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PRHSPSC PKT 10-14-2008(2) City of Federal Way CITY COUNCIL PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COMMITTEE Tuesday, October 14,2008 5:30 p.m. City Hall Hylebos Conference Room 1. CALL TO ORDER 2. PUBLIC COMMENT - THREE (3) MINUTES 3. COMMISSION COMMENTS 4. APPROVAL OF SEPTEMBER 9, 2008 SUMMARY 5. COMMITTEE BUSINESS A. Centerstage Management Proposal B. Amendment to the Diversity Commission By-Laws C. 2009-2010 Human Services Commission Funding Recommendations D. Asphalt Path Repair E. West Campus Trail Tree Removal F. Patrol Auto Theft Task Force G. KC Regional 800 MHZ Radio System Information Faber Action Hynden Action Hynden Action Ikerd Action Ikerd Action Wilson Information Wilson/Hwang 6. PENDING ITEMS · Festivals 7. NEXT MEETING - Monday November 10,2008 5:30pm - Hylebos Conference Room 8. ADJOURNMENT 2008 Committee Members: Council Member Jeanne Burbidge, Chair Council Member Jim Ferrell Council Member Michael Park Staff: Donna Hanson, Director Mary Jaenicke, Administrative Assistant II 253-835-6901 City of Federal Way City Council PARKS. RECREATION. HUMAN SERV ICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday September 9, 2008 5:30 p.m. SUMMARY In attendance: Council Committee members Chair Jeanne Burbidge, Jim Ferrell, Council member Linda Kochmar, Cary Roe, Assistant City Manager, Pat Richardson, City Attorney, Karolyn Klohe Assistant City Attorney, Chief Brian Wilson, Donna Hanson, Director PRCS, Steve Ikerd, Facilities and Parks Manager, Mary Jaenicke, Administrative Assistant II. Excused: Council member Michael Park Guests: Brian Ailinger, Parks and Recreation Commission Vice Chair, Alan Bryce, Ron Wood, Centerstage, Deputy Fire Chief Knorr, H. David Kaplan, Citizen. Chair Burbidge called the meeting to order at 5:33p.m. Council member Ferrell moved to add the Centerstage Proposal to the agenda as information only. Chair Burbidge seconded. Motion passed. BUSINESS ITEM South Kinl! Fire & Rescue's Proposed Boundarv Line Adjustment Ms. Richardson presented the background information. The South King County Fire & Rescue (SKCF&R) would like to do a boundary line adjustment on a parcel that they own on S. 356th, east of the Blueberry Farm. In 1985 there was a deed that gives the County future rights to the Brooklake Community Center's property. The Title Company found a 1970 Statutory Warranty Deed that Lakehaven had conveyed the property to King County Fire District 39. The City had thought that they owned the whole parcel. The SKCF&R is seeking a boundary line adjustment of about 50 feet around the North and East side of their parcel. They need Council approval for their title insurance. Deputy Fire Chief Knorr stated that pursuant to state law, there are response guidelines that need to be followed. SKCF&R have 5 years of good response data that shows that they have weaknesses in the response area along the development of South 356th, the Senior Retirement Homes and up into the Crossings area. A new Fire Station would alleviate a lot of the longer response times in those areas. They have projected that if they opened that station today they would have about 1,400 calls a year. They are projecting that the station will be running in 2013. Mr. Ikerd asked if the Parks Department would be able to access the Blueberry Farm. Deputy Chief Knorr stated they would maintain a driveway at that location for access. Council member Ferrell moved to not oppose South King County Fire & Rescue's proposed boundary line adjustment for the parcel on S. 356tb Street. Chair Burbidge seconded. Motion passed. PUBLIC COMMENT H. David Kaplan preferred to save his comments until a particular agenda item was going to be presented. COMMISSION COMMENT Brian Ailinger, Parks & Recreation Commission Vice Chair, spoke in support of the items that were being presented tonight by Mr. Steve Ikerd. APPROVAL OF SUMMARY Council Member Burbidge moved to approve the July meeting minutes as written, Council Member Ferrell seconded. Motion passed. BUSINESS ITEMS Centerstal!e Proposal Mr. Bryce presented the information. Mr. Bryce stated that the proposal document is also a document that is open for discussion. They are open to any solution that will solve the problems that they have identified. Mr. Bryce stated PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday September 9, 2008 Summary Page 2 that when he first came onto the job he noticed that the Knutzen Family Theatre (KFT) was built for 10 local performing arts organizations. At this time, there are only two that still operate and use the KFT; Centerstage (CST) and 9th A venue Dance. He feels that this is going in the wrong direction. They are also aware that 9th A venue Dance may not be using KFT this year. Due to the confusion of whether or not 9th A venue Dance is using the facility, CST has had to move 1/3 of their Christmas show to Tacoma. Mr. Bryce stated the current business model with the city does not work. In 2007 CST paid back to the City 23% of their annual operating budget. That was in rental and mandated technical fees. By comparison the Seattle Public Theater pays the City of Seattle 1.5% of their operating budget. CST made their first written proposal to the City in the Spring of 2005. They had proposed that the City pay a management fee of $50,000. They have had to raise that fee. They are suggesting two things: 1) The City gives to CST $50,000 in a direct grant. CST does not believe that this is a good solution. 2) CST manages the KFT. CST would receive $75,000 from the City. This money would be used only to manage the facility. They would employ and sub-contract the technical operations of the KFT. CST would do 5 productions of 4 weeks each; this would leave them 32 to weeks to make other revenues. He stated that it is not a losing situation for the City Of Federal Way because even if it only breaks even, the City is securing the future of performing arts at the KFT. He says the numbers make perfect sense, and it releases the city from any further obligations that the City has with KFT. CST would save $40,000 on rental and technical labor, $8,000 in office space rental, and $5,000 in all other events. For the past three years they have gone back to the City Of Federal Way for grants, which have kept them alive. Mr. Bryce also discussed concerns that have been previously expressed by the City Of Federal Way. Those concerns are 1) The payment ofa management fee is unfair to other performing Arts Organizations in Federal Way, 2) Will CST cooperate with other groups who use KFT, 3) Is CST competent to manage the KFT? 4) Is CST strong enough? 5) W ill CST's operation of the KFT safeguard the mission and vision ofthe KFT? 6) Will CST staff cooperate with Dumas Bay Centre staff? Roger Wood Vice President of CST stated that bringing CST Theatre and Knutzen Family Theatre together would serve the citizens of Federal Way much better. Maintenance Plan to Remove & Replace Cottonwood Trees Mr. Ikerd presented the background information. Safety inspections have been done on our trails, and they identified a section of the West Campus Trail that has a lot of damage from shallow rooted trees. This problem was put on their work plan to remove the trees and repair the asphalt. In the process of putting together a plan, there was a large storm that blew over a lot of cottonwoods; the trees were removed and replaced with Evergreens and Conifers. Staff is recommending removing approximately 60 non-significant trees. Staff will mail out letters to the neighbors detailing what their plan is - removing the cottonwoods and replacing them with more suitable tree varieties. The Committee requested that when a letter is sent out, it includes information about cottonwood trees, and also that taking down trees is a last resort for the parks department. Council member Ferrell is concerned with the loss of trees and what it will do to the aesthetics of the area. Committee requested that staff provide them with pictures of the area, and a more specific identification ofthe area. Mr. Roe stated that a large number of those trees are leaning, and are also destroying the trails. Ms. Hanson stated that the number of trees being removed is related to the damage that they are doing to the trail. It is more cost effective to remove the trees damaging the trails and remove the leaning trees all at one time, and staff wanted to inform the Council of the process that is being used. If need be, the Parks Department can take down the leaning trees now, and do the trail repair at a later time. This item will be brought to Council on September 16 as an emerging issue. Staff will provide visual aids, information about cottonwoods and a copy of the draft letter for the meeting. Name for SW 363Td Open Space Public Comment: H. David Kaplan stated that Alma Bennett was very instrumental in getting Federal Way parcels on a King County open space bond. The Bennett family agreed with the name and the Parks Commission approved it at their August meeting. Council member Ferrell moved to recommend approval of naming SW 363rd Open Space after Alma Bennett. Chair Burbidge seconded. Motion Passed. PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday September 9, 2008 Summary Page 3 Celebration Park Maintenance Buildinl! Mr. Ikerd provided the background information. Staff bid the supply and installation of the Celebration Park Maintenance Building separately. Council approved the bid on March 20th. When staffwentto order the building, the supplier stated that he was unable to supply the building as specified. Staff then went out to bid again, but this time they bid it as a whole package; the building, supply and install, and the cement slab. Three bids were received. The lowest responsive bid was from CHG Building Systems, Inc. for $146,200. The total bid is $168,598 - this includes insulation and tax. Council member Ferrell moved to forward the bid acceptance for the installation of a pre-engineered meal maintenance building in Celebration Park to full Council on September 16 for approval. Chair Burbidge seconded. Motion passed. The acceptance of the sole bidder, "Sound Harley Davidson", for the purchase of two Harley Davidson motorcycles Chief Wilson presented the background information. The Police Department is moving away from leasing vehicles and moving towards purchasing their vehicles. They received one bid. Council member Ferrell asked why they are purchasing the high end priced Harley Davidson's. Chief answered that there are limited options for the types of bikes that can be used in emergency situations. The Department has tested many different bikes. The Harley Davidson has the capabilities that they need, and it is also what the officers prefer. They also already have Harley Davidson bikes in their fleet, and this would maintain some continuity. Council