIB Grant ($1.625M) Federal Grant ($715K) & Grant Anticipated ($1.214M)....................... 5,587,234 SW 312th St @ SR509--Project Balance..... ...,.,...... ...... ......... ... ........... ....... ...,.,.. .................., ... ..... .... ... ,..,.............. ...,... 160,184 So 320th St; 8th Ave S-SR99-Project Balance................................................................................................................ 200,209 9th South and 336th-Project Balance.. ..,........................ ...... .......... ..... .............. ...... ,........ .......... .............. ....... ......... ..... 11 ,856 10th Ave SW / SW 344th-Project Balance..... .................. ............... ......... ..........., ...... ............ ....., ........ ...... .....".............. 152,944 So 336th St @ 1st Way So-Project Balance.....................................................................................,............................. 364,685 1st Ave So and So 28th Intersection-Project Balance............................................................................................."........ 50,030 So 336th St: 18th Ave So -15-project Balance..............................................................................................................,. 37,384 15 City Center Access Study-Project Balance. ...........-.......... .............. ......, ..... ..,. ........ .... ......... ........... ...., ........ ........... ..", 6,864 So 320th St: 1st Ave to 8th Ave So-Project Balance......................................................................................................... 4,S02 So 344th St: SR509 . 16th Ave So-Project Balance.......................................................................................................... 8,647 So 320th St @ IS..... ............ ............ ...... ......... ......,..... ............ ......... ......... ...... ............ ...........,.. ................ ................ 62,605 SR99 Phase 4-Project Balance ($253K), TlB Grant ($8.18M), and Federal Grant ($441K)....................................................... 8,870,766 1st Ave & So 333rd Signal-Adjust Budget for Timing of Expenditures................................................................................... (32,476) So 312th St@ 28th Ave So-Project Balance................................................................................................................... 809 21st Ave So, So 318th to So 320th-Project Balance....................................................................-...................,................ (70,511 ) Undergrounding of Overhead Crossing on SR99 (WSDOT Section)-New Project Previously Approved....................................... 224,065 subt<ital Capitil'~Rroject FlJ~l'Ids $41,754~B7'< Surface Water Management: NPDES ($18K) and King County ILA WRIA 9-4th Quarter 2005 Payment ($3K) and One Year Extension $8K)............................. 29,369 Steel lake Management District-2005's Balance...._......... ...... ......... ........................... ,., ............ ......... ... .................. .....-.. 18,880 Dumas Bay Centre Fund: CIP Balances; Deferred Maint ($37K), Carpet, Irrig, Roof ($14K), Rehab Proj. ($242K), Site Restoration ($113K)......................... 406,557 Risk Management Fund: PS-Trsfr to Fleet Fund-Insurance Proceeds #6042 ($19K) & #660 ($10K}-received in 2005....................................................., 29,646 Secondary Use Request-Public Works Vehicle #122 ($600) and Public Safety (2) PIT Vehicles ($1200)-lnsurance....................... 1,800 Information Systems Fund: Replace Misc Network Security ($8K), Class System Upgrade ($20K), Add'l Software Licenses ($10K}-Balance 38,400 Records Mgmt System ($21 K), Document Imaging ($7K), Recreation System ($3K), Permit System-Continue Project.................., 140,050 Spillman Interface ($4K), 800MHz Radio Replacement ($24K), Office Equip/Phone Replacement ($7K",Continue Project.............. 35,226 WI-FI Project Balance ($30K) & Dumas Bay Center In-House Food Services M&O ($2K)........................................................ 32,022 GUI Mobil/Misc Software for MDCs ($15K Reserves), MDSNRM/Radio/Equip Balance ($16K)................................................. 31,000 On-line Incident Reporting M&O ($3K), Temporary Support of Various Projects ($20K), Minor Telecom Equip ($5K).................... 28,000 Fleet & Equipment Fund: Safety Equipment for City Hall Vehicles ($5K) & City of Kent Maintenance 4th Qtr Invoice for Police Vehicles ($39K).................... 44,420 Secondary Use Request-Public Works Vehicle #122 ($5K) and Public Safety PIT Training Vehicles ($1K).................................. 5,826 PKlMT-Replace Vermeer Chipper ($35K), Turf Equipment ($7K), Slicer Seeder ($2K)-Source is Reserves & Trade-In.................. 44,307 Replace 3 Marked and 1 Unmarked Police Vehicle-Use Insurance Proceeds, Reserves & Dept Saving...................................... 142,182 Buildings & Furnishings Fund: NCH Energy Study/Modification ($100K) and Sewer Lift Station ($50K) for Steel Lake Annex-Use eM Contingency....................... 150,000 Subtot<JIProprietary Funds $1,177,685 Special Studies/Contracts Fund: Government Channel Cable Broadcasting-200S Balance....,......... ..................... ...................... ..... ..................... ....,.... ....... 4,156 2% for the Arts Fund: Parks Art Balance. ... ............... .., ......... ....... ............... ..............,...... .....,..................... ...-................... .....,. ............,..... 141,170 CDBG Fund: Reallocation of CDBG Budget-2006 Adopted Estimate versus 2006 Actual Budget Allocation............"..................................... (153,542) Subtotal NonAnllual. Programs ($8,216) GRAND TOTAL - ALL FUNDS $44,291,571 2/23/2006 7:40 AM 2006 Carryforward.xls list 06 20f2 ~-S ORDINANCE NO. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, RELATING TO BUDGETS AND FINANCE, REVISING THE 2005-06 BIENNIAL BUDGET (AMENDS ORDINANCE 04-469,05-482, AND 05-510). WHEREAS, certain revisions to the 2005-06 Biennial Budget are necessary; and WHEREAS, these revisions are a result of funds to be carried fOlWard from 2005; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON. DOES HEREBY ORDAIN AS FOLLOWS: Section 1. Amendment. Ordinance 05-510, Section 1, is hereby amended to adopt the revised budget for the years 2005-06 biennium in the amounts and for the following purposes: Section 1. 2005-06 Biennial Budget. That the budget for the 2005-06 biennium is hereby adopted in the amounts and for the purposes as shown on the attached Exhibit A (2006 Revised Budget). Section 2. Severability. The provisions of this ordinance are declared separate and severable. The invalidity of any clause, sentence, paragraph, subdivision, section, or portion of this ordinance or the invalidity ofthe application thereofto any person or circumstance, shall not affect the validity of the remainder of the ordinance, or the validity of its application to other persons or circumstances. ORD.# , PAGE 1 c-b Section 3. Ratification. Any act consistent with the authority and prior to the effective date of this ordinance is hereby ratified and affirmed. Section 4. Effective Date. This ordinance shall take effect and be in force five (5) days from the time of its final passage, as provided by law. PASSED by the City Council of the City of Federal Way this day of , 2006. CITY OF FEDERAL WAY MAYOR, MICHAEL PARK ATTEST: CITY CLERK, LAURA HA THAW A Y APPROVED AS TO FORM: CITY ATTORNEY, PATRICIA RICHARDSON FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTNE DATE: ORDINANCE NO. 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I Jj I ::5 Iii i · ......~. S ~ ~-'b - ..- CITYOF ~~ Federal Way MEMORANDUM Date: February 15. 2006 To: Finance, Human Services and Regional Affairs Committee Via: Derek Matheson, Interim City Manag~ From: Tho Kraus, Finance Manage~V Subject: Vouchers Action Requested: Accept the vouchers and forward to the March 7, 2006 Council meeting for approval. k:\fin\acctspay\checkrun\mfr cover.doc ~-\. MEETING DATE: March 7, 2006 ITEM# CITY OF FEDERAL WAY City Council AGENDA BILL SUBJECT: VOUCHERS """""_....__.__._m..~......,"',',.~.._...__m~. .......,.."..."......._......._.. .........".''''.........._....__....... "",.........____._..m~....'.,',. ..... .. m................................."""..,"...." ..........._......._m.... .........,,,..,....... .... ........._ m............. ............".... ""'...,....,..___._._.._ .m.......... ............_.............._....._m.... CATEGORY: BUDGET IMP ACT: lZ1 CONSENT D ORDINANCE Amount Budgeted: $3,454,052.38 D RESOLUTION D PUBLIC HEARING Expenditure Amt.: $3,454,052.38 D CITY COUNCIL BUSINESS D OTHER Coutingency Req'd: $ .....",.".,...~-_._._~~..."..,",..~--~._......."~,..",,....,....-.-.-...-.........."...''''.........--...-.................."""-..,...-.-.....-.-......."'" .. . ........",.., ...._,..__....__......~..""..m'."".',...,.,.".._.._._.......__.~._._._...~.. ,.,'"..,._....,...__...__.._..__.._..._.~.........,.....,'"..,....._~.__mm_.._ .m........."....,.,....,..,.... ,m..,mm_.__m'__"__m~m"" ATTACHMENTS: VOUCHER LIST ..."'m..._m_m.~.......,..,,'_."'''._m___..mm~.... "''''.'''''m_mm_._.~m.........n'''.'m'.._____.._...~...,...... 'm._m.__._._........ .."'.,..".._....._mmm._...... "",...,."__...._.__m..__....,,......,,"',..,',.,..".,_._~.____.__._m..~.......". . .........._..._.__..__._.._..mm..........,.."'''''..'''''....,., mm..m.__ m.....'........."..."",., . mmm._.......m._m..~. SUMMARYIBACKGROUND: I, the undersigned, do hereby certify under penalty of perjury that the materials have been furnished, the services rendered, or the labor performed as described herein and that the claims are just and due obligations against the City of Federal Way, hington, and th autho . d to authenticate and certify said claims. -~ Mangement .""'...._m_m...............,....""'_'m._..___. ...........,...."'''''_..___ ...m........,.".""',.,, m_.._.._m......."......"'.."'._._____m_mm..... .. ..m.._...._.._._.__........"'....".,......_.____._..__m._.......,..,..."".."'..,.,.....__ m....___.._._........~.....". ".,.."'..""m....___.__..__mmm_ m....'.''',,,,,,,,.,,,, mmmm._.____.__._._._.......~......"..,......., CITY COUNCIL COMMITTEE RECOMMENDATION: Approve attached vouchers pursuant to RCW 42.24 m....".........,',..,""...,_.__.__..~"....,",..,,"'''.'..m.._mm._.._....,.. .'''...........,.._ mmmm.......'.... ""..'...m_.__._.m.._m..... .." ............_..mm_ mmm.......,... ...",m..,.m._mm__._ .....m...~......,...,..,"",,"'''_'''_.'mm_._.._....__ mm..m....m.........,. ",.,....,," mmmmm.__.___._.m_'. ..."...''''''''''''......,.'.'..m_ mmmmmmmmm..'~"'"""" PROPOSED MOTION: I move approval of Vouchers. mm....... .."""'....._...__._.___.._...m. ""..",.,,, ........_....m._....... """"'" mmmm..mmm............," mmmmm..._.m....... ......._ mmmmm......._..... ...."'.'m'._m.._mm_m.__ mm................",.,"',..,.'" mm mm.......____mm....._ ..... ..., ,."""."...,,,.,,,.,mm_ mmm.._mmm.~."",' ... ....m......._._m_..........._m........."...... 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'0 0 _CD (J ~ ........ CI) 0 Q) .Jo C t: ~N III 0 .e- m .s o~ g,- illS - _.n ___ CITY OF FEDERAL WAY MEMORANDUM DATE: February 28,2006 TO: Finance, Human Services & Regional Affairs Committee VIA: Derek Matheson, Interim City Manager Cy FROM: Patricia A. Richardson, City Attorney Q~ SUBJECT: Proposed Changes to 2006 Council Rules Policy Issues: Should Council amend the City Council Rules of Procedure to reflect changes in the City Council Committees? Backeround: At the January 17,2006, City Council meeting the Mayor announced the redistribution for City Council Committees and the creation of a separate fourth City Council Committee. The proposed amendment to Rule 21,1 reflects the current City Council Committees as of January 2006, The attached draft of Council Rules of Procedure is attached and the amendments are reflected in underscore/strikeout form. Options: Option One, Recommend approval ofthe proposed City Council Rules of Procedure and forward to full Council at the March 7, 2006 City Council meeting, Option Two, Suggest modifications to the proposed City Council Rules of Procedure and provide direction to staff, Option Three. Reject the proposed amendments to the City Council Rules, Staff Recommendation: Staff recommends option one (I), G~'\ Committee Recommendation: Forward option one (1) to the full City Council for approval at the March 7, 2006 City Council meeting, II APPROVAL OF COMMITTEE ACTION: II Committee Chair Committee Member Committee Member K:\agnditem\FHSRA\2006\City Council Rules G\-'"").. CITY OF FEDERAL WAY CITY COUNCIL RULES OF PROCEDURE ADOPTED JANUARY 21, 1992 Amended March 17, 1992 May 19, 1992 July 21, 1992 December 15, 1992 April 20, 1993 January 18, 1994 June 7, 1994 September 21, 1994 December 6, 1994 November 16, 1999 February 19, 2002 February 19, 2003 April 6, 2004 I ' 200(2 OFFICE OF THE CITY CLERK G.'-'?:> INDEX SECTION NO. TITLE PAGE NO. 1 Authority 4 2 Council Meetings 4 3 Agenda Preparation 8 4 Council Discussion 9 5 Citizen Comment 10 6 Motions 10 7 Ordinances 12 8 Mayor and Deputy Mayor 13 9 Council Relations with City Staff 14 10 Council Meeting Staffing 15 11 Council Member Attendance at Meetings 15 12 Public Hearings 16 13 Media Representation at Council Meetings 17 14 Council Representation 17 15 Confiden tiality 18 16 Council Travel & Expenses 18 2 G:-~ SECTION NO. TITLE PAGE NO. 17 Public Records 26 18 City Manager Evaluation Process 27 19 Mayor/Deputy Mayor Selection Process 28 20 City Advisory Committees 28 21 Council Committees 31 22 Filling City Council Vacancies 32 23 Miscellaneous 36 24 Suspension and Amendment of Rules 36 3 6-5 _..- SECTION 1. AUTHORITY 1.1 The Federal Way City Council hereby establishes the following Rules of Procedure ("Rules") for the conduct of Council meetings, proceedings and business. These Rules shall be in effect upon adoption by the Counciland until such time as they are amended or new Rules adopted in the manner provided by these Rules. SECTION 2. COUNCIL MEETINGS 2.1 TYPES OF MEETINGS (1) Ree:ular Meetin2s Council's regular meetings will be held the first and third Tuesdays of each month in Council Chambers, City Hall. Regular Council meetings will begin at the hour of 7:00 p.m., and will adjourn no later than 10:00 p.m. To continue past this time of adjournment, a majority of the Council must concur. U any Tuesday on which a meeting is scheduled falls on a legal holiday, the meeting shall be held at 7:00 p.m. on the first business day following the holiday, or on another day designated by a majority vote of the Council. (2) Special Meetine:s A Special meeting is any Council meeting other than a Regular Council meeting. Notice shall be given at least 24 hours in advance specifying the time and place of the meeting and the business to be transacted. A Special Council meeting may be scheduled by the Mayor, City Manager or at the request of a majority of the Council Members. (3) Studv Sessions Council's Study Sessions will be held, when needed, as follows: Study sessions may be called by the Mayor, City Manager or by two (2) or more Council Members. 4 ~-b Study Sessions will be informal meetings for the purpose of reviewing forthcoming programs, receiving progress reports on current programs or projects, or receiving other similar information. The Mayor and City Manager will determine on-going dedicated schedules for regular Study Sessions. No final decisions can be made at a Study Session. Decisions on those issues will be scheduled for a Regular or Special Council meeting. (4) Emere:encv Meetine:s An Emergency meeting is a Special Council meeting called without the 24-hour notice. An Emergency meeting deals with an emergency involving injury or damage to persons or property or the likelihood of such injury or damage, when time requirements of a 24-hour notice would make notice impractical and increase the likelihood of such injury or damage. Emergency meetings may be called by the City Manager or the Mayor with the consent of a majority of Council Members. The minutes will indicate the reason for the emergency. (5) Executive Session Meetine:s An Executive Session is a Council meeting that is closed except to the Council, City Manager and authorized staff members and/or consultants authorized by the City Manager. The public is restricted from attendance. Executive sessions may be held during Regular or Special Council meetings and will be announced by the Mayor or the Chair of the Special Council Committee, respectively. Executive session subjects are limited pursuant to Chapter 42 RCW, including considering real property acquisition and sale, public bid contract performance, complaints against public officers and employees, public employment applications and public employee evaluation, elective office appointments and attorney-client discussions. Before convening an Executive session, the Mayor or Chair shall anuounce the purpose ofthe meetiug and the anticipated time when the session will be concluded. Should the session require more time, a public announcement shall be made that the meeting is being extended. (6) Retreats The annual retreat will be scheduled for the last week or weekend of January. Council may request Staffto schedule a mid-year retreat at its discretion. S G.~'l 2.2 ORDER OF REGULAR COUNCIL MEETING AGENDA (1) Call Meetine: To Order The Mayor calls the meeting to order. The Mayor will announce the attendance of Council Members and indicate any Council Member who is not in attendance and whether or not the Council Member has an excused absence. The Mayor may, with the concurrence of the Council Members, take agenda items out of order. Agenda items may be added pursuant to Section 3.3 of these Rules. (2) Plede:e of AIIee:iance Council Members and, at times, invited guests lead the flag salute. (3) Proclamations and Presentations A Proclamation is defined as an official announcement made by either the City Council or the Mayor. City Council Proclamations are defined as those non-controversial events which have a major citywide impact. City Council Proclamations shall be publicly read at a City Council meeting and presented to a representative of the event during the Council meeting. Mayor's Proclamations are defined as those non-controversial events which are requested by and for a special interest group within the City. Mayor's Proclamations are signed by the Mayor and forwarded to a representative of the event. The Mayor and City Manager shall determine if the Proclamation request is for a City Council Proclamation or a Mayor's Proclamation. Controversy is defined as a dispute, especially a lengthy and public one, between sides holding opposing views. City Manager ~ Introduction of New City Employees and Emerging Issues (4) Citizen Comment Members ofthe audience may comment on items relating to any matter. Citizen comment sign-ups will be available at each regular council meeting for the use of those citizens wishing to address the Council. 6 ey(6 Comments are limited to three (3) minutes, except that for a person whose property is the subject of a condemnation ordinance then pending before the City Council, or a person speaking on behalf of a group, comments are limited to five (5) minutes. No speaker may conveyor donate his or her time for speaking to another speaker. The Mayor may allow citizens to comment on individual agenda items at times during any regularly scheduled City Council meeting other than the regularly scheduled Citizen Comment period. These agenda items include, but are not limited to, ordinances, resolutions and Council Business issues. (See also Section 5, "Citizen Comment" ofthese Rules.) (5) Consent Ae:enda Consent Agenda items have either been fully considered by a City Council Committee or are considered to be routine and non- controversial and may be approved by one motion. Items on the Consent Agenda include but are not limited to, minutes, resolutions and ordinances discussed at a previous City Council or Committee meetings, bid awards and previously authorized agreements. Any Council Member may remove any item from the Consent Agenda for separate discussion and action. (6) Public Hearine:s See Section 12 ofthese Rules for discussion of public hearing procedure. (7) Council Business Council Business items are usually those items other than resolutions and ordinances requiring Council action. (8) Introduction and First Readine: of Ordinances Discussion and debate by the City Council may be held at this time. Council Members may request amendments to the ordinance at this time or at any time prior to adoption, direct staff to further review the ordinance, or approve placing the ordinance on the Consent Agenda at an upcoming Regular Council meeting for enactment as an enforceable City law. 7 <:1:.- 0... (9) Council Reports The Council Members may report on significant activities since the last meeting. (10) City Manae:er Report The City Manager and staff update the Council Members on current issues or items of Council interest. (11) Adiournment With no further business to come before the Council, the Mayor adjourns the meeting. 2.3 MEETING MINUTES The City Clerk will keep an account of all proceedings of the Council in accordance with the statutory requirements, and proceedings will be entered into a minute book constituting the official record of the Council. City Council meeting minutes will not be revised without a majority affirmative vote of the Council at a regularly scheduled Council meeting. 2.4 COUNCIL MEMBER SEATING A City Council Member's seat at the dais will be determined as follows: (1) The Mayor shall sit in Chair #4, the center seat at the dais, and the Deputy Mayor shall sit to the Mayor's right, in Chair #3; and (2) The remaining Council Members will be seated north to south by position #1 through #7, as consecutively as possible. SECTION 3. AGENDA PREPARATION 3.1 The City Clerk will prepare an agenda for each Council meeting specifying the time and place of the meeting, and setting forth a brief general description of each item to be considered by the Council. The agenda is subject to approval by the Mayor and the City Manager. 3.2 An item may be placed on a Council meeting agenda by any of the following methods: 8 Cn- \0 (1) A majority vote of the Council; (2) Council consensus; (3) By any two (2) Council Members; (4) By the City Manager; (5) By a Council Committee; or (6) By the Mayor. A draft agenda will be provided to all City Council Members who shall have approximately 48 hours to review prior to publication. 3.3 An item may be placed on a regular Council meeting agenda after the agenda is closed and the notice published if the Council Member or City Manager explains the necessity and receives a majority vote of the Council at a public meeting. 3.4 The City Clerk will endeavor to schedule sufficient time between public hearings and other scheduled items, so the public is not kept unduly waiting, and so the Council will have sufficient time to hear testimony and to deliberate matters among themselves. 3.5 Legally required and advertised public hearings will have a higher priority over other time~scheduled agenda items which have been scheduled for convenience rather than for statutory or other legal reasons. 3.6 Agendas will be finalized by Wednesday, noon - approximately one (1) week prior to the Council meeting. Agenda materials will be available, at City Hall, for the Council, City staff, media and public on the Friday before the meeting. 3.7 All agenda items packet reports will be in the format provided by the City Clerk's Office. 3.8 The Council may use the agenda item cover sheet "Recommendation Statement" language for making a motion. SECTION 4. COUNCIL DISCUSSION 4.1 All Council discussion shall be governed by ROBERTS RULES OF ORDER, NEWLY REVISED. 9 ~-"" SECTION 5. CITIZEN COMMENT 5.1 Persons addressing the Council, who are not specifically scheduled on the agenda, will be requested to step up to the podium, give their name for the record, and limit their remarks to three (3) minutes. No speaker may conveyor donate his or her time for speaking to another speaker. All remarks will be addressed to the Council as a whole, and not to individual City staff members. Any person making personal, impertinent, or slanderous remarks, or who becomes boisterous, threatening, or personally abusive while addressing the Council, may be requested to leave the meeting. 5.2 The Mayor has the authority to preserve order at all meetings ofthe Council, to cause the removal of any person from any meeting for disorderly conduct and to enforce these Rules. The Mayor may command assistance of any peace officer of the City to enforce all lawful orders of the Mayor to restore order at any meeting. 5.3 Citizens with complaints, concerns or questions, will be encouraged to refer the matter to the City Manager, or ask that the matter be placed on a future City Council meeting, or Council Committee agenda with the appropriate background information. Any citizen who voices a concern or complaint at a City Council meeting which involves a potential violation ofthe City's Code of Ethics shall be advised by the Council, or City Management staff, of the existence of the City's Board of Ethics, and of the procedures for requesting Ethics Board opinions and/or investigations from the Ethics Board. SECTION 6. MOTIONS 6.1 If a motion does not receive a second, it dies. Motions that do not need a second include: Nominations, withdrawal of motion, agenda order, request for a roll call vote, and point of order. 6.2 A motion that receives a tie vote is deemed to have failed. 6.3 When making motions, be clear and concise and not include arguments for the motion within the motion. 6.4 After a motion and second, the Mayor will indicate the names of the Council Members making the motion and second. 6.5 After a motion has been made and seconded, the Council may discuss their opinions on the issue prior to the vote. No further citizen comments may be 10 G.."'" ,')... heard when there is a motion and a second on the floor, unless allowed by the Mayor. After a motion has been made and seconded, the Council may ask questions of staff and/or discuss their opinions on the issue prior to the vote. No further citizen comments may be heard when there is a motion and a second on the floor, unless allowed by the Mayor. 6.6 When the Council concurs or agrees to an item that does not require a formal motion, the Mayor will summarize the agreement at the conclusion of the discussion. 6.7 A motion may be withdrawn by the maker of the motion, at any time, without the consent of the Council. 6.8 A motion to table is undebatable and shall preclude all amendments or debates ofthe issue under consideration. If the motion to table prevails, the matter may be "taken from the table" only by adding it to the agenda of a future Regular or Special meeting at which time discussion will continue; and if an item is tabled, it cannot be reconsidered at the same meeting. 6.9 A motion to postpone to a certain time is debatable as to the reason for the postponement but not to the subject matter of the motion; is amendable; and may be reconsidered at the same meeting. The question being postponed must be considered at a later time at the same meeting, or to a time certain at a future Regular or Special City Council meeting. 6.10 A motion to postpone indefinitely is debatable as to the reason for the postponement as well as to the subject matter of the motion; is not amendable, and may be reconsidered at the same meeting only if it received an affirmative vote. 6.11 A motion to call for the question shall close debate on the main motion and is undebatable. This motion must receive a second and fails without a two-thirds' (2/3) vote; debate is reopened if the motion fails. 6.12 A motion to amend is defined as amending a motion that is on the floor and has been seconded, by inserting or adding, striking out, striking out and inserting, or substituting. Motions that cannot be amended include: Motion to adjourn, agenda order, lay on the table, roll call vote, point of order, reconsideration and take from the table. A motion to amend an amendment is not in order. 11 G-\~ 6.13 Amendments are voted on first, then the main motion as amended (if the amendment received an affirmative vote). 6.14 The motion maker, Mayor or City Clerk should repeat the motion prior to voting. 6.15 At the conclusion of any vote, the Mayor will announce the results of the vote. 6.16 When a question has been decided, any Council Member who voted in the majority may move for a reconsideration, but no motion for reconsideration of a vote shall be made after the meeting has adjourned. 6.17 The City Attorney shall decide all questions of interpretations of these Rules and other questions of a parliamentary nature which may arise at a Council meeting. (See also Section 4 ofthese Rules.) All cases not provided for in these Rules shall be governed by Robert's Rules of Order, Newly Revised. In the event of a conflict, these Rules shall prevail. 6.18 Roll call votes will be taken during all televised Council meetings on non- unanimous votes, or if requested by a Council Member, or as required by law. The purpose of roll call votes is to assist the City Clerk in recording the vote and to communicate to the viewing public during televised City Council meetings the outcome of the vote. The official meeting minutes will always reflect roll call votes on each action item. 6.19 The Presiding Officer's decision on a point of order may be appealed. If seconded, the appeal may be voted on by the Council. An appeal may not be amended, is not debatable when it relates to indecorum, transgressions of the rules of speaking, the priority of business, or if the appeal is made while the previous question remains pending. In the event of a tie vote, the decision of the Presiding Officer stands. An appeal is not in order when another appeal is pending. SECTION 7. ORDINANCES 7.1 All ordinances shall be prepared or reviewed by the City Attorney. No ordinance shall be prepared for presentation to the Council, unless requested by a majority of the Council, or requested by the City Manager or City Attorney. 7.2 Ordinances will be introduced and enacted by a Council Bill Number. After enactment, the City Clerk shall assign a permanent ordinance number. 12 G --r \ l.\, 7.3 The City Clerk or designee shall read the title of the ordinance prior to voting unless the ordinance is on the Consent Agenda. 7.4 Upon enactment of the ordinance, the City Clerk shall obtain the signature of the City Attorney. After the City Attorney's signature, the City Clerk shall obtain the signature ofthe Mayor. After the Mayor's signature, the City Clerk shall sign the ordinance. 7.5 Ordinances, or ordinance summaries, shall be published in the official newspaper, as a legal publication, immediately following enactment. 7.6 Ordinances become effective thirty (30) days after the passage ofthe ordinance unless otherwise specified. SECTION 8. MAYOR AND DEPUTY MAYOR 8.1 The Presiding Officer at all meetings of the Council shall be the Mayor, and in the absence of the Mayor, the Deputy Mayor will act in that capacity. If both the Mayor and Deputy Mayor are absent, the Council Members present shall elect one of its members to serve as Presiding Officer until the return of the Mayor or Deputy Mayor. 8.2 The Presiding Officer shall: (1) Preserve order and decorum in the Council chambers; (2) Observe and enforce these Rules; (3) Decide all questions on order, in accordance with these Rules, subject to appeal by any Council Member; (4) Recognize Council Members in the order in which they request the floor. The Presiding Officer, as a Council Member, shall have only those rights, and shall be governed in all matters and issues by the same rules and restrictions as other Council Members; and (5) From time to time, appoint Council Members to serve on City Council and ad hoc committees. 13 cr\S SECTION 9. COUNCIL RELATIONS WITH CITY STAFF 9.1 There will be mutual respect from both City staff and Council Members oftheir respective roles and responsibilities when, and if, expressing criticism in a public meeting. 9.2 City staff will acknowledge the Council as policy makers, and the Council Members will acknowledge City staff as administering the Council's policies. 9.3 All written informational material requested by individual Council Members shall be submitted by City staff, after approval of the City Manager, to all Council Members with a notation indicating which Council Member requested the information. 9.4 Council Members shall not attempt to coerce or influence City staff in the selection of personnel, the awarding of contracts, the selection of consultants, the processing of development applications or the granting of City licenses or permits. 9.5 The Council shall not attempt to change or interfere with the operating rules and practices of any City department. 9.6 Mail that is addressed to the Mayor and Council Members shall be copied and circulated to all City Council Members by the City Clerk, as soon as practicable after it arrives. 9.7 The City Clerk shall not open mail addressed to individual Council Members if it is marked personal and/or confidential. 9.8 No Council Member shall direct the City Manager to initiate any action or prepare any report that is significant in nature, or initiate any significant project or study without the consent of a majority of the Council. New initiatives having policy implementation shall be directed to a Council Committee for consideration. 9.9 Individual requests for information can be made directly to the Department Director unless otherwise determined by the City Manager. If the request would create a change in work assignments or City staffing levels, the request must be made through the City Manager. 14 / 0\ -'\,(,o 9.10 To provide staffthe necessary preparation time, Council Members will provide staff advance notice of any questions or concerns they may have regarding an agenda item prior to a public meeting, if possible. SECTION 10. COUNCIL MEETING STAFFING 10.1 The City Manager shall attend all regular meetings of the Council unless excused. The City Manager may make recommendations to the Council and shall have the right to take part in the discussions of the Council, but shall have no vote. When the City Manager has an excused absence, the designated Acting City Manager shall attend the meeting. 10.2 The City Attorney shall attend all meetings of the Council unless excused, and shall, upon request, give an opinion, either written or oral, on legal questions. The City Attorney shall act as the Council's parliamentarian. The Deputy or Assistant City Attorney shall attend meetings when the City Attorney has been excused. 10.3 The City Clerk, or designee, shall attend Regular meetings ofthe Council, keep the official journal (minutes), and perform such other duties as may be needed for the orderly conduct of the meeting. SECTION 11. COUNCIL MEMBER ATTENDANCE AT MEETINGS 11.1 EXCUSED ABSENCES Excused absences are defined as follows: (1) Death of immediate familv member "Immediate family members" are defined as: spouse, child, parents, siblings, grandparents, father and mother-in-law, or daughter and son- in-law. (2) Illness Illness of a Council member or of an immediate family member, as defined above, requiring the member to personally attend and care for 1 S G:"' \'"1 the immediate family member provided that the illness does not necessitate an absence longer than six (6) months. (3) Three nonconsecutive absences Three (3) nonconsecutive absences per calendar year provided that prior notice is given to as referenced in Section 11.3. (4) Absences for Council Business A Council member who is absent because of other commitments representing Council or because of circumstances beyond the Council member's control, which include but are not limited to traffic, weather, accident. 11.2 VACANCY OF OFFICE A Council position shall become vacant upon three (3) consecutive unexcused absences or more than three (3) nonconsecutive absences as defined in Section 11.1(3). (RCW 35A.12.060) 11.3 Council Members will inform the Mayor, the City Manager or City Clerk ifthey are unable to attend any Council meeting, or if they knowingly will be late to any meeting. The minutes will show the Council Member as having an excused absence. SECTION 12. PUBLIC HEARINGS 12.1 TYPES There are two types of public hearings: legislative and quasi-judicial. The Mayor will state the public hearing procedures before each public hearing. Citizens may comment on public hearing items. 12.2 LEGISLATIVE PUBLIC HEARINGS The purpose of a legislative public hearing is to obtain public input on legislative decisions on matters of policy, including without limitation, review by the City Council of its comprehensive land use plan or the biennial budget. 16 G-~'\% 12.3 QUASI-JUDICIAL PUBLIC HEARINGS The purpose of a quasi-judicial public hearing is to decide issues including the right of specific parties and include, without limitation, certain land use matters such as site specific rezones, preliminary plats, and variances. The City Council's decision on a quasi-judicial matter must be based upon and supported by the "record" in the matter. The "record" consists of all testimony or comment presented at the hearing and all documents and exhibits that have been submitted. In quasi-judicial hearings, Council Members shall comply with all applicable laws including without limitation the appearance of fairness doctrine (Chapter 42.36 RCW). APPEARANCE OF FAIRNESS. Council members should recognize that the Appearance of Fairness Doctrine does not require establishment of a conflict of interest, but whether there is an appearance of conflict ofinterest to the average person. This may involve the Council member or a Council member's business associate, or immediate family. It could involve exparte (outside the hearing) communications, ownership of property in the vicinity, business dealings with the proponents and/or opponents before or after the hearing, business dealings of the Council member's employer with the proponents and/or opponents, announced predispositions, and the like. Prior to any quasi-judicial hearing, each Council member should give consideration to whether a potential violation of the Appearance of Fairness Doctrine exists. If so, no matter how remote, the Council member should disclose the facts to the City Manager who will seek the opinion of the City Attorney, which will be communicated to the Council member and the Mayor. SECTION 13. MEDIA REPRESENTATION AT COUNCIL MEETINGS 13.1 All public meetings of the City Council, Council Committees, and Council advisory committees shall be open to the media, freely subject to recording by radio, television and photographic services at any time, provided that such arrangements do not interfere with the orderly conduct ofthe meeting. Seating space shall be provided for the media at each public meeting. SECTION 14. COUNCIL REPRESENTATION 14.1 If a Council Member appears on behalf ofthe City before another governmental agency, a community organization, or through the media, for the purpose of commenting on an issue, the Council Member shall state the majority position of 17 G;- \ c... the Council, if known, on such issue. Personal opinions and comments which differ from the Council majority may be expressed if the Council Member clarifies that these statements do not represent the Council's position. 