member Ferrell moved to approve and award the bid to "Sound Harley Davidson" for the purchase of two Harley Davidson motorcycles. Chair Burbidge seconded. Motion passed. Look Alike Weapon Lel!islation Chief Wilson presented the background information. This is to be added to the Legislative Agenda. Earlier this year an officer was investigating a vehicle prowl. He was in a foot chase with the suspect. The suspect pulled what appeared to be a firearm from his waist band and pointed it at the officer. The officer fIred at him twice and missed. This fIrearm was later identified as an "airsoft" pistol. While working with the Prosecutor's Office a loop hole was discovered; the Charge of Assault 2nd Degree did not apply. The weapon has to be capable of producing bodily harm. It is tough to argue that an airsoft pistol is capable of producing bodily harm. They are looking for a solution to make an adjustment to the Assault Statute. If you use a look alike weapon, and point it at a Police Officer in the Commission of a crime this would be a class B felony. Council member Ferrell moved to amend this item, and make it an action item. Chair Burbidge seconded. Motion passed. Council member Ferrell moved approval to support Legislation to modify the Assault Statute to include "Look Alike Weapons". Chair Burbidge seconded. Motion passed. Al!reement between City of Federal Way and Ehli Turner Auction to auction surplus vehicles and motorcycles Chief Wilson presented the background information. The contract amount is not to exceed $10,000 in compensation. There is a 1O%Jee that is put to the auction house for the value per vehicle. There is a minimum fee of$150 and a maximum fee of$500 per vehicle that is sold. In 2007 the Police Department auctioned 11 vehicles for $20,360, and in 2008 year to date there have been four vehicles with a value of$2,743.00. Council member Ferrell moved approval ofthe Agreement between Federal Way and EhliTurner Auctions to auction surplus vehicles and motorcycles. Chair Burbidge seconded. Motion passed. Bid award for the Federal Way Police SWAT Van Chief Wilson presented the background information. The Police Department received four bids. The bidding companies were asked to bid the chassis of the vehicle and the 20 foot box together. The low bid came from a Ford Dealer in Pasco, and Trivan is the company that has done three previous project vehicles for the Department. Council member Ferrell moved approval ofthe Agreement between Federal Way and Ehli Turner Auctions to auction surplus vehicles and motorcycles. Chair Burbidge seconded. Motion passed. PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday September 9, 2008 Summary Page 4 Grant Fundinl! for Graffiti Abatement Prol!ram Chief Wilson presented the background information. The gang and graffiti funding was approved by the State Legislature. There were specific criteria on how that money could be used. The Washington Association of Sheriffs and Police Chiefs (W ASPC) was asked to manage and disperse the funds for the Legislature. The City of Federal Way Police Department asked for $10,000 to support our Graffiti Abatement Program. The grant will allow the city to support the equipment used to remove graffiti. Council member Ferrell moved approval to accept the grant funding under the specific terms and conditions set forth by W ASPC. Chair Burbidge seconded. Motion passed. Enhanced Enforcement Rel!ardin2 Danl!erous D02S City Attorney Pat Richardson presented the background information. Ms. Richardson stated that she was seeking Council direction if Council wants to do anything regarding dangerous dogs. There have been some concerns about some recent incidents. Two years ago Council amended the code to ban dangerous dogs. Yakima has banned the . breed of Pit Bulls, and this has withstood a Constitutional challenge in 1989. If Council is interested, then the legal department staff can come back to the next meeting with more information regarding banning pit bulls. Also, as another alternative, the city of Auburn has enhanced the licensing requirements based on breeds. Their breeds are broader than Yakima's. They are more expensive in the licensing and they require proof of insurance and Auburn has contracted with King County Animal Control for an Animal control Officer that services only Auburn. Auburn has paid for their vehicle to transport the animals. They have found this to be very successfuL Council member Ferrell asked that Ms. Richardson follow-up on receiving a media packet regarding a recent attack in the Norpointe area. Ms. Richardson stated that Yakima's Ordinance has withstood the challenge because with their definition, the public can identifY if the dog was a pit bull. Council member Ferrell would like a presentation from an expert in dogs and pit bulls. Ms. Richardson suggested scheduling a study session with the Full Council - information provided at this session would be media information, a veterinarian or a specialist on pit bulls and dogs, and information on studies that have been conducted. They will also include Federal Way Police Department reports on actual cases involving dog attacks, information on breeds and the cost of the various parts of Auburns program, and somebody from King County Animal Control. NEXT MEETING - October 14,20085:30 p.m. in the Hylebos Conference Room ADJOURNMENT - Meeting adjourned at 7:22 p.m. COUNCIL MEETING DATE: Not applicable at this time ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: CENTERST AGE THEATRE MANAGEMENT PROPOSAL - REVIEW POLICY QUESTION: Should the City Council consider options regarding the management of the Knutzen Family Theatre? COMMITTEE: PRHSPS MEETING DATE: October 14,2008 CA TEGORY: o Consent o City Council Business o Ordinance o Resolution o X Public Hearing Other DEPT: PRCS ~'f~:"J<.~J<:.p()({'f.~\':.M_'!1)' X(l~_~!,...~~.(;~~a.ti.<:lI1._(lI1.~...(::llltural...~~I-:,i(;~s...~llperi.l1ten.~~11 t Attachments: 1) Staff Background Memo, 2) Centerstage Theatre Management Proposal, 3) Knutzen Family Theatre Budget, 4) Centerstage Funding Timeline, 5) KFT Program Outline 6) KFT Major Use and Revenue, 7) KFT Mission and V isionStatements, 8) Management Services Analysis of Centerstage Proposal Options Considered: L Centerstage Management Proposal for operations of the Knutzen Family Theatre. 2. Knutzen Family Theatre remains a city operated facility. A. Increase funding for Centerstage Theater Arts Productions B. Reduce rental fees for Centerstage Arts Productions 3. Issue Request for Proposal to manage the Knutzen Family Theatre from Arts Groups or Professional Facility Managers. STAFF RECOMMENDATION: Staff is not requesting action at this time, and materials are submitted as information only for the committee's review. CITY MANAGER ApPROVAL: ~ to Committee DIRECTOR ApPROVAL: fJ1If\ to Council to Committee To Council COMMITTEE RECOMMENDATION: Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: For Review Only (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: o APPROVED o DENIED o T ABLED/DEFERREDINO ACTION o MOVED TO SECOND READING (ordinances only) REVISED - 02/06/2006 COUNCIL BILL # I ST reading Enactment reading ORDINANCE # RESOLUTION # f\-\ ~ CITY.OF ~ Federal Way PARKS, RECREATION AND CULTURAL SERVICES CITY COUNCIL COMMITTEE STAFF REPORT DATE: October 7, 2008 TO: Parks, Recreation, Human Services & Police Council Committee FROM: Mary Faber, Recreation and Cultural Services Superintendent VIA: Neal J. Beets, City Manager SUBJECT: Centerstage Management Proposal In June, Centerstage Theatre (CST) presented a proposal to the Arts Commission for consideration of the following requests: · Management of the operations of the Knuzten Family Theatre (KFT) for a management fee of $75,000. · In lieu of management of the Theatre a $50,000 annual award for the provision of live theatrical theatre program services. For the July meeting, the Arts Commission asked staff to provide information on the budget and program operations of the Theatre. The Commission did not meet in August and in September the proposal was reviewed and discussed at the Commission meeting and the committee work plan meeting. The Commission felt that a thorough review of the proposal was necessary to recommend to City Council a final policy decision regarding the on-going requests by CST. In October, the Arts Commission voted on the two requests outlined in the Management Proposal. In consideration of CST managing the KFT there were three votes for approval and six votes for disapproval, the motion failed. The minutes state that the second request for a $50,000 annual award to CST for live theatre program services failed, however, in review of the minutes the voting record indicated that there were five votes in approval of the $50,000 award annually and four that voted against. The motion did have enough votes to pass and the Chair of the Arts Commission was notified. The minutes are scheduled to be amended at the November meeting. h-~ Following the October Commission meeting, the Chair of the Arts Commission suggested that the city consider another option- to lower the rental costs for all local performing groups to use the Theatre. She felt that Centerstage has a high volume of use and this warrants a review of their current fees and would also assist them in management of their budget. The current theatre use agreement includes a base fee per production of $5,150 for up to 170 hours of use. The agreement provides the theatre space, one staff member who serves as a facility supervisor, general house lighting, heat, ventilation, and the use of the stage, seats and elevations. The use of the sound system and stage lighting are available at no charge, but additional fees for technical staff are assessed. Technician fees are billed at Fourteen and No/100 Dollars ($14.00) per hour. l\-5 C<-'llterslage Proposal to the City of Federal Way A Proposal To The City of Federal Way From Centerstage Theatre September 9, 2008 ~-l.\ CONTENTS The Issues. ............................................................. ...... ....... Page 3 The Solutions.... ....................... ......... ................ ....... ........... Page 4 A Direct gra n t.. ............... ........ ...... ..,...... ..............__...... ....... Page 5 Centerstage manages the Knutzen.....................................Page 6 Analysis..... 00...... .................. _ 00.... ........ ...-.. ................... ........ Page 8 Concerns Pre\iously expressed by City..............................Page 9 APPENDIX A List of Performing Arts organizations for whom the Knutzen was built APPENDIX B Proposed Budget for CST's management of KIT APPENDIX C 2007 and 2008 CST Budgets APPENDIX 0 Organizations which have funded CST in the last 24 months APPENDIX E Precedent in our region ~~5 2 THE ISSUES 1. In 2007, The City of Federal Way subsidized the Knutzen Family Theatre (KFf) in the amount of $125,000. The Theatre showed a net "surplus" of $27,000. KFr therefore cost the taxpayers of Federal \Nay $98,000. * 2. KfT \Vas created in 1998 to hOllse ten Federal Way performing arts organizations (see Appendix A). Only two of these organizations still use the Knutzen. Of these two, 9th Avenue Dance (incorporating Aria Dance) is exploring the possibility of mo\ing to the Middle School in Fife. Centerstage (CST) has been compelled by a City-initiated change of schedule at the Knutzen to hold one third of the performances of its 2008 Christmas Show at the Theatre On The Square in Tacoma. If aggressive action is not taken, the real possibility exists that in the near future the KFTwill house no local performing arts groups. 3. It has been clear to CST for the past four years that the current business model with the City of Federal Way does not work. In 2007 Centerstage's payments to the City for rent of the facility and for labor required by the City, amounted to 23% of its expenditures for that year. In contrast, Seattle Public Theatre rents the Bathhouse Theatre from the City of Seattle (for year-round occupancy) for 1.41% of its total expenditures. The preSSllre of these costs has resulted in Centerstage being compelled to request emergency funding from the City Manager's Contingency Fund. This solution is not a good one for either the City of Federal Way, or for Centerstage, because: (1) The City Manager has other needs and cannot be expected to continue subsidizing CST through his contingency fund. (2) CST cannot continue to operate at KFT when it is uncertain whether or not the City Manager is willing or able to make these monies available. . 'We understand that some of the items funded in the Knutzen Family Theatre budget do not relate directly to the operations of the KFT The principles of savings to the taxpayer under our management proposal are, howe"er, still ,'alid. whatever the REAL numher may be. {\-lv .... J THE SOLUTIONS After discussions ..vith the City Manager and others within the Department of Parks and Recreation, two potential solutions have been suggested: 1. A Direct Grant. To increase Centerstage's funding through the Federal Way Arts Commission to cover the costs of rental and labor at the KFT 2. Centerstage Manages the Kl:<f. That the City pays Centerstage a Management fee to operate the KFT. If Centerstage's own needs were the only cOTlsidemtioTl, it is clear tha,t Solution #1 would be its preferred option. However, this solution only addresses Issue #3 (see Page 3 above) and does not address the other two issues. }\-1 4 A DIRECT GRANT L The City of Federal Way, through the Arts Commission, would pay Centerstage the full cost of renting the theatre and the labor costs for technicians as required by the City. The size of this grant would be variable each year, depending upon the number of productions (4 or 5) and the technical requirements of individual productions. These costs would therefore be arrived at in discussion between the City and Centerstage. 2. This grant would not compromise Centerstage's eligibility to apply for the Contract For Services Grant through the Arts Commission, nor any Tourism Enhancement grants. 3. We estimate that this grant would be in the range of $40,000-$45,000 per yea r. r\-<6 5 CENTERSTAGE MANAGES THE KFf L The City of Federal Way pays Centerstage a Management Fee of $75,000 to operate the KFT. This saves the City $50,000. Centerstage is saved $40,000 in rental and labor costs. 2. The $75,000 \vill be used only for operations, utilities, custodial and routine maintenance of the facility. Any major capital expenditure would remain the responsibility of the City, as owner of the property. None of the Management Fee will be used for production or artistic purposes. (See Appendix B: Proposed Budget) 3. The Management Agreement would not affect Centerstage's ability to receive funding under Contract for Services from the Arts Commission, or grants from the Tourism Enhancement Grant program, which are for services not covered by the Management proposal. 4. CST will sub-contract the upkeep and operation of all KFr electrical, sound, lighting, soft goods and space to Scottie Scenic Studios Inc. Seattle Scenic Studios currently designs, builds and lights all CST shows. Their client list includes Seattle Shakespeare Compony, Book-It Repertory, Bellevue Opera, Wooden 0, Youth Theotre Northwest, React, Civic Light Opera, Spectrwn Donce Theotre, Seattle Public Theatre, University of Washington, Civic Light Opero, Taproot Theotre, The Village 71leotre, Langston Hughes Center for the Performing Arts, Seattle School District, Seattle Opero Youth Program, Historic Everett Theatre, the Seattle Seahawks...and many others. A fee has already been agreed upon and is shown in the budget. In other words: the City's property would be expertly maintained. 5. Although further discussion may be needed, it is proposed that Centerstage employ the same custodial staff as the Dumas Bay Centre. 6. Regarding other uses of the Knutzen: Centerstage produces five 4-week productions each year, which amounts to 20 weeks total. This leaves 32 weeks of revenue potential to Centerstage. Centerstage believes that with itself as managing entity, there are many advantages. For example: (a) Presentation - In 2008, Centerstage produced "An Evening With Mark Twain". Although this made a profit, $1,000 of that profit had to be returned to the City as rent. As manager of the KFT, we would be able to retain a larger portion of presentation revenues for events such as this, further enhancing our financial situation. (b) Rental - Since Centerstage's overheads are much lower than the City's, we can be much more aggressive in rental pricing of the space. We propose that 100% of all rental fees remain with Centerstage. (c) Children's Theatre - We would continue the programming of children's performances such as Storybook Theatre. Fees may have to he re-negotiated with these companies. Ho\\'en'r, only in exceptional ~-~ 6 circumstances would we promote a company that does not hold the possibility of making a profit. (d) Summer Workshop for Youth - We support the City's program. Further discussion is needed to establish how this would operate. (e) Offices - Centerstage would move its offices from the Spectrum Business Park to the Knutzen Family Theatre. Costume and other storage would be moved to rooms already identified in previous discussions. This "\'ould save Centerstage more than $8,000 per year. 7. All the items outlined in Paragraph 6 would secure Centerstage's financial position. They would eliminate the need for further grant requests from the City. Savings on rental and tech labor Savings on current office space Conservative projection of revenue From ALL other events 40,000 8,000 5,000 TOTAL FINANCLAL BENEFIT $53,000 8. CST suggests that this agreement be entered into as a 24-month trial. A long- term agreement can then be entered into to the satisfaction of both parties. 9. CST will present the City with a full Business Plan before a Management agreement is signed. ~- \-0 7 ANALYSIS OF MANAGEMENT PROPOSAL 1. CST must, with the help of the City, accurately predict operating costs, so that both parties agree that the management fee is appropriate. 2. Centerstage will continue to operate as prudently as it has in the past, but now with a $53,000 shield. Some of this will be used for salary for Centerstage's 2 employees (see Appendix B). Otherwise this funding exists to protect Centerstage from the uncertainties of the performing arts market, and to also protect the City from additional requests for funding. f\-q 8 CONCERNS PREVIOUSLY EXPRESSED BY THE CITY OF FEDERi\L WAY 1. Is the payment of a management fee unfair to other Perfo.'ming Arts O.'ganizations in Federal Way? The management fee has nothing to do with arts funding. It is a fee for non-artistic services, none of which any other performing arts organization in Federal Way performs. 2, Will CST co-operate with other groups who use the KFT? Centerstage has demonstrated over the past three years that it is co- operative to a fault with the only other local arts organization who uses the KIT. We refer you to the scheduling performances of Christmas shows, where Centerstage has accommodated all 9th Avenues needs. 3. Is CST competent to manage the Knutzen Family Theatre? (a) CST has dramaticalllj increased its annual revenues from $107,000 in 2003 to $199,000 in 2007. Sources: *lmproved Box Office Revenues *New funding from major funding organizations (See Appendix D) *Personal gifts increased from $9,000 in 2003 to $26,000 in 2007 *More effective fundraising events * Assistance from City Manager's Contingency Fund (b) Managing Artistic Director, AJan Bryce has spent a career in the Theatre. Here are some resume points: * Artistic Director, Overground Theatre, London. 8 years. *Development Director, Proctor's Theatre, Schenectady NY. 8 yrs * Artistic Director, Proctor's Too (Second Performance Space) 3yrs *Theatre Consultant, John F. Kennedy Center for the Performing Arts, Washington DC 2 years *Executive Director, Landers Theatre, Springfield, Missouri. 3 yrs * Author of several plays produced in over 40 theatres in Great Britain and the United States. *Has appeared as an actor in theatres throughout Great Britain, and on TV and Hollywood movies. (c) CST has entered into an Intern arrangement with DeVryUniversih), designed to enhance its marketing effectiveness. Starting in July 2008, DeVry interns will be working on website design and maintenance; group sales; research of media outlets. (d) Seattle Scenic Studios are Seattle's premier nonprofit technical theatre support organization and bring a wide range of experienced personnel. (e) Board q{Trllstees. CSTs Board is a highly-competent group \\-\'2- 9 of community professionals: Chad Stalde.',President FINANCIAL ADVISOR Roger Wood, Vice President RETIRED AIRLINE PILOT Mark Swanson, Treasurer MORTAGE BROKER; CERTIFIED REAL ESTATE INSTRUCTOR Polly Oliver ATTORNEY Cindy Ducich, Secretary BUSfNESSWOMAN Mary Jo Creso BUSINESSWOMAN Nyree Martinez ACTRESS Rich McPhail SOUND RECORDING ENGINEER Dr. Jack Nelson o PTO M ETRIST .Jim Strehlow MANAGER, RAlNfER PACIFfC BA1"JK Angela Griffin EXECUTIVE DIRECTOR, YMCA An Advisory Board has also been created to assist \vith community profile and fundraising. This Board has already raised money for a special project III 2009. (f) Artistic Accomplishment. CST has produced exceptional work on a very modest budget. Among many accomplishments in the last 4 years, CST has: *Employed Martin Charnin, creator of Annie on Broadway *Employed John Forster, s-time Grammy Nominee *Employed Karen Archer of the Royal Shakespeare Company *Employed Dawn Clement, pianist who has played Carnegie Hall *Employed Peter Sipos, European Composer of the Year *Has received "Best Season of any theatre in the Region" from The Volcano (Tacoma's Arts newspaper) * Artistic Director received "Best Director" Award 2007 from Tacoma News Tribune *Blue Plate Special received "Best Comic Actor" Award 2006, from Tacoma News Tribune *For each of the past three years, CST has been voted "Best Community Arts Organization" by the readers of the Federal Way Mirror. *The Federal Way News wrote: "Mark my words: in time, the current era at CST will be viewed in the regional, if not national, theatrical \"'orld as a golden age of creatin' adventure" ~-\3 10 4. Will CST Staff cooperate with Dumas Bay Centre Staff? CST has nevcr fully understood this objection, since it has never been discussed, simply asselted. CST firmly believes that by re-establishing the nature of the relationship between City and Theatre, the current tensions (with KFT staff, not with Dumas Bav Centre StafD would be eliminated. A<; it stands, CST employees and volunteers have excellent relationships v,1th Dumas Bay Centre Staff. Day-to-day practicalities would have to be discussed, and will be easily resolved. 4. Is CST strong enough? CST is strong in every respect but one. The significant weakness is our business relationship "\1th the City. It is that relationship that this proposal addresses. CST has never in its 30 years operated under a deficit. 5. Will CST's operation of the KIT safeguard the mission and vision of the KFf? CST produces twice as many performances each year than all the other performing arts organizations in Federal Way combined, including the KFT itself. Its advertising expenditure in promoting the Knutzen is more than ten times larger than the city's marketing budget for the KFf. Under the City, eight performing arts organizations have left the KIT, and both CST and 9th Avenue Dance have actively explored other options. We believe, therefore, that CST already safeguards KFT mission and \1sion more aggressively than the City. It is our contention that the City has itself failcd to safeguard the mission and vision of the KFT. CST offers no guarantees, but we believe that this proposal provides the template for a far more successful safeguarding of KIT mission and VISion. P\ -\ L-\ II APPENDIX A A list of the organizations for whom the Knutzen Family Theatre was built in 1998 Company Current use of KFT Centerstage Theatre Uses KFT for 4 or 5 productions each yeaL More than 60 performances in 2007 Aria Dance Has 2 performances of a spring concert, and 5 performances of The Nutcracker under the name of parent school: 9th Avenue Dance. British American Theatre No longer exists Company Evergreen City Ballet Does not use Federal Way Chorale Does not use Federal Way Harmony Does not use Kings Federal Way Symphonic Not in business Band Federal Way Symphony Does not use Jet Cities Chorus of Sweet Does not use Adelines Ladies [n Red Not in business Puget Sound Musical Not in business Theatre Showstoppers Not in business f\- LS 12 APPENDIX B CST's proposed budget for managing the Knutzen Family Theatre APPENDIX B Proposed Budget: CST manages KFT 2009 Expenditure Miscellaneous marketing Season ticket brochure CST presents Play I Musical I Play 2 Musical 2 Musical 3 CST prescnb I.vr kid" !BAA Bankcard Fee 1,000 4,000 9,200 17,375 33,625 17,350 32,250 38,700 14,000 3,000 ( nsu ra nee Professional Fees Utilities Ilvu"eh"ld Supplics Repair/I'vlaillICll;lllCl'SUPlllies Custodial Lilt,,)r 2,500 250 .22,500 1.500 :2.500 "',000 Rq)illr/Ylaintl,nancc I.aho, Seattle Scenic SI udios Telephone Miscellaneous fees, licenses. permits Office Equipment/consumablcs!postage Artistic Director Bookkeeper Admin Assistant FICA/PaYToll Taxes Contingency Concessions I.non 2:).000 2.500 250 2,000 29,000 3,000 25,000 4,500 .'),000 500 :304,500 Items in red represent new expenditures or income to CST's budget. 'l\ - \ \" 13 Show Budgets 2009 CST Play Musical Play Musical Musical Presents 1 1 2 2 :l Actors 0 2000 6,000 2000 3,200 6,250 Director 0 1000 0 1000 0 1000 Designer 0 800 800 800 800 800 Music Dir 0 0 1100 0 1100 1100 Choreographer 0 0 800 0 800 800 Costume Designer 0 500 1500 500 [500 1500 Stage Manager 0 350 350 350 350 350 Musicians 0 0 1800 0 1800 3200 Lighting Designer 0 325 325 350 350 350 Technicians 500 1000 1000 1000 1000 1000 Visiting Artist Fees 5,000 0 0 0 0 0 Hospitality 100 150 200 100 200 200 Travel 1,500 0 0 0 0 0 Set 400 2000 :3000 2000 3000 4000 Costumes 0 500 2500 500 4500 4500 Props 0 500 600 500 500 500 Lights 0 50 50 So 50 50 Royalty 0 600 4500 600 4000 4000 Poster 0 150 150 150 ISO t50 Postc;Hd/flyer 500 1,000 1,000 1,000 1,000 1,000 Postage 450 900 900 900 900 900 Mail Service 300 600 600 600 600 600 Street Signs 200 250 250 250 250 250 Newspaper Ads_ 200 700 700 700 700 700 Radio 0 0 [500 0 1500 1500 Mobile Billboard 0 3000 3000 3000 3000 3000 Programs 50 1000 1000 1000 1000 1000 9200 17375 33625 17350 32250 38700 lA- \ \ 14 InconlC Season/Flex tickets CST Presents Play I Musicall Play 2 Musical 2 Musical 3 CST presents (<lr J"ds Rcnlals:other ~-lr(s organll.(ltions Rentals: commercial Technical alld House Staff Murder Mystery (net) Milna~ell\cnt Fcc FW Arts Commission FW Tourism Grants S ponsorshi ps / Corporate lndi\idual Donations 4 Culture Rotary Seattle Foundation Other grants Program Ad\'el1ising Other re,'enue (Concessions etc.) 16.,500 9,000 12,000 21.000 12,000 18.000 25,000 to.OOO 10,000 2,OUO 10,000 7,'=),000 12,000 7,,500 12,000 22,,500 3,000 2,000 ,5,000 5,000 4,000 4,000 304,500 7,000 Items in red represent new expenditw'es or income to CST's budget. ~-\~ 15 APPENDIX C CST's budgets for 2007 and 2008 APPENDIX C - CST Budget 2007 (5 shows) Expenditure Miscellaneous marketing Season ticket/donation request Absurd Person Singular Robin Hood A Flea In Her Ear Murder Myste!)' Comedy Christmas Show Office rental I BAo\ Bankcard Fee 750 3,000 18.425 34575 23,410 5,500 17,975 24,875 7,000 2,000 Insurance Professional Fees Utilities Telephone Miscellaneous fees, licenses, permits Office Equi pment/ consuma bles / postage Artistic Director Bookkeeper Admin Assistant 1,800 250 250 2,500 250 2.250 18,547 2,688 14,837 3,607 FICA/Payroll Taxes Mise/Contingency Concessions 1,000 750 186,239 TOTAL Incolnc Season/Flex tickets .o\bsurd Person Singu la r Robin Hood .0\ Flea In Her Ear Murder i....lyste!). Smalll\lusical Christmas Show 30th Birthday Party (net) FW Arts Commission FW A11s Commission Special Sponsors hips / Corporate I ndi\'idual Donations F\N Tourism Grants 4 Culture Rota!)' delayed grant C Carol Other grants Program Ad\'ertising Other revenue (Concessions etc.) TOTAL ~--\\ 13 ,500 15.000 17,500 15,000 12,000 16.500 21.000 7,500 to ,000 7.500 12,000 16.500 6,500 2,000 1,500 9,000 4,000 3.500 190,500 16 Show Budgets 2007 (Plan C) Robin X,"as Item Absurd Uood A Flea Comedy Show Totals Actors 1950 5200 4550 1000 3900 16600 Director 1000 2000 0 0 0 3000 Designer 750 750 750 750 750 3750 Mus Dir 0 1500 0 0 0 ISOO Choreo 0 750 0 0 750 lSOO Cas. Des 0 0 0 750 1000 1750 SM 3~- 325 r- :J25 325 1625 -:) ~:) Musicians 0 1500 0 0 2250 37S0 Lite Des 325 325 325 325 325 1625 Hospitality 200 200 200 200 200 1000 Travel 0 0 0 0 0 0 Set 1500 2250 2250 1750 4000 11750 Costumes 500 5000 3000 500 2500 IISOO Props 250 600 500 4.')0 1000 2800 Lights 50 .')0 .')0 50 50 250 Royalty .').')0 2000 43.') 600 0 3585 Poster 200 200 200 200 200 1000 PC/Flyer 875 87.') 875 87.') 87.') 4375 Postage 875 875 875 875 875 4375 Mail Sen. .')2.') .')25 525 525 525 2625 St signs 22.') 22.') 22.') 22.') 225 1125 Newsp. Ad 700 700 700 700 700 3500 Programs 975 975 975 975 975 4875 Knutzen staff 1500 2000 1500 1.')00 2000 8soo Rental .')1.')0 51.')0 5150 5150 51.')0 25750 18425 33975 23410 17725 28575 122110 p\,2-D 17 APPENDIX C Centerstage Budget 2008 (4 shows) Expenditure Miscellaneous marketing Season ticket/donation request Mark 1\vain Nightmare of A Married Man My Fair Lady Will Rogcrs Always Pats) Cline Aladdin Office rental IBAA Bankcard Fee Insurance Professional Fees Utilities Telephone Miscellaneous fees, licenses, permits Office Equipmentjconsumablcs/postage Artistic Director Bookkeeper Admin Assistant FICA/PayTolI Taxes Misc/Contingency Concessions TOTAL 500 3,000 3,700 tS,275 37,250 5,000 2S,975 'j0,:F5 (neolne Season/Flex tickets Mark 1\vain Nightmare of A Married Man My Fair Lady Will Rogers (80 and sponsor) Murder Mystery Always PaL>;y Cline .\laddin A1addin (in Tacoma) FW Arts Commission FW Special Manager's Grant Sponsorshi ps / Corpora te Indi\idual Donations FW Tourism Grants 4 Culture Rota ry Other grants Program Ach-ertising Other re\'enue (Concessions etc,) TOTAL 7,000 2,000 1,900 250 250 2,500 250 2,500 19,500 3,000 t5,500 3,750 3,425 750 199,650 Expenditure (ncome Net ~ -2-) 16,500 5,300 9,750 22,000 7500 12,000 t9,000 26,000 6,000 11,750 5,000 12,000 22,500 7,500 2,000 2,000 5,000 4,000 4,000 199,800 -199,650 199,800 150 18 ShQw Budgets 20Q8 Nightmare... Mark Married My Fair Patsy Twain Man Lady Cline AJaddin Actors 0 2100 6175 1000 4200 Director 0 0 1000 1000 1000 Designer 0 750 750 800 800 Music Dir 0 0 1200 lOOO lOOO Choreographer 0 0 500 0 800 Costume Designer 0 0 1500 500 1500 Stage Manager 50 325 3'v 350 350 , -J Musicians (4) 0 500 800 3000 4000 Lighting Designer 50 325 325 350 350 Hospitality 100 ISO 200 100 200 Travel 700 0 0 0 0 Set 100 1750 2500 2000 4000 Costumes 0 200 2500 1000 4500 Props 0 1000 600 500 500 Lights 0 50 50 So 50 Royalty 0 0 4200 3200 2500 Poster 0 150 150 ISO 150 Posteard/flyer 500 900 900 900 900 Postage 100 900 900 900 900 Mail Sel'ice 200 5'''- 525 525 525 ~J Street Signs 200 250 250 250 250 Newspaper Ads. 200 700 700 700 700 Radi%ther media 0 0 3000 3000 3000 Programs 50 1000 1000 1000 1000 Knutzen staff 250 1500 2000 1500 2000 Rental 1200 5200 5200 5200 5200 3700 18275 37250 28975 40375 f\-27- 19 AI>PENDIX D ORGANIZATIONS WHO HAVE FUNDED CST IN SINCE JANUARY 2006 AND HOW MUCH THEY HAVE DONATED IN THAT PERlOD Not including Grants from the City of Federal Way, who have fWlded through: The Federal Way Arts Commission Federal Way Tourism Enhancement Grant Program City Manager's Contingency Fund CASH Seattle Foundation 4Culture The Boeing Company Metropolitan Market Jarvis Financial Inc. WalMart National City Mortgage Federal Way Noon Rotary Bargreen Ellingson Inc. Puget Sound Energy Artpatch Rainier Pacific Bank IN-KIND Paguirigan Branding and Design * Federal Way News Brantley, Jansen, Yost et al KUOW-FM Federal Way Mirror 1O,000 1O,400 7,500 6,000 6,000 4,000 4,000 4,000 3,000 2,000 2,200 1,500 20,000* 5,000 1,500 2,000 1,000 'Centerstage went through a full branding Process with this advertising agency, who also created our new logo and our marketing materials for 18 months. ~-23 20 APPENDIX E PRECEDENT IN OUR REGION FOR NONPROFIT ARTS ORGANIZATIONS MANAGING A CITY-OWNED FACILITY Although our proposal is specific, there is no template which both parties must agree to. There are many options. To explore some options, CST