14.2 Council Members need to have other Council Members' concurrence before representing (1) another Council Member's view or position, or (2) the majority of Council's view or position with the media, another governmental agency or community organization. SECTION 15. CONFIDENTIALITY 15.1 Council Members shall keep confidential all written materials and verbal information, including but not limited to the topic(s) and/or the substance, provided to them during Executive Sessions, to ensure that the City's position is not compromised. Confidentiality also includes information provided to Council Members outside of Executive Sessions when the information is considered to be exempt from disclosure under exemptions set forth in the Revised Code of Washington (RCW 42.23.070(3)). 15.2 If the Council, in Executive session, has provided direction or consensus to City staff on proposed terms and conditions for any type of issue, all contact with the other party should be done by the designated City staff representative handling the issue. Council Members should obtain the permission of the City Manager prior to discussing the information with anyone other than other Council . Members, the City Attorney or City staff designated by the City Manager. Any Council Member having any contact or discussion needs to make full disclosure to the City Manager and/or the City Council in a timely manner. 15.3 Council member believes that a topic or discussion in Executive Session is improper, the Council member may refuse to participate and leave the Executive Session and say nothing outside of the Executive Session. SECTION 16. COUNCIL TRAVEL AND EXPENSES' 16.1 PURPOSE AND ADMINISTRATION The objectives ofthis policy are to provide elected officials who incur authorized travel, subsistence, registration and related expenses while on city business, reasonable and timely mechanisms for the reimbursement and/or the advancement of such necessary expenditures. 18 G-':l,~ It is also recognized that City payment for business related food and beverage for non-travel purposes will be incurred by the City Council wherein reimbursement will be provided. This policy statement also serves to provide guidelines by which to determine whether or not expenditures by the City Council may be reimbursable to the Council Member, and by which to determine refreshments and related costs served or made available at meetings involving volunteers and other quasi-employees are legitimate City expenditures. Claimants have the responsibility for becoming knowledgeable about authorized expenditures and the documentation requirements. Care must be taken to avoid unnecessary or excessive expenditures, and those not directly and reasonably related to the conduct of City business. 16.2 DOCUMENTATION Except for per diem allowances, no claim for reimbursement shall be paid unless it is accompanied by a bona fide vendor's receipt. Such receipts should show the date, a description of the purchase, vendor identification and amount paid. 16.3 CLAIMS Claims for reimbursement shall contain the following: (1) The name ofthe person who consumed the goods or used the service for which reimbursement is requested, whether it be for meals, lodging, transportation or any other purpose; and (2) A description ofthe event, occasion or circumstances related to the claim and the public policy or public purpose served. 16.4 MEALS Meal costs must be incurred directly by the claimant; direct billing to the City by a restaurant is prohibited except by way of an authorized City credit card. Payment for table service at a restaurant, commonly referred to as a tip, not to exceed fifteen percent (15%) ofthe restaurant price ofthe meal, is reimbursable as a reasonable and necessary cost for such service. 19 G.~;).. \ 16.5 PER DIEM SCHEDULE OF REIMBURSABLE MEAL COSTS The reasonable cost of necessary meals while conducting City business is authorized for reimbursement. All City officials claiming reimbursement for meals consumed while on City business shall be entitled to reimbursement not to exceed the Renzheimer Meal/Lodging Index. Notwithstanding the foregoing index, actual meal costs may be claimed when they are part of a regularly scheduled business event such as training seminar, professional meeting, or other business meeting. If the costs of meals for persons other than the claimant are included, those persons must be entitled to meal reimbursement in their own right and they shall be listed by name and title in claim documentation. 16.6 EXPENDITURES NOT INCLUDABLE AS ACTUAL MEAL COSTS Unauthorized expenditures include, but are not limited to: (1) Liquor. (2) Expenses of a spouse or other persons not authorized to receive reimbursement under this policy. 16.7 TRAVEL Reimbursement for reasonable costs of business travel is authorized. General guidelines are as follows. 16.8 CITY VEHICLE Out-of-the-area costs of vehicle operation are authorized, such as gas, oil, tires and necessary repairs. 16.9 PERSONAL VEHICLE Expenses shall be reimbursed for travel within a 300 mile radius of the City at such rate per mile as shall be established from time to time by the City Manager in his/her discretion, but not to exceed the then current maximum rate allowed by the United States Internal Revenue Service for reimbursement of such expenses for purposes of business travel expense deductions. Trips beyond this 20 C"1\ - '2.'2. limit will be reimbursed at the lower of a) the established rate per mile, or b) the lowest available (other than non-refundable) airfare obtainable by the City's Purchasing Manager plus mileage reimbursement at the then current City rate, based upon the estimated distance between the airport and the destination. Incidental travel costs such as parking, ferry or bridge tolls are reimbursable as they would be if a City vehicle was provided. 16.10 RENT AL VEHICLE The cost of vehicle rental is considered an exception to this policy and must be approved in writing per Section 4A (Meal Reimbursement for Non-City Officials). Vehicle rental authorization must be separately set out in any request for approval ofsuch expenses. Approval of vehicle rental as an item on a travel advance request will not be considered sufficient authorization without a separate statement presenting the reason such an expenditure is required. 16.11 AIR TRAVEL Arrangement for air travel on City related business shall be arranged by the Purchasing staff of the Finance Department or as otherwise designated by the City Manager as outlined below: (1) Whenever feasible, the need for air travel arrangements should be provided by way of the normal requisition process at least 5 weeks in advance of the departure date. (2) The authorized procurer will arrange for air travel based on the lowest available (other than non-refundable) airfare for a regularly scheduled flight which reasonably accommodates the time oftravel requested, and the destination as specified by the requisitioning department. (3) The authorized procurer will purchase the tickets at the time the rate is quoted and the Council Member will be advised ofthe arrangements for acquiring the tickets. (4) If personal travel is combined with business related travel, the traveling Council Member shall be responsible for paying the increase in airfare necessary to accommodate the personal part of the flight. The City shall only pay the lowest available (other than non-refundable) airfare for the round trip between the Seattle/Tacoma airport and the business related destination. Such payment for a personal travel shall accompany the City's payment to the vendor for the tickets. 21 G-).,~ (5) If changes in travel plans occur that are the result of City business requirements, (i.e. delays in departure, cancellations, extended stays, or revised itinerary) any associated costs shall be paid by the City. However, all increase in cost of travel due to changes for personal convenience will be borne by the Council Member. (6) Officials who obtain airline tickets on their own will be reimbursed based on the lower of: a) Actual out-of-pocket cost paid for the airline tickets or alternate means oftransportation (substantiated by a receipt); or b) the lowest (other than non-refundable) airfare available for their time of travel, unless an exception is granted in writing by the City Council. In this case, the official must pay the cost ofthe travel and seek reimbursement along with all other travel expenses. Direct billing of airfare to the City is allowed only if ordered by the Purchasing Staff, as may be authorized by the City Manager. 16.12 FIRST CLASS AIR TRAVEL First class air travel is not authorized. 16.13 OTHER TRAVEL EXPENSES Miscellaneous travel costs such as bus, taxi, bridge or other tolls, parking, ferry, porter, bellman and the like (not including any maid service) are authorized by a listing of same as provided by the reimbursement form. Payment of a reasonable amount for porter service, bellman service and the like is considered to be a necessary payment for such service and, therefore, reimbursable. 16.14 VENDOR'S RECEIPT A vendor's receipt will be required only when the single item cost of this type expense exceeds $10.00. Local parking, ferry and bridge tolls may be reimbursed through the Petty Cash system, subject to the Petty Cash Guidelines. 16.15 OUT-OF-STATE OR OVERNIGHT TRAVEL To be eligible for any City reimbursement for out of state and/or overnight travel expense, the one way travel distance must be greater than 50 miles from City or home. 22 ~'\ G\-:l.. '-\ 16.16 ACCOMMODATIONS Reasonable hotel/motel accommodations for officials are acceptable and will be reimbursed at a maximum of the single room rate. A vendor's receipt for this category is required for all claims. Direct billing of hotel/motel charges is not allowed unless by way of an authorized City credit card. 16.17 INCIDENTAL EXPENSES Includes all reasonable and necessary incidental expenses and includes, but is not limited to, the following. 16.18 ALLOW ABLE INCIDENTAL EXPENSES Laundry expenses if away from home four (4) or more calendar days. Baggage checking. Business telephone and postage expenses. Personal telephone calls home, if away from home for more than a 24 hour duration, are considered a business telephone expense. 16.19 NON-ALLOW ABLE INCIDENTAL EXPENSES Personal entertainment. Theft, loss or damage to personal property. Expenses of a spouse, family or other persons not authorized to receive reimbursement under this policy Barber or beauty parlor services. Airline and other trip insurance. Personal postage, reading material, telephone calls. Personal toiletry articles. 23 G-as 16.20 NON- TRAVEL FOOD AND BEVERAGE REIMBURSEMENT POLICY Reimbursable expenses are subiect to the followine:: (1) Meals consumed by the City official during meetings and other functions which conduct official City business or serve to benefit the City of Federal Way are reimbursable to the official. (2) Generally, the City will not incur costs for refreshments, and other related items, for meetings or functions held in the normal course of business or that are attended solely by City officials. However, such meetings or functions wherein a municipal function, public purpose, or City program is served or furthered, and wherein the City Council has expressly approved the meeting as such, the City may incur such costs directly or as a reimbursement to employees who have incurred such costs on behalf of the City. (3) Refreshments purchased solely for personal entertainment are not a legitimate City expense. 16.21 CEREMONIES AND CELEBRATIONS (1) Reasonable expenses, including food and beverage, associated with commemorating a dedication or an unveiling that is recognized as serving a public purpose are legitimate City expenditures. (2) Private celebrations rather than public celebrations are not generally considered as serving a public purpose. Refreshment, food and beverage related costs would therefore not be recognized as legitimate City expense. (3) Support of a local "event" or celebration may not take the form of a gratuitous contribution of public funds to a private person, committee or organization. Expenditure of public funds on a publicly sponsored event requires the existence of a recognizable public purpose that relates to the City's existence, proper authorization from the legislative authority for such public sponsorship, and a reasonable relationship between the amount ofthe City's expenditure and the "public" nature of the event. 16.22 MEAL REIMBURSEMENT FOR NON-CITY OFFICIALS Council Member claims for the reimbursement of meal costs for non-city employees and non-city officials shall be documented by a memo authorized by 24 G- J...~ the Mayor or, in the Mayor's absence, the Deputy Mayor. The memo must identify: (1) The names of the individual or individuals being hosted; (2) Their official title or capacity as it related to City business; (3) The explanation of why this expenditure was an appropriate use of City funds. CLAIMS AND APPROVAL PROCEDURE 16.23 All claims shall be submitted for reimbursement using the form provided by the City Finance Department. Travel and subsistence expenses except for incidental and minor costs will not be paid from any Petty Cash Fund, unless as in compliance with petty cash policy adopted by the City. 16.24 Special approvals required by this policy shall be obtained by Council Members, from the Mayor, or in his/her absence, by the Deputy Mayor. Such approvals shall be by separate memo which identifies the policy exception being authorized and explains the reasons therefor. 16.25 Claims may include the reimbursable costs of other City officials who would be entitled in their own right to claim business expenses. 16.26 Claims of Council Members must be approved by the Mayor or in his/her absence the Deputy Mayor. 16.27 Exceptions to the expense rules for unusual circumstances may be approved at a regular City Council meeting by a majority vote of the Council Members present at the meeting. 16.28 In preparation of the City's annual operating budget, Council Member travel and training expenses shall be anticipated and included in budget appropriations. Attendance at annual conferences of municipal officials, such as the National League of Cities or Association of Washington Cities, shall be addressed at the time of budget adoption to reflect the number of Council Members who will attend to represent the City. Meetings, conventions or training programs that require expenditure of funds to be reimbursed or paid on behalf of Council Members, and that are not anticipated at the time of budget adoption, must be submitted to the Council for approval. The request must be presented to the Council in a timely manner prior to the event to permit an opportunity for the Council to review and approve or deny the request based on its merit, to allow all Council Members 25 GC ').~ opportunity to discuss the appropriate Council attendance. The request shall include: (a) Name of organization sponsoring meeting, (b) Why attendance is requested; benefits to the City, (c) Council Member(s) to attend, (d) Location, (e) Attendance dates, and (I) Estimated cost to the City. 16.29 A report, oral and/or written as appropriate, shall be made to the Council at a meeting no later than two (2) weeks following said conference, seminar or training, in order that the full Council may benefit from the training experience received by the Council Member who attended. A record of such reports shall be maintained by the City Clerk. The Mayor shall make an annual State of the City report during a regularly scheduled City Council meeting; a written report shall be made available to the public at the time of the meeting. The City Manager shall provide an Executive Summary following each City Council retreat; a written report shall be made available to the public the first working day following the retreat. SECTION 17. PUBLIC RECORDS 17.1 Public records created or received by the Mayor or any Council Member should be transferred to the City Clerk's office for retention by the City in accordance with the Public Records Act, Chapter 42.17 RCW. Public records that are duplicates ofthose received by, or in the possession ofthe City, are not required to be retained. Questions about whether or not a document is a public record or if it is required to be retained should be referred to the City Attorney. 17.2 Electronic mail communications that do not relate to the functional responsibility of the recipient or sender as a public official, such as meeting notices, reminders, telephone messages and informal notes, do not constitute a public record. All other messages that relate to the functional responsibility of the recipient or sender as a public official constitute a public record. E-mail communications that are intended to be shared among four or more Council members, whether concurrently or serially, must be considered in light of the Open Public Meetings Act. If the intended purpose of the e-mail is to have a discussion that should be held at an open meeting, the electronic discussion should not occur. Further, the use of e-mail communication to form a collective decision of the Council violates the Open Public Meetings Act. 26 G"-:~~ SECTION 18. CITY MANAGER EV ALUATION PROCESS 18.1 The Mayor, Council Members and City Manager will determine the evaluation criteria and format for the process. 18.2 After the criteria have been developed, the Council Members need to concur on when the completed evaluation forms are due and who will collect these documents. 18.3 Council Members need to discuss and decide if the Mayor and one (1) or more Council Members should meet prior to the actual evaluation; this meeting would allow time to summarize the comments; also, this sub-committee (ofless than a quorum) could determine recommendations for the City Manager's employment contract amendments, including, but not limited to, salary, performance payment, cost-of-living increase; the sub-committee can make a recommendation to the entire Council at the time of the evaluation. 18.4 Copies of the City Manager's current employment contract shall be made available to the entire Council. 18.5 At the evaluation session, the summary comments may be given, as well as individual comments by Council Members; the City Manager may wish to respond which is usually at the conclusion of the Council comments; the City Manager's contract should be discussed and any recommendations may be concurred to by the Council. 18.6 The evaluation is held in Executive session. Attendance is limited to the Mayor, Council Members, City Manager and City Attorney. 18.7 The final step of the City Manager evaluation process is to have the City Attorney prepare amendments, if any, to the City Manager's employment contract. This contract needs to be approved as a Consent Agenda item at a Council meeting. 18.8 The Mayor shall prepare a press release no later than the next working day following the Executive Session regarding the results of the evaluation. 27 G"'"),.~ SECTION 19. MA YORJDEPUTY MAYOR SELECTION PROCESS 19.1 The Mayor and the Deputy Mayor shall be nominated and elected from the ranks of the sitting Council Members. 19.2 The Mayor and Deputy Mayor shall be elected for two (2) year terms at the first Regular City Council meeting in January of the applicable year, by a majority vote of the City Council in accordance with RCW 35A.13.030 and .035. 19.3 The City Clerk or designee shall conduct the election for Mayor. The Mayor shall then conduct the election for the Deputy Mayor. (See Appendix "A" to these Rules.) SECTION 20. CITY ADVISORY COMMITTEES 20.1 Federal Way's commissions, committees and task forces provide an invaluable service to the City. Their advice on a wide variety of subjects aids the Mayor and Council Members in the decision-making process. Effective citizen participation is an invaluable tool for local government. 20.2 These advisory bodies originate from different sources. Some are established by ordinance while others are established by motion ofthe City Council. It is at the discretion of the Council as to whether or not any advisory body should he established by ordinance. 20.3 Federal Way advisory bodies bring together citizen viewpoints which might not otherwise he heard. Persons of wide-ranging interests who want to participate in public service but not compete for public office can be involved in governmental commissions, committees and task forces. These bodies also serve as a training ground or stepping stone for qualified persons who are interested in seeking public office. 20.4 As Federal Way advisory bodies have been formed since incorporation, the adoption of uniform rules of procedure is necessary to assure maximum productivity. The following policies govern the City's advisory groups; some of these advisory groups may have more specific guidelines set forth by ordinance, resolution, the Federal Way City Code, or at times by state law. 20.5 Every advisory body, when it is formed, will have a specific statement of purpose and function, which will be re-examined periodically by the City 28 ~- ~9J Council to determine its effectiveness. This statement of purpose is made available to all citizen members when they are appointed. 20.6 The size of each advisory group is determined by the City Council and the size is related to its duties and responsibilities. Another determination to be made prior to formation, is the cost impact for City staffing a proposed advisory body. 20.7 The Council may dissolve any advisory body that, in their opinion, has completed its working function or for any other reason. 20.8 Members and alternate members of all advisory bodies are appointed by majority vote of the Council Members during a regularly scheduled meeting. 20.9 The Council Committee of the Whole shall be convened to review, interview and recommend Citizen Advisory Committee appointments to the City Council. Any Council Member who shall attend the public interview session shall be eligible to vote on the recommendation to be made to the full Council. A quorum of three (3) Council Members shall be required to forward any recommendation to the full Council. The full City Council shall vote on the appointments to the Citizen Advisory Committee at a regularly scheduled Council meeting. 20.10 The City Council may approve reappointment of citizens wishing second terms subject to any limits established by ordinance or other laws. 20.11 Council Members will raise any concerns about any recommendation prior to the City Council meeting that is scheduled for the approval ofthe appointment. 20.12 Vacancies are advertised so that any interested citizen may submit an application. Applicants must be citizens ofthe City of Federal Way if required by the Federal Way City Code or if required by the City Council. Council Members are encouraged to solicit applications from qualified citizens. Applications shall be available from the Office of the City Clerk. 20.13 Lengths of terms vary from one advisory body to another, but in all cases overlapping terms are intended. On special work task forces, where a specific project is the purpose, there need not be terms of office. 20.14 Newly appointed members will receive a briefing by the commission, committee or task force chairperson and/or City staff, regarding duties and responsibilities of the members of the advisory body. This will include a review of the City of Federal Way Ethics Code. Each newly-appointed member will receive an information packet which will include a Certificate of Appointment signed by the City Council, a commission, committee or task force membership list, 29 6-':,\ responsible City staff member, statement of purpose for the advisory body which may include an ordinance, resolution, bylaws, or annual work program and a copy of the City of Federal Way Ethics Code. 20.15 All advisory bodies will be responsible for adopting their operating policies consistent with the establishing resolution or ordinance. 20.16 All meetings of advisory bodies are open to the public in accordance with the public meeting laws of the State of Washington which requires a minimum 24- hour advance notice; no advisory committee will schedule a meeting earlier than 7:00 a.m. 20.17 The number of meetings related to business needs ofthe advisory group may be set by the individual body, unless set forth in a resolution or ordinance. Notice of all meetings, including date, time, place and principal subjects to be discussed will be published in accordance with the public meetings laws of the State of Washington and the policies of the City of Federal Way. 20.18 The advisory body chairperson will be responsible for coordinating the meeting agendas with the appropriate City support staff. 20.19 Minutes will be kept of all meetings in accordance with the public meeting laws of the State of Washington. The appropriate City support staff will be responsible for preparation of the minutes of each advisory committee meeting. 20.20 Excessive absenteeism, excluding illness or required travel, is cause for the removal of an advisory body member. Three (3) consecutive absences will be considered resignation from the body unless prior to the third absence, the member has requested, and been granted, an excused absence. The advisory body granting the excused absence will determine the validity of the request. 20.21 Members may resign at any time their personal circumstances change to prevent effective service. Members may be removed, from any advisory committee, prior to the expiration of their term of office, by a majority vote of the City Council. 20.22 A quorum for conducting business is a simple majority ofthe membership ofthe advisory body. 20.23 All members of advisory bodies should be aware of the need to avoid any instance of conflict of interest. No individual should use an official position to gain a personal advantage. 30 G- s? 20.24 Lobbying efforts by any advisory bodies on legislative, or political, matters should first be checked for consistency with existing City policy by contacting the City Manager's office. In the event a position is taken that differs from that of the City's policy, an advisory body acting as an official body of the City of Federal Way, cannot represent that position before another body, i.e., the State Legislature or the King County Council. An individual member is free to voice a position, oral or written, on any issue as long as it is made clear that he or she is not speaking as a representative ofthe City of Federal Way, or as a member of his or her commission, committee or task force. 20.25 Members of advisory bodies are encouraged to attend City Council meetings to keep abreast of Council actions. 20.26 The City Council transmits referrals for information or action through the City Manager to the advisory groups. These advisory groups transmit findings, reports, etc., to the City Council through the City Manager. 20.27 While the City staff's role is one of assisting the commission, committee or task force, the City staff members are not employees of that body. The City staff members are directly responsible to his or her Department Director and the City Manager. 20.28 Annually, each advisory committee shall develop a work program for the City Council's consideration and approval. The City Council may amend the committee's work program. SECTION 21. COUNCIL COMMITTEES 21.1 Council committees are policy review and discussion arms of the Council. Committees may study issues and develop recommendations for consideration by the Council. Committees may not take binding action on behalf of the City unless a quorum ofthe City Council is present, the Council Committee has been advertised as a Special Meeting of the Whole City Council and, by majority vote, the City Council has directed that such action occur at the Council Committee. Council Committee structure shall be as determined by the City Council in January of each year. The 1-9992006 committees are as follows: I FINANCEIECONOMlC DEVELOPMENTHUMAN I SERVICES/REGIONAL AFFAIRS COMMITTEE LAND USEITRANSPORT A TION COMMITTEE 31 G<-:,'? PARKS/RECREATION/HUMAN SERVICES & PUBLIC SAFETY COMMITTEE ECONOMIC DEVELOPMENT COMMITTEE 21.2 Committees shall establish regular meeting schedules as determined by the Chair of the Committee in consultation with the Committee members. 21.3 Each committee will have staff support assigned by the City Manager. Staff will work with the committee chairs to set agendas, provide support materials and prepare reports. 21.4 Summaries of each meeting will be prepared by staff and distributed to the Mayor and Council Members. These summaries will be in lieu of verbal reports at Council meetings. 21.5 The City Manager or Mayor may send issues directly to committees for their review in lieu of being referred to committee by the entire Council. 21.6 Committee appointments (chairs and members) shall be made by the Mayor. The Mayor will take into account the interests and requests of individual Council Members in making committee assignments. 21.7 Membership of each committee will consist of three (3) Council Members. Council Members are expected to attend a majority of each respective committee meetings for each calendar year. 21.8 The Mayor shall be an "ex officio" member of each committee. The Deputy Mayor may serve as "ex officio" or be appointed to a committee. 21.9 The Mayor will make committee assignments each January, with members serving one (1) year terms. The Mayor has the discretion to appoint or remove Committee members at any time. SECTION 22. FILLING CITY COUNCIL VACANCIES 22.1 PURPOSE The purpose of this section is to provide guidance to the City Council when a Federal Way Council Member position becomes vacant before the expiration of the official's elected term of office. Pursuant to state law, a vacancy shall be filled only until the next regular municipal election, to serve the remainder of the unexpired term. 32 Gr- 31 ~--,.. 22.2 REFERENCES RCW 42.30.110(h) - Executive Session Allowed to Consider Qualifications of a Candidate for Appointment to Elective Office. RCW 42.30.060 - Prohibition on Secret Ballots. RCW 42.12 - Vacant Position. RCW 35A.13.020 - Vacancies - Filling of Vacancies in CounciIlManager Form of Government. 22.3 APPOINTMENT PROCESS (1) A Council position shall be officially declared vacant upon the occurrence of any ofthe causes of vacancy set forth in RCW 42.12.010, including resignation, recall, forfeiture, written intent to resign, or death of a Council Member. The Council Member who is vacating his or her position cannot participate in the appointment process. (2) The City Council shall direct staff to begin the Council Member appointment process and establish an interview and appointment schedule, so that the position is filled at the earliest opportunity. (3) The City Clerk's Office shall prepare and submit a display advertisement to the City's official newspaper, with courtesy copies to all other local media outlets, which announces the vacancy consistent with the requirements necessary to hold public office: that the applicant (a) be a registered voter ofthe City of Federal Way, and (b) have a one (1) year residency in the City of Federal Way. This display advertisement shall be published once each week for two (2) consecutive weeks. This display advertisement shall contain other information, including but not limited to, time to be served in the vacant position, election information, salary information, Council Member powers and duties, the deadline date and time for submitting applications, interview and appointment schedules, and such other information that the City Council deems appropriate. (4) The City Clerk's Office shall prepare an application form which requests appropriate information for City Council consideration ofthe applicants. Applications will he available at City of Federal Way offices, King County libraries located in Federal Way, the Federal Way Chamber of Commerce office, the Federal Way School District administration office and such other locations that the City Council deems appropriate. Copies of the display advertisement will he provided 33 G-~ to current members of City of Federal Way commissions, committees, task forces and other City-sponsored citizen groups. (5) Applications received by the deadline date and time will be copied and circulated, by the City Clerk's Office, to the Mayor and City Council. Packets may also contain additional information received such as endorsements, letters of reference and other pertinent materials. (6) The City Clerk's Office shall publish the required public notice(s) for the meeting scheduled for interviewing applicants for consideration to the vacant position. This meeting may be a regularly scheduled City Council meeting, or a special City Council meeting. (7) The City Clerk's Office shall notify applicants of the location, date and time of City Council interviews. (8) Prior to the date and time of the interview meeting, the Mayor shall accept one interview question from each Council Member. 22.4 INTERVIEW MEETING Each interview of an applicant/candidate shall be no more than 30 minutes in length as follows: (1) The applicant shall present his or her credentials to the City Council. (10 minutes) (2) The City Council shall ask the predetermined set of questions which must be responded to by the applicant. Each applicant will be asked and will answer the same set of questions, and will have 2 minutes to answer each question. (14 minutes) (3) An informal question and answer period in which Council Members may ask and receive answers to miscellaneous questions. (10 minutes) (4) The applicants' order of appearance will be determined by a random lot drawing performed by the City Clerk. (5) The Council may reduce the 30-minute interview time if the number of applicants exceed six (6) candidates, or alternatively, the Council may elect not to interview all of the applicants if the number exceeds six (6) candidates. The decision as to which applicants to interview will be based on the information contained in the application forms. 34 G--3b 22.5 VOTING Upon completion of the interviews, Council Members may convene into Executive Session to discuss the qualifications of the applicants. However, all interviews, deliberations, nominations and votes taken by the Council shall be in open public session. (1) The Mayor shall ask for nominations from the Council Members for the purpose of creating a group of candidates to consider. No second is needed. (2) Nominations are closed by a motion, second and majority vote of the Council. (3) Council Members may deliberate such matters as criteria for selection and the nominated group of candidates. (4) The Mayor shall poll Council Members to ascertain that Council Members are prepared to vote. (5) The City Clerk shall proceed with a roll-call vote. (6) Elections will continue until a nominee receives a majority vote of the remaining Council members. (7) At anytime during the election process, the City Council may postpone elections until a date certain or regular meeting if a majority vote has not been received. (8) Nothing in this policy shall prevent the City Council from reconvening into Executive Session to further discuss the applicant/candidate qualifications. (9) The Mayor shall declare the nominee receiving the majority vote as the new Council Member and shall be sworn into office by the City Clerk at the earliest opportunity or no later than the next regularly scheduled City Council meeting. (10) If the City Council does not give a majority vote within 90 days of the declared vacancy, the Revised Code of Washington delegates appointment powers to King County. 35 6\- '::> '1 --... SECTION 23. MISCELLANEOUS 23.1 When Council Members register to attend an official conference requiring voting delegates, such as the annual National League of Cities or Association of Washington Cities, the Council shall designate the voting delegate(s) and alternate voting delegate(s) during a public meeting, by a majority vote; when possible, said selection of voting delegate(s) shall be done on a rotating basis for the purpose of allowing all Council Members the opportunity to be an official voting delegate. SECTION 24. SUSPENSION AND AMENDMENT OF RULES 24.1 Any provision of these rules not governed by state law or ordinance, may be temporarily suspended by a two-thirds (2/3) majority vote of the Council. 24.2 These rules may be amended, or new rules adopted, by a majority vote of the Council. K:\DOCUM ENliCCRULES.2006 02/13/2006 36 G.-.~ ~ APPENDIX "A" MA YORlDEPUTY MAYOR ELECTION PROCESS (1) Any Council Member may nominate a candidate; no second is needed. (2) Nominations are closed by a motion, second and 2/3 vote of Council. (3) If only one (1) nomination is made, it is appropriate to make a motion and obtain a second to instruct the City Clerk to cast a unanimous ballot for that nomination. Approval is by majority vote of Council Members present. (4) If more than one (1) nomination is made, an open election is conducted by roll call vote. (5) To be elected, the nominee needs a majority vote of the Council. (6) Elections will continue until a Mayor and Deputy Mayor are elected by a majority vote of the Council. (7) The City Clerk shall declare the nominee receiving the majority vote as the new Mayor. The new Mayor shall declare the nominee receiving the majority vote as the new Deputy Mayor. The Clerk shall swear the individuals into office. 