met ,,\lith representatives of The Village Theatre and Kirkland Performance Center. The Village Theatre receives a management fee from the City of Everett to operate the Everett Performing Arts Center. The Kirkland Performance Center is used, rent-free, by a nonprofit corporation in a facility owned by the City of Kirkland. We have outlined below sketches of the agreements both these non profits have with the local City. These notes are intended as a reference, which offer other options for Federal Way and CST to explore. t\- 2~ 21 Everett Performing Arts Center *Contacts: Lanie Mc Mullen, Executive Director, City of Everett, (425) 257-8700 www.villagetheatre.org Sherrill Dryden, Manager, Everett Performing Arts Center: (425) 257-6363 wW\N.ci.everett. wa. us The Village Theatre produces shows in Issaquah and then moves them to Everett. In the City of Everett's budget for 2005, the City described the project as providing: *quality performing arts events for Everett citizens *a home for indigenous needs: artistic, business, educational *a destination attraction, generating a flow of dollars *flagship professional arts to citizens of Snohomish County The expected results \;vere: *enhancement of the quality of life for Everett citizens *facility rentals *a full season of Main Stage productions "provision of children's programming *The Village Theatre guarantees Everett a certain number of performances per year. *The City of Everett has an M&O line item in its budget of $290,000 (how that is exactly broken down was not shared \Nith us.) *By happenstance, rather than by planning, some of the technical equipment is owned by the City and some by the Village Theatre. *The Village theatre maintains the facility. *However, the City is responsible for maintenance and custodial costs *Sherrill Dryden, the local manager liaises \;\ith the City of Everett, but is an employee of the Village Theatre (as are all theatre stafO. *Theatre supervises all rentals, bears, and is reimbursed for, all labor costs, but rental fees go to City of Everett. Sherrill Dryden said to us that this arrangement: "makes financial sense for the City of Everett" . 1\- 2-5 22 Kirkland Performance Center *Contad: Steve Lerian, Executive Director, KirlJand Performance Center (425) 828-0422. www.kpcenter.org Dave Ramsay, Manager, City of Kirkland, (425) 587-3001 vvw\v.ci. kirkland. wa. us *The Kirkland performance center has three lO-year leases with the City of Kirkland. It was opened in 1997. *The City provided the nonprofit corporation \vith the services of a Business Consultant to draw up a viable business plan. *No rent is paid to the City. Hmvever, the Kirkland Performance Center raised $4 million of the $5.7 million required to build the facility. Steve Lerian characterized this as "rent in advance". (This is comparable to, but very different from, the arrangement at the Knutzen, where $400,000 was raised through private fundraising -in which CST was intimately involved - and $2 million provided by The City of Federal Way to meet the cost of converting the convent chapel into a theatre). *The nonprofit corporation has full authority over the uses of the building, except for 7 days annually which the City may use for its own purposes. The nonprofit corporation is reimbursed .for labor costs for any such uses. *The City othen"ise has no programming input. *The City of KirkJand levies an Admissions Tax on all performance admissions in the City. These taxes are re-granted to the nonprofit corporation (at about $40,000 per year). The City further grants $50,000, which is used mostly for maintenance and upkeep. *The City is responsible for HV AC, elevators, exterior landscaping and the fabric of the building. The nonprofit corporation is responsible for everything else, including plumbing, maintenance, utilities, sound and lighting. *If the nonprofit corporation fails, the City of Kirkland inherits everything, including all stage and related equipment. f\-2l, 23 KNUTZEN FAMILY THEATRE 2004 - 2007 2004 Actual-2oGS Aclual 200 Actual 2007 Actual ()l>.e.r:3t!"9_ Relll!nue=-- Event Admission Fees $ 20.401 9_286 -~-~-_._.~---_.- ._ _ _Pr<J.~<3I11~~..s..______ _ n___~6'!.?~_u_..1~:~3~ _ Theatr.':~ Secondary Tenant -------~~.()~~~_____.2 5.15~__ 25.750 Theatre Rentals - Business 4.445 5.747 27.783 24,008 ------~-_._.~~._---- -------,-~~ __no .__.__._________,..__.__________ Theatre Rentals - Arts Organizalion 5,260 21,150 21,020 9,989 . - ~ ---_.__._---------~ _____!~_El~tre - Arts Organiza~.o.n_~_r__J_Of1rElSldenl _ 3~24()_ ._. ____le805._ _~::i:J7_____fi,259 AV Equipment Rental _________ ___________5,370_____~64 _ _:3.~,,~__.~3~_ Rehearsal Space - Arts Organizalion 325 852 26 --~._--~--- Theatre Rental. Commercial 920 6.716 ----------._-~----_.__.- -_.._-~-------- Theatre-NonresidentiaIArtOrga.~<Jti()~_____u_. ___~_. 1.118 .~___ 231 Technical & House Staff 6,399 11,242 12.079 16,787 _._~~---~~---------'--- Investment Interest 530 1.804 4,848 6,493 -----------._-----.. -------- .. .._~_._---- Grants 4,600 2,500 1,500 500 -- ----.'-'- ------~____ ..__.________n_____ Transfer-In from General Fund - Arts Commission 5,310 7,500 _ _ ___. _.._m_______..__________________ ______________.___ Other Miscellaneous Revenue 69 238 3,823 TotaIO~ratii1{rReverlue $84.439 $ 78,952 $ 132,117 $ 1,002 124,~~ -- --_._-------------------------------~-_._------_.._-_.----------.-"--------- Operating Ex~nse: Personnel Costs - Pay/Benefit ---------- Office Supplies Household Supplies__._____ _______ ___~c:?d & Beverage _______________ Repair & Mainl Supplies -----------..,..--------- Clothing & Footwear Professional Services _.<;ystodial & Cleaning Communications/Postage ------..------- ___.!ravel & Traini~(J______n n _....!.390 ______ ___~cl~ertlsing & Legal Notices_____________________973 ___. Rental of Furniture/Equipment ------..-----.-. Utilities Repairs & Maintenance Printing & Other Miscellaneous 121.429 90.070 83.588 122,895 1.802 1,299 2.502 5,011 ~----'---'-"---~_._-~- 1,118 932 90 1,375 ~--_.._--------_.._---_.- 632 341 509 913 .-"----- --------------,-,_._..~_.._------- ---- 126 208 150 2.235 -----.-------.----------------- 494 264 -------~- -_.~----- 32,574 18,173 22,710 13.290 ------~--"'~----~- ------.- - ---'---'------ 9,424 2,648 3,673 6,949 -~._._-_._------------_._--~---~--_.- 4 855 --~---_._._-- -- 2,068 686 543 .---.--.-...------.,-----..------ 1,319 2,583 721 459 - ------~-~~._.- 15,089 21,614 -----_.__._----,-~-._._------- 8.685 2,533 18'~4:l_ _Cost fo..r...~portion of Mary!.1'me____ ______~__ Cost for ~g_al~cs, accountin~.Payroll. ':l.C;C;(){Jnts 2.ayable,-~_ Costs for computers. phones'-C;o~~Elr._fTlail se_f\Iic:es ,etc_______ In 2007, KFT contributed $28K to capital fund balance and spent $14K (see capital spending below) Capital Spending using Fund Balance Total City out of pocket cost = City Cost. nol just cost to KFT Operating Revenue Operating Expense Net Operating Loss Status Quo $ 125.000 (189,000) (64.000) Proposed Contract Under the proposed contract, the City would pay $75.000 to Centerstage The $33,000 indirect costs will not be charged to Centerstage but will be picked up by Ihe General Fund. Management Fee 75.000 Because a great portion of the indirect costs are directly related to personnel. the CIty can only reduce these costs if we layoff employees This would be difficult to do because Ihese costs are marginal. Other indirect costs will not go away because they are shared costs and would need to be transferred to other departments. 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Missoula Children's Theatre b. Summer Youth Musical Theatre Program i. Two 4-7 yr old theatre camps n. 9- I 2 yr old theatre camp Ill. 13- I 9 yr old theatre camp 3. Theatre Classes a. Drama b. Musical Theatre c. Private Lessons d. Shakespeare e. Acting TecImique for advanced teens/adults f. Fall, Winter, Spring season 4. Community Theatre a. THUGS: A Musical Majiasco i. January 2008 b. 1 Hate Hamlet i. January 2009 5. Rental Space for Arts Organizations a. 9th Avenue Dance b. Aria Dance c. centerstage Theatre d. Avon Schilproort e. Rose Johnson f. Amy Lalicker 6. Rental Space for Businesses a. W orId Vision b. Weyerhaeuser c. Lifeway Church d. Veterans Administration ofPuget Sound e. Bellarmine School District f. Overflow Dining area \\0D 7. Rental Space for other City functions a. Parks & Recreation Dance Classes Recitals b. Friendship Theatre c. Advancing Leadership Graduation d. Writers' Retreat e. Holiday Adopt-a-Family f. PReS meetings 8. Technical Support for City functions a. Red, White & Blues Festival (off-site) i. Sound for 2nd Dance stage b. Tech/equipment support for Community Center (off-site) c. Tech/equipment support for Dumas Bay Center 9. Staff support for Dumas Bay Center a. Front desk coverage b. Basement PReS Dance Classes t\,!J\ ::J Q. C 0.. CD 0- CD lD ::J ::J ::J (Q - C ::J 0.. 0- n> n> ::J () CD o , C ~ iii x - C ::J 0.. ::J (Q -iOZQC/)l>c.....c.....:S::l>:S::"TIc..... o CD 0 () CD C ~ ~ n>"D n> CD ~' Q)~ ai o~<g'< (0'< ~o [c 33g~!e. =rn>n> 0-0-'0- -<-< ~ ~ CD ..., '" 00 .... 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O1CJl(X)CJl~W.....CJlUl~~UlCJl OOOOv.>(X).....N-'v.>OOO(X)~Ul ';!.cf!.'cf!.cf!.c?cf!.;f2.;F.~cf!.cf!.?f!.~ ~ o 0 b g; ~ g ~ 0 ~ m'l ~ 2 " '" ~ 5 ~f] . 3 ~! i -i$: o C D)tJI O' o n> ::J () CD OJo^^""O CCD"TI"TI;:U ~. ~ -i -l 0 ~~OOC/) tJltJIo=ro tJI iii3 0..- ClD3...,g: tJI CD C CD tJI CD--'::J::JCD --. -. m tJI ~-< < n> -i CD ~=r::J CD CD en ~ CD '" O1~NNUl v.>.....00<D~ ::J Q. C 0.. CD Ul CD =r CD n> iil n> 0.. n> CD !!2- N o o 00 '"' - o - Co .... I>> ::::::~(I) C Ul CD 0.. -to=" ':JO;j (I) g c: II) '0 ..... r+I>>N CD :l (I) o ;j ;;u"T1 I>> II) -3 CD _. tJI - '< -f ':J (I) Il) ..... -, (I) I\) o o C>> ~ o ~ o roo o CD 0.. -t:; ..., o CD C OlD _=r c 0 tJI CD CD ~ 3 0- CD ..., v.> .... Knutzen Family Theatre Mission Statement The mission of the Knutzen Family Theatre is to provide the community of Federal Way with a quality facility that presents accessible and affordable arts and cultural experiences in a unique and beautiful setting. The Knutzen Family Theatre will: . provide a performance space for local artists and arts organizations; . enrich the lives of community residents; . contribute to economic development; . foster arts and cultural education for all ages; . serve as a gathering place for the community. Knutzen Family Theatre Vision Statement We envision the Knutzen Family Theatre will: Establish a facility primarily dedicated to the presentation of the performing arts. Maintain a state-of-the-art performance facility which supports the on going viability of the local arts organizations. Stimulate the city's economy by facilitating the growth of our local arts industry, developing regional audiences and attracting business investment. Provide cultural enrichment opportunities that build Federal Way=s identity and improves livability. t-\~ 33 KNUTZEN FAMilY THEATRE 2004 . 2007 Operating Revenue: .__.__~_. ~ Evenl Admission Fees $ 16,915 $ 10.638 $ 20,401 $ 9,286 --~.-~----~--- ----------~----- '---------,----------------- Program Fees 15,456 7,144 16,177 15,632 ------..--.-------- -------------~.__._._--~.,--~._--------,- Thealre.:_~~(;<)~(ja~Te~""t____~_~ ____~~,OOO ______ 5,150___ 15,150 __ 25,750 Thealre Rentals - Business 4,445 5,747 27,783 24,008 -------- Theatre Rentals - Arts Organization 5.260 21,150 21,020 9,969 r------rt,eatre. Arts Organization - Nonresidenl 3,240 1,805 5,537 6,259 ~----~-----~----~------.. _.~~- AV Equipment Rental 5.370 2,064 3,142 1,937 - ------~~--_._-------- Rehearsal Space - Arts Organization 325 852 26 ----..---..----.--------.---------.--- -----------.--.. Theatre Rental - Commercial 920 Theatre - Nonresidenlial Art Organization 600 Technical & House Staff 6,399 Inveslmenl Interest 530 Grants 4,600 Transfer-In from General Fund - Arts Commission 5,310 Other Miscellaneous Revenue 69 Total Operating Revenue $ 84,439 $ . 2004.ACtiJiil: 2005 Acfual"2Q06 Acfuab::21lP7'~r 1,118 11.242 1,804 2,500 7.500 236 78,952 6,716 632 231 12,079 16,787 4,648 6.493 1,500 500 3,823 1,002 $ 132,117 $ 124,589 Operating Expense: Personnel Costs - Pay/Benefll Office Supplies Household Supplies -------~----------~----- F ODd & Beverage ----------------_.._~---- Repair & Maint Supplies Clothing & Footwear ---'--------- Professional Services 32,574 18,173 --~--------- -------_.._._-------_.~- Custodial & Cleaning 9,424 2,648 --~-_._._---- ----~~---------_._~----_.._-----~-_.,--------_._- Communications/Postage 4 - - ~ ---~_.._----_._--~------- ~--~-.--'-~-_._------------_.._-~-_-._------- Travel & Training 1,390 855 --_.._~..-~-------..~..- --..-- --_..._.~-----~-_.---~-_._--- ---~~._._- Advertising & Legal Notices 973 2,066 ------~------_._---_. Rental of Furniture/Equipment Utilities ---------.-------------------15,089----- ~._~_._-~---~-_.~~--_.- _._~.~.-_._._----~~--~---._~-- Repairs & Maintenance Printing & Other Miscellaneous fatal Operating EXpense ---'~--~'---- $ ) t.Itln loss: $ 121,429 90.070 83,586 122,895 1,802 1.299 2.502 5,011 1,116 932 90 1,375 ------.--.------.-.--------- 632 341 509 913 ._-_._-----~. _.~--------~----_.~-_. 126 208 150 2,235 ------.--"-----.-..---------------- 494 264 22.710 13,290 8,673 6.949 543 2,583 459 21.614 -----_._---~--- 6,685 2,533 189,348 64,7$9 ndirect Costs: Direct Supervision/Support General Fund Admin Fee -_.._._--_._~------_._----- Intemal Service Charges .Dtallndirect ~--' ,...fr.... I r'1 .r 'olal _& Cosl for a portion of Mary's time. Cost for legal svcs, accounting. payroll. accounls pay~ble._~___ Costs for compulers, phones, copier, mail services ,etc. In 2007, KFT contribuled $28K to capilal fund balance and spenl $14K (see capilal spending below) difference between utility tax transfer and total loss are set aside In the KFT or capital purposes. :!!lP$;~1 $ Capital Spending using Fund Balance. Total City out of pocket cosl = City Cost, not just cost 10 KFT. Proposed Status Quo Contract Operating Revenue $ 125,000 Operating Expense ( 189,000) Net Operating Loss (64.000) Managemenl Fee 75,000 Indirect Cosl 33,000 Indirecl Cost 33,000 Capital Cosl 14,000 Capilal Cost 14,000 Sublotal Other Cosls 47,000 Subtotal Other Costs 47,000 Tolal City Out of Pockel $ 111,000 Total City Out of Pockel $ 122,000 Under the proposed contracl. the City would pay $75.000 to Centerslage. The $33,000 indirecl costs will nol be charged to Centerstage bul will be picked up by Ihe General Fund. Because a great portion of Ihe indirect costs are directly related 10 personnel, the City can only reduce these costs if we layoff employees. This would be difficult to do because these costs are marginal. Olher indirect costs will not go away because they are shared cosls and would need 10 be transferred to olher departments. Capital cost also will nol go away since the City will continue 10 maintain the facility. i\ - 5~ H:\Kraus Documents\City of Federal Way\KFT - Centerstage KFT SUM 9/17/2008 10:25 PM COUNCIL MEETING DATE: November 4, 2008 ITEM CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: Amendment to Diversity Commission By-Laws POLICY QUESTION: SHOULD THE CITY OF FEDERAL WAY ACCEPT THE DIVERSITY COMMISSION BY -LA WS AMENDMENT? COMMITTEE: PRHSPS MEETING DATE: October 14, 2008 CATEGORY: ~ Consent o City Council Business o . Ordinance o Resolution o o Public Hearing Other STAFF REpORT By: L YNNETTE HYNDEN, HUMAN SERVICES MANAGER DEPT: Community Development -------------------------_____________._____________________~_________._._____.___~____.~~~jl?esQ~p_~J!~~~t.____._.__________ Attachments: · Memorandum to PRHSPS Council Committee Dated October 2, 2008 Options Considered: 1. Recommend approval of the Amendment to the Diversity Commission By-Laws addressing attendance. 2. Do not recommend approval of the Amendment to the Diversity Commission By-Laws addressing attendance. 3. To amend the proposed Amendment to the Diversity Commission By-Laws addressing attendance. - . -. - ----...----.-... -- . ._.._~------._--._._--------_._-_._--_.._._.- .-----.--.--.-------.--..-----.---.--......-..-.------.--.--...--.- STAFF RECOMMENDATION: Option 1 is recommended. CITY MANAGER APPROVAL: DIRECTOR ApPROVAL: 1M Committee Council Council COMMITTEE RECOMMENDA TlON: "1 MOVE TO APPROVE OPTION Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: "I move approval of option _" COUNCIL ACTION: o APPROVED o DENIED o T ABLEDIDEFERRED/NO ACTION o MOVED TO SECOND READING (ordinances only) REVISED - 02/0612006 (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL BILL # 1ST reading Enactment reading ORDINANCE # RESOLUTION # ~-\ Memorandum TO: VIA: FROM: DATE: CC: RE: PRHSPS Council Committee ~ Cary Roe, PE - Assistant City Manager - COO /{,~'/ Lynnette Hynden, Human Services Manager 'JW October 2, 2008 Greg Fewins, Director, Community Development Services Department Amendment to the Diversity Commission Bylaws Background: The Commission discussed reasonable attendance and whether the current Bylaws as they read reflect the commitment that the members of the current Commission believe is necessary to fulfill a member's obligation to the Commission. The decision was that further clarification needed to occur and that the Bylaws needed to be amended. Current the Bylaws read: 10. Attendance a. A commissioner may be excused from a meeting by providing advance notice to the commission chairperson, vice-chairperson or secretary. b. In the event that any commissioner has three (3) or more unexcused, or five (5)total absences during any twelve month period, the commission may request that the City Council appoint a replacement for that member. The Commission will, to the extent possible, identifY an alternate for appointment at the same time. Option I: To adopt the following changes to subsection 10 "Attendance" of the Diversity Commission Bylaws: 9. Attendance a. If a commissioner misses three meetings (excused or unexcused) in a consecutive 12-month calendar year period, the Human Services Manager will notify the Chair. b. The Chair may bring the results to the Commission and the Commission may decide whether to recommend continued participation by said commissioner. c. If the Commission recommends that said commissioner is to be replaced, then they will make that recommendation to the City Council and request a replacement be appointed. Option 2: To amend the current Bylaws of the Diversity Commission by proposing other language Option 3: To not recommend amending the Bylaws of the Diversity Commission. Staff Recommendation ~-2- COUNCIL MEETING DATE: November 4, 2008 ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: 2009/20 I 0 Human Services Commission Funding Recommendations POLICY QUESTION: SHOULD THE CITY OF FEDERAL WAY ACCEPT THE HUMAN SERVICES COMMISSION FUNDING RECOMMENDA nONS FOR 2009/20 I O? COMMITTEE: PRHSPS MEETING DATE: October 14, 2008 CATEGORY: [gJ Consent D City Council Business D Ordinance D Resolution D D Public Hearing Other STAFF REpORT By: L YNNEITE HYNDEN, HUMAN SERVICES MANAGER DEPT: Community Development ----.-----------.--------------_______________________.__.___...______________________~ervices D<<pa~fI1~!l~__.______________ Attachments: · Memorandum to PRHSPS Council Committee Dated October 2, 2008 · 2008 Human Services Commission Funding Recommendations for 2009-20 I 0 · Housing & Human Services Five Year Strategy Plan · Exhibit A: Public testimony documents_ Options Considered: L Recommend approval of the 2009-2010 Human Services Commission Funding Recommendations. 2_ Do not recommend approval of the 2009-2010 Human Services Commission Funding Recommendations. 3. To amend the proposed 2009-2010 Human Services Commission Funding Recommendations. - .--.-..__.._._._____..~__m_..___________....____.,...._.___...._.._.__ ...._ --......-.-._.._.______......_..____m.._._.____..._.._____.___.___'m__._.____..___ ____.._._____.__......___.__...__..________..._.______._.__...._.______....___.__.________..._ STAFF RECOMMENDATION: Option 1 is recommended. CITY MANAGER ApPROVAL: DIRECTOR ApPROVAL: ~ Committee Council Council COMMITTEE RECOMMENDA TION: "I MOVE TO APPROVE OPTION Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: "/ move approval of option _" (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: o APPROVED o DENIED o TABLED/DEFERRED/NO A(.TION o MOVED TO SECOND READING (ordinances only) COUNCIL BILL # I ST reading Enaelment reading ORDINANCE # c-\ ~ CITY OF ~ Federal Way MEMORANDUM DATE: TO: FROM: VIA: CC: SUBJECT: October 2, 2008 PRHS&PS Council Committee Lynnette Hynden, Human Services Manager Cary Roe, PE - Assistant City Manager, COO Greg Fewins - Director, CommtUlity Development Services Human Services Commission Recommendations for the 2009-2010 Human Services General Fund On Monday, September 29,2008, the Commission held a public hearing. Both written and verbal comments were received from some of the agencies who have requested funding via an application process for the 2009-2010 Human Services General Funds. The Human Services Commission provided all of the agencies being considered for funding a preliminary funding decision prior to the public hearing. After the comments were received, the Commission deliberated. A motion was received by the Commission chair to present the funding recommendations to the City Council via the Parks and Recreation, Human Services and Public Safety (PRHS&PS) Council Committee on October 14, 2008. The spreadsheet is attached. Backt?,round The common application process in which Federal Way joined with other South King County Cities began in March, 2008. Federal Way staff participated in the Funders Forum where the agencies were invited to discuss with staff from the represented cities questions or comments regarding the ftUlding process. Agency turn out was mixed