37 G-j" ~ --- CITY OF FEDERAL WAY MEMORANDUM Date: February 21, 2006 To: Finance. Human Services, and Regional Affairs Committee From: Iwen Wang, Management Services D~' Via: Derek Matheson, Interim City Manag Subject: Council Retreat Follow Up: Updated Vision. Mission, and Goals Statements POLICY OUESTION: Should the City Council adopt an updated vision, mission, and goals? BACKGROUND: At the January 28th retreat, Council reviewed and discussed a draft City Vision Mission and Goals and directed staff to; a) review the changes to ensure that the words flow smoothly; and b) incorporate regional and local collaboration into a sixth goal for Council to consider. Management Team reviewed and made some wording changes and drafted language for local and regional collaboration for Council to consider. The following is revised version of the viSion/mission/goals. Vision: Federal Way is a community known for its cultural diversity, attractive parks, safe neighborhoods, and vibrant business centers. Mission: The City of Federal Way is responsive, innovative and fiscally responsible in delivering quality services, promoting economic development, improving infrastructure and managing growth. Goals: . Integrate the public safety strategy into all facets of City operations, building on a strong community-based approach. . Create a multi-use, urban city center that is pedestrian friendly, linked to neighborhoods and parks, and serves as the social and economic hub of the City. . Establish Federal Way as an economic leader and job center in South King County by attracting a regional market for high-quality office and retail business. . Maintain the capital facilities plan and provide financing options for transportation and surface water improvements, parks, recreation, cultural arts, and public facilities. . Ensure a responsive service culture within the City organization where employees listen carefully, treat citizens and each other respectfully, and solve problems creatively, efficiently and proactively. . Position Federal Way as a regional leader by working collaboratively with other local and regional jurisdictions in order to leverage resources. \\ -\ ~ OPTIONS: 1. Review and revise the statements as desired and forward them to full Council for adoption at the March 7 Council meeting. 2. Direct staff to refine the statements as desired and present the final draft statements to full Council for consideration and adoption at the March 7 Council meeting. STAFF RECOMMENDATION: Staff recommends Option 1. FHSRAC COMMITTEE ACTION: Committee recommends Option _' ApPROVAL OF COMMITTEE ACTION: Linda Kachmar, Chair Jeanne Burbidge Jack Dovey ~~~ CITY OF FEDERAL WAY MEMORANDUM Date: February 17, 2006 To: Finance, Human Services, and Regional Affairs Committee From: Kelli O'Donnell, COBG Coordinato~ Via: Derek Matheson, Interim City Manag Subject: Adoption of Federal Way'S Housing and Human $elVices Consolidated Plan 2006-2010 BACKGROUND: The City of Federal Way has drafted our first Housing and Human Services Consolidated Plan (HHSCP) that reports on our housing and human services needs and the goals and strategies for 2006-2010. This Plan updates and combines the 1999 City of Federal Way Human SelVices Comprehensive Plan and the Community Development Block Grant Housing and Community Development Strategies that were previously used for allocating Human Services General Funds and Community Development Block Grant (CDBG) funds. The Consolidated Plan format required by the Department of Housing and Urban Development (HUD) for entitlement communities was utilized in the event that Federal Way chooses to receive our entitlement funds from HUD in the future rather than through the King County CDBG Consortium. The Consolidated Plan process began in February of 2004 with a Human Services Forum to gather input from the community and stakeholders on the housing, human services, community development, and economic development needs of low- and moderate-income residents of Federal Way. A community profile and housing market analysis was developed using 2000 Census data and pertinent data on the City's demographics, housing, and human service needs. The HHSCP also addresses the special needs in Federal Way and identifies resources available to our community. The Consolidated Plan lays out goals, targets, and strategies for housing, human services, community services, and economic development that will be used when directing City funds to assist in these areas. In addition to local funding, the information provided may be used to bring additional resources to our community to assist in meeting the needs of our low- and moderate-income residents. In addition to the review by the Human Services Commission, the Housing and Human Services Plan process included input from the community at the Human Services Forum and through Brown Bag lunch meetings with stakeholders and providers to review the data gathered and proposed strategies. A 30~day public comment period and public hearing were held. No additional comments were received. The final draft of the Summary of the Housing and Human Services Consolidated Plan is attached. The final draft of the Housing and Human Services Consolidated Plan was distributed to the City Council with the January 23, 2006, Human Services Commission packet. Additional copies of the full Consolidated Plan are available for review in the City Council offices. FINANCIAL IMPACT: There is no anticipated financial impact of adopting the Consolidated Housing and Human Services Plan as it is an update of currently adopted plans that are used for the allocation of resources. Future updates of the Plan will be required as the needs of our community change and additional Census or other information becomes available. This was also the case in previously adopted plans. HUMAN SERVICES COMMISSION RECOMMENDATION: The Human Services Commission recommended adoption of the Housing and Human Services Consolidated Plan at their November 14, 2005, Commission meeting with any public comments received during the public comment period to be forwarded to the City Council. A public hearing was held at the January Commission meeting and no public comments were received at the hearing or during the public comment period. "T-\ -- FHSRAC COMMmEE ACTION: I move to recommend adoption of the City of Federal Way Housing and Human Services Consolidated Plan 2006-2010. This recommendation to be forwarded to the Consent Agenda of the March 7, 2006, City Council meeting. "S.;~ ?- Draft for Review & Public Comment December 21,2005 to January 23,2006 Summary Draft City of Federal Way Housing & Human Services Consolidated Plan 2006-2010 For Review and Public Comment December 21, 2005 - Januarv 23, 2006 Adopted: ),..-'0 Draft for Review & Public Comment December 21, 2005 to January 23, 2006 CITY COUNCIL Dean McColgan, Mayor Linda Kachmar, Deputy Mayor Jeanne Burbidge, Councilmember Jack Dovey, Cauncilmember Eric Faison, Councilmember Jim Ferrell, Councilmember Mike Park, Councilmember PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COMMITTEE Jeanne Burbidge, Chair Jack Dovey, Councllmember Jim Ferrell, Councllmember I CITY MANAGER David Moseley HUMAN SERVICES COMMISSION Stephn McNeal, Commission Chair Roger Freeman, Commission Vice Chair Richard Bye, Commissioner Steve DeTray, Commissioner (Alternate) Julie Grant, Commissioner Deanna Heinrich, Commissioner Nancy Robertson, Commissioner Ronald Secreto, Commissioner Bob Wroblewski, Commissioner PAST HUMAN SERVICES COMMISSIONERS Rick Agnew Vicki Bunker Kevin King Kerl Newport CITY STAFF Kathy McClung, Community Development Services Director Angelina Allen~Mpyisi, Human Services Manager Kelll O'Donnell, CBDG Coordinator Denise Catalano, Administrative Assistant CONSULTANTS HuckellIWeinman Associates Nikki Parrott Betsy Czar\< and Associates Betsy Czar\< 3 I '"!- - u.. Draft for Review & Public Comment December 21, 2005 to January 23, 2006 I i I i I i i 4 1 "1:.- S Draft for Review & Public Comment December 21, 2005 to January 23, 2006 I I Executive Summary ~-~ --- I I Draft for Review & Public Comment December 21, 2005 to January 23. 2006 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, the City of Federal Way has chosen to receive COSG funds as a member of the King County Consortium (KCC) through a renewing three-year joint agreement. In 2005, the City renegotiated the terms of its Interlocel Agreement to stabilize King County's costs of administering the COSG program. The current three-year agreement stabilizes the administrative costs charged by King County to the City's program and provides additional funds for Federal Way's local COSG program. The City has agreed to limit the number of COSG projects and programs funded annually. Previously the local policies and allocation priorities that govern CDSG and the Human Services General Fund have been the subject of the 1999 City of Federal Way Human Services Comprehensive Plan, The City has opted to prepare the update to the Human Services Comprehensive Plan in the format of. and meeting the current Department of Housing and Urban Development (HUD) requirements for, a consolidated plan. This will simplify the transition should the City Council decide to become a direct entitlement jurisdiction in the future. The Housing and Human Services Consolidated Plan covers the five-year period of 2006-2010. The Housing and Human Services Consolidated Plan 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 1 ~-'1 Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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 representatives, faith-based organizations, community leaders 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 I 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 (Westway) . Low income neighborhoods needing improvement: Lake Grove, Mark Twain, Westway, Mirror Lake, Northea~t Federal Way 2 -y-<g Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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. 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-changlng 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 CDSG 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 i families among the foreign-born refugee and immigrant population. t . Only households with 80%, or less, of the area median income can benefit from CDBG-fundedprojects 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 (Westway, 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, alongwith 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 3 l-~ . Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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 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. 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. . Federal funding cuts have forced the KCHA to remove more than 4,000 low-income households from its Section 8 Housing Choice Voucher program waiting list. In January 2005 the program had been cut to $3.5 million by Congress but KCHA with assistance of Senator Patty Murray, was able to have $755,000 restored to the budget. To reduce the $2.7 million budget gap, KCHA has eliminated rent increases, lowered the amount of subsidy being provided to each participating household and retiring vouchers when a household leaves the program. The changes to the program have perhaps the greatest potential to negatively impact the ability of low- income Federal Way residents to obtain affordable housing. Given that over 1,100 residents of Federal Way currently rely on SectIon 8 vouchers, cuts of this magnitude I could seriously impact their continuing access to rental assistance. . In February 2005, the Federal Administration proposed a new program known as the Strengthening America's Communities Initiative (SACI). The SACI would 4 l-\~ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 eliminate 18 economic and community development programs, including the Community Development Block Grant (COBG) program, and replace them with a new program to be administered by the Commerce Department. The new SACI program as proposed would have a combined budget that is $1.6 billion less than the total of the 2005 budget for the 18 individual programs. In June 2005, the House Appropriations subcommittee allocated $4.2 billion for the COBG program in HUD's budget for Fiscal Vear 2006. The Senate Appropriations Committee marked up bill recommends $4.3 billion for COBG for Fiscal Year 2006. While both the House and Senate budgets would be a reduction in funds from Fiscal Year 2005, both budgets maintain the program rather than consolidating it with 17 other programs through the SACI and moving it to the Department of Commerce. The COBG program is a major source of funding for Federal Way. The proposed cuts and any future cuts to the CDBG program will reduce the City's ability to fund a broad spectrum of affordable housing and human service activities designed to assist low and moderate-Income people. 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. 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. The Federal Way Community Service Office of the Department of Social and Health Services (OSHS) data indicates that 478 Federal Way residents receiving DSHS reported that they were homeless with or without shelter in August 2005. Of the clients served by the Federal Way eso, 40% of those reporting themselves as homeless indicated that they had no shelter in August of 2005. 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). 5 3..;-\\ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 I People with Special Needs I Many people have special needs that require housing combined with supportive services I and/or designed to accommodate physical disabilities. Groups with supportive housing I 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 with providers of housing and human services, the Input of community residents through the citizen participation p_~ocess, 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 suppiyof permanent housing affordabie to people in ail income groups. In 2001, the Committee to End Homelessness in King County (CEHKC) was formed to change how the broad community responds to homelessness. Earlier this year the CEHKC completed the development of a Ten-Year Plan to End Homelessness. The Plan is structured around three priorities: . Prevention of Homelessness . Move People from Homelessness to Housing . Build the Public and Political Will to End Homelessness. 6 ~ '\')" Draft for Review & Public Comment December 21,2005 to January 23,2006 The governance entities responsible for implementing the plan are: \ . The Governing Board I I . Interagency Council - Consumer Advisory Council The majority of the day-to-day work and implementation of the Ten-Year Plan will occur through formal committee structures and associated community initiatives. The committees that were established are: 1) Single Adults, 2) Families, 3) Youth, 4) Public Awareness and Legislative Advocacy and 5) Resource Development and Alignment. Federal Way was Involved In the planning process to develop the Ten-Year Plan through i its affiliations with the King County Consortium and the South King Council of Human I Services. City staff is participating in the Families and Single Adult Committee's to assist with data gathering and refining the strategies of the Ten-Year Plan. The State of Washington established the Washi.ngton Homeless Initiatives with the adoption of E2SHB 2163 that creates a State-wide homeless housing program with funding and the goal of reducing homelessness by 50% in ten years. It is anticipated that the CEHKC will be able to access funding created by the Washington Homeless Initiatives to reduce homelessness in South King County. 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 chlldcare. 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 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 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 would allow them to Increase the size of their homes and eliminate conditions of overcrowding. 7 ~"--,~ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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 2006 COBG Budget estimates the amount anticipated by the City to be available: 2006 Community Development Block Grant'" $ 736,5651 Estimated Program Income (CDBG) $ 81,817 Human Services Program $ 412.5002 Total $1,230,882 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 . Washington Homeless Initiative . 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) 1 The new Intertocal Agreement to participate In the King County COBG Consortium for the 2006-2008 sets- aside 42% of the City's annual COBG allocation for King County Administration (12%) and funding of the Housing Stability Program (5%) and the King County Housing Repair Program (25%). The 2006 projection Includes an estimated 10% reduction by Congress. 2 In 2006, a slgnmcant supplemental source of one-time funding Is no longer available, which Will Impact the Human Services General Fund budget and future funding allocations. 8 i.. - \\.'<. Draft for Review & Public Comment December 21, 2005 to January 23, 2006 . The Washington State Housing Trust Fund . Washington State Housing Finance Commission programs . The Washington Families Fund . Private investment from lenders, as well as corporate. foundation and individual donors . King County Housing Repair Program 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 CDSG 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 Houslna 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, youth, 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) Targets 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. i (HS1~02) Strategy Provide funding for the operation and development of housing linked with supportive services for the homeless and people with special needs. (HS2) 9 ...L:-~ I Draft for Review & Public Comment December 21,2005 to January 23,2006 I Targets Increase the supply of affordable housing linked with supportive services for special needs residents by 10 to 15 beds/units In five years. (HS2-o1) Maintain the capacity of the current service programs that assist people with special needs to obtain or retain housing. (HS2-02) 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) Target Over five years, assist 100 households to retain their housing. (HS3-01) Strategy MaIntaIn current emergency shelter and transitional housing facilities and programs with supporlive 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, famll/es with children and homeless youth. (HS4) Targets 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 famllles 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 homeownershlp opporlunlties for low- and moderate-income first-tlme homebuyers. (HS5) Targets 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) i i 10 -s.-- -" b Draft for Review & Public Comment December 21, 2005 to January 23. 2006 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) Target 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) Targets 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) Targets Encourage programs that promote community Involvement by low-income families. (HSS3-01 ) Continue th.8 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) 11 l.-\~ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Targets Maintain and increase collaborative efforts among local government, school districts, and service providers. (HSS4-D1) 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) Targets 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). Targets Provide capital improvements in existing community facilities, particularly those that serve families and children. (CFS1-01) Support development of new community facilities. (CFS1-02) 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;.sufflclency. Strategy Seek opportunitIes to partner with local human-service organizations to assist in providing human resources development programs for I unemployed or under-employed workers. (EDS1) 12 I j -s: \"6 Draft for Review & Public Comment December 21. 2005 to January 23. 2006 Target 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. (EDS 1-01) 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) Target 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) Target Attract two new mid-size or large businesses that offer livable wage jobs to lower-income residents living in Federal Way. (EDS3-01) 13 "1.-,0... Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Summary of Needs I X?.G Draft for Review & Public Comment December 21, 2005 to January 23, 2006 I Summary of Needs i I i i 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. Hou~ing and human services for hom~less people and those in each of the I previously cited special needs populations; 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~lncome 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 continul,Jm 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 aI/Income groups. In 2001, the Committee to End Home/essness in King County (CEHKC) was formed to change how the broad community responds to homelessness. Earlier this year the CEHKC completed the development of a Ten-Year Plan to End Homelessness. The Plan is structured around three priorities: . Prevention of Homelessness . Move People from Homelessness to Housing . Build the Public and Political Will to End Homelessness. The governance entities responsible for implementing the plan are: - The Governing Board ~ Interagency Council - Consumer Advisory Council 3 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 a/l of King County, and in certain Instances for South King County. 11 ~J... "'\. Draft for Review & Public Comment December 21, 2005 to January 23, 2006 The majority of the day-to-day work and Implementation of the Ten-Year Plan will occur through formal committee structures and associated community initiatives. The committees that were established are: 1) Single Adults, 2) Families, 3) Youth, 4) Public Awareness and Legislative Advocacy and 5) Resource Development and Alignment. Federal Way was involved in the planning process to develop the Ten-Year Plan through its affiliations with the King County Consortium and the South King Council of Human Services. City staff is participating in the Families and Single Adult Committee's to assist with refining the strategies of the Ten-Year Plan, develop short-term and long- term-work plans for implementing the Ten-Year Plan, assist with implementation, and promote cooperation among the other committees. The State of Washington established the Washington Homeless Initiatives with the adoption of E2SHB 2163 that creates a State-wide homeless housing program with funding and the goal of reducing homelessness by 50% in ten years. It is anticipated that the CEHKC will be able to access funding created by the Washington Homeless Initiatives to reduce homelessness In South King County; 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 Servic;e 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. Those working need additional training and job progression planning to increase their earning potential. . Case management Is needed to ensure that clients can access all necessary services, including housing and income support services. 12 3-- d.. 'd. 1 Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Needs of Special Populations The overriding need among special populations is for affordable housing and access to necessary services. Other critical, but un met, 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 881. . Access by pUblic transit to geographically dispersed service sites requires multiple transfers and a significant amount of time. People who are mentally ill, in particular, have a difficult time navigating the public transit system and need alternative transportation option. People with HIVlAIDS . Dedicated supportive housing affordable to those earning $571/month on S8!. . Housing that will accept people who are mentally ill and/or chemically dependent, as well as HIV positive. i 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. . Maintain and expand resources 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. The program has been taken over by the King County Housing Repair Program, which provides up to $5,000 for modifications In rental units and zero- interest deferred loans for owner occupied homes. I 13 1 I I i "I."'"'?3 Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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 with linkages into i affordable permanent housing. . 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. . 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 child care 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 The City has historically allocated COBG funds to address housing needs in our community since 1991 Federal Way has allocated approximately two-thirds (67%) of available CDBG Capital funds to address housing needs. The City's Interlocal Agreement with King County for participation In the King County CDBG Consortium creates set-asides for the 2006-2008 period for the Housing Stability Program (5%) and King County Housing Repair Program (25%). These programs assist low- and moderate-income Federal Way residents and help them stay-in and/or maintain their housing. Reductions by Congress to the CDSG program are expected to Impact the ability of the City to fund needed construction and rehabilitation of housing in Federal Way. New regional funding for housing and homelessness will need to be accessed to meet the housing needs of our community. 14 I 3--Ah... Draft for Review & Public Comment December 21. 2005 to January 23, 2006 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. 15 -).::1. r) Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Low..lncome Renters Table 1 HOUSING PROBLEMS OF RENTERS i)"ii,: ";<!": .....,.... ...... ............. ,. . ...... .'. ........i..""...,ifi'I.".'{~ffillf';.lli'~li;: .. . :" ..i~HU$6H6iQiby:T"'ij,.ili~6miSi .~~t~"'RlfSliij "itiitid 'r'.) .f':"j~:\H~Uisl~~-~~o.bliiM'" " ~~ffll't~tiij~i'#1i)~!M'~~:"'" ., . . , " . Income ~30% Median Income 424 1.008 299 749 2,480 % Any housIng problems 339 863 295 599 2,096 % Cost Burden >30% 339 799 245 589 1,972 % Cost Burden >50% 249 700 205 585 1,738 Income >30 to ~50% Median Income 333 1,350 274 819 2,776 % Any housing problems 279 1,175 270 719 2,443 % Cost Burden >30% 259 1,095 155 715 2,224 % Cost Burden >50% 89 220 200 135 464 , Income >50 to ,:5.80% Median Income 189 1,448 320 1 ,420 3,377 % Any housing problems 80 568 220 341 1.229 % Cost Burden >30% 60 348 65 335 807 % Cost Burden >50% 149 43 0 0 203 Income >80% Median Income 282 2.175 465 2.173 5,095 % Any housing problems 48 220 170 87 525 % Cost Burden >30% 38 609 0 4 102 % Cost Burden >50% 30 0 0 0 31 Total Renter Households 1,228 5.981 1,358 5,161 13,728 % Any housIng problems 745 2,823 955 1,765 6,287 % Cost Burden >30 696 2,303 464 1,641 5,107 % Cost Burden >50 383 921 225 723 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.lncome 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. 16 I ~ - ':t.6 Draft for Review & Public Comment December 21, 2005 to January 23, 2006 . 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 Household by Type,ll1oome, i:lditi'IV ~tnaU Large All Total (1~F2 R(;I~t~d Related & ttoU$lhg~rCibieni .irllf . ) (2 .04 (5 or more dtHer OWhers me ars ...b . .. . . 'mem ere) members) Income ,530% Median Income 375 257 44 200 876 % Any housing problems 250 207 34 155 646 % Cost Burden >30% 250 203 24 155 632 % Cost Burden >50% 145 184 10 135 474 Income >30 to :5.50% Median Income 430 329 64 173 996 % Any housing problems 210 254 60 119 643 % Cost Burden >30% 210 254 45 119 628 % Cost Burden >50% 55 139 25 85 304 Income >50 to ,580% Median Income 754 1.070 .480 390 2,694 % Any housing problems 214 810 350 225 1,600 % Cost Burden >30% 214 785 290 225 1,514 % Cost Burden >50% 60 260 70 40 431 ~ ." , ~ ,. . ., Income >80% Median Income 1,885 7,645 1,399 2,164 13,093 % Any housing problems 179 1,040 364 454 2,043 % Cost Burden >30% 179 933 190 420 1,715 % Cost Burden >50% 30 92 0 39 157 .. Total Households 3,444 9.301 1,987 2.927 17,659 % Any housing problems 854 2,307 809 954 4,927 % Cost Burden >30 854 2,176 548 919 4,485 % Cost Burden >50 289 670 105 299 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. 17 3:"" d--. 'l Draft for Review & Public Comment December 21, 2005 to January 23, 2006 . 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 COBG funds) to such projects. The need for such facilities is ongoing. Reductions by Congress to the COBG program are expected to impact the ability of the City to fund needed construction and rehabilitation of community facilities. 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 COSG 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 al/ocated 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 faclllties 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, 18 , .i.. <l. lS' Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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 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 12 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 I development had supported 285,000 full and part time jobs. I 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. ". . ,But the lack 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 affordablllty.. . . 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. n 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. 19 "'"l.. - 'd. C\ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Five Year Strategy Plan I l..-.3 G I Draft for Review & Puplic Comment December 21, 2005 to January 23, 2006 I I Strategic Plan I Resources The primary resources available to the City for implementation of its strategic plan are CDSG funds and annual City funding for the Human Services Program. The 2006 CDSG bUdget estimates the amount anticipated by the City to be available: 2006 Community Development Block Grant'" $ 736,5654 Estimated Program Income (CDBG) $ 81,817 Human Services Program $ 412,5005 Total $1,230,882 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 a federal program that is awarded and administered by King County. This program is combined with CDSG funds to provide operating funds to shelter providers throughout King County outside of Seattle. The annual countywide funding level is approximately $200,000. The McKinney Homeless Assistance Funds are federal funds awarded to Seattle. King County through a competitive joint application to HUD for the regional continuum of care for homeless people. There are approximately 60 McKinney funded programs throughout King County annually. The Supportive Housing Program (SHP) funds services and transitional housing for homeless people throl,lghout the County. The annual countywide funding level is $14 million per year and includes .programs located in the City of Seattle that assist King County residents and programs located in King County outside of Seattle that contract directly with HUD. King County administers $844,000 of the SHP funds. The Shelter Plus Care (SPC) Program is a federal program of the Continuum of Care Homeless Assistance federal grant that 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. The annual countywide funding level is $4,500,000 (SPC). House Bill E2SHB 2163 - Washington Homeless Initiative. New legislation introduced adopted by the state to address homelessness statewide. This blll provides a funding 4 The new Interlocal Agreement to participate In the King County COBG Consortium for the 2006-2008 sets- aside 42% of the City's annual COBG allocation for King County Administration (12%) and funding ofthe Housing Stability Program (5%) and the King County Housing Repair Program (25%). The 2006 projection Includes an estimated 10% reduction by Congress. 5 In 2006, a significant supplemental source of one-time funding Is no Ibnger available, which will impact the Human Services General Fund budget and future funding allocations. 19 I I 1:::>\ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 mechanism - a $10 document recording fee to support low-income housing projects, Sixty percent of the fees collected will be administered by King County and the remaining forty-percent will be managed by the Washington State Community Trade and Economic Development (CTED) Department. King County expects to receive $3 million annually from the new state program, 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 COBG Consortium Housing Stability Program (HSP) Is administered by King County, Five percent of the Consortium's annual CDBG funds and program income 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 $350,000 is available annually to King County CDBG Consortium city residents 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 (ADDI) is also allocated to and administered thrQugh the Consortium. Funds provide down payment assistance to income eligible first-time homebuyers. The annual funding level is $300,000. The Regional Affordable Housing Program (RAHP) funds are locally generated through the enactment of Substitute House Bill 2060 and made available to housing projects and units within housing projects that are affordable to households at or below 50% of the area median income. King County administers the program by interlocal agreements between the County and all of the cities and towns. The annual funding level is approximately $3 million annually. The Washington State Housing Trust Fund has $100 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 (L1HTC) 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. The Washington Families Fund is administered by the State. This program funds services linked with housing to help homeless families statewide move successfully from homelessness to stable housing and self-sufficiency. These resources will be matched by private contributions, federal Section 8 project-based subsidies and local public funds. 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 20 ~-'S:t. i I Draft for Review & Public Comment December 21, 2005 to January 23, 2006 I a lender, private investment through the purchase of low income housing tax credits, i I 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. I Projects that serve homeless and special needs populations, as well as, many public j 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 COBG 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; increasing 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 (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 homeownershlp. 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, targets, and activities listed below prOVide the framework through which the City will realize that commitment. 21 I I .3-.-~ ~ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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, 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) Targets 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 Targets I I . Give priority for CDSG 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 Authorityln Its efforts to preserve/rehabilitate public housing units located in Federal Way. . 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) Targets 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) 22 I 'l- ~l\ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Maintain the capacity of the current service programs that assist people with special needs to obtain or retain housing. (HS2-02) Activities to Achieve Targets . Fund the operation, preservation or development of permanent housing and related services for special needs populations through the CDSG 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 atMrlsk of becoming homeless, recognizing that the prevention of home/essness Is the best way to address the Federal goal of eliminating homelessness within 10 years. (HS3) Target Over five years, assist 100 households to retain their housing. (HS3-01) Activities to Achieve Target . Provide energy assistance funds and emergency cash assistance for people in danger of eviction or foreclosure because of short-term financial difficulties. . 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) Targets Maintain support of effective emergency shelters and transitional housing facilities and programs and encourage expansion to underserved areas of the County. (HS4-01) 23 \-.-35 Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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 targets . 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 homeownershlp opportunities for low- and moderate-income first-time homebuyers. (HS5) Target 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 Target . Use COBG funds to provide housing rehabilitation assistance through the King County Housing Repair Program or similar programs. . Use COSG funds to assist nonprofit entitles 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 down payments 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. 24 '):'- ').s Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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 COSG funds for human services, the City has also allocated general revenues for this purpose. The following strategies will guide the Investment of these res.ources. 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 services. (HSS1Y Target Maintain and Increase the capacity of emergency services in order to help low-Income people meet their basic life needs. (HSS1-01) Activities to Achieve Targets . Continue to allocate general funds for human services (Human Service General Fund). . Continue to allocate a percentage8 of Human Services General Funds for basic needs including food, clothing, and shelter. . Provide City Human Service General Fund and CDSG 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. 6 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. 7 This strategy reflects Goal 1 (Support basic human needs through flndlng of emergency services) of the 1999 Human Services Comprehensive Pian. s In 2004, the allocation to basic needs was 37 percent of the Human Services General Fund. 25 ~'3l , I ! Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Strategy I Address the service needs of special needs groups so that they can participate fully In the community'. (HSS2) Targets 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 Targets . 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. . Provide CDSG and Human Services Funding to help finance needed health and treatment services, especially for those low-income people who are not Medicaid eligible. . Provide CDSG 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) Targets 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) 9 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. 26 '-s;-3 ct Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Activities to Achieve Targets . 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.fncome and specIal needs populatlons10. (HSS4) Target Maintain and 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) Activities to Achieve Targets . Contrnue 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 provider's ability to address human service needs more effectively. 10 This strategy reflects Goal 3 (Provide support that supplements federal. state, and county programs designed to Increase self"8ufflclency and Independence) of the 1999 Human SeNices Comprehensive Plan. 27 I '1--3~ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Strategy Support programs that promote Individual and community safety throughout Federal Way11. (HSSS) Targets Provide funding for a wide range of programs to promote commul')lty 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 Targets . 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. 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 j those that have special needs. (CFS1) Target 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) 11 This strategy reflects Goal 2 (Support a strong service delivery system that Increases pUblic safety) of the 1999 Human Servlcas Comprehensive Plan. 28 1..-~t:. Draft forReview & Public Comment December 21, 2005 to January 23, 2006 Activities to Achieve Targets . Provide CDSG funds to nonprofit agencies and City Departments for community facility and public infrastructure improvement/development. . 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) Target 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 Target . Assist Community-Based Development Organizations (CBDOs) and others with CDSG funds to pay for job training, re-tralnlng, or job readiness programs. . 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 bylaw-income residents in existing programs, and to Increase the variety of training and job assistance services for low- and moderate-income people. 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) Target 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 Target 29 -S:-~ '\. Draft for Review & Public Comment December 21. 2005 to January 23. 2006 . Work with the Small Business Development c.enter at Hlghline 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. I 30 l-L\d.- Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Strategy Explore opportunities to attract employers who offer /lvlng wage Jobs and to work with those employers to help traIn and hIre lower-Income residents living In the Federal Way communIty. (EDS3) Target I 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 Target . 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 Stra tegy 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. The City uses COSG 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 homelass people. They assist with basic needs like food, shelter, and health care, as well as, case management, counseling, and chlldcare. They help families in crisis and victims of domestic violence and child abuse. Finally, the City awards CDSG 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~5ufficiency. 31 ~-l\~ Draft for Review & Public Comment December 21,2005 to January 23,2006 Glossary "!-~ Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Glossary Affordable Housing 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. HIV/AIDS The disease of human immunodeficiency virus/acquired immunodeficiency syndrome or any conditions arising from the etiologic agent for acquired immunodeficiency syndrome. Assisted Housing 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. Cost Burden The extent to which housing costs, including utility costs, exceed 30 percent of gross Income. If housing costs, including utilities exceed 50 percent of gross income, cost burden is considered Severe. Elderly Person A person who is at least 62 years of age. Extremely Low-Income 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 with incomes of less than 30% of the median income are considered to be "very low-income". ) Family 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. Fair Housing Act 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. Homeless Person 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 ana 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 1:. -~":5 Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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, Hand others whO have a place to sleep at night but are at high risk of becoming homeless. Homeless Youth A person between the ages of 12 and 17 who is without stable housing with a parent, relative, foster parent or state contracted placement. Household A household is defined by the US Census as one or more persons occupying a housing unit. Housing Problems 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. Housing Unit 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. HUD The United States Department of Housing and Urban Development. 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. Income Guidelines 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. Lead-based Paint Hazard 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. 32 I ~/~v.,t6 -...-.- Draft for Review & Public Comment December 21, 2005 to January 23, 2006 L1HTC 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. Low-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 "'ow-Income".) . Mental Illness A serious and persistent mental or emotional impairment that significantly limits a person's ability to live independently. Moderate Income 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 HUD 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 COBG funding decisions and offer pUblic agencies and Community Based Development Organizations (CDBO) enhanced flexibility in undertaking activities with CDSG 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 The US Census defines an overcrowded housing unit as one that contains more than one person per room. Owner-Occupied 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. Person with a Disability 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 33 3....-\."\,1 -., -- Draft for Review & Public Comment December 21, 2005 to January 23, 2006 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. 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 projeot~ 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 authorlty- 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. 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/motel/apartment 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 (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. 34 ~,-~% Draft for Review & Public Comment December 21, 2005 to January 23, 2006 Supportive Housing Housing, including Housing Units and Group Quarters, that includes supportive services. Supportive Services Services provided for the purpose of facilitating personal independence and s~lf~sufficiency. Some examples are case management, medical or psychological counseling and supervision, chi/dcare, transportation, and job training. TANF 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. Transitional Housing 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. Very Low~/ncome Individuals and families whose incomes do not exceed 50% of median income for the area. (For certain housing and human service programs, households with incomes of less than 50% of the median income are considered "'ow- income". ) 35 "-s. -~ '. L '50 CITY OF FEDERAL WAY MEMORANDUM Date: February 17, 2006 To: Finance, Human Services, and Regional Affairs Committee From: Kelli O'Donnell, CDBG Coordin~ Via: Derek Matheson, Interim City anag<) Subject: Report on Federal Way Homeless Street Count BACKGROUND: The City of Federal Way conducted the first homeless street count of our City on January 27, 2006. Twelve volunteer teams walked and/or drove 22 mapped areas of Federal Way and looked under the underpasses and overpasses to count people without shelter for the night. Using the process established by the King County Coalition of the Homeless, 62 homeless individuals were counted on the streets of Federal Way between the hours of 2:30 a.m. and 5:00 p.m. The attached tally sheet shows the breakdown by age and gender of people observed the night of the street count and their location. The homeless street count went very well due to the dedication of the twelve team captains that stepped forward to review areas before the night of the count. We also had a wide variety of volunteers that participated from agencies, the city, citizens, and churches. Sixty- four volunteers participated the night of the count. Approximately 300 volunteer hours were used in conducting Federal Way's first homeless street count. Federal Way conducted the street count in conjunction with the Seattle/King County Coalition of the Homeless. A summary of the 2006 unsheltered homeless count conducted in various areas of King County is also attached. It is important to note that the street count was moved from October to January this year to align the Seattle/King County count with others that are conducted across the United States. This was done at the request of the federal government. Although the street count showed a reduction over the 2004 count, this may be partially due to it being conducted in the winter rather than the fall. The Seattle/King County Coalition also conducts a detailed survey of all known shelters and transitional housing units throughout King County on the same night as the street count. The full report will be released in March after all of the surveyed information is collected and analyzed. Cold weather shelters that were riot open during prior years in October will be included in the shelter survey. Federal Way transitional housing programs are included in this process. The report will be forwarded to the Council when it is released. Staff worked with the Police Department to determine how many homeless people may be living in the woods during the time of the homeless count. Because it is not safe to send volunteers into the woods at night, public safety officers surveyed the known camps two days prior to the homeless count and found 24 people living in the woods. The State Park ranger estimated that 22 people staying at Dash Point State Park were in need of permanent housing the week of the count. These numbers could not be included as part of the official count because we were not able to have these areas counted the night of January 27th. Also not included are homeless individuals that may be living with friends or relatives and those that are staying at the rest stop in their vehicles. The street count and survey are useful tools for bringing attention to the needs of the homeless in our community and gives a partial picture of the number of people without shelter. Conducting the street count in Federal Way gives us a baseline for future planning efforts as we work to identify suitable housing options and work with the community to identify ways to end homelessness. "3-\ ..... ~al -.r::; .. .l!!(I) cD ~ m III ~ e. 0; ~ .... E 0 III o/l cD .. .... cD <<> .. NI~ 0 .. N 0 III ;li}M (0 N e. ~ cD "0 t:; .. ::> E . N .... .0 LL. ~ 0 ~ ::J N 0 N U N~o. 1: Il/I ra 01 N :E Z ""..1 :g 0 en ~ ...... ... o/lEo. Eo. "'Ill :l'l:l "'CD'l:I l-W l-W N (0 0 CX> III ... .. ~_:!i ... 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Men, women, and children were witnessed sleeping in doorways, bus stops, and under roadways. Traditionally the Street Count is held in October. However the 2006 count was moved to January 26th in response to a call from the Federal Department of Housing and Urban Development to have all counts across the country occur on the same night. Organizers noted that the volunteers found 6% fewer people than they did during the last count conducted in October 2004. Download the Street Count Summary More on the Street Count Email the count organizers Seattle/King County Coalition for the Homeless (SKCCH) works to end homelessness in King County, Washington. Our current focus is to: 1. Guarantee the availability of safe shelter for all; 2. Increase the supply of affordable housing; and 3. Ensure all homeless people and those at risk receive relevant support services. Please contact us if you are interested in becoming a member or for more information about our organization. II!III_ I _ CooiI............. ...1.............................'..'............'...'.........'.'................ ......................................'.1......'.'.'......'... ..... .......1"'..... .... ........ M..J 1.:\;.,' ,II''': . '. , :::::: '::' ,. \.:.,",.;'....:':',""',:::::, " ,..::,::,:::~ . C WWW @ http://www.homelessinfo.org Web design by June Bug Media Web content updated by Dan Wise http://www.homelessinfo.org/ .-:5- b 2/8/2006 CITY OF FEDERAL WAY MEMORANDUM Date: February 17, 2006 To: Finance, Human Services, and Regional Affairs Committee From: Kelli O'Donnell, CDBG coordinato~~ . . Via: Derek Matheson, Interim City Manager-.-J:y" Subject: Endorsement of the Ten- Year Plan to End Homelessness in King County BACKGROUND: The Committee to End Homelessness in King County (CEHKC) was formed and has developed a Ten-year Plan to End Homelessness in King County entitled A Roof Over Every Bed in King County: Our Community's Plan to End Homelessness (attached). The plan has been endorsed by King County and the City of Seattle. Federal Way's Housing and Human Services Consolidated Plan addresses homelessness and housing and recommends continued participation in the Committee to End Homelessness in King County and other similar regional.efforts to end homelessness. The King County CDBG Consortium Consolidated Plan requires that the Consortium homelessness prevention initiatives and programs are consistent with the Ten-Year Plan to End Homelessness. Staff recommended that the Human Services Commission endorse the Ten-Year Plan to End Homelessness at the same time that the Housing and Human Services Consolidated Plan is adopted. The Commission had a presentation on the 10-Year Plan at their meeting in June of 2005 and recommended endorsing it at their November meeting. Bill Block, Project Director, from the Committee to End Homelessness will attend the February Finance, Human Services, and Regional Affairs Committee meeting to give a brief overview of the plan and current activities. A proposed resolution and Interest Statement used by other communities is attached for consideration by the City Council. FINANCIAL IMPACT: The financial impact of staff time to participate in efforts of the Committee to End Homelessness in implementing the lO-Year Plan would be an ongoing commitment. This will enable Federal Way to continue to provide input on the needs of South King County and stay informed while making allocations of City resources to assist the homeless of our community. HUMAN SERVICES COMMISSION RECOMMENDATION: The Human Services Commission recommended endorsement of the lO-Year Plan to End Homelessness at their November meeting. FHSRAC COMMITTEE ACTION: I move to recommend passage of the attached resolution to endorse the goals of "A Roof Over Every Bed in King County: Our Community's Ten-Year Plan to End Homelessness" to be forwarded to the March 7, 2006, City Council Consent Agenda. ~~\ RESOLUTION NO. A RESOLUTION ENDORSING THE GOALS OF "A ROOF OVER EVERY BED IN KING COUNTY: OUR COMMUNITY'S TEN- YEAR PLAN TO END HOMELESSNESS" AND STATING THE INTENT OF THE CITY OF FEDERAL WAY TO WORK WITH OTHER ORGANIZATIONS AND GOVERNMENTAL ENTITIES IN THE IMPLEMENTATION OF THIS PLAN. WHEREAS, it is estimated that there are over 8,000 people who experience homelessness in King County on any given night; and WHEREAS, in 2004, eleven percent of homeless households reported South King County as their last permanent address; and WHEREAS, additional attention is needed to restructure our region's existing homelessness services system from managing homelessness to preventing and ending homelessness; and WHEREAS, the community, including local governments, the United Way of King County, the faith community, the business community, and non-profit organizations have worked over the last several years to develop a plan outlining new efforts to address homelessness; THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, DOES RESOLVE AS FOLLOWS: Section 1. Endorsement. The City Council endorses the goals of "A Roof Over Every Bed in King County: Our Community's Ten-Year Plan to End Homelessness" and concurs with the Plan's "commitment to ensure that there is an appropriate, affordable roof over Res. # 06-XXX, Page I \11 --). the bed of everyone living in King County - whether young or old, living alone or with families, sick or well." Section 2. Implementation of Plan. The City pledges to work with other governmental officials, the United Way of King County, faith and civic groups, communities of color, philanthropies, the business community, non-profit housing and service providers, and others to implement this plan over the next ten years. Section 3. Interest Statement. The City Council approves the guiding principles provided in the attached Interest Statement regarding the Ten-Year Plan to End Homelessness in King County. Section 4. Additional Resources. The City recogmzes that additional resources will be required in order to meet the ambitious goals included in the Ten-Year Plan to End Homelessness and that local government resources are not adequate to achieve these goals. Therefore, the City of Federal Way will support efforts to increase funding at the federal and state levels to pursue the goals of the Ten-Year Plan to End Homelessness. Section 5. 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 6. Ratification. Any act consistent with the authority and prior to the effective date of this resolution is hereby ratified and affirmed. Section 7. Effective Date. This resolution shall be effective immediately upon passage by the Federal Way City Council. Res. # 06-XXX, Page 2 V:,,- :, .-- ".--- RESOLVED BY THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, this 7th day of March 2006. CITY OF FEDERAL WAY MA YOR, MICHAEL PARK ATTEST: CITY CLERK, LAURA HATHA WAY, CMC APPROVED AS TO FORM: CITY ATTORNEY, PATRICIA A. RICHARDSON FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: RESOLUTION NO. Res. # 06-XXX, Page 3 v...-u.. TEN-YEAR PLAN TO END HOMELESSNESS IN KING COUNTY INTEREST STATEMENT BACKGROUND Eight organizations, coalitions, and local governments came together in 2002 to form the Committee to End Homelessness in King County, an effort to develop and implement a plan to end homelessness in King County. In 2003, planning to end homelessness became a national initiative of the federal government and has since become a requirement for continued receipt of over $35 million in annual grant assistance to jurisdictions within King County from the U.S. Department of Housing and Urban Development (HUD). A Governing Board charged with building political will countywide and overseeing plan implementation has been formed and includes a seat for suburban elected officials. The Governing Board will be assisted by a Consumer Advisory Council made up of homeless or formerly homeless individuals and an Interagency Council comprising representatives of multiple systems that serve or are impacted by homelessness. These committees will work to set priorities, develop detailed action plans, and coordinate implementation activities. PLAN OBJECTIVES The Ten-Year Plan to End Homelessness provides a strategy for the community to seek long- term and sustainable solutions to the issue, rather than continuing to manage costly episodes of homelessness as they occur. Six principal actions are identified in the plan as fundamental to ending homelessness: A. Prevent Homelessness B. Coordinate Leadership and Initiatives to End Homelessness Countywide C. Build and Sustain the Political Will and Community Support to End Homelessness D. Secure 9,500 Units of Housing for Homeless Persons Countywide E. Deliver Flexible Culturally Competent Services to Support Stability and Independence F. Measure Success and Report Outcomes GUIDING PRINCIPLES The City of Federal Way supports collaborative efforts that prevent individuals from becoming homeless and for those that do experience homelessness, efforts to provide opportunities for permanent housing with appropriate support services designed to assist the individual in becoming as self-sufficient as possible. Such efforts include, but are not limited to the following: . Continue to Support a Broad Continuum of Services. A regional safety net of programs addressing the full spectrum of community needs must be maintained and enhanced. Homelessness is effectively prevented through continued investment in areas such as domestic violence advocacy, mental health treatment, early intervention with at-risk youth, employment counseling and emergency financial assistance. . Recognize Homelessness as a Regional Issue. All sub-regions should actively partner to improve the regional response to addressing those factors leading to homelessness that have county-wide impacts. 1-17-06 CEH Interest Statement 'v0-'S . Align Existing Funding Resources. As a first step, funds within the system currently programmed to manage homelessness should be aligned toward efforts to prevent and end homelessness. If necessary, additional or new funding sources may then be sought to support practices that prove effective in further preventing or ending homelessness. . Acknowledge Differences in Sub~Regional Needs. Each sub-region of the county should lead efforts to identify factors leading to homelessness that are particularly prevalent in that sub-region. . Acknowledge Differences in Sub-Regional Strategies to End Homelessness. As sub- regional needs differ, so to will strategies to address those needs. County-wide initiatives and funding resources should accommodate sub-regional variation in the programmatic response to preventing and ending homelessness. . Enhance Locally Available Services. Individuals and families at risk ofhomelessness or who become homeless should be able to access either prevention support or permanent housing with support services that address the root causes of their housing crisis within the community in which they live. Funding originating from federal, state and county sources should be distributed equitably across all county sub-regions to support local responses to homelessness from public, private and non-profit organizations, including faith communities. . Continue to Support Existing Conduits for Affordable Housing Production. Continue to work with housing providers and funders to maintain and develop affordable housing options for residents throughout King County.. . Coordinate efforts with the King County Healthy Families and Communities Task Force. Homeless housing and support services were categorized as Regional Services by the Task Force on Regional Human Services in its report to the King County Regional Policy Council. Therefore, activities of the Committee to End Homelessness and the King County Healthy Families and Communities Task Force should be coordinated as they relate to the development of long-term stable funding for regional human services. . Establish Performance Measures and Uphold Accountability. Performance measures should be designed to track the region's progress in ending homelessness. These measures should be regularly reported to the community and be used to ensure accountability and positive outcomes within the service system. 1-17-06 CEI-l Interest Statement .y:...- ~ A Roof Over Every Bed in King County: Our Community's Ten-Year Plan to End Homelessness e COMMITTEElOEND , HOMELESSNESS KING COUNTY v.. Jl V,.-% Committee to End Hoinelessness in King County During 2000-2001 St. Mark's Cathedral convened a community dialogue focused on the crisis of homelessness in our community. A feasibility committee was established to investigate the possibility of creating a region-wide response to homelessness. Through these efforts, the Committee to End Homelessness in King County was formed. In 2002, eight organizations, coalitions, and local governments came together in a unified effort to provide the vision and leadership required to develop and implement a plan to end homelessness in King County, Washington. Committee members and stakeholders in the planning process include homeless or formerly homeless youth and adults, faith communities, philanthropy, businesses, local governments, non-profit human service providers, non-profit housing developers, and advocates. The eight founding organizations of the Committee to End Homelessness in King County are: . Church Council of Greater Seattle . City of Seattle . Eastside Human Services Alliance . King County . North Urban Human Services Alliance . . Seattle-King County Coalition for the Homeless . South King County Council of Human Services . United Way of King County The leadership and commitment of these entities is gratefully acknowledged. The Committee to End Homelessness in King County is comprised of representatives from throughout the county. In addition, a number of organizations dedicated staff time and resources to support the efforts of the Committee. Committee members, staff circle, and advisors are listed in the following pages. In addition to those listed, many others participated in planning meetings or provided feedback. The continued participation of these individuals and organizations is essential to ensuring that Our Community's Ten-Year Plan to End Homelessness is successful. "h" i\ y\..\O Committt:e t_~.~!1d Homelessnes~!!!. King_C<<!.unty !'Iell!.ber~_.___._____ Humberto Alvarez, Staff Circle Co-Chair Jackie MacLean Fremont Public Association King County Appointed by Seattle-King County Appointed by King County Coalitionfor the Homeless Dan Brettler, Committee Vice Chair Doreen Marchione Car Toys Hopelink Appointed by United Way of King County Appointed by Eastside Human Services Alliance Fabienne Brooks Patricia McInturff King County Sheriffs Office City of Seattle Member At Large Appointed by City of Seattle Reverend Sandy Brown Stephen Norman Church Council of Greater Seattle King County Housing Authority Appointed by Church Council of Greater Seattle Member At Large Doreen Cato David Okimoto First Place School United Way of King County Appointed by Eastside Human Services Alliance Appointed by United Way of King County Cathy Cochran Ken Perron Department of Social and Health Services Hopelink Member At Large Appointed by North Urban Human Services Alliance Tara Connor linda Rasmussen Plymouth Housing Group YWCA Appointed by Seattle-King County Coalition Appointed by South King County Council for the Homeless of Human Services Dini Duclos Leo Rhodes Multi Service Center SHARE Appointed by South King County Council Member At Large of Human Services Susi Henderson Peter Steinbrueck WHEEL Seattle City Council Member At Large Member At Large Bill Hobson Phil Sullivan Downtown Emergency Service Center Youth Advocate Member At Large Member At Large Kate Joncas Dean Robert Taylor, Committee Chair Downtown Seattle Association St. Mark's Cathedral Member At Large Appointed by City of Seattle Anne Kirkpatrick Dianne Wasson Federal Way Police Department Home Street Bank Member At Large Member At Large Stephen Lamphear Janna Wilson Burien City Council Heath Carefor the Homeless Member At Large Appointed by King County Tony Lee Randi Wooden Fremont Public Association Home Instead Senior Care Member At Large Appointed by North Urban Human Services Alliance Governor Mike Lowry Church Council of Greater Seattle Appointed by Church Council of Greater Seattle \j-..;-\\ Staff Circle __'~~~__~~_M_.'____"""""""'_~~ --.- Eric Anderson Kim Russell-Martin City of Seattle City of Seattle Carole Antoncich Vince Matulionis King County United Way of King County David Bloom Katy Miller Interfaith Task Force on Homelessness Fremont Public Association Manuela Ginnet Scott Morrow Multi Service Center SHARE Usa Gustaveson, Project Manager Arlene Old Committee to End Homelessness in King County City of Seattle Gene Harris Alan Painter, Staff Circle Co-Chair First Place School City of Seattle Derrick Hochstatter Camron Parker The Sharehouse City of Bellevue Ed Hutchinson Neil Powers United Way of King County City of Seattle Katherin Johnson Tina Shamseldin City of Kent City of Seattle Bill Kirlin-Hackett George Smith Interfaith Task Force on Homelessness City of Shoreline Marlo Klein Arthur Sullivan United Way of King County A Regional Coalitionfor Housing (ARCH) Daniel Malone Dan Wise Downtown Emergency Service Center Archdiocesan Housing Authority, Aloha Inn Michele Marchand WHEEL Advisors ~.,..~_~"~~._~,_~_~_~.~~~~_~..............,....,.,_..-----.,...............-....................................~-_~..................................-_~_~~~._~_._n_.'___"'~__~'~_~~"""""""'~_'~__n'"V~V~Rnn._..'._._._._Y~~~~~. Paul Carlson Rachael Myers Kate Speltz U.S. Interagency Council on Homelessness Real Change King County Donald Chamberlain, Consultant Tom Rasmussen Doug Stevenson AIDS Housing of Washington Seattle City Council King County John Cooper, Web Designer Tracl Ratzliff Debbie Thiele Seeing Eye Dog City of Seattle King County Housing Authority Virginia Felton Maritza Rivera Patrick Vanzo Seattle Housing Authority City of Seattle King County Peter Mourer Bill Rumpf Elizabeth Wall, Consultant King Comity Housing Authority City of Seattle AIDS Housing of Washington Y)~ '0" Table of Contents Executive SummaJl'Y' .... ............. 111..111.111 III III III ..... III....... ... III III III III............. III. III ............... III. ..... ....... ...... ..... ..i Our Vision for the Future ............................................................... ........................ ............................. i Activities and Anticipated Outcomes over the Next Decade .............................................................ii Next Steps to Ending Homelessness ............................................................................................. .... iv We Must Act Now to End Homelessness .......................................................................1 Call to Action: A Vision for the Future ............................................................................................... 3 Principal Actions to End Homelessness ........................................................................5 A.. Prevent Homelessness. ................................................ ...... ........................ ....................................5 B. Coordinate Leadership and Initiatives to End Homelessness Countywide ................................7 C. Build and Sustain the Political Will and Community Support to End Homelessness ................8 D. Secure 9,500 Units of Housing for Homeless Persons ................................................................9 E. Deliver Flexible Culturally Competent Services to Support Stability and Independence .........11 F. Measure Success and Reporting Outcomes ................................................................................ 12 Key Strategies for Homeless Subpopwations..............................................................14 Preventing and Ending Homelessness Among Single Adults....................................... 17 Housing Models for Single Adults......... ........................... .......... ...................................................... 18 Community-based Service Access Points for Single Adults ........................................................... 20 Culturally Competent Flexible Support Services for Single Adults ................................................ 21 Preventing and Ending Homelessness Among Families .............................................. 22 Housing Strategies for Families........................................................ ...............................................24 Support Services for Families........................................................................................................... 25 Systems Coordination Strategies Related to Families .....................................................................26 Preventing and Ending Homelessness Among Youth and Young Adults .....................28 Prevention Strategies for Youth and Young Adults ........................................................................ 30 Legislative and Regulatory Change Strategies Related to Youth and Young Adults ...................... 31 Housing and Related Service Strategies for Youth and Young Adults............................................ 31 Building Leadership, Will, and Momentum to End Homelessness..............................33 Implementing Our Community's Ten-Year Plan to End Homelessness ........................................34 Phase I Leadership Model......................... .......................................................... .......... ...................34 Phase II Leadership Model................................................ .............................................................. .36 Measuring Success and Reporting Outcomes......................................... ......... .............................. ..36 Building and Sustaining Political Will and'Community Support ...................................................37 Concluding Statement...""""""""""""....""""""""""""""""".."""" .....""............... III.........".""...."""""""""""..""" 38 Companion Materials to Our Community's Ten-Year Plan are available. For more information, see: www.cehkc.org. . Homelessness Fact Sheet . Factors that Create and Sustain Homelessness . King County's Current Response to Homelessness: A Continuum of Care . Glossary of Relevant Terms and Acronyms '1ft \:) y...,- \ ~ Plan Structure and Content Our Community's Ten-Year Plan to End Homelessness documents our commitment to ending homelessness in King County by 2014 and outlines strategies that will support this goal. Chapter 1 introduces the reader to the impact of homelessness on our communities and the reasons we must work together to end homelessness. Chapter 2 presents an overview of the six principal actions proposed by the Committee to End Homelessness in King County to prevent homelessness, move homeless people quickly into housing, and sustain our progress over time. This chapter also includes the anticipated outcomes over ten years. Chapter 3 provides an estimate of the number of homeless people in King County and an overview of key strategies for ending homelessness in each of the major subpopulations. Chapters 4, 5, and 6 are organized around the three primary populations of people who experience homelessness in King County: single adults, families, and youth and young adults. These chapters describe the current circumstances and causes of homelessness, followed by additional recommended actions steps specific to each population. The hallmark of this plan is the unprecedented coordinated approach to planning, funding, and delivering housing and services to people who experience homelessness throughout King County. Chapter 7 details a proposed leadership model, strategies for building political will and community support, measuring success, and reporting outcomes. Upon release of this plan, the Committee to End Homelessness in King County will convene a Governing Board that will develop a detailed work plan that outlines specific first year activities and areas of focus, responsible entities, and initial measures of success. Yeai'ly action plans will be developed and progress updates issued regulai'ly. "h'- '\ S 'f..- \b. ---- Executive Summary More than 8,000 people experience homelessness on any given night in the suburban cities, urban centers, and rural towns of King County according to our local One Night Count. It is recognized that many other members of our community experience homelessness but are not included in this point in time count. Our Community's Ten-Year Plan to End Homelessness is an expression of our Homeless Individuals and Families collective commitment to actively seek long- in King County term and sustainable solutions to the issue, For the purposes of this plan, it is estimated that more rather than continuing to simply manage than 8,000 people are homeless in King County each episodes ofhomelessness as they occur. It is night. This includes: a commitment to ensure that there is an 420 youth and young adults up to age 24 appropriate, affordable roof over the bed of . everyone living in King County- whether . 2,475 people in families young or old, living alone or with families, . 5,105 single adults. including 2.500 that meet the sick or well. federal definition for chronically homeless Eight organizations, coalitions, and local These numbers represent the best point-in-time estimate governments came together in 2002 to form the Committee to End Homelessness in available to the community at the time this plan was King County, a unified effort to provide the issued; providers and advocates believe that these vision and leadership required to develop numbers undercount homeless persons. The community and implement a plan to end homelessness will implement strategies to better identify the number of in King County, Washington. Homeless or homeless persons in King County, formerly homeless youth and adults, faith communities, philanthropy, businesses, local governments, non-profit human service providers, non-profit housing developers, advocates, and other stakeholders from throughout the county were involved in the planning process. Our Vision for the Future Ending a complex problem like homelessness requires a commitment from all members of our community-government officials, philanthropies, faith and civic groups, communities of color and their institutions and organizations, businesses including small business owners, housing and service providers, and concerned individuals. It requires a willingness to examine the assumptions under which we have approached this issue in the past, to assess honestly and critically our activities and initiatives, and, Ultimately, to do business differently through changing systems, redirecting existing resources, and securing commitments for additional funding. Although the focus of this plan is to end homelessness within ten years through strategies that emphasize permanent housing alternatives and supportive services, the Committee to End Homelessness in King County recognizes that people experiencing homelessness are at immediate personal risk and have a basic right to safety, as do all members of our community. Interim survival mechanisms-services focused on keeping people alive-that respect the rights of all community members and neighborhoods are necessary until such time that affordable permanent housing is available to all. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page i \,y- \1 Through endorsing this plan, communities throughout the county are joining forces to end homelessness. It is a housing and human services undertaking of unprecedented proportions, and one that will require a decade to complete. Our success requires the wholehearted participation of individuals, civic and faith organizations, communities of color and their institutions and organizations businesses including small business owners, charitable institutions, and government entities in every sector. As a community, we can-and we will-end homelessness. Together we will: . End homelessness, not manage it . Create a new leadership structure that facilitates discussion and collaboration among funders, government agencies, housing and service providers, homeless persons, advocates, and community volunteers to help assure a unified and targeted approach to ending homelessness in King County . Implement practices that research has shown to be particularly effective and promising . Focus resources on preventing homelessness and immediately housing those who do experience homelessness, prioritizing a "housing first" approach that removes barriers to housing and provides on-site services that engage and support individuals to maintain their health and housing stability . Ensure a fully coordinated countywide response at both the client and systeIIllevel through networking enhanced community-based service sites that offer local access throughout the county to comprehensive assessment, referral, and a range of culturally competent services . Increase significantly the housing options that are affordable, available, and appropriate to meet the needs of homeless individuals, families, and youth . Transform the myriad of publicly funded programs that provide services, housing, and income supports to poor people to make them more accessible, relevant, and appropriate for people who are homeless or at risk of homelessness . Bolster the capacity and responsibility of these service systems for collaborative planning, financing, and delivery of housing and support services for clients reentering the community from public institutions . Establish clear measures to identify needs and assure accountability for outcomes and reward providers who effectively serve those individuals and families with high levels of need. Activities and Anticipated Outcomes over the Next Decade . Our Community's Ten-Year Plan to End Homelessness is not just about creating housing units- although nearly 4,500 new units will be needed. It also calls for implementing a range of prevention and service-delivery strategies that have been demonstrated to be more effective and efficient than our current practices. The significant focus of this plan is on investing our precious local resources in a manner that better serves homeless people and, in so doing, using our resources more effectively. Our approach will be to: . Develop detailed action plans for prevention, outreach, service delivery, and housing . Improve system-wide efficiencies and outcomes using existing housing stock, funding and resources . Refine our long-range targets based on increasing levels of knowledge and sophistication . Seek additional funding from local, state, federal, and philanthropic sources, as needed. A Roof Over Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page ii Vr\<b The following table illustrates the actions we will take and the impact those actions will have. Year Priority Actions Taken What is Happening with Ending Homelessness? . Creating the governance to implement and By the end of 2005: 1 monitor the plan . An inclusive, effective governing structure is fully . Improving data collection methods, including operating (2005) monitoring the decline ofhomelessness among A public awareness campaign is in place to educate those disproportionately affected, including . persons of color the public on the causes, costs, and impacts of homelessness in our community . Building the community-wide political will necessary to succeed in years 2 through 10 . Expanding service system eligibility for people By the end of 2010: 2-5 at risk of becoming homeless, expediting entry . The number of individuals and families who into housing for people who become homeless, and providing appropriate services to them experience homelessness will be significantly reduced (2006- 2010) Working together with service systems to . Programs that focus on the long-term homeless will . show a decrease in client numbers implement strategies to ensure successful reentry . A decline in the number of people living on the streets Identifying and implementing strategies to without shelter will be seen in some areas of the . county address the disproportionate representation of people of color who are homeless . Data collection processes will be in place, including . Realigning existing funds to support programs the Safe Harbors HMIS system, and we will use these that research has proven to be effective and data to mark progress toward our goals restructuring systems to enable better . The disproportionate number of homeless persons coordination among prevention and service from communities of color will be significantly programs reduced . Developing affordable, supportive housing and assertive outreach and engagement teams to help people secure housing, increase independence, and maintain housing stability . Coordinating with the Regional Human Services Task Force as appropriate . Public institutions (jails, prisons, hospitals, By the end of 2013: 6-9 foster care, etc.) and housing programs have . Our infrastructure will be built up such that the public collaborated to develop programs and policies to prevent discharging people onto the streets could expect to see a notable decline in street (2011- homelessness 2013) without appropriate housing Outreach and engagement teams are engaging . Shelter stays will begin to shorten for all populations, . and some shelters will close or reconfigure their people who are homeless on the street and helping them move into housing programs . Fine tuning of the system's transformation By the end of 2014: 10 . Using client~outcome and system-outcome . Homelessness will be virtually ended (2014) data from various sources, including Safe . People who enter into homelessness will have Harbors, to prevent people from becoming homeless in King County immediate access to housing with appropriate supports . Downsized outreach and emergency services will continue to aid individuals and families who become homeless, but stays in this system will be short . There will be no need for tent cities or encampments A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page iii 'h- \ ~ Next Steps to Ending Homelessness The Committee to End Homelessness in King County will seek support and endorsement of the plan from key stakeholders throughout the county, including civic and faith groups, communities of color and their institutions and organizations, businesses, small business owners, housing and service providers, homeless persons and their advocates, and elected officials. In early 2005, a Governing Board charged with building political will countywide and overseeing plan implementation will form. The Governing Board will convene a Consumer Advisory Council to aSsist them in formulating policy and monitoring plan implementation. An Interagency Council comprising representatives of multiple systems will work to set priorities, develop detailed action plans, and coordinate activities. Our actions will be guided by the vision of "a roof over every bed in King County," and we will continue our efforts until this simple statement is realized. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Pageiv \4 ~- ).0 Chapter 1 We Must Act Now to End Homelessness Homelessness as we know it today has been an issue for our community for nearly twenty-five years. Many point to a confluence of events in the late 70S and early 80s-recession, de- institutionalization of people who experience mental illness, and severe reductions in federal funding for housing-as being responsible for the way homelessness exists in our communities. Today, poverty, racism, and violence each significantly contribute to homelessness. Livable wage jobs are more and more difficult to secure and many working people struggle to achieve and maintain housing stability. People of color are disproportionately represented among homeless persons and are impacted by racism and discrimination that adversely affect access to and success in employment and housing. Family violence impacts as many as half of homeless women and children and many homeless youth and young adults. Today, homelessness has become part of our local and national landscape. Homelessness Hurts. More than 8,000 people experience homelessness on any given night in ,..., the rural towns, suburban cities, and urban "Nothing felt so good as the first time I centers of King County, and many more experience homelessness over the course of a walked into my new apartment and locked year. In 2003 alone, 42 people died out-of-doors the door behind me, I didn't know what a in our county while homeless. They died young, relief that would be. " at an average age of 47. It is not acceptable to Formerly Homeless Person have people dying on the streets simply because they are poor and lack the basics of stable ,..., housing, food, and healthcare. Homelessness Costs. Homelessness costs in other ways, as well. Each year, millions of King County taxpayer dollars are spent caring for homeless people through our most expensive emergency services-911, hospital emergency rooms, jails, mental health hospitals, detoxification programs, child protective services, and more. Cost studies around the nation, however, have proven that these individuals and families can succeed in housing if they get appropriate support. Once housed, their use of emergency services declines sharply. And the bottom line-it is less expensive for society and better for the individual. Ending Homelessness Requires Commitment. Our Community's Ten-Year Plan to End Homelessness is an expression of our collective commitment to actively seek long-term and sustainable solutions to the issue rather than to simply manage episodes of homelessness as they occur. It is a commitment to ensure that there is an appropriate, affordable roof over the bed of everyone living hi King County-young or old, living alone or with families, whether well or sick. Ending a complex problem like homelessness requires a commitment from all members of our community-government officials, philanthropies, faith and civic groups, communities of color and their institutions and organizations, businesses including small business owners, housing and service providers, and concerned individuals. It requires a willingness to examine the assumptions under which we have approached this issue in the past, to assess honestly and critically our act~vities and initiatives, and, ultimately, to do business differently through changing systems, redirecting existing resources, and securing commitments for additional funding. Ending Homelessness Requires Time. Although the focus of this plan is to end homelessness within ten years through strategies that emphasize permanent housing alternatives and supportive services, the Committee to End Homelessness in King County recognizes that A Roof Over EvelY Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 1 y..-~\ people experiencing homelessness are at immediate personal risk and have a basic right to safety, as do all members of our community. Interim survival mechanisms-services focused on keeping people alive-that respect the rights of all community members and neighborhoods are necessary until the time that affordable permanent housing is available to all. Further, we begin this work at a time when homeless counts have been steadily rising, when the federal and state governments are cutting housing and social supports, when the healthcare system is in crisis, when living-wage jobs are scarce, and when our nation is at war. We cannot and should not deny these dynamics, for until they change it will be daunting to stem the tide of people falling into homelessness. However, there is substantial work that can and must be done today to change the systems and resources in our hands today. In doing that work, we will create the proof, the foundation, and the will to eventually stem that tide into homelessness. Ending Homelessness Begins with Prevention. Homelessness does not occur to a Unique group or class of people. Homelessness is simply a symptom of people with a wide range of challenges and characteristics who happen to share the problem of lacking a permanent residence. There is not a "one size fits all" solution for homeless people. One ofthe most significant changes we seek to make through this plan is to better align our support systems to match the level and type of assistance to the distinct needs of people experiencing or at-risk of homelessness. A key distinction is between people who face short-term, unanticipated hardship that leads to homelessness and people who have long-term disabilities or chronic health issues that require ongoing support to maintain stability and a productive life. People who experience episodic unanticipated economic, health, family or other crises that lead to a loss of housing-including domestic violence-may need shelter and crisis-oriented support, but the goal should be to help people secure housing again as quickly as possible, with wrap-around services as needed. For those with serious disabilities or chronic health problems, however, their needs are not unanticipated. It is not desirable for them to have to pass through-or experience long-term-homelessness in order to obtain essential services. A substantial body of research documents both the high costs to taxpayers when such costly services as emergency rooms, medical and mental health hospitals, jails and prisons are utilized by chronically homeless, seriously disabled people because they do not have stable housing, and the substantial savings that are recognized through providing modest housing with appropriate support services. Many of those who are homeless or are staying in shelters were discharged from jail and prison or have aged out of foster care, and there are high personal and financial costs associated with discharging people into homelessness rather than directly into an appropriate supportive housing option. However, timelines for successfully placing people into housing vary, and it can be challenging to find appropriate housing in a short timeframe. It is important that service systems be able to develop and enhance connections with appropriate supportive housing rather than discharge people into homelessness upon release. The National Alliance to End Homelessness has called this strategy to end homelessness "closing the front door," referring to the benefits of drastically reducing the number of people who enter the homeless system. This will occur by providing adequate housing with appropriate supports for people with chronic illness or disabilities and by incorporating effective reentry options for people leaving institutions. Homelessness Ends Through Community-wide Efforts. King County has a long tradition of motivated community members taking individual and collective action to remedy social injustices and offer charitable assistance. For example, faith communities throughout the county on a daily basis offer food, clothing, shelter, and other necessities to families and individuals in A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page .2 V....-1.":>.. need. Through the SHARE/WHEEL community's organizing efforts, homeless people have come together to create self-managed shelter and emergency responses. Many others, including business owners, nonprofit organizations, elected officials, and community members-who may not have been aware of the magnitude of the problem or have not yet set a high priority On ending homelessness-will be asked to join our countywide efforts. Call to Action: A Vision for the Future Community stakeholders are in agreement that the system of targeted homeless services in King County is generally strong, and that many effective and innovative programs are in place serving homeless children, families, youth, adults, and elders. Our communities have long histories of planning for and delivering a wealth of services to homeless and at-risk populations. However, this has not been enough to end homelessness. Our response has been insufficient in the face of the increasing numbers of people who experience homelessness in all parts of King County in recent years, the lack of affordable and appropriate housing, and the lack of coordination between multiple service systems. To end homelessness, our communities must do more than simply expand a successful program or add new services to our existing continuum. We must radically change how we use current resources to prevent homelessness in the first place and to plan, finance, and deliver housing and support services to vulnerable populations in King County. Through endorsing this plan, communities throughout the county are joining forces to end homelessness. It is a housing and human services undertaking of unprecedented proportions, and one that will require a decade to complete. Our success requires the wholehearted participation of citizens, civic and faith organizations, communities of color and their institutions and organizations, businesses including small business owners, charitable institutions, and government entities in every sector. As a community, we can and will end homelessness. Together we will: . End homelessness, not manage it . Create a new leadership structure that facilitates discussion and collaboration among funders, government agencies, housing and service providers, homeless persons, advocates, and community volunteers to help assure a unified and targeted approach to ending homelessness in King County . Implement practices that research has shown to be particularly effective and promising . Focus resources on preventing homelessness and immediately housing those who do experience homelessness, prioritizing a: "housing first" approach that removes barriers to housing and provides on-site services that engage and support individuals to maintain their health and housing stability . Ensure a fully coordinated countywide response at both the client and system level through networking enhanced community-based service sites that offer local access throughout the county to comprehensive assessment, referral, and a range of culturally competent services . Increase significantly the housing options that are affordable, available, a~d appropriate to meet the needs of homeless individuals, families, and youth . Transform the myriad of publicly funded programs that provide services, housing, and income supports to poor people to make them more accessible, relevant, and appropriate for people who are homeless or at risk of homelessness A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 3 'h <t;, . Bolster the capacity and responsibility of these service systems for collaborative planning, financing, and delivezy of housing and support services for clients reentering the community from public institutions . Establish clear measures to identify needs and assure accountability for outcomes and reward providers who effectively serve those individuals and families with high levels of need. A Roof OVer Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page 4 \'^' _ Q. u.. Chapter 2 Principal Actions to End Homelessness Six principal actions have been identified as fundamental to ending homelessness and to the success of Our Community's Ten- Year Plan to End Homelessness: A. Prevent Homelessness B. Coordinate Leadership and Initiatives to End Homelessness Countywide C. Build and Sustain the Political Will and Community Support to End Homelessness D. Secure 9,500 Units of Housing for Homeless Persons E. Deliver Flexible Culturally Competent Services to Support Stability and Independence F. Measure Success and Reporting Outcomes Each principal action is presented below and is supported by immediate, intermediate, and long- term activities that will advance our goal of ending homelessness. No ranking or hierarchy is implied by the order in which they are presented. A. Prevent Homelessness In thefirst year we will: . Define and fully describe the characteristics that make individuals and families "at-risk" of homelessness . Consult with nonprofit and for-profit housing developers and property managers in the county to better understand and quantify the level of interventions and support services that would help their tenants avoid eviction and remain stably housed, including one-time and short-term rent, mortgage, utility, and legal assistance; case management; childcare; and in- home supports . Map the chief service systems: Identify where and how funds flow, review current eligibility and entry points, discover what works and does not work for homeless people in each system, identify disproportionate representation of people of color in these systems, get to know the key policymakers and administrators, and begin negotiations with at least two systems to better serve homeless people. The key systems with which we will work are: o Income support programs such as Supplemental Security Income (SSI), Temporary Assistance for Needy Families (TANF), and other supplements, such as Food Stamps o Medicaid-and other health services-including federally supported community health centers and health assistance through the Veteran's Health Administration o Mental health and substance abuse services funded through various federal block grant programs to ~ashington State and distributed through the Regional Support Network o Workforce Investment Act (WIA) programs designed to provide training and secure employment for low-income, homeless, and disabled workers o Housing subsidy programs, such as the federally funded Housing Choice Voucher (Section 8), HOME Investment Partnership, McKinney-Vento Homeless Assistance, Housing Opportunities for Persons with AIDS (HOPWA), and public housing authority programs o Other public systems, including public schools, child protective services, foster care, c~unty jails, and state prisons. A Roof Over Evely Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 5 'A - )f~ In theJi:rst two years we will: . Increase access to the available services and information needed to maintain housing stability for households in King County with extremely low incomes-more than 46,000 in 2004-that are at risk of homelessness; identify and reduce barriers to access experienced by households in need . Assess the resources and capacity of current programs and systems to identify households at risk of homelessness, engage them, and provide them with the information and supports that they need to maintain housing stability; determine the level of resources needed by at-risk households . Measure the effectiveness of homelessness prevention activities . Link homeless planning and resource-allocation decisions with those efforts underway in our communities that are addressing predatory lending, domestic violence, youth aging out of foster care, AIDS housing, prison release, and others. Within thefirstfive years, our communities will: . Secure commitments from the leaders of relevant service systems-including health, mental health, chemical dependency treatment, foster care, and criminal justice-to do the following: 0 Conduct an analysis of current investments in services for people who experience homelessness in King County and create a plan for shifting resources, over time, from costly institutional supports to prevention services 0 Partner with community-based providers to plan for and offer by 2009 the housing and service options needed to end the practice of discharging clients into homelessness 0 Implement multi-disciplinary approaches to moving people quickly from shelters and the streets into permanent housing with on-site or linked services . Expand the network of community-based human-service sites that serve persons who are at risk of homelessness so that all sub-regions of the county have local points of access that are linked to a common referral and information management system . Utilize all appropriate data systems, including the Safe Harbors homeless management information system, to: 0 Increase our understanding of how many people in King County fall into homelessness, where they live, what their household characteristics are, and why it happens 0 Quantify the costs of delivering services to people who experience homelessness in King County and are frequent users of high-cost services and systems 0 Establish baseline statistics to chart improvements over time through decreasing the number of households in King County that experience homelessness each year and reducing the time it takes to get them into stable, long-term housing . Reduce chronic homelessness in our communities by 25%. By 2014, in our county we will have: . Created, nurtured, and fully implemented an intervention system focused on preventing homelessness and immediately housing those who do experience homelessness . Bolstered the capacity of, and shared the responsibility with, service systems-including health, mental health, chemical dependency treatment, foster care, and criminal justice-to have in place prior to reentry a long-term housing plan for every client and to have secured an appropriate housing destination . Decreased the number of chronically homeless on our streets by 98% A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 6 V... -'d..4:. . Decreased 98% the number of youth, young adults, individuals, and families that lose their housing and experience "street" homelessness . Converted 90% of homeless shelters and transitional housing into evidence-based models that combine emergency- and short-term interventions with permanent housing options with services available as needed. B. Coordinate Leadership and Initiatives to End Homelessness Countywide In the first year we will: . Dedicate ourselves to ending rather than managing homelessness by combining our collective efforts in a new countywide leadership collaboration agreed to, and supported by, the eight founding members of the Committee to End Homelessness in King County and as many local municipalities, corporations and organizations as initially possible . Convene a Governing Board of key community leaders-with representation from every sub- region of the county and the business sector-that is charged with providing the necessary leadership to change policy directions, set funding priorities, and promote systems changes and enhancements aimed at ending homelessness in a direct and cost-effective manner . Support the work of the Governing Board and plan implementation by convening both a Consumer Advisory Board made up of homeless and formerly homeless persons and an Interagency Council that includes funders and key players in housing and support service delivery . Through the Consumer Advisory Board, and in all aspects of policy development and priority setting, ensure an active role for homeless and formerly homeless persons, their advocates, and community stakeholders who offer valued resources other than funding. In thefirst two years we will: . Through the Interagency Council, develop phased implementation plans-for approval by the Governing Board and funders-that integrate housing and service delivery and, initially, redirect existing resources across all systems to stabilize households at risk of homelessness and move those who are currently homeless into permanent housing as rapidly as possible . Coordinate efforts with jurisdictions to develop interim efforts to provide people who experience homelessness in King County alternatives to living on the streets . Coordinate housing and support service policy development, funding decisions, and advocacy activities to end homelessness countywide. Within thefirstfive years, the Governing Board,.in collaboration with service providers and local communities, will: . Assure that existing services and resources, including those targeted to homeless persons, are being utilized in the most effective and efficient ways possible . Obtain from every city in King County agreements to partner in plan implementation and assist each city, as needed, to determine a reasonable amount of its resources to commit to sub-regional strategies to end homelessness . Provide direction and leadership to countywide applications for homeless-related resources including the annual application for federal McKinney-Vento Homeless Assistance funding A Roof Over Every Bed in King County Our Community's Ten~Year Plan to End Homelessness Page 7 'h-':l. 1 -.--.--". . Prioritize the outcome of ending homelessness in funding decisions for all housing and related support service programs that impact homeless youth, young adults, single persons, and families . Coordinate the targeting of federal housing funds to independent and supportive permanent housing units for homeless and formerly homeless persons and the provision of needed on- site and linked support services through available service systems and resources . Reconfigure housing and support service models and hegin implementing sub-regional networks of local points of access to assure prompt engagement and assessment of housing and human service needs for people who are homeless or at risk of homelessneSs in King County . Involve and train police, fire, and other emergency responders to assure maximum collaboration with the sub-regional networks of local access points . Provide leadership, promote, advocate for, and establish a mechanism to generate new local revenues that complement existing resources and programs to end homelessness in King County; coordinate efforts with the Regional Human Services Board proposed in the August 2004 report of the countywide Task Force on Regional Human Services. By 2014, in our county we will have: . Effectively established a strong, collaborative approach to ending homelessness and planning, funding, and delivering housing and services to people who are homeless or at risk of homelessness . Increased both the success and the cost-effectiveness of King County's approach to assuring long-term housing stability for households that experience-or are at risk of-homelessness . Eliminated the need for tent cities and encampments anywhere in the county. c. Build and Sustain the Political Will and Community Sqpport to End Homelessness In theftrst year we will: . Develop a communications plan for increased public awareness of who experiences homelessness, the underlying causes of homelessness, and how everyone throughout the county can playa role in ending homelessness . Convene regular briefings for elected officials and leaders in the nonprofit and business communities throughout the county to inform them of activities related to ending homelessness in King County and invite them to participate in plan implementation . Encourage civic, faith, and community groups and communities of color and their institutions and organizations to endorse the plan, participate in efforts to educate the community at large, volunteer in programs that assist homeless and at-risk persons, and advocate on behalf of people who experience homelessness in King County . Identify the legislative changes necessary to end homelessness. In theftrst two years we will: . Advocate at the local, state, and federal levels for expanded access to programs and increased funding in King County that: 0 Targets people who experience or are at risk of homelessness A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 8 y,\~ 'J. ~ 0 SUppOrts the safety net of health, housing, and human-service programs that assist people who experience homelessness to improve their health, foster their recovery, increase their incomes, secure housing, and master independent living skills 0 Results in improved use of existing resources 0 Finances appropriate housing and support service options for persons who are exiting healthcare, foster care, inpatient mental health and chemical dependency treatment, and criminal justice institutions 0 Offers opportunities to increase educational achievement and job skills. Within theji:rstjive years, our communities will: . Cultivate relationships with elected officials in all parts of the county to be champions for the plan to end homelessness . Conduct annual educational briefings for all new city, suburban, and county leaders on the issue of homelessness and Our Community's Ten-Year Plan to End Homelessness . Develop a baseline survey of community knowledge, attitudes, and beliefs regarding the plight of homeless people and the acceptability of homelessness so that we can measure progress towards the goal of intolerance for homelessness in King County by 2014 . Build the case for reforming our current systems for homelessness prevention and response by conducting an analysis of current public spending and determining the feasibility of shifting resources over time from such costly measures as jails and emergency rooms to proven prevention and intervention models . Create new and enhanced housing and service partnerships through the realignment of existing resources and the securing of additional state, federal, and philanthropic funding . Publish 3 annual reports on the progress we have made in ending homelessness in King County. By 2014, our communities will have: . Demonstrated the effectiveness of King County's collaborative approach to preventing homelessness and moving homeless families and individuals off the streets and out of shelters into permanent housing with on-site or linked services . Achieved a level of knowledge and acceptance that we: 0 Understand that people who are at risk for or experience homelessness are our neighbors and vital members of our community 0 Recognize that homelessness is a shared, public problem, not just a personal tragedy 0 Welcome into our neighborhoods housing and support service programs that end homelessness and help people at risk to remain stably housed. D. Secure Q.~oo Units of Housing for Homeless Persons In thefi:rst year we will: . Further develop a detailed assessment by housing type and homeless subpopulation of the number of housing units and the matrix of services that are needed, projections for the costs to develop and implement these housing and service models A Roof Over EvelY Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 9 \11- 'J", G... . Advocate at the local, state, and federal levels for the preservation of existing housing subsidies and subsidized units . Advocate at the local, state, and federal levels for: 0 Enhancements to the Washington State Housing Trust Fund 0 Advocate that the Washington State Housing Finance Commission place a greater emphasis on the creation of homeless housing 0 Establishment of a national housing trust fund 0 Increases in funding and access for programs that help to expand and sustain housing opportunities that are safe, decent, and affordable to households at the lowest income levels 0 Full funding for state and federal initiatives to pay for services that households who experience or are at risk of homelessness need to maintain housing stability. In thefi:rst two years we will: . Conduct a feasibility study of the ability of existing services systems, including the homeless system, to redirect existing resources and housing units to help newly housed households maintain their housing stability and continuity of care . Convene representatives of housing authorities, nonprofit housing providers, housing developers, and private-market landlords to determine the availability of existing subsidized housing units for immediate tenancy by homeless individuals and families and create a plan to move people who are currently homeless into permanent housing over time. Within thefirstfive years, our communities will: . Identify and secure 1,000 units of existing rental housing that can be leased or purchased and rehabilitated for use as permanent housing with on-site or linked support services . As more affordable, permanent long-term solutions outlined in this plan become available, gradually shift resources away from providing emergency shelter and transitional housing to support these long-term housing resources . Redirect existing support service capacity and combine with existing housing stock to establish evidence-based supportive housing models that maximize public and private investments and cost-effectively assure long-term housing options for formerly homeless persons . Replicate and expand existing successful models of supportive housing in order to increase our capacity to move homeless families and individuals off the streets and out of shelters. By 2014, our communities will have: . Developed 4,500 new units of housing and secured 5,000 existing units located throughout the county, and assured that they remain affordable long-term to people who have been homeless . Ensured no net loss of units of subsidized housing due to market conversion or owner opt-out through having in place effective policies and procedures, incentives, and sufficient dedicated resources to keep subsidized units available to extremely low income, homeless, and formerly homeless households . Maximized the reuse of shelter and transitional housing resources, as they have become available, to help move people rapidly into permanent housing. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 10 ~- '30 E. Deliver Flexible Culturally Competent Services to SUPllort Stability and Independence In the first year we will: . Convene leadership of housing, homeless service providers, and relevant service systems through the Interagency Council to incorporate the major change strategies of this plan into a revised service delivery system. These include: 0 Housing first-minimize shelter stays and move people into permanent housing (housing with no time limit on stays) with services as needed recognizing that some individuals, for example youth, young adults, or those experiencing domestic violence, may require more transitional assistance 0 Adequate reentry-ensure that people leaving public institutions are able to secure housing rather than enter homelessness 0 Fit the services to the need-determine services needed to support stability and independence; for some people with an unanticipated problem, help with a short-term financial crisis or help in securing housing may be sufficient without other supportive services; for others such as youth and young adults, or those experiencing domestic violence, a sudden, grave health problem, or decline in earning capacity, transitional services for a longer period may be needed; and for people with serious disabilities or chronic health problems, long-term support may be needed to maintain stable, decent housing 0 Client-centered approach-make it easier for people to access the services they need through reconfiguring entry points for treatment and benefits, cross-training staff, and expanding the network of local access points to ensure convenience to public transportation 0 Welcoming people as they are-utilize motivational interviewing and intensive case management to assist persons with chemical dependency and co-occurring disorders- that may include mental illness, developmental disabilities and/or chronic medical conditions-to secure housing and receive services wherever they are in their recovery process 0 Creating incentives-such that long-term homeless individuals are motivated to move off the streets and share responsibility for progress towards goals that they set for themselves. In thefirst two years we will: . Coordinate with local faith communities to train volunteers to mentor homeless persons who desire faith-based support in their recovery plans. Within thefirstfive years, our communities will: . Expand assertive outreach and engagement efforts countywide, emphasize services in programs that help people move from the streets into housing, and utilize community-based outreach teams, as needed, to help people transition into permanent supportive housing . Have in place a coordinated countywide network of community-based human-service sites that respond with urgency to incidences of homelessness in the local area where they occur . Improve the impact and cost-effectiveness of existing funding by analyzing all sources-local, state, federal, and philanthropic-that are targeted to assist people who experience, or are at risk of, homelessness and ensuring that they are: 0 Coordinated and recombined to create the vision embodied in this plan A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 11 v,-31 0 Used to maximize the ongoing benefit of our current housing and service investments 0 Supporting evidence-based and promising practices that cost-effectively and successfully move people rapidly from homelessness to long-term or permanent housing and help maintain housing stability for at-risk, low-income households 0 Supplemented by new resources, as available, to increase both housing availability and support services capacity, thereby decreasing the number of people who become homeless and the length of time they remain homeless . Assess the existing network of transitional housing to identify opportunities to convert or modify existing units to offer a "transition-in-place" approach in which the services transition away as residents' needs decline, but the households' tenancy in housing is not time-limited . Provide coordinated, holistic care to persons with co-occurring disorders to ensure they do not fall through the cracks of our traditional service systems . Coordinate with the Workforce Development Council, and other job training and placement service sites, to increase training and job opportunities for homeless people who are able to work, including hiring persons who have experienced homelessness to work as mentors and to be an integral part of outreach, engagement and stabilization efforts to help transition homeless persons off the streets into permanent supportive housing. By 2014, our communities will have: . Developed a strong network of critical-response, "one-stop" human-service access points in each sub-region of the county, which can help remove the threat of homelessness and serve as a starting point out of homelessness for all individuals in King County facing crisis through offering: 0 Outreach and engagement 0 Assistance with accessing housing 0 Housing stabilization support such as assistance with budgeting and money management, anger and/or symptom management, and socialization skills 0 Support and linkage to treatment and support services including mental health, chemical dependency, and primary healthcare 0 Employment training and placement assistance . Provided for short-term stays in emergency placements for the few individuals who need that level of intervention . Created integrated treatment on demand for persons with disabilities who become homeless . Ensured clear movement into appropriate housing options for any person experiencing homelessness. F. Measure Success and Reporting Outcomes In thefirst year we will: . Begin implementation of the Safe Harbors homeless management information system (HMIS) and encourage providers to participate in data gathering activities designed to document the number of homeless persons arid their needs . Ensure that the privacy and concerns of homeless individuals and organizations are respected . Ensure confidentiality for those who experience domestic violence A Roof Over Every Bed in King County Our Community's Ten~Year Plan to End Homelessness Page 12 y,- '3), . Develop baseline demographic and service data as reference points for future, ongoing progress measurement and reporting . Map public and private funding that currently supports homeless services in all jurisdictions in the county. In the.fi:rst two years we will: . Establish an agreed-upon mechanism for identifying the number of persons that are homeless and are not accessing homeless services . Evaluate and document cost-effective, best practice housing and service models currently in place in King County . Advocate at the local, state, and federal levels for coordination of data reporting requirements among programs to enhance comparability of data and ease the burden on providers and consumers. Within thejirstflve years, our communities will: . Fully implement the Safe Harbors homeless management information system, with monthly or quarterly reports to the Interagency Council and other stakeholders to increase our understanding of how many King County residents fall into homelessness, where they live, what their household characteristics are, why it happens and what impact agencies have working with these populations . Provide monthly or quarterly dissemination of information to all providers about utilization and outcomes: how many new homeless people have been assessed, their demographic profile, the length of stay in shelters, the number of placements into housing, and other meaningful outcome data . Establish protocols for data matching with relevant service systems to better capture information on reductions in service utilization and expenditures as people are moved from chaotic lives and homelessness into stable permanent housing with services . Demonstrate the effectiveness of King County's programs in moving youth, young adults, single adults, chronically homeless individuals, and families off the streets and out of shelters into permanent housing with on-site or linked services. By 2014, our communities will have: . Eliminated programs that are not effective . Developed mechanisms to collect and report data on the numbers of people accessing housing support and homelessness prevention services on a daily basis . Documented the success of communities in King County ending homelessness through the publication of annual progress reports. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page :1.3 '\4- 3 3 Chapter 3 Key Strategies for Homeless Subpopulations Chapters 1 and 2 laid out the crosscutting steps our community must undertake to respond to homelessness. This chapter summarizes the extent of homelessness in our community and identifies the housing needed overten years to make ending homelessness a reality. The following chapters vividly portray the challenges facing homeless single adults, families, and youth and young adults. These chapters also offer specific strategies for helping to prevent and end homelessness for each of these populations. Estimating the number of people who experience homelessness on a given night-or during the year-is a challenging, yet essential, task in any community; this information is needed to implement effective strategies to address homelessness and as a reference point for looking back and measuring success. The most established system of determining the number of homeless people in our community is the One Night Count of Homeless People in King County. For the past 25 years this effort has been led by the Seattle-King County Coalition for the Homeless (SKCCH), a partnership of not-for-profit and government agencies that collaborate to address the needs of homeless people. The One Night Count has two main .components: a count of people on the streets without shelter and a survey of shelters and transitional housing programs regarding the number and characteristics of people that are serving on that given night. Based on the One Night Count, it is estimated that approximately 8,000 men, women, young adults, youth, and children are homeless on a given night in King County. While the One Night Count is the most established system of determining the number of homeless people in our community, it is clear that more people experience homelessness than are captured in the count on any given night and even larger numbers, over the course of the year. The Once Night Count data served as the basis for the development of a projection of units needed over 10 years to provide housing for homeless persons. Subcommittees comprised of providers and advocates familiar with the single adult, families, and youth and young adult populations were convened to estimate needed resources. Population subcommittees reviewed available data from homeless providers and government agencies and using their collective professional expertise estimated both the number of units and the types of housing and related supports needed for each population. It is expected that these numbers will be refined over the life of this plan as new data emerges and experience suggests new directions. With the increasing sophistication in data collection and analysis among providers and the implementation of the countywide Safe Harbors homeless management information system, we will be better able each year to describe the populations of individuals that access homeless prevention and intervention services in King County. Housing strategies for ending homelessness are similar for the three homeless subpopulations-single adults, families, and youth/young adults; and some overarching concepts are summarized below. The models and strategies that support successfully housing people who are exiting homelessness are well understood and demonstrated by providers in King County. The challenge lies in securing the resources needed to develop and operate the housing' and to significantly increase the capacity of our support service providers to meet tenants' multiple needs. The following table summarizes the estimated number of housing units needed to be created over 10 years to end homelessness in King County, by homeless subpopulation, household type, and level of on-site support services recommended. It is anticipated that half of A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page :14 V, ..~ -;~ these units will be secured through subsidizing or utilizing existing rental-market properties and half will be set-aside in new housing developments. Type of Housing and Support Needed by Homeless Subpopulations Over 10 Years Total Units Nwnber of Units by Homeless Subpopulation Needed Level of Support Services on Site* Intensive Moderate None BUD-defined chronic homeless** 2,500 1,800 700 0 Other single adults 4,800 1,100 2,100 1,600 Total Single Adults 7,300 2,900 2,800 1,600 Families 1,900 475 475 950 YouthfYoung Adults*** 300 250 0 50 Total 9,500 3,625 3,275 2,600 *In addition to on.site services where provided, all fonnerly homeless individuals and families will be able to access services through related systems as needed to support housing stability and quality oflife. In addition, support in securing affordable and appropriate housing will be needed by many households. ** As defined by the U.S. Department of Housing and Urban Development: homeless for over a year or homeless more than four times in the previous three years and living with a disabling condition. *"*It is estimated that some youth and young adults will be accommodated in temporary transitional programs or, with improvements in homelessness prevention and family reconciliation services, will return to their families. Supportive housing options-housing with on-site services-for these populations fall into two categories: . Moderate-level services provide consistent, ongoing support for tenants in the building to help them maintain personal and housing stability . Intensive, individualized services related to mental health, chemical dependency, and/or medical services with a greater emphasis on increasing stability, reducing harm, and managing symptoms. Supportive housing options should incorporate the following characteristics: . Easily accessed: regulatory, procedural, and financial barriers must not stand in the way of assisting homeless persons to move into permanent housing as rapidly as possible . Include client participation in housing and service plan development and goal setting . CUlturally accessible and competent programming and staff. . Relevant to the specific needs of each individual or family and centered around flexible services that can change in intensity depending on current needs and that will follow the person if they move . Affordable to households whose income is at or below 30% of area median, which is $1,258 per month in 2004 for individuals and $1,800 for a family off our. A Roof Over Every Bed in King County Our Community's Ten.Year Plan to End Homelessness Page 15 " ~l':) Vr Introduction to Subpopulations Chapters Chapters 4, 5 and 6 offer a more detailed description of the causes, conditions, and strategies necessary for preventing and ending homelessness among each subpopulation. The information in these chapters was developed through convening three stakeholder groups comprised of providers and consumers who were able to draw on their first-hand experience, and through that process strategies were developed that are specific to each group. The Interagency Council and its subcommittees will take these population-specific strategies and set priorities for them based on the overall implementation plan that they develop in 2005. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 16 \,",,'-3 (;) Chapter 4 Preventing and Ending HomelessnessAmong Single Adults It is conservatively estimated that there are 5,107 homeless single adults in King County on a given night in 2004, including those who are on the streets, in shelters, or in other non-permanent housing. This number was derived from the local one-night homeless count, which includes information related to stays in emergency and transitional programs, but likely undercounts the number of homeless individuals. This plan estimates that 2,500 individuals meet the definition of chronically homeless developed by the U.S. Department of Housing and Urban Development: homeless for over a year-or homeless more than four times in the previous three years-and living with a disabling condition. Planning to end homelessness among the diverse populations of single adults in King County must take into consideration both the barriers that individuals face in accessing housing and the multiple personal issues that further challenge the housing stability of many single adults and the chronically homeless. Specifically, these include: . System factors that prevent single adults from accessing housing: () Very few housing options that are affordable to individuals who have no or low income () Eligibility criteria that screen individuals out of housing, e.g., criminal or eviction histories () Ineffective reentry planning from such institutions as hospitals, treatment programs, and jails, due both to a lack of resources and the historic separation of housing and service systems () Fragmented systems that don't meet the multiple service needs of clients in a holisti~ way, require clients to endure multiple application and screening processes in order to determine eligibility, and are not structured to serve homeless clients effectively () Discrimination due to race, gender, religion, nation of origin, family size, disability, and/or sexual identity () Lack of access to the full range of specialized services necessary to engage, treat, and support persons with disabilities in housing due to restrictive eligibility criteria () Lack of peer-based support models, especially for individuals who are disabled () Shortage of appropriate housing options with on-site support services () Limited employment and vocational training opportunities. . Personal issues-such as poverty, mental illness, alcohol and chemical dependency, physical or developmental disability, health status, and experiences of trauma and violence- that without adequate and relevant support from human services systems, negatively impact housing stability. People of color are significantly over-represented in the homeless population in King County. While people of color comprise approximately 20% of the general population in the county, they represent 61% of all people who are homeless. Racism permeates many aspects of life and can impact housing stability. In Seattle, the median income for households comprised of people of color are significantly lower than for white households, and people of color represent a disproportionate share oflow-income City residents. People of color are disproportionately represented in the criminal justice system, which impacts access to certain housing and benefits programs, making it more difficult for a person to achieve housing stability. These are among the factors that must be considered when working to prevent homelessness among people of color. A Roof Over Every Bed in King County Our Community's Ten.Year plan to End Homelessness Page 17 '\h - ?/l Chronically homeless single adults who have to grapple with both systemic barriers and personal life challenges experience overwhelming obstacles to accessing housing. There are inadequate resources for these members of our community, especially housing with on-site support services. Their use of emergency healthcare, shelters, and the criminal justice system is disproportionately high compared to other housed and homeless adults and is a significant driver in the growth of public health and public safety costs in King County. This plan presents strategies for ending homelessness for the chronically homeless subgroup, as well as for all single adults who experience homelessness in King County. Given the barriers to housing access described above, we are aware that an increase in affordable housing is only part of the solution to ending episodes ofhomelessness for single adults. Rent- subsidized permanent housing must be paired with a range of flexible support services to assist and support a large percentage of homeless individuals in attaining and keeping housing. Some of this can be accomplished through better alignment and configuring of existing housing and service resources, but significant new resources will also be needed. Housing Models for Single Adults King County has a rich network of affordable housing developers and providers who are experienced partners in providing supportive housing for low income and homeless persons. Research is showing that the costs of providing housing and support services for this population can be more than offset by savings in the cost of responding to repeated crises. At the same time the quality oflife for both the individuals involved and the community is significantly improved. The table below summarizes the estimated number of additional housing units needed over ten years to end homelessness in King County, by homeless subpopulation of single adults, housing type, and level of on-site support services recommended. Type of Housing and Support Needed by Homeless Single Adults over 10 Years Population Description Type of Housing Long~term Single adults homeless and Total disabled-chronic not chronic Subsidized Independent 0 1,600 1,600 Apartments Units with Moderate 700 2,100 2,800 Services on Site Units with Intensive Services 1,800 1,100 2,900 on Site Total 2,500 4,800 7,300 Subsidized Independent Apartments Approximately 4,800 units will be needed over ten years for homeless single adults who do not meetthe Federal definition of chronically homeless. Of those, one third-l,600 people-will be adequately served by conventional affordable housing. Flexible housing subsidies should be A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page ~8 , \f,'- '3 'b available to accommodate changes in their household income. Most of these individuals will not require further assistance once the barriers to housing are successfully negotiated. Individuals who require services after moving in will be able to access support through a local service-access points, a range of community-based service providers, or available service systems. Permanent Supportive Housing with "Moderate" On-site Services Approximately 2,800 homeless single adults will be appropriately served in supportive hoUsing that offers a moderate level of support services on site; of these, it is estimated that 700 people would meet the federal priority of chronically homeless. These services provide consistent, ongoing support for tenants in the building. Services may include: 24-hour security, eviction prevention services (interventions if rent payment is missed), and referrals to additional services, as needed, to help tenants remain housed. On-site services can be provided by either the entity that manages the housing units or by one or more outside service providers through memoranda of understanding. Permanent supportive housing models that specifically serve chronic homeless individuals should adopt additional characteristics: . Low barrier: avoid excessive rules such as restrictions on alcohol use; instead, focus on problematic behaviors only . Services on demand: have sufficient levels of support services available onsite for when tenants are ready to access them, including activities to encourage tenant engagement. These services are responsive to the needs of tenants, and all recovery plans have tenant-generated goals . Peer support activities: create an atmosphere that is conducive to peer activities including common living spaces in buildings as well as staff to help organize events and activities . Emphasis on safety: use of 24/7 desk staff onsite to help buildings remain secure . Last resort eviction notice: when tenants are at risk of eviction, staff assistance is available to work out alternative options. It is anticipated that the need for supportive services will decrease over time for some tenants. Others may develop the need for more intensive on-site services. Thus, the overall system will be designed for tlexibility:both to enable tenants to move between housing types, as needed, and to allow tenants' utilization of services to decline as they gain stability over time. Supportive housing units can be either clustered in one building or scattered throughout the community. Some portion of this supportive housing stock will be targeted to house specific sub- groups who would benefit from sharing housing with a need-related focus, e.g. recovery housing, clean-and-sober housing, elder housing, and housing for women with experienceS of trauma/domestic violence. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 19 Yl-3Q Permanent Supportive Housing with "Intensive" On-site Services Approximately 2,900 homeless individuals will require specialized supportive housing with intensive on-site services. Two-thirds of these homeless individuals-an estimated 1,800 people-would meet the federal priority of chronic homelessness. A staff team with qualifications related to mental health, chemical dependency, and/or medical services will deliver housing stabilization services with a greater emphasis on harm reduction and/or symptom management. Formal agreements with service systems to implement integrated housing and service models will assure the effective and efficient delivery of these services. In order to provide the appropriate level of support needed, staff will be available on site 24 hours per day, 7 days per week. Housing-specific Strategies for Single Adults . Maximize existing investments through developing an implementation plan that: 0 Reconfigures existing housing and support service delivery systems to maximize the availability of units with appropriate support services attached 0 Sets targets and timelines for filling the identified housing and related service system gaps 0 Earmarks funding expected to be available in the immediate future for the creation of new supportive housing dedicated to housing homeless households 0 Identifies funding sources for the additional resources necessary to fill all the housing and service gaps by 2014 <> Recommends those changes in service system policies and delivery models that are necessary to fully integrate the various elements of this plan. . Secure the resources needed to meet the need for 7,300 units of accessible, rent-subsidized permanent housing over ten years, with on-site or linked services-for single adults who are homeless: <> Advocate for increased allocations of Section 8 rent subsidies and assure their targeting to households with incomes at or below 30% of area median income <> Advocate for adequate allocations of funding from local, state, federal, and private sources for developing and maintaining accessible, rent-subsidized permanent housing () Increase both public awareness of the proven connection between supportive, service-enriched housing and ending homelessness, and the public acceptance of supportive housing programs () Build upon and replicate successful models of housing chronically homeless single adults. Community-based Service Access Points for Single Adults . Network effective, locally supported, points of service access in each sub-region of King County where people at risk of homelessness and homeless households can receive assistance. The following needs will be met: () Seamless emergency-response () Assessment of need and development of a survival plan () Referral to appropriate housing placement and ongoing care where needed () Immediate intervention for urgent physical health, mental health, and chemical dependency issues () Benefits assistance and counseling. A Roof Over Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page 20 """ .lAG Culturally Competent Flexible Support Services for Single Adults . Catalyze a shift in policy and funding to support the availability of culturally competent, flexible, integrated services for homeless and formerly homeless tenants wherever they live: 0 Establish, monitor, and sustain formal working agreements between relevant service systems and providers of supportive housing for homeless and formerly homeless single adults to ensure the continued availability of services and the professional care provided by these systems, as needed, throughout their tenancy 0 Secure multi-year funding for on-site and linked support services for all supportive housing programs during the planning and pre~development phase of projects 0 Advocate with local, state, federal, and private sources for necessary policy changes and allocations sufficient to assure effective support services in King County. . Enhance existing systems and develop new strategies to engage homeless people who are in shelter-or on the streets-and move them as rapidly as possible to permanent housing with on-site or linked services 0 Expand the network of community-based service sites so that all parts of the county have local access points 0 Develop mobile outreach and engagement teams that can find homeless people who are not in shelters and assist them to move rapidly into housing 0 Move people from shelters and transitional housing to permanent housing as appropriate options are made available 0 Build upon successful evidence-based models for delivering supportive services in housing for formerly homeless single adults. . Gather data about the disproportional representation of people of color among homeless people in King County; develop and implement strategies to ameliorate those disparities . Develop policies, procedures, and service models to assure cultural competence in all transactions between service providers and homeless or formerly homeless single adults . Acknowledge and support the role that small organizations and less formal networks play in providing needed services to homeless and at-risk individuals. A Roof OVer Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page !l:l "',.:~\ Chapter 5 Preventing and Ending Homelessness Among Families The One Night Count estimates that 2,475 people in famllies are homeless on any given night in King County in 2004. Providers are concerned that the One Night County dramatically undercounts the number of families who are homeless; however this number will be used for planning purposes. The most common causes of homelessness for families include: a lack of, or reduced, incomes; medical, mental health, and family emergencies; and domestic violence. The vast majority of homeless families have extremely low incomes. In King County, there are very few units in the private rental market that are affordable to families with incomes below $1,800 per month, which is 3096 of the median for a family of four. 2000 Census data show that 142,000 households in King County (19%) had incomes ofless than $25,000 in 1999. Thus, there is a great disparity between household incomes and housing costs; a family in King County must earn $17.75 per hour ($3,080 per month)-about two and a halftimes the minimum wage-to afford a modest two-bedroom apartment. As a result of low household incomes and the lack of affordable housing, most homeless families remain without a stable home for several years and end up moving from place to place. Waiting times for affordable permanent housing can be up to five years. There are also few temporary and transitional housing openings. Families who are able to access shelter and transitional housing will often stay for the maximum length of time. At the end of this period, if housing is still not available, it is not uncommon for families to reenter the shelter system. Families need housing that is not time~limited and remains affordable long-term. Due to the large gap between homeless families' ability to pay rent and the costs of housing in King County, virtually every household will need an ongoing monthly rent subsidy for market-rate housing in order to move from homelessness to permanent housing and maintain that housing over time. Many homeless families have at least one household member that is working, but they typically lack the skills and education necessary for competitive jobs that provide a living wage, family health benefits, and paid sick leave. Work is frequently either temporary or part-time. Job training and educational opportunities leading to living wage jobs are essential to moving families out ofhomelessness. Additionally, families need ongoing affordable childcare, including after school 'care, that is available day or night and easily accessible to work or home. While some families fall into homelessness due to economic concerns alone-low incomes and the high cost of housing-increasingly, similar to homeless single adults, homeless families are also experiencing complex life situations that affect housing stability and success in employment. These barriers to stability include major mental health issues, including undiagnosed mental illnesses; chemical dependency; histories of trauma; disabling health issues; criminal justice involvement; and immigration status. Many homeless families also have financial barriers to housing that include significant debt to past landlords and housing authorities, money owed on tickets and driving violations, unpaid bills that are in collections, and bankruptcies. Domestic violence is common among homeless families. It is not only a leading cause of homelessness for women, but it is also a key reason why families become separated from their extended support systems. Many individuals who have experienced domestic violence enter the homeless system without financial resources and with poor credit, employment, and housing histories. The effects of violence in the home severely impact every aspect of stability for both children and parents, and it often takes years for the family to regain a sense of safety. Some A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 22 v...A).. families who end up homeless in King County are fleeing an abuser from another state, and as a result, they have severed contact with their families and their past. Families in this situation require complete confidentiality and a supportive environment where they can build new lives. Children in homeless families face disruptions in every part of their lives. Homeless children are often behind in their immunizations, and they face a host of health problems-such as infections, trauma, asthma, fetal alcohol syndrome, and lice infestations-that too often go undiagnosed and untreated. Normal childhood development is seriously affected by homelessness, with academic difficulties, behavior problems, developmental delays, anxiety, depression, and learning difficulties all documented effects. These conditions too often fuel the next generation of homeless people. Homeless families with the complex life situations described above require a significant amount of support from case managers and program staff. Without an appropriate level of ongoing support, they end up repeatedly cycling through the homeless shelter system. In addition to having very few options in the private rental market, many such families also have challenges accessing transitional and permanent housing programs as resources are not sufficient to serve all in need and some do not meet eligibility requirements. Affordable permanent housing with on-site or linked services is needed but remains largely unavailable for families. Disparities in income level and educational achievement are factors for families experiencing homelessness. It is estimated that, nationally, 62% of homeless families are comprised of people of color, with African American families accounting for 43% of all homeless families. Nationally, African Americans and Latinos are less likely than whites to have graduated from college and regardless of educational attainment are likely to have lower salaries than whites. Without access to living wage jobs, it is exceedingly difficult in King County's housing market for a family to maintain housing stability. Children are significantly impacted by experiences of homelessness. Homeless children are more likely to have physical and mental health problems, as are their parents, and difficulty in school than their housed counterparts. As children of color are disproportionately represented among the homeless population, these issues disproportionately impact them. Homeless refugee and immigrant families are being seen in increasing numbers. They have many issues that prevent them from stabilizing in housing, including limited English proficiency, lack of documentation, medical issues, and lack of formal education. Because organizations serving refugee and immigrant families do not have sufficient resources to assist those with multiple needs, some end up homeless and accessing homeless family services. Case managers must spend a lot of time with these families, yet they lack the training and tools necessary to address their diverse cultural and social issues. Interpreter services are also expensive and not always available. In addition, the eligibility criteria for most subsidized housing programs prevent undocumented families from accessing housing assistance. Although there is a network of strong providers assisting homeless families in King County, the delivery of homeless services to families is complicated because there is limited funding and shelter space available. In addition, there are many points of entry, and typically a homeless family seeking shelter must make calls to multiple programs over several weeks to find available space. Providers do not have sufficient funding and staff capacity to provide the desired follow up to a family once their involvement in a program ends. In addition to the homeless service system, many families interface with multiple systems before, during, and after their homelessness. These include mental health and chemical dependency, healthcare, Social Security, the Washington Department of Social and Health A Roof Over Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page 23 ,.., \/,1-\J Services (DSHS), Child Protective Services, criminal justice, and others. These systems can be compartmentalized, difficult to navigate, and sometimes inefficient; as a result, critical needs may not addressed despite a client's or advocate's best efforts. Serving families with a wide range of health and social service needs increases pressure on direct services staff-case managers in particular-who must be familiar with a range of issues and the broad array of services available in the community. Although increased training is needed for staff who work with homeless families, most homeless programs operate within funder-defined budget categories that typically do not prioritize training. Recognizing both the profound need for housing for homeless families in the Puget Sound region and the shortage of appropriate affordable housing options, the Bill and Melinda Gates Foundation, in collaboration with local jurisdictions and public housing authorities, established the Sound Families Initiative. The Foundation has committed $40 million towards the establishment of 1,500 units of housing and related support services for homeless families in King, Pierce and Snohomish Counties. These funds leverage significant additional public investment provided through government programs at all levels. Taking the supportive housing approach that families exiting homelessness need a range of services attached to housing, Sound Families provides funding for both the housing and the services that family members need. As of September 2004, Sound Families has funded more than 750 new units in the three counties. After the first five years, however, funding for family support service needs must be provided by other resources. In spite of the initial successes of the Sound Families Initiative, there still remains a need to secure long-term funding to ensure that existing transitional and permanent supportive housing projects can provide essential housing and services for formerly homeless families over the long term. In 2004, the Washington State legislature created the Washington Families Fund, which will fund services linked with housing to help homeless families statewide move successfully from homelessness to stable housing and self-sufficiency. These resources will be matched by private contributions, federal Section 8 project-based subsidies, and local public funds. Following are recommendations to realign the current system, prevent family homelessness, and add additional resources to rapidly move homeless families into permanent housing. Housing Strategies for Families Homeless Families The primary housing goal is that all families Type of Housing Housed Over 10 Years experiencing homelessness will have Subsidized Independent immediate access to permanent, affordable Apartments 950 independent or supportive housing. The adjacent table summarizes the estimated Units with Moderate need for additional housing units over 10 Services on Site 475 years. It is estimated that to meet this goal, Units with Intensive 475 950 units will be leased in the private rental Services on Site market and 950 units of supportive housing Total will be developed. Recommendations 1,900 include: A Roof