with new applicants and returning applicants. The City Of Federal Way received 61 applications from approximately 35 agencies located throughout King County that serve Federal Way residents. The sum of Human Services General Funds requested totaled $1,050,145. This was an increase from 2007-2008 total request of $957,668. Year after year Human Service agencies see an increase in requested services and this year the city received a few new agency/program requests. The Human Services Commission's Ad Hoc Committees reviewed all 61 applications during their 4 sessions. The Ad Hoc Committees saw at least two Commissioners participate along with staff. At these meetings questions regarding some of applications were identified which raised further questions. Additional questions were sent to the applicants if their application was not clear or essential information was missing. All requests for additional information were received and were considered by the full Commission. The Human Services Commission held special business meetings in July, August and September to review the applications and consider staff's recommendation for funding. A straw poll was C-Z- . , conducted by the chair as to each application to determine whether to consider the application for funding or eliminate the application from consideration. This was done based on multiple factors , from the Ad Hoc committee's reviews, the additional questions and responses by the agency and the agency's past contractual performances. Human Services General Fund Demo2raphics The estimated funds available for the 2009/2010 Human Services General Fund total $430,000. If the City Council approves the request to hold the estimated funding at the 2007-2008 level for the Human Service General Fund grant program, then the Human Services Commission recommendations are appropriate to be forwarded through the Council Committed for consideration as recommended. However, should the City Council reduce the over all estimated budget of $430,000, the percentage of the decrease will be equitability distributed among all recommended applications. In other words, without eliminating a program the shortfall will be equally dispersed. Four applications were not considered for funding due to being incomplete or late submission. It is recommended that 37 applications be funded which is approximately 60% of the applications received (61 applications). Four additional applications are recommended for funding through a one-time funding contingency plan. The second contingency plan is the place holder for one agency listed to receive the United Way/Human Services employee pledges and collections during the 2008 campaign for 2009. City's Human Services Strate2ies The Human Services Strategies are outlined in the Housing and Human Services Consolidated Plan (attached) and are the basis for decision making and recommendations for funding the applications. · Strategy - Support Basic Human Service Needs Through Funding of Emergency Services (Formerly Goal I) Of the 20 applications which best fit this strategy, 14 of them were recommended for funding. The total sum recommended for funding is $213,300 or 49% of the overall estimated funds to be available in 2009-20 I O. The following are the programs recommended: · Emergency Assistance - Catholic Community Services · Food & Clothing Bank - MSC · Emergency and Transitional Housing - MSC · Emergency Human Services - St. Vincent de Paul Society · Primary Medical- CHCKC (Healthpoint) · Primary Dental - CHCKC (Healthpoint) · Homeless Shelter for Women - Hospitality House · Emergency Housing - YWCA · Emergency Shelter/Rent Assist. - FWCCN · Emergency Feeding Program of Seattle & King County - Emergency Feeding · Nutrition - Federal Way Senior Center · Meals on Wheels - Senior Services of Seattle 03 · Volunteer Transportation - Senior Services of Seattle · Community Dinning - Senior Services of Seattle · Strategy - Support Programs That Promote Individual & Community Safety Throughout Federal Way (Formerly Goal 2) Eighteen applications best fit this strategy and 14 of them were recommended for funding. The total sum recommended for funding is $1 14,000 or 26% of the overall estimated funds to be available in 2009-2010 The following are the programs recommended: · PACT - Institute for Family Development · Safe Zone for Kids - Boys and Girls Club · SKC Latina DV Advocacy - Consejo · Continuum of Housing - DAWN · Community Advocacy - DA WN · 24-Hour DV Crisis Line - DAWN · We Are Family - KW A · DV Advocacy - VCCC · DV Services - YWCA · Substance Abuse Treatment - Kent Y &F · 24-hour Crisis Line - Crisis Clinic · 2- I - 1 Community Information Line - Crisis Clinic · Teen Link - Crisis Clinic · Sexual Assault Victim Services - KCSARC · Strategy - Continue to Develop a Comprehensive Human Service Network & Address the Service Needs of Special Needs Groups So That They Can Participate Fully In The Community (Formerly Goal 3) Nine applications best fit this strategy and 5 of them were recommended for funding. The total sum recommended for funding is $35,000 or 8% of the overall estimated funds to be available in 2009-2010 The following are the programs recommended: · Family Support Program - VCCC · RussianlUkrainian Refugee Assist. -Ukrainian Community Center · Volunteer Chore - CCS · Strengthening Families - Children's Home Society · General Literacy - MSC · Strategy - Provide A Supportive Environment & Services for Low-Income Families with Children (Formerly Goal 4) Six applications best fit this strategy and 4 of them were recommended for funding. The total sum recommended for funding is $73,000 or 17% of the overall estimated funds to be available in 2009-2010 The following are the programs recommended: · Pregnancy Aid - Pregnancy Aid · Mental Health Counseling - VCCC · Family Services Programs - Birth to Three · Play & Learn Group - ACAP 6-1-( Proposed Staff Recommendations: , Based on the anticipation that the estimated funds'will be available for the budget cycle of 2009- 20 I 0, staff assisted in the development of the attached funding recommendations using the following criteria: 1. Addressed the City's Human Services Strategy as outlined in the Housing and Human Services Consolidated Plan. 2. Allocated a minimum of37% of the Human Services General Fund budget to support the basic/emergency needs in Federal Way. In April 1998 the City Council established a policy to assure the residents of Federal Way that a portion of the budget will be allocated to support basic/emergency needs. 3. The culmination of the Ad Hoc Committee Meetings, Agency's documentation and the overall straw poll from the full Human Services Commission. In addition to the recommendations, staff recommended contingency plans to include the $33,000 that could be carried forward from the 2007-2008 budget cycle. The Capacity Building Partnership Program will not have spent its allotted dollars by end of year 2008. Contingency Plan I will utilize a reserve of approximately $33,000 to fund 4 additional programs. Seeing the need for continued support for the needed services in Federal Way, staff suggested the following agencies be considered for contingency funding should the Commission have the ability to secure the one-time funding. The Commission approved the recommendation. The following agencies are considered for Contingency Plan I funding: · My Service Mind - Ethnic Senior Services - Goal I · Jewish Family Center - Refugee & Immigrant Services - Goal I · Emergency Feeding Program - Emergency Feeding Program - Goal 1 · HOME/REACH OUT - Homeless shelter for single men - Goal I The Contingency Plan 2 allocates pending pledges and fundraising monies from the 2008 United WaylHuman Services giving campaign. The Commission felt strongly about allocating all the funding from the fund raiser to the Boys and Girls Club in Federal Way. Conclusion The attached 2009-2010 Human Services General Fund recommendation is a result of a comprehensive assessment process which the Human Services Commission undertook over the past several months. Staff is assured that the process was wholesome and although strenuous at times was very productive. All agencies presented compelling documentation to support their programs and needs; the decisions were made based on a culmination of several factors. In the end the funds have been equability divided as follows: · Family Needs/Services (food, clothing and shelter) $134,000 (31 %) · Self Sufficiency (literacy, mental and physical health care) $104,000 (24%) · Community Protection $90,000 (21 %) · Youth Services $63,000 (15%) · Senior Services $39,000 (9%) After you have reviewed the attachment, if you have any questions, I can be reached at 253-835- 2650 C-5 ::> ... ::> " . n ::> ::> " >- u c- O> ~ 0>" C C :;:: .. c - o Q. U 0; "t> C U E C !2EE o u .. 0:: I- 2.:1 '/) c l\J L.. ~C> :J "t> .. u coo ::>0 ...0 _N ~~ E <{ ::> - lL. I)~ (/) J: ~o Co ::>N ... . 0> tr 0 "0 O::N ~"O I) C " :J lL. "- : ~ , CI) C , CI) - C> ) ~ , C) ~ .~ CI) (/) C l\J E :J J: E ~ 0> o Q. ~ o .. '0 ~ c .. '! n u <( >- o c~ .. N 0>" C C :.:; fa C - o Q. 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The 2006 COBG budget estimates the amaunt anticipated by the City to be available: Cammunity Development Block Grant*' Estimated Program Income (CDBG) Human Services Program 2006 $ 736,56~ $ 81,817 $ 412,5005 Total $1,230,882 There are alsa several ather fund saurces that are nat allocated exclusively to the City, but may suppart Federal Way hausing and community development activities. The majar 'Ones are described below. The Emergency Shelter Grant Program is a federal.program that is awarded and administered by King Caunty. This program .is combined with CDBGfunds taprovide 'Operating funds to shelter providers throughaut King Caunty outside of Seattle. The annualcountywidefl1nding level is approximately $200,000~ The McKinney Homeless Assistance Funds are federal funds awarded ta Seattle.,. King Caunty through:a competitivejaint applicatian ta HUD. far the regianal continuum of care far hameless peaple. There C)re appraximately 60 McKinney funded programs throughaut King County annually. The Supportive Hausing Program (SHP) funds services and transitianal hausing for hameless peaple throughaut the Caunty. The annual countywideJundinglevel is $14 millian per year and includes programs located in the City 'Of Seattle that assist King Caunty r~~idents and programs lacated in King Caunty '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 Cantinuum 'Of Care Homeless Assistance federal grant that. funds lang-term rental assistance. far previausly hameless people with chronic disabilities. King County contracts with the Plymouth Housing Group ta administer the SPC program. The annual countywide funding level is $4,500,000 (SPC). House Bill E2SHB 2163 "- Washington Homeless Initiative. New legislatian introduced adapted by the state ta addr~ss hamelessness'statewide. This bill provides a funding 4 The new Interlocal Agreement to participate in the King County CDBG Consortium for the 2006-2008 sets- aside 42% of the City's annual CDBG 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..