Over Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page 24 ~~u..t>" . Ensure that every family that falls into homelessness can access appropriate affordable housing: 0 Create an adequate supply of permanent housing that is affordable for families whose income is at or below 3096 of the area median and secure ongoing subsidies from local, state, federal, and philanthropic sources to keep this housing affordable 0 Build stronger partnerships between service providers and systems, non-profit housing providers, public housing authorities, and private-market landlords so that families with negative housing histories and criminal records are not screened out of available units 0 For those families who are not able to move immediately into permanent housing-for example, domestic violence victims, families in substance abuse treatment, and families who are hard to house because of particular unique circumstances-provide transitional housing, with a primary focus of moving them to permanent affordable housing within one year or as quickly as possible; in some instances longer stays will be needed to achieve housing stability. Where appropriate, provide services that decrease as stability is achieved, allowing families to "transition in place" and remain in their housing after their needs for stabilization services have declined. . Continue housing assistance to formerly homeless families after placement in permanent housing, as needed depending on their specific situation and the resources available to them. Families experiencing complex life situations will need assistance over a longer period of time. It is estimated that: 0 596 of families will need no housing subsidy 0 15% of families will need a subsidy for up to 2 years 0 2096 of families will need a subsidy for 2 to 5 years 0 60% of families will need a subsidy for 5 years or more. Support Services for Families Most families that experience the trauma of homelessness will require access to services that will help them to support housing and family stability. The following strategies promote family and housing stability: . Provide a network of community-based, local points of access where families can easily obtain immediate short-term housing, family service and housing assessments, immediate referrals to permanent housing, and linkages to case management or a care coordination team-that may include a public health nurse, social worker, and therapist-that will follow the family until they are stabilized in permanent supportive housing . Ensure housing and family stability through the provision of appropriate support services. Assure that support services are focused on the family's individual needs, goal oriented, culturally relevant, flexible, and respectful of individual and family confidentiality: 0 Evaluate current homeless family services, identify model programs, and set quality standards, goals for case management, and minimum services to be provided to each family served 0 Streamline, coordinate, aIld whenever possible, deliver services onsite to the family wherever they are residing 0 Assist with family unification and offer supports to help strengthen family systems 0 Increase the availability of culturally appropriate family and mental health counseling, domestic violence support, health education, childcare, and parenting services A Roof Over Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page 25 iA-4'6 0 Develop service coordination teams that comprise representatives of the social service, healthcare, and government systems that selVe homeless families and include the family as team members for developing and assessing the effectiveness of service and housing ,- plans; re-assess service plans at least quarterly and make adjustments as needed . Expand existing case management programs that provide extended supp<Jrt services and that work with families to ensure that they can not only move into housing but stay there long- term. It is estimated that: 0 50% of families will not need regular case management after moving into permanent housing, but will require assistance in emergencies 0 25% of families will need case management for 6 months after moving into permanent housing 0 25% of families will need long-term support services in permanent supportive housing . Provide families with both immediate and ongoing support services that promote increased income, educational advancement, and household self-sufficiency: 0 Enhance training, education, and advocacy opportunities to promote a family's ability to access living-wage jobs, increase their income, and earn a living wage in King County 0 Empower families through educational services that promote financial and housing stability such as employment counseling, credit repair, money management, financial planning, and housing/tenant information 0 Increase funding to provide ongoing affordable childcare to all parents while they are in school, searching for work, or are employed . Gather data about the disproportional representation of people of color among homeless families in King County; develop and implement strategies to ameliorate those disparities. Systems Coordination Strategies Related to Families A variety of local, state, federal and philanthropic programs exist to support the well being and effective functioning of families. However, better coordination among the various services systems that homeless families interface with is essential. . Develop policies, procedures, and service models to assure. cultural competence in all transactions between service providers and homeless or formerly homeless families. . Acknowledge and support the role that small organizations and less formal networks play in providing needed services to homeless and at-risk families . Assess current benefits programs and advocate for changes to programs when they do not foster family stability (Le. Temporary Assistance for Needy Families (TANF) and WorkFirst, Washington State's welfare reform program that helps financially struggling families find, keep and improve their jobs) . Ensure that all homeless children have the resources they need to succeed in school: 0 Create new programs and expand existing program capacity so that all homeless children have access to a free education from early childhood through early adulthood education - including life skills training. A Roof Over Evely Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 26 'v,- L\ b 0 Coordinate with and support the work of homeless liaisons that are located within the schools 0 Collaborate with the Office of the Superintendent for Public Instruction (OSPI) and school superintendents in King County to ensure that all public schools are in full compliance with the McKinney-Vento Homeless Assistance Act's requirements 0 Ensure that OSPI establishes minimum standards for principals to meet the needs of homeless students-and monitors their compliance-regarding transportation, clothing, supplies, and equipment in order for them to succeed in the classroom. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 27 Vl'~ \\ '7 Chapter 6 Preventing and Ending Homelessness Among Youth and Young Adults Homeless young people up to the age of 24 are called out separately in this plan because the issues they face and the solutions to their homelessness are significantly different from those ofhoth older adults and children who are living with parents or guardians. They have developmental and socialization needs and challenges in common, and identify more with each other than with other homeless populations. According to the local One Night Count, approximately 420 youth and young adults are homeless on any given night in King County. Providers and advocates believe this number does not reflect all youth and young adults who are homeless each night, and indicate that as many as 2,000 may experience homelessness each year. Youth and young adults become homeless when they run away, are told by parents to leave, age out of foster care, become emancipated, become parents, are discharged from institutions, flee situations of abuse and domestic violence, or leave non-functioning families that simply do not miss them when they're not at home. This estimate does not include a large number of young people who spend significant time on the streets but do not show up in counts of the "sheltered or unsheltered" homeless population because they move from friend to friend, stay with relatives, or make unsafe choices to secure short-term living arrangements. Even as the percentage of youth of color who are counted as homeless is increasing, providers working in the community estimate that there remains an even larger number of youth of color who do not have stable living situations yet are not included in homeless counts. There are many myths about homeless youth and young adults that must be dispelled to fully understand the issues faced by youth and young adults on the streets and the providers who serve them. Some common myths include: homeless youth and young adults are identifiable because they look a certain way, have left home because they have authority issues, use drugs, have criminal histories, and don't want to work or take care ofthemselves. In reality, the reasons young people leave home are myriad. Many come from families that are impacted by mental illness, chemical dependency, and domestic violence. More are thrown away than run away. Homeless youth are more likely to be the victims of crimes than to commit crimes. Youth and young adults who experience homelessness are severely impacted by racism homophobia and poverty. Homophobia and family conflict resulting from adolescents' acknowledging that they are gay or lesbian is a common contributing factor to homelessness. Young people's experiences with homophobia, racism and prejudices not only are contributing factors to why they are out of their home, but also prevent youth from seeking services due to fears of experiencing further discrimination. Each homeless young person offers a unique combination of strengths and grapples with an array of challenges. Most youth and young adults on the streets and in homeless programs have experienced multiple and significant breakdowns in the systems that are charged with their care: family, community, school, foster care, and other institutions. Many share a keen distrust of adults and systems populated by adults. While outreach and engagement services are key components of all homeless service delivery systems, they are absolutely essential to effecting change for homeless young people. Relationship building and engagement activities often take place over several years before significant change in a young person is visible to the external observer. Peer support and mentoring provide a real A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 28 y.. - l\ 'D benefit for some. The importance of active outreach to, and engagement with, this population cannot be overemphasized. Various Washington State laws and licensing requirements govern the provision of services and shelter to youth under the age of 18. These laws and regulations serve to protect out-of- home youth; however, they also inhibit the provision of housing and services to this vulnerable population. Changes to legislation and administrative codes are needed to increase the ability of homeless providers to appropriately assess, engage, and serve youth on the streets, to ensure their safety and well-being, and to promote positive housing outcomes. Most youth on the street have not been reported as missing, and runaways tend to return home relatively quickly. Legislative changes will help protect all homeless young people. The continuum of care for homeless youth and young adults-much like the adult system-has benefited from the efforts of the faith community and networks of dedicated and caring volunteers. Programs and services operated by volunteers and non-professional staff have emerged in part because there haven't been the resources necessary to fully fund social- service responses to the crisis of youth homelessness. Existing neighborhood-based partnerships between the faith community, business interests, local residents, and social service agencies offer models for collaboration and resource sharing that can be replicated in other regions of the county and for other homeless subpopulations. To achieve optimal outcomes, they should be augmented with professional staff, especially for mental health and chemical dependency issues. Youth and young adults encounter a range of barriers to housing stability. First, they are in large part still too young to be on their own. Lack of rental history, income, or even the legal standing to work or sign a rental contract prohibit many young people who are homeless from meeting their housing needs in the private rental market. At the same time supportive housing providers are constrained by legal and funding requirements, with the result that youth and young adults perpetually fall through the gaps in the existing continuum of housing and services. Difficulties related to poverty, limited job skills, domestic violence, and abuse take on an added dimension for parenting teens and young adults who are responsible for the care and well-being of their children. Resources targeting this population typically work at capacity. Housing success and stability for youth and young adults of color are further impacted by challenges to family stability and success in education and employment. In King County, children of color make up one-third of all children but more than half of children in foster care. A Native American child is five times as likely as a white child to be placed in foster care or remain in care longer than 2 years. Children and youth who have been placed in foster care are more likely to experience homelessness as adults. There is a significant educational achievement gap between African American and white children-data shows a disparity between African American and white children meeting or exceeding standards as early as 4th grade. In Washington State in 2002, while 71% of Caucasian students graduated on time, only 39% of African American students did. The income of high school graduates typically exceeds that of non-graduates by a significant margin. The length of time it takes to address the barriers to housing stability are as varied as the conditions that cause young people to become homeless. While most youth are not traditionally classified as chronically homeless, it is often necessary to work with young people for years before they reach stability. Programs need to accommodate young people having setbacks in their progress by allowing youth to re-enter programs and access the long-term chemical dependency and mental health treatment resources that those who experience trauma and relapse need for their recovery. Most young people who end up on the street have not finished growing A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 29 V ~C\. ",- up, including those who are raising children themselves. Ultimately, homeless program staff help to raise these youth, and it takes time, skill, dedication, and flexibility. While this plan promotes a housing first model of moving homeless persons from the streets to permanent housing as quickly as possible whenever possible, for the reasons described above it is expected that many youth and young adults will require transitional assistance before permanency in housing can be achieved. There is a powerful, shared culture among young people that influences all youth and young adults, particularly those who are homeless. To be successful, housing and support services must be provided in a culturally competent manner that is respectful of the diverse experiences of each young person. Successful housing and related service models have evolved in King County to meet the unique needs and circumstances of youth and young adults. These programs include housing types and services that are designed to match the developmental and socialization levels and service needs of individuals within this broad category. The following strategies to end homelessness and increase the effectiveness of housing and services programs for youth and young adults build upon the knowledge and experience of these providers. Prevention Strategies for Youth and Young Adults. . Increase understanding about youth and young adult homelessness through a multi-pronged initiative that provides information to: 0 Schools and community centers regarding the causes and outcomes of family crisis, warning signs for at-risk youth, and the availability of intervention services 0 Service providers, including those serving homeless adults, about the developmental needs of the youth and young adult population . Partner with the foster care system to: 0 Develop and implement alternative foster care models that focus on enhancing support to foster families in an effort to minimize multiple placements 0 Explore the option of extending foster care for some youth, on a voluntary basis, to age 21 0 . Enhance financial, practical and emotional supports available to teenagers so that they can develop a specific and achievable housing plan and successfully transition from foster care to independent living and employment or higher education . Prevent homelessness among youth and young adults through: 0 Proactive targeting of family preservation and reconciliation services 0 Ensuring that culturally relevant and linguistically appropriate services are available to every family during times of crisis . 0 Increasing resources available to families whose children have run away or are placed out- of-home to support quick family reunification where appropriate and possible 0 Collaborating with systems such as mental health and chemical dependency treatment, juvenile detention, and jails to help ensure that specific and achievable housing plans are in place for every youth and young adult prior to reentry . Document the success of homelessness prevention services. A Roof Over Every Bed in King County Our Community's Ten~Year plan to End Homelessness Page 30 t. --<;)0 Legislative and Regulatory Change Strategies Related to Youth and Young Adults . Provide leadership, promote, and advocate for legislative and regulatory changes at the state and federal level that will enhance the safety, well-being, and self-sufficiency of youth and young adults who are homeless: 0 Seek changes to Washington State legislation and the Washington Administrative Code that would increase access to homeless services, including shelter, for those under 18 0 Specifically, advocate changing the notification requirement under the Becca Bill to 72 hours, in keeping with federal regulations. This change will allow for thorough assessment of each youth's needs and circumstances 0 Advocate for changes to federal regulations that limit youth's access to successful housing and job training programs. Housing and Related Service Strategies for Youth and Young Adults . Create a network of community-based information and human-service centers that are accessible to youth in each sub-region of the county and offer low-barrier access to a full continuum of outreach, engagement, case management, education, job training, hygiene facilities, drop-in centers, overnight shelters, and referrals to long-term housing . Ensure the availability of-and increase funding for-a range of support services to promote success in housing for homeless youth and young adults. At a minimum, these services must include: mental health and substance use treatment, basic life skills development, job training, case management, legal representation and advocacy, and access to medical care. . Develop dormitory-style housing for youth and young adults that is connected to vocational training and community colleges to assure that homeless youth can have stable, affordable housing while they increase they job skills and advance their education. An appropriate model for this type of program is an urban Job Corps residential program for at-risk youth. . Gather data about the disproportional representation of youth and young adults of color among the homeless population in King County; develop and implement strategies to ameliorate those disparities. . Increase housing opportunities for youth whose criminal history includes felonies and sexual offenses. Research, secure funding, and implement evidence-based practices. Advocate for specific policy or legislative changes that will provide easier access to existing ex-offender housing and service programs for this population. . Secure increased local funding for services-only projects that are particularly important for housing stability and success of youth and young adults, e.g. case management, outreach, and job training . Research possibilities for increasing youth-oriented emergency resources targeted to young men ages 18 - 21, either through conversion/adaptation of existing adult or family shelter programs or through developing new facilities . Advocate for increased legal representation for young people engaged in juvenile court proceedings including specialized case management and advocacy resources for youth involved in family court issues, At-Risk Youth (ARY) and Child in Need of Services (CHINS) petitions and processes A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 31 ~._ '5\ ---- . Engage service providers and funders in the development of realistic accountability standards and outcomes: 0 Consider the need to work with some youth over a long period of time-beyond the length of annual contracts-and allow for flexibility in housing models that may at times have vacancies or variations in performance levels as they address the real needs of youth 0 Re-evaluate existing standards and outcomes to develop age-appropriate outcomes specific to youth under 18 and for those over 18. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 32 . ,.ry)... "'{>- Chapter 7 Building Leadership, Will, and Momentum to End Homelessness The goal of this plan is to create an integrated, countywide response to ending homelessness. The current aggregations of government, nonprofit, faith, civic, philanthropic, and community-based organizations that are working towards this end are fragmented. As a result, planning processes and the solutions they have proposed reflect a non-integrated approach to solving homelessness, and other, countywide human service issues: . Systems planning efforts have offered only stopgap solutions to managing homelessness without addressing the root causes of homelessness in King County. . Without the benefit of an over-arching and unifying strategy, resources have been allocated and expended across the county and in its many jurisdictions in an uncoordinated fashion. Too often, individuals with multiple problems receive housing and supportive services that only address part of their needs, resulting in poor outcomes related to ending their homelessness. . State and Federal government departments do not have priorities aligned which means that pass through funds and legal and contractual obligations inhibit collaboration across populations. . Funders support individual providers without any coordination regarding priorities and system-wide approaches. . County and city government leaders have not made a compelling case to the public that investments in homelessness prevention and intervention strategies are a more cost-effective way of responding to homelessness than their historic investment approaches, which expend funds in unnecessary emergency room, jail and other institutional admissions which are costly and have limited impact on ending homelessness. . The U.S. Department of Housing and Urban Development has noted, "No community-wide coordinating entity controls and manages the full spectrum of resources and services targeting chronic homelessness [in Seattle and King County]" and this situation has hampered the county's ability to secure federal funds targeted to ending chronic homelessness. Our community has responded to the problem of homelessness to some extent. We currently have at least eleven different initiatives engaged in planning processes and activities related to homeless issues in our region. These efforts include the following groups: . Committee to End Homelessness in King County . Sound Families Initiative . Taking Health Care Home . United Way of King County's Out of the Rain Homeless Initiative . Chronic Populations Advisory Council . Health Care for the Homeless Planning Committee . Interfaith Task Force on Homelessness . King County Regional Task Force on Human Services . McKinney-Vento Homeless Programs Steering Committee . Seattle- King County Coalition for the Homeless . Washington State Policy Academy on Chronic Homelessness. A Roof Over Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page 33 ~..~ 112\ ---- Implementing Our Community's Tenw Year Plan to End Homelessness The success of this plan requires an unprecedented move towards unification among elected officials, government entities, faith communities, communities of color and their institutions and organizations, providers, philanthropy, and the general public in King County. Doing their business in this unified approach will require leaders in all areas of the county to move beyond their parochial concerns and recognize that a collective approach to ending long-term homelessness is essential to our success in addressing this major social issue. As this plan is implemented, we can expect to realize: . A greater sharing of information, resources, and responsibility across the multiple systems that are making commitments to work together to remove the barriers that people who are homeless and struggle with multiple problems (e.g., mental illness, substance abuse, domestic violence, criminal justice system involvement, etc.) must overcome to successfully access long-term housing and services . A better understanding of the factors that lead to disproportionate numbers of people of color being represented among the homeless population . A decrease in the fragmentation of funding by government and philanthropic organizations that offers only partial solutions and fails to provide a holistic response to multiplewproblem clients . An increase in the efficiency and effectiveness as we better integrate housing and supportive service programs; national research has demonstrated that an approach to ending long-term homelessness that integrates assertive prevention with aggressive re-housing offers the greatest promise of successful outcomes and can significantly reduce ongoing expenditures . An increase in our capacity to attract competitive grants from local, state, federal, and philanthropic sources that are targeted to augment existing housing and service systems and support the replication of emerging promising practice models . An increase in public interest and investment in creative solutions to ending homelessness, excitement about and involvement in countywide and local efforts, and willingness to support the creation and renewal of local and countywide revenue streams, including new levies, property taxes, etc. . Proportional contributions of resources dedicated to ending homelessness by cities throughout the county . Increased collaboration with efforts to end homelessness in Pierce and Snohomish Counties and across Washington State. Phase I Leadership Model The Committee to End Homelessness in King County proposes the formation of the Committee to End Homelessness in King County Goventing Board that will provide high-level oversight of the implementation of Our Community's Ten-Year Plan to End Homelessness. It will comprise 10-20 influential members of the diverse communities of King County and will meet quarterly to: . Provide policy guidance and coordination of countywide activities . Secure funding for ongoing operations and to assure successful plan implementation . Build and sustain broad public participation in ending homelessness . Encourage and sustain partnerships through incentives and targeted funding opportunities A Roof OVer Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page 34 '0-0~ . Provide a forum for discussion, information-sharing, and collaboration on key issues, including the disproportionate representation of people of color among the homeless population . Educate and influence policy makers at the local, state, and federal levels. The Governing Board will convene a Consumer Advisory Council comprising members who represent the broad array of people- including youth, young adults, families, single adults, and residents of all regions of the county-who experience homelessness in King County. The Consumer Advisory Council will likewise meet at least quarterly and provide the Governing Board with feedback, ideas for addressing housing and service delivery concerns, suggestions on program design, and recommendations regarding policy issues. At least one representative from this council will serve on the Governing Board. An Interagency Council will support the work of the Governing Board and Consumer Governing Board Advisory Council. The Council will comprise Key community leaders representatives of the major players and /' "" systems that are essential partners in the work to end homelessness in King County. Consumer Interagency Interagency Council members will be bound Advisory Counell Council by memoranda of understanding and bylaws Homeless and formerly Funders and key players that will detail their commitments of staff and financial resources and establish homeless persons in housing and support service delivery accountability throughout the system. The I Interagency Council will meet monthly-at a minimum-and have an active subcommittee Subcommittees structure. The work plan for the Interagency Council The work of the Governing Board, Consumer Advisory Council, and Interagency Council will be will reflect the goals of Our Community's supported in Phase I by the King County Department Ten-Year Plan to End Homelessness, and of Community and Human Services will include such activities as: . Sponsoring changes to current programs and system design . Coordinating of data collection, analysis and reporting . Developing recommendations regarding the allocation of resources . Problem solving regarding housing and service eligibility, availability and accessibility . Creating and supporting new service delivery models and enhancements to services . Collaborating closely with other planning activities and entities. Staff support to the Governing Board, Consumer Advisory Council, and Interagency Council will be hosted at the outset by the King County Department of Community and Human Services (DCHS) and funded in collaboration with the City of Seattle, United Way of King County, and other involved stakeholders. Additional staffing resources will be supplied, as needed, through consultants, loaned staff, and representatives of the Interagency Council's membership. In this role, DCHS will be responsible for both daily operations and oversight of plan implementation. A Roof Over Every Bed in King County Our Community's Ten.Year Plan to End Homelessness Page 35 'f... - '0 ~ Phase II Leadership Model In order to assure the success of this plan, both long-term leadership and a mechanism to generate new revenue will be necessary. It is anticipated that, through the work of the Governing Board and with the support of a new dedicated funding stream and the realignment of existing dollars, sufficient support services funding will be made available and coordinated with the securing of new housing options so that homeless and formerly homeless households will receive the services they need to move into and maintain permanent housing. It is also expected that the Governing Board will be able to further influence both state and federal service systems to align their funding and service priorities with those of the plan and become full partners in ending homelessness in King County. At the same time that the Committee to End Homelessness in King County was meeting to develop its plan to end homelessness, the Task Force on Regional Human Services, appointed by County Executive Ron Sims, was convened to develop strategies for stabilizing the county's health and human services system. In their August 2004 Final Report, Task Force members concluded "that fundamental and immediate improvements are required if the region is to rise to the challenge of meeting the human service needs of its residents, now and in the future.>> rro download the report, go to: www.metrokc.gov/exec/tfrhs/] The Task Force Report specifically referenced the Committee to End Homelessness in King County as the "principal region-wide forum to oversee a homeless response.>> The report also included two recommendations that are pertinent to the goal of ending homelessness in King County. It calls for: . An overarching administrative infrastructure-a Regional Human Services Board-to organize an ongoing planning function that convenes all funders . A new voter-approved initiative to create a revenue source that is dedicated to human services funding. The Committee to End Homelessness in King County believes that the establishment of a new source of revenue in the county is essential to the full implementation of this plan and, therefore, is committed to working to create such a mechanism within the next three years. Measuring Success and Reporting Outcomes Central to the role of the Governing Board and Interagency Council will be the measuring and reporting of achievements along the way towards ending homelessness in King County. The Interagency Council will be charged with reviewing data and, with guidance from the Governing Board, will draw upon these data to report back to the community on achievements and outcomes. Specific charges to the Interagency Council regarding data and outcomes include: . Assist in the implementation of the Safe Harbors homeless management information system and develop the capability to integrate its data with that captured by service systems, including health, mental health, juvenile and adult justice, foster care, chemical dependency treatment, Veterans Affairs, TANF, and social welfare programs . Develop a street count methodology to identify the number of people who are not counted among the people in the HMIS system A Roof Over Every Bed in King County Our Community's Ten-Year plan to End Homelessness Page 36 V,J S to . In addition to indicators mandated by the U.S. Department of Housing and Urban Development for HMIS implementation, develop additional local indicators that will help the community track progress towards the goal of ending homelessness in King County . Develop consistent goals for use by programs countywide; provide regular-monthly or quarterly-reports to the Governing Board, Interagency Council, and other stakeholders on the utilization of services, change in incidence of homeless, successful placements in housing, and other analysis of homeless trends in the county . Identify chronically homeless persons served by numerous systems and analyze data regarding their housing and service utilization with an eye to improving the quality and appropriateness of services received and reducing the time it takes to attain stable permanent housing . Monitor and report on reductions in homelessness over the next 10 years. Building and Sustaining Political Will and Community Support Political will is an act or process of decision making that engages power and authority toward a stated end. It requires strong purpose and determination combined with the power of conscious and deliberate action. No plan to end homelessness can succeed without the support of the local community-this includes residents, people experiencing homelessness, elected officials, service providers, funders and others. This support begins by building our community's awareness of who experiences homelessness and why people become homeless and extends to people directing their philanthropy, votes, and volunteerism in a focused way. Specific initiatives aimed at building and sustaining political will and community support include: . Support and coordinate public policy work that will help end homelessness in King County: 0 Through the work of the Governing Board, Consumer Advisory Council, and Interagency Council, target effective public policy changes 0 Engage communities of color and their institutions and organizations, faith communities, business interests, small business owners, and elected officials as leaders in the effort to end homelessness 0 Actively support and collaborate with ongoing efforts to address the underlying causes of homelessness-e.g., livable wage advocacy, anti-racism coalitions, and anti-violence activities-and create a subcommittee of the Interagency Council to coordinate this work . Implement a communication plan for increased public awareness of who experiences homelessness, its underlying causes, and how concerned citizens can help to end homelessness in King County. 0 Create and enact a media campaign to educate the public on the issue of homelessness 0 Measure public perception of homelessness via a public opinion survey 0 Inform residents of cities, neighborhoods, and towns throughout the county ofthe location and range of services that is available at their local point-of-access service center and encourage volunteerism in ending homelessness at the neighborhood/community level. A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 37 , 16'l y.". -. -- Chapter 8 Concluding Stateme~t There is a role in ending homelessness for everyone who lives in King County. Each of us can, and will, find a way-great or small-to contribute our time, money, or good thinking over the next decade as we eliminate the need for tent cities and encampments and provide safe, appropriate, and affordable housing for every man, woman, and child in King County. The Governing Board and Interagency Council will be calling for dramatic changes in our approach to preventing homelessness and delivering housing and services to those who experience homelessness. Our Community's Ten- Year Plan to End Homelessness outlines specific actions that will enable our communities to: . End homelessness, not manage it . Create a new leadership structure that facilitates discussion and collaboration among funders, government agencies, housing and service providers, homeless persons, advocates, and community volunteers to help assure a unified and targeted approach to ending homelessness in King County . Implement practices that research has shown to be particularly effective and promising . Focus resources on preventing homelessness and immediately housing those who do experience homelessness, prioritizing a "housing first" approach that removes barriers to housing and provides on-site services that engage and support individuals to maintain their health and housing stability . Ensure a fully coordinated countywide response at both the client and system level through networking enhanced community-based service sites that offer local access throughout the county to comprehensive assessment, referral, and a range of culturally competent services . Increase significantly the housing options that are affordable, available, and appropriate to meet the needs of homeless individuals, families, and youth . Transform the myriad of publicly funded programs that provide services, housing, and income supports to poor people to make them more accessible, relevant, and appropriate for people who are homeless or at risk of homelessness . Bolster the capacity and responsibility of these service systems for collaborative planning, financing, and delivery of housing and support services for clients reentering the community from public institutions . Establish clear measures to identifY needs and assure accountability for outcomes and reward providers who effectively serve those individuals and families with high levels of need. This plan is just a starting point-a community-wide effort to organize our resources and direct them to implementing effective solutions. It is a housing and human services undertaking of unprecedented proportions. As we learn more about the dynamics of homelessness today and implement successful strategies to meet the broad needs that have been identified, we will map our successes and chart new directions. We will succeed in ensuring a roof over every bed in King County. ,..; "Despite what pessimists say, homelessness Is not a given, and we should never surrender to hopelessness, If our community Is to be truly strengthened, we must end homelessness and not merely manage It, · Dan Bratt/ar CEO, ear Toys Inc, A Roof Over Every Bed in King County Our Community's Ten-Year Plan to End Homelessness Page 38 Vi- ~j r6 CITY OF FEDERAL WAY CITY COUNCIL FINANCE, HUMAN SERVICES AND REGIONAL AFFAIRS COMMITTEE Date: February 2, 2006 ~ From: Angelina Allen-Mpyisi, Human servic~ Via: Derek Matheson, Interim City Manage ' Subject: Interlocal Agreement between the City 0 Federal Way and City of Tukwila for planning, funding and implementation of the Organizational Capacity Building Pilot Program Policv Issue: Should the City of Federal Way enter into an Interlocal Agreement with the City of Tukwila to fund and implement an Organizational Capacity Building Pilot Program? Backqround: The City of Federal Way and City of Tukwila have expressed mutual concerns regarding the health and sustainability of small grassroots human service organizations located in their respective cities. To address this issue, the City of Federal Way's Community Development Services Department Human Service Division designed an Organizational Capacity Building Pilot Program that would be implemented in partnership with the City of Tukwila. The program will enable two organizations, the Federal Way Senior Center and Tukwila Pantry, to receive technical assistance and learn techniques to successfully govern and manage themselves. Both agencies have agreed to participate in the program. The financial investment is $10,500 and will be jointly shared by both cities, The City of Federal Way and City of Tukwila our interested in establishing a formal agreement to efficiently use its government resources to help improve the organizational effectiveness of the Federal Way Senior Center and Tukwila Pantry as part of the Organizational Capacity Building Pilot Program, The attached Interlocal Agreement outlines the specific purpose, responsibilities, expectations and financial commitment of both jurisdictions, Option 1: Recommend the City of Federal Way enter into an Interlocal Agreement with the City of Tukwila to jointly support the Organizational Capacity Building Pilot Program. Option 2: To not recommend that the City of Federal Way enter into an Interlocal Agreement with the City of Tukwila to jointly support the Organizational Capacity Building Pilot Program. Staff Recommendation Approve the Interlocal Agreement, Option 1, and forward to the full council for approval at the March 7, 2006 regular City Council meeting. L. \ Human Services Commission Recommendation On January 23, 2006 the Commission approved staff's recommendation (Option 1). Committee Recommendation Forward option to the full City Council and place this item on the March 7, 2006 consent agenda. 2 \..-1 After recording, return to: Human Services Manager City of Federal Way 33325 8th Ave S PO Box 9718 Federal Way, WA 98063-9718 INTERLOCAL AGREEMENT BETWEEN THE CITY OF FEDERAL WAY AND THE CITY OF TUKWILA FOR PLANNING, FUNDING, AND IMPLEMENT A TION OF AN ORGANIZATIONAL CAPACITY BUILDING PILOT PROGRAM IN 2006 This Interlocal Agreement ("Interlocal") is made and entered into pursuant to Chapter 39.34 RCW by and between the City of Federal Way ("Federal Way"), a Washington municipal corporation, and the City of Tukwila ("Tukwila"), a Washington municipal corporation, hereinafter referred to as "Cities", to provide for planning, funding, and implementation of an Organizational Capacity Building Pilot Program. WHEREAS, the Cities engage in activities which support human service providers in King County for the benefit of the citizens of their respecti ve jurisdictions; WHEREAS, Federal Way and Tukwila have determined that it would be in the best interests of the citizens of both jurisdictions if the Cities were to make the most efficient use of their resources by cooperating to provide funding to improve the organizational effectiveness of small grassroots human service agencies in both Federal Way and Tukwila; and WHEREAS, the Interlocal Cooperation Act, as amended and codified in Chapter 39.34 of the Revised Code of Washington, provides for interlocal cooperation betwecn governmental agencies, and authorizes the Cities to engage in cooperative efforts which result in more efficient use of Government resources; NOW THEREFORE, and in consideration of the terms, conditions and performances made herein, it is agreed as follows: 1. Purpose: The purpose of this Interlocal is to set up a cooperative arrangement between the Cities to fund an Organizational Capacity Building Pilot Program that will strengthen the organizational infrastmcturc of two small human service nonprofit organizations in Federal Way and Tukwila. This lnterlocal for organizational capacity building will increase the capacity and knowledge ofthc staff and board to effectively manage and lead their human service agencies. \--~ Interlocal between the City of Federal Way & City of Tukwila Page 20[7 2. Responsibi 1 i ti es: a. Federal Way's Duties: 1) Contract and act as the fiscal and administrative agent with the consultant hired to implement the Organizational Capacity Building Pilot Program for both Federal Way and Tukwila, as detailed in Exhibit A, attached hereto and incorporated by this reference. 2) Maintain required documentation regarding the Organizational Capacity Building Pilot Program. 3) Maintain accounts and financial records that properly reflect transactions related to this lnterlocal. 4) Responsible for all monies paid pursuant to this lnterlocal. 5) Responsible for the supervision of the consultant as they implement the Organizational Capacity Building Pilot Program within Federal Way and Tukwila. 6) Review and pay invoices for any services done in Tukwila pursuant to this lnterlocal. 7) Return any monies back to the City of Tukwila that Federal Way does not spend, on behalf of Tukwila, during the calendar year. b. Tukwila's Duties: 1) Remit the total annual funding allocation approved for the organizational capacity building pilot program to Federal Way, as described in Exhibit A. c. Cities Joint Duties: 1) Select assessment tool that will be used to determine the organizational capacity of the human service agencies. 2) Attend meetings with the consultant to review information and discuss the progress of the human service agencies. 3) Identify additional sources of private and philanthropic support for the organizational capacity building pilot program. 4) Detennine whether the Organizational Capacity Building Pilot Program be expanded and replicated to other communities in King County. 5) Share lessons learned with grantmakers, policy makers and other stakeholders. 3. Duration. This lnterlocal shall become effective upon execution by the Cities and shall remain in effect through January 31, 2007. 4. Termination, Either City may terminate this Interlocal without cause by giving the other City a thirty-day written notice. The terminating party shall remain fully responsible for meeting its funding responsibilities and other obligations established by this Interlocal through the end of the calendar year in which such notice is given. 5. Contacts. The Cities stipulate that the following persons shall be the contact person for their respective jurisdiction: L-~ lnterlocal between the City of Federal Way & City of Tukwila Page 3 of7 Cit Contact Federal Way Human Services Manager, currently Angelina Allen- Mpyisi P.O. Box 9718 Federal Way, WA 98063-9718 (253) 835-2650; angelina.allenm yisi cityoffederalway.com Tukwila Human Services Manager, currently Evelyn Boykan Mayor's Office - 6200 Southcenter Blvd. Tukwila, W A 98188 (206) 433-7180; Eboykan c ci.tukwila.wa.us 6. Notices. Any notices required to be given by the Cities shall be delivered at the addresses set forth above in Section 7, Any notices may be delivered personally to the addressee of the notice or may be deposited in the United States mail, postage prepaid, to the addresses set forth above in Section 7. Any notice so posted in the United States mail shall be deemed received three (3) days after the date of mailing. 7. Indemnification. Each City agrees to indemnify the othcr City from any claims, damages, losses, and costs, including, but not limited to, attorney's fees and litigation costs, arising out of claims by third parties for breach of contract, property damage and bodily injury, including death, caused solely by the negligence or willful misconduct of such City, the City's employees, affiliated corporations, officers, and lower tier subcontractors in connection with this Interlocal. Each City hereby waives its immunity under Title 51 of the Revised Code of Washington for claims of any type brought by any City agent or employee against the other City, This waiver is specifically negotiated by the parties and a portion of the City's payment hereunder is expressly made the consideration for this waiver. 8. Insurance. Each City shall procure and maintain in full force throughout the duration of the Agreement comprehensive general liability insurance with a minimum coverage of $1,000,000.00 per occurrence/aggregate for personal injury and property damage. In the event that a City is a member of a pool of self-insured cities, the City shall provide proof of such membership in lieu of the insurance requirement above. Such sel f..insurance shall provide coverage equal to or greater that required of non-self insurance pool member Cities, 9. Filing. A copy of this lnterlocal shall be filed with the City Clerk of the City of Federal Way, and thc City Clerk of the City ofTukwila, and recorded with the King County Auditor. 10. Applicable Law; Venue; Attomey's Fees, This Agreement shall be governed by and construed in accordance with thc laws of the State of Washington, In the event any suit, \..-~ lnterlocal between the City of Federal Way & City of Tukwila Page 4 of7 arbitration, or other proceeding is instituted to enforce any term of this Agreement, the parties specifically understand and agree that venue shall be exclusively in King County, Washington. The prevailing party in any such action shall be entitled to its attorney's fees and costs of suit. 11. Confidentiality. All information regarding Federal Way obtained by Tukwila in performance ofthis Interlocal shall be considered confidential to the fullest extent allowable under the law. In the event that Tukwila receives a public records request for records covered by or related to this Interlocal, Tukwila agrees to provide Federal Way 14 days notice prior to T ukwila' s release of any records, 12, General Provisions. This Interlocal contains all of the agreements of the Cities with respect to any matter covered or mentioned in this Interlocal. No provision of this Interlocal may be amended or modified except by written agreement signed by the Cities. Neither City shall have the right to transfer or assign, in whole or in part, any or all of its obligations and rights hereunder without the prior written consent of the other City, Subject to the foregoing term, this lnterlocal shall be binding upon and inure to the benefit of the Cities' successors in interest, heirs and assigns, Any provision ofthis Interlocal, which is declared invalid or illegal shall in no way, affect or invalidate any other provision. In the event either of the Cities defaults on the performance of any terms of this Interlocal or either City places the enforcement of this lnterlocal in the hands of an attorney, or files a lawsuit, each City shall pay all its own attorneys' fees, costs and expenses, The venue for any dispute related to this Interlocal shall be King County, Washington. Failure of the Cities to declare any breach or default immediately upon the occurrence thereof, or delay in taking any action in connection with, shall not waive such breach or default. Time is of the essence of this Agreement and each and all of its provisions in which performance is a factor. This Interlocal may be executed in any number of counterparts, each one that shall be considered an original. 13, Equal Opportunity to Draft. The Cities have participated and had an equal opportunity to participate in the drafting ofthis Interlocal. No ambiguity shall be construed against any City upon a claim that that party drafted the ambiguous language. IN WITNESS WHEREOF, the undersigned have hereunto placed their hand and seals on the day and year indicated. CITY OF TUKWILA CITY OF FEDERAL WAY BY: BY: Steven M. Mullet, Mayor Derek Matheson, Interim City Manager Date: Date: ---.,.. .,.., ~.,~,.~ ATTEST: This _ day of ATTEST: This _ day of 1 \--~ lnterlocal between the City of Federal Way & City of Tukwila Page 5 01'7 2006, 2006. Laura Hathaway, CMC, Federal Way City Clerk Approved as to Form Approved as to Form for City ofTukwila for City of Federal Way Shelley M. Kerslake, City Attorney Patricia A. Richardson, Federal Way City Attorney \..- -1 -------.-- Interlocal between the City of Federal Way & City ofTukwila Page 60f7 EXHIBIT A Brief Description The Organizational Capacity Building Pilot (OCBP) program is a collaborative program of the City of Federal Way and the City of Tukwila. This capacity building strategy is designed to increase the organizational effectiveness of small grassroots human service agencies in Federal Way and Tukwila. Through the program these organizations will learn techniques to successfully govern and manage themselves, develop assets and resources, forge and maintain community linkages, and continue to deliver valued services in Federal Way and Tukwila. Goals . Strengthen the organizational infrastructure of small grassroots human service organizations in Federal Way and Tukwila. . Increase the capacity and knowledge of the staff and board to effectively manage and lead their human service agencies. . Share lessons learned with other grantmakers, policy makers and other stakeholders to expand and replicate this model in other communities in King County, An outside consultant with expertise in nonprofit capacity building will be hired to work with each participating group to expand their capacity for effectiveness and sustainability. During the assessment phase, a self-evaluation tool will be administered and analyzed, pertinent documents (by laws, policies, board records, financial reports, etc.) will be analyzed and selected individuals may be interviewed. The assessment will look at the present capacity of two human service organizations and will identify what is working well and what is needed to help the organizations become stronger and better able to fulfill their mission, The assessment phase will conclude with the presentation of a report to each organization identifying areas for attention and recommendations for action. The planning phase will begin with at least one extended planning session, led by the consultant and involving the board of directors and key staff members. The result of this session will be the identification ofthree to six capacity-building goals for implementation. Subsequently a plan will be developed by the organization, with the assistance of the consultant. The plan will include: 1. Strategies or methods that best allow it to get stronger in each priority area; 2. Who will lead the effort in each area and by when; 3. How the organization will know its been successful in building in each area; 4. How those within the organization will be accountable for following through in areas that affect them; and \:'0 Interlocal between the City of Federal Way & City ofTukwila Page 70f7 5. How the organization will integrate what its learned into day-to-day operations. Plan implementation will be the responsibility of each organization and will likely include a number of components: r;l Education in nonprofit management and governance; r;l Structural changes for the board or the organization; r;l Fund development planning and fund raising; and r;l Additional learning and organizational changes as needed. In order to assure confidence in the changes they are making and to assist each group in staying focused on prioritized goals, the consultant will provide "coaching" services during the plan implementation period, This coaching will include technical assistance, resource identification and validation of steps being taken to achieve goals, To determine the success ofthe pilot project, the final report process will include a repeat assessment with each organization to determine if changed behavior actually did take place. New attitudes, skills and knowledge are just some of the potential changed behavior techniques that could emerge from the evaluation, BUDGET Name of Agencies Participating Cities & Tentative Fundinl:! Federal Way Senior Center Federal Way - Lead City -$5,250 and Tukwila Pantry Tukwila- $5,250 TOTAL - $10,500 ~_. ~~._' \:C\ CITY OF FEDERAL WAY MEMORANDUM Date: February 23, 2006 To: Finance, Human Services and Regional Affairs Committee From: Iwen Wang, Management Services ~ Via: Derek Matheson, Interim City Mana Subject: Comcast Cable Franchise Extension POLICY QUESTION: Should the City extend the current franchise agreement with Comcast to May 31, 2006 in order to allow time to complete negotiation of a new franchise? BACKGROUND: The City has been engaged in franchise negotiations with Comcast since March 2005. While we are very close to the conclusion, there are a number of important issues to be resolved. The current franchise with Comcast Cable ends March 20, 2006. We believe the proposed extension will provide the necessary time to complete the negotiations and to allow the new franchise to go through the public process. Progress has been slow partly due to scheduling conflicts; Comcast's effort in reducing franchise obligations with all renewals; and the development of federal legislation in recent years that has not helped local franchise authorities. However, we are working through our differences and have reached a tentative agreement on the majority of the provisions. Below are some substantive issues that have not been finalized. KEY NEGOTIATION TOPICS AND REMAINING ISSUES: 1. Terms of the Franchise: The City proposed five years, Comcast proposed ten. Neither side has changed their position. 2. Senior Discounts: Currently the City has two different low-income senior/disabled discount structures due to the fact there were initially two different franchisees. The northern part of the City is currently on a 30% discount on basic service and installation while the southern part of the City has a 20% discount on basic and expanded basic service (or limited and basic service on the Comcast published rate sheet). For newer franchises, Comcast is providing a 30% discount on the limited basic service only. 3. Construction and Right-at-Way Management: Comcast wants a simpler permit process for routine maintenance and repairs; the City is agreeable to this request. However the City and Comcast still have differences in the definition of routine maintenance and repairs and have not discussed how to address the financial impact from blanket ROW Permits versus individual permits, 4. Capital contribution for construction of additional or new I-net sites and government broadcasting facility and equipment: This used to be standard practice in all franchise agreements, which has become increasingly limited in scope and amounts. Whatever the final amount Comcast may contribute, they are allowed to recover the same through a "PEG" fee on subscriber invoices. 5. Broadcasting the City Program in the PAA: To do this it is very likely Comcast will need to make technical and system modifications which could be costly. Staff has requested that Comcast provide the technical and cost information, but has not received it M--} at this time. Comcast states that they are still looking into our request and told us the information will be available in early March. In addition to technical issues, we will also need intergovernmental cooperation to do this. Currently King County allows the City of Seattle to broadcast its government programs on Channel 21 throughout unincorporated King County (KC programs are on Channel 20 throughout incorporated and unincorporated areas.) We will need permission, likely in the form of an interlocal agreement with King County, in order to broadcast our programs on Channel 21 in the PM area. The discussion is currently kept at staff level and we may need to take it more directly to the policy level at some point. SCHEDULE AND NEXT STEPS: Staff anticipates the conclusion of negotiations by late March or early April. Should an acceptable agreement be reached staff will present the new franchise agreement to fHSRAC in April and the full Council in May. The extension of the current franchise agreement will allow the City to enforce the current terms and conditions until they are modified by a new franchise agreement. Alternatively, the City may allow the current franchises to lapse, which may create ambiguity, should any enforcement issues arise. OPTIONS: 1. Approve the Franchise Extension Ordinance and forward the Ordinance to the full Council for its first reading at the March 7 meeting with a second reading and adoption on March 21. Pros: Allow current terms and conditions to continue until a new franchise agreement is in place. Cons: Requires the Council ordinance process. 2. Allow the current Franchise Agreement to lapse. Pros: Staff would not need to utilize the Ordinance process. Cons: May create ambiguity should issues arise before a new agreement is reached. ATTACHMENTS: . The draft Ordinance authorizing extension of the current franchise through May 31, 2006. STAFF ReCOMMENDATION: Staff recommends approving Option L FHSRAC COMMITTEE ACTION: Forward Option 1 and the draft ordinance to the March 7, 2006 City Council Agenda for the first reading with a "Do Pass" recommendation. APPROVAL OF COMMITTEE ACTION: Linda Kochmar, Chair Jeanne Burbidge Jack Dovev ,-- M ,-- 2- ORDINANCE NO. 06 - - AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, AMENDING ORDINANCE NOs. 96-264, 95-238 and 05-497 TO EXTEND THE TERM OF THE FRANCHISES GRANTING COMCAST OF PUGET SOUND, INC. AND COMCAST OF WASHINGTON IV, INC., (FORMERLY TCI OF AUBURN, INC., AND TELE- VUE SYSTEMS, INC. D/B/A VIACOM CABLE, INC.) NONEXCLUSIVE CABLE COMMUNICATIONS FRANCHISES WITHIN AND THROUGH THE CITY OF FEDERAL WAY (AMENDING ORDINANCE NOs. 95-238, 96-264, 05- 497). --"",.."._,,."~ .-- --_.~._~.",.".,,,-,~,.,....,,~~,-~-_.~, WHEREAS, on August 6, 1995, by Ordinance No. 95-238, the City of Federal Way (hereinafter, "City") granted a non-exclusive cable franchise (hereinafter, "Viacom Franchise") to Tele- Vue Systems, lnc, DBA Viacom Cable and the Franchise was subsequently transferred to Corncast (hereinafter, "Grantee"); and WHEREAS, Section 4 of the Viacorn Franchise provides for the Franchise to terminate at midnight, August 13,2005; and WHEREAS, on March 21, 1996, by Ordinance No. 96-264, the City granted a non- exclusive cable franchisc to Tel of Aubum, hlC. ("TCI Franchise") and said Franchise was subsequently transferred to Grantee; and WHEREAS, Section 4 o[the TCI Franchise provides for the Franchise to tenninate at midnight, March 20, 2006; and Ordinance No. 06- - Page I fV1-~3 WHEREAS, Section 1 of Ordinance No. 05-497 amended the Viacom Franchise to extend the term of the Franchise to midnight on March 20, 2006 to coincide with the termination of the TCI Franchise; and WHEREAS, the City and Grantee are continuing to negotiate the renewal of the Franchises and anticipate combining the franchises into one Comcast Franchise; and WHEREAS, negotiations are anticipated to extend beyond March 20, 2006; NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, DOES HEREBY ORDAIN AS FOLLOWS: Section 1. Amendment. Section 1 of Ordinance No. 05-497 and Section 4 of Ordinance No. 95-238 are hereby amended as follows: Leneth of Franchise This Franchise shall terminate at midnight on March 20, 2006 May 31 , 2006. Section 2. Amendment. Section 4 of Ordinance No, 96-264 is hereby anlendcd as follows: Leneth of Franchise The longth of this Franchise shall be for a term of ten (10) years commencing on March 21, 1996 and terminating This Franchise shall terminate at midnight on March 20, ~ May31, 2006. Section 3. Full Force and Effect. All other tenns and conditions of the Franchise Agreements not modified by this Amendment shall remain in full force and effect. Ordinance No, 06 - - Page 2 ;U.~~ Section 4. Severability If any section, sentence, clause, or phrase of this Amendment should he held to he 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 Franchise. Section s. Ratification Any act consistent with the authority and prior to the effective date of this Amendment is hereby ratified and affirmed. Section 6. Effective Date This ordinance shall take effect and be in force 5 days from the time of its final passage and publication, as provided by law. PASSED by the City Council of the City of Federal Way this ~ day of ,2006, CITY OF FEDERAL WAY MAYOR, MICHAEL PARK ATTEST: _.,,~~,~- CITY CLERK, N. CHRISTINE GREEN, CMC APPROVED AS TO FORM: "'---~ '.' ___,..,..w'.,. """ CITY ATTORNEY, PATRICIA A. RICHARDSON Ordinance No. 06 - - Page 3 M~ .-6 FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTIVE DATE: ORDINANCE NO.: ACCEPTANCE: K:\ Ordinance\2006\Comcast Extension Ordinance No. 06- - Page 4 fv1/Lf CITY OF FEDERAL WAY MEMORANDUM Date: February 23, 2006 To: Finance, Human Services and Regional Affairs Committee From: twen Wang, Management services DZ!0 ~ Via: Derek Matheson, Interim City Managt . ~ Subject: Surplus of Property POLICY QUESTION: 1. Should the City Council declare Parcel No. 0821409273 in the vicinity of 31455 Fourth Avenue South as surplus? 2. Should the City Council allow the determination of the fair market value through an alternative method? BACKGROUND: The City owns the subject property as part of the park/open space transfer from King County when the City incorporated. The property is 30' x 100' (3,000 sq. ft.) by size, is in the vicinity of 31455 Fourth Avenue South, and is land locked with no access for public use or for City maintenance. Therefore, this property is idle in the sense it serves no public purpose and yet does not generate any property tax. The City recently received an inquiry to purchase of the property. If Council were to surplus the parcel, based on current City policy, a formal appraisal is required to determine the fair market value of the property , Based on information collected, King County has offered to sell the adjacent parcel, directly east of the City's parcel and identical in size, for $3,000 "as is". A formal appraisal could cost between $1,700 to $3,500 and a title report fee of $350. This cost would substantially reduce the economic benefit the City may realize from the sale. Therefore, Staff requests that Council consider an exception to the current policy and allow alternative methods in determining the fair market value of this property. An example of alternative method would be to consult with local real estate professionals, OPTIONS: Question 1: Should the property be declared surplus? A. Declare the Property Surplus: Pros: Return an idle property to the tax roll Allow adjacent property be developed to its maximum use Cons: This could potentially allow the adjacent property to be developed into four lots instead of three, thus increasing the density. B. Deny the Surplus: Pros: Avoid any potential controversy Cons: The property will remain idle The lack of maintenance access to could be a potential problem 1\)-\ Question 2: Should the City Council allow alternative valuation from a formal appraisal? A. Allow an alternative valuation method: Pros: Avoid the disproportional cost to the apparent value of the property Allow the City to realize higher net value from the sale Avoid delay. During the peak season in 2005, a formal appraisal can wait four to six weeks for a qualified appraiser to do the job Cons: Less transparent valuation process B. Denv an alternative valuation method: Pros: Consistent with Council policy Transparent valuation method Cons: High cost vs. value ratio and time delay ATTACHMENTS: Parcel map of the property. The letter of inquiry from Mr. Johnston. Letter from King County responding to Mr. Johnston regarding the purchase of the County-owned parcel. STAFF RECOMMENDATION: Staff recommends approval of Option lA and Option 2A, respectively, to declare the property surplus and utilize the alternative method in determining its value. FHSRAC COMMITTEE ACTION: The Committee recommends forwarding Option 1A and Option 2A to the March 7, 2006 City Council Consent Agenda and direct staff to begin the required public notice process to place the public hearing of the proposed surplus on the March 21 Council Agenda. APPROVAL OF COMMITTEE ACTION: Linda Kochmar, Chair Jeanne Burbidge Jack Dovey IV-?-'" . cc.. LALU J Pa.J- K (J(JJts 8DM(L D . em 3332 Park Ave. N. -FJt1f)AtCL .:C: JA-l..J./ LO Renton, W A. 98056-1915 January 26, 2006 Laura Hathaway, City Clerk City of Federal Way P.O. Box 9718 Federal Way, WA. 98063~9718 Dear Ms. Hathaway, The purpose of this letter is to request the use and/or purchase of a small parcel of property currently owned by the City of Federal Way. This property (Parcel #0821049273) lies north ofa property (Parcel # 08211049143), located at 31455 4th Ave. S,. which I am in the process of purchasing. I have already made arrangements to purchase the King County property (Parcel #0821049280), that lies to the east of the city property. The possession of these two properties would provide a legal access to the south, The property profile/legal description of my property refers to the two joining 30'xlOO' properties as the road access to this back parcel.... Indeed, as it has always been used by the previous owner as such. In 1991 the City of Federal Way received from King County many parcels of property, including this one. A warranty deed, Record No. 199102200715, under Ordinance No. 0745-Public Open Space. This small land-locked parcel eQuid serve a greater good to the public by being put back on the tax rolls, and by permitting access to the adjoining property. Discussions with city officials including the legal, planning, and parks department suggest that this parcel could be surplused. It is my interest to divide Parcel No. 0821049143 into three lots; therefore I need to use Parcels No. 0821049273 and No.082 1049280 as road and utilities access. My understanding is that the City Council has to make the fmal decision regarding the parcel. May I be informed as to what I need to do next to expedite action on this concern? I appreciate your time and effort towards this matter. Thank you, Bernard Johnston r8~~~ f~-I::f 4).5' ,;255. II Il> l0-~ @) King County Facilities Management Division Real Estate Services Section Department of Executive Services King County Administriltion Building 500 Fourth Avenue, Room 500 Seattle, WA 98104-2337 206-296-7470 206-296-0196 Fax TTY Relay: 711 December 21, 2005 Mr. Bernie Johnston 3332 Park Ave N. Renton, WA 98056 RE: Tax Title 082104-9280 Please be advised that King County owns the subject land which would normally be offered for sale to' all adjoining owners through a sealed bid sale. However, since you have expressed an interest in purchasing the subject property and the land is not buildable as it sits; the transaction meets criteria for a direct negotiated sale. The legal description of the property is on the assessor's page. The property is shown in blue on the enclosed map. The price for the above ~escribed property is $ 3,000 The price includes closing administrative costs. Please read the enclosed imstruction sheet, complete and return the enclosed form with a check or money order for the full arl10unt of the purchase price, or if purchasing on contract, 30% of the bid amount, made payable to 'King County Treasurer', Mail to: King County Real Estate Services, Room 500 K.C. Administration Building, 500 Fourth Ave., Seattle, WA 98104, The deadline for submitting your offer form i$ January 23, 2006. Your application will be reviewed and if acceptable, a deed will be prepared and recorded in the name designated on your offer form. The recorded deed will be forwarded to you within 60 days. For purchases on contract, the contract will be mailed to the purchaser within sixty days and you must have the contract notarized. King County may reject any and all bids received, and withdraw the property from sale. If you have any questions or need additional information, please call me at (206) 296-7494. dry' /E ~ Obe~mp~ Property Agent DH Enclosures @.~12021-1 )\,) ,- ~ Il:~ ~ IIQ~ ... " . ,No. 7+ .. OJ.... ~ ~ ()), - - ......~ CO (l:) 'e ~:J. ~ ~ ~ ... N~~.rr~ 01 """SI ;Ii ~ ~ ~ 'l! .. ~ 5'1; g; .. n t ~~ I ~ ~ . 'to NM.JZ-.v.d ' \ ~ : Ii ~I ~~ ~~ . . ~ ~ ... CD OJ, , '^ ~ .,.~ .... -- " 4 TH" AVE ' ~ "."/-1,) ~l..1J ---... . --.- ........... - c...1'f ~ . . H_. '~~2 on .,..c....R.I.,. ....ro. '~-%t: y -1$ -es .A ;~.s t '1:'4/"'.:1I I .. , I ,l4- ~ . , -..-. .. - -~.-' -:;~:::. ". . , ",. .," . . . . . ".:" .:. . l'0-S .. .... -, CITY OF FEDERAL WAY MEMORANDUM DATE: February 28, 2006 TO: Finance, Economic Development and Regional Affairs Committee VIA: Derek Matheson, Interim City ManagerCA~ ,,-" FROM: Pat Richardson, City Attorney f' ~ SUBJECT: Proposed Ordinance to Terminate AT&T Franchise Policv Issue: Should the City Council pass the proposed ordinance to terminate AT&T's Franchise when all of the former AT&T facilities are now owned and operated by Cingular Wireless and are covered by Cingular's Franchise Agreement? Background: " The City of Federal Way entered into a Franchise Agreement with AT&T Wireless Services in the form of Ordinance No. 03-437. AT&T Wireless Services and Cingular Wireless recently merged, and as a result of that merger, all of AT&T Wireless' existing wireless telecommunication facilities within the City are now owned and operated by Cingular Wireless, The City of Federal Way has entered into a Franchise Agreement with Cingular Wireless in the form of Ordinance No. 05-488, which applies to all of Cingular Wireless' wireless telecommunication facilities, including those formerly operated by AT&T Wireless, located within the City's rights-of-way. Cingular Wireless, as the successor of AT&T Wireless, has requested the termination of AT&T Wireless' existing franchise agreement with the City. The proposed ordinance would terminate AT&T's franchise. Options: 1. Recommend approval of the proposed ordinance to terminate the AT&T Franchise and forward to the full Council for first reading at the March 21, 2006, regular City Council meeting. 2, Recommend rejection of the proposed ordinance. 3, Recommend modification of the proposed ordinance and forward to the full Council for first reading at the March 21, 2006, regular City Council meeting. 0-\ Staff Recommendation: Approve the proposed ordinance and fOlWard to the full council for approval at the March 21, 2006, regular City Council meeting. (Option 1) Committee Recommendation: FOlWard option _ to the full City Council for placement on the March 21, 2006, City Council Agenda. APPROVAL OF COMMITTEE ACTION: Committee Chair Committee Member Committee Member K:\agndaitcm\FHSRAC\2006\A T &T Franchise Termination O-~ ORDINANCE NO. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, TERMINATING AT&T'S FRANCHISE AGREEMENT (TERMINATING ORDINANCE NO. 03~437) WHEREAS, City of Federal Way entered into a Franchise Agreement with AT&T Wireless Services in the form of Ordinance No. 03-437; WHEREAS, AT&T Wireless Services and Cingular Wireless recently merged, and as a result of that merger, all of AT&T Wireless' existing wireless telecommunication facilities within the City are now owned and operated by Cingular Wireless; WHEREAS, during negotiations between the City and Cingular Wireless regarding a new Franchise Agreement, both the City and Cingular agreed that all of AT&T Wireless' existing wireless communication facilities within the City's rights-of-way would be included under Cingular Wireless' new franchise agreement with the City; WHEREAS, the City of Federal Way has entered into a Franchise Agreement with Cingular Wireless in the form of Ordinance No. 05-488, which applies to all of Cingular Wireless' wireless telecommunication facilities, including those formerly operated by AT&T Wireless, located within the City's rights-of-way; and WHEREAS, Cingular Wireless, as the successor of AT&T Wireless, has requested the termination of AT&T Wireless' existing franchise agreement with the City; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, DOES HEREBY ORDAIN AS FOLLOWS: ORD# ,PAGE 1 O-~ Section 1. Termination. The City Council hereby agrees to terminate the AT&T Wireless Services Franchise, Ordinance No. 03-437. 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 and all acts consistent with the authority and prior to the effective date of this ordinance are hereby ratified and affirmed. Section 4. Effective Date. This resolution shall be effective immediately upon passage by the Federal Way City Council. PASSED BY THE CITY COUNCIL OF THE CITY OF FEDERAL WAY THIS ~ DAY OF ,2006, CITY OF FEDERAL WAY MAYOR, MICHAEL PARK ATTEST: CITY CLERK, LAURA HATHA WAY, CMC APPROVED AS TO FORM: CITY ATTORNEY, PATRICIA RICHARDSON ORD# ,PAGE 2 O~t\ FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTNE DATE: ORDINANCE NO.: K:\Ordinance\2006\A T&T Franchise Termination ORD# , PAGE 3 0- l.)