~ estimated 10% reduCtion by Cong(ess. 5 In 2006, a significant supplemental source otone-time funding is no longer available, which will impact the Human Services General Fund budget and future funding allocations. 19 c-" 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 $3 million annually from the new state I?rogram. King County re~ive,sf$'1,OOO,()OOannuallyfrom theState'sTransitio~~1 Housing Operating and ReritalAssistance (THOR). - The THOR program funds transitional housing for homeless families with children. - < 0" ':..~ -. The King County COBG Consortium Housing Stability Program (HSR) is administered by King Courity. Five percentofthe C,onsortilJm'sann,ual,CPI?G funds and program income are used to assist homeowners. and tenants in danger olforeclosureor . eviction and assist individuals and families who are hOq1elE:!ss.inobtaining permanent housing. Approximately $350,000 is available annually to King County CDSG Consortium city residents The King County Consortium HOME Program is administered by King County. This isa HUn program whose Junds eanbe used for capital and operating supporttoa variety of projects for low.:.inoome renters and owners: . The funding is available to projects on a countywide basis. The annual funding level is $4,500,000. HOMEfunding from the American Dream Downpayment Initiative (ADD!) is also allocated to and administered through the Co"sorti~m. Funds provide downpayment -assistance to income eligible first-time home buyers" The annuaHunding.levelis $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 projectsalid unitswithin'hollsing projects that are affordable to households aforbelow 50% of the area' median' income. KingCouhty administers the program by interlocal agreements between the Couhty and all ofthecities and towns. The annual funding level is approxilTlately,$3 million annually. Th~WashingtpnStateHousingTrust 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 beaward 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,nousing to help homeless families sfateWide movesllCcessfully. from homelessnesstO'stable housing -and self.;.sufficiency; - Ttiese:resOOrceswilf bel1latched 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 facili~eslprojects typically i1iclude a lo~n from 20 &10' ~"",,"",~'__"~;"""'~_~-="""""'~C""""""''''''''-''''''~=___''''''~'=-~~'''-''''''',,",,,,,,,,,'''~-"''_'''1.<~-''''''~'''''S->'_~',="-,<...".,.,~,,,;_,-.";",,",,,""",,,,,,,,,,,",......___...._~~_...__..c-<o-~..&~_~,-~_~-,,.,.,.';,,,,",,'~_.--'"'"'......""~~........".,,~~~_,~:-......'''''''....'''..,"''.._.,-~.:e.'"~~~,.'''''_'"'''. a lender, private investment through the purchase of Jaw income housing tax credits, bond funds, or the proceeds of fund raising by the agency developing the project Nonprofit housing developers can obtain predevelopment loan funds, bridge financing and loans for the preservation of existing subsidized housing from Impact Capital. Local governments, private foundations, and banks provide the funding utilized by Impact Capital. Proj~cts thCit serve homeless and special needs populations, as well as, many public service programs, include donated funds, in-kind donations, foundation grants, and the proceeds ofTund raising. Strategies The. following strategies flow from the needs analysis and reflect the input of citizens and agencies that were consulted through interviews and 'communityforutns. They have been developed to guide fund allocation decisions so that locally identified priority needs are addressed, within the context of the national COBG program objectives for improving the lives of low- and moderate-income people. Those objectives direct that GOBG 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 Suitabl~ 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 slich strategies as job creation and retention; assistance to small busineSSeS (including micro-businesses); the provision of public services concerned with employment; availability of mortgagefinaricing 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 permanentrenfulhousing and homeownership. Thtoughpolicy, regulation, and funding, the City is committed to supportinglhis 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 C-II 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 expandaffordabJe rental hqusing opportLlnities fqr . households with less than 50 perceritofthe median income, with priority for those with incomes of less than 30 peicentup to 40 percent of th~ median income. (HS1) Targets Over five y~ars preserve and/or develop a minimum of 100 rental units for extremely low- and very low-income households, including single individuals, families, and the elderly. (HS1-01) Support programs that provide low-income Federal Way residents with rental assistance. (HS 1-02) Activities to Achieve Targets . Give priority for COSG funding to hQusing r~habilitation and development projects where all, ora portion, ofthe unitsservethelftrgeted income groups. . . . Encourage nonprofit developers of low-incqme housing t() consider C)qqlJisiti,()n ~nd rehabilitation of poorly managed and/or deteriorating rental properties that already house low-income residents but do not provide a safe and healthy living environment or make a positive contribution to the surrounding community. . Promote the downtown neighborhood as an area for development of neW affordable housing. . Support the King County Housing Authority in its effOl:ts 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 chaJlengeproposed changes in the SectiohtJ'fiousirig Choice Voucher Program that would drasticallYJeduce current fundingleve'ls. . 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:-relat~d policies. Strategy PrQvide funding for the operation and development of hqusiflglinked with supportive services forthe 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 ..____.~______~_____.__ c- \ ~ .__,_~_,_,_""*___,~~_._.._<_____________,~___,_~_,,-",-,_.,,,<=:,-~_""~",~~'_"~'c_"-"o.;.'~"""'~"~_~""-""'<""",,,';;~"""~j.-'............;;..;..~...~_~.,,_Ii 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 CDBG and Human Services General Fund Program. · Continue to provide funding to housing repair programs that can be used by elderly and disabled homeowners to make accessibility improvements that will allow them to stay in their homes. . · Support provision of in-home services that allow the frail elderly and people with physical disabilities to remain in their homes. · Continue participation in regional planning efforts and programs aimed at addressing the housing and service needs of special needs populations. . Strategy Address the needs of those residents of the community who are at-risk of becoming homeless, recognizing that the prevention of homelessness is the best way to address the Federal goal of eliminating hoine/essness 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-tenn 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 C-I~ 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 COBG and Human Services General Fund programs effectively tO$UPport 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 apprpaGh with o.therSouth 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 reiatively underserved areas of north and east King County. · Support the development of a youth transitional housing p(ogram in Federal Way. · Support the ~evelopmentof 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-incomehomeownerstoaffdrd the maintenance and Pl"!3servation of their homes,. and increase hom~ownership opportunities forlow- and moderate-incomefi/"!$t..timehomebuyers. (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 opporpmities for 10 low- and moderate-income housefrolds in Federal Way: (HS5-02) Activities to Achieve Target · Use COBG funds to provide housing rehabilitation assistance through the King CountyHous~ng'~epaif Program or similar programs. , · Us.e.C[)B(3JLind~tQassi~t nonprofit entitiest() ~cquire and/or rehabilitate..housing lJnits for sale.tqI9w:,~h~mqd~ratfrkicOIT,te fi~t-j;mebuyers. . · Use COBG funds for direct grantamj/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 arid counseling for first-time buyers and homeowners. 24 G-ILt ----....--.~~_~""-......~~=-_,..."....."..,.=__"''''"''_,b;o<>....--~__.~.."._=,.,..~.....,.,.. 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 resources. GOAL - Address human services needs by supporting service models that encourage self-sufficiency, empower families, enhance the quality of life, and help build strong communities6. Strategy Support basic human service needs through funding of emergency services. (HSS1l Target Maintain and increase the capacity of emergency services in order to help low-income people meet their b~sic life needs. (HSSt-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 COSG 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 finding of emergency services) of the 1999 Human Services Comprehensive Plan. a In 2004. the allocation to basic needs was 37 percent of the Human Services General Fund. 25 (-IS 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-o2) Support and increase services available in Federal Way or within close proximity. (HSS2-o3) 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 COSG and Human Services. Funding to help finance needed health and treatment services, especially for those low-income people who are not Medicaid eligible. . Provide COSG 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-o1 ) Continue the. fu.nding 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 G-1L L(- (~ 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 loiN-income and special neeclspopulations10. (HSS4) Target Maintain and increase collaborative efforts among local government, school districts, and service providers. (HSS4-01) Participat~ in countywide and regional efforts to address human service needs. (HSS4-QZ) Activities to Achieve Targets · Continue to fund human services as a priority for the use of both COSG and City Human Service General Funds · Continue to fund human service agencies that seive 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 comprehemsive 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-sufficiency and independence) of the 1999 Human Services Comprehensive Plan. 27 +~ (r ' 0\1 Strategy Support programs that promote individual and community safety throughout Federal Way11. (HSS5) Targets Provide funding for a wide range of programs to promote community safety. (HSS5-01) Create partnerships with the community;citydepartments, 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 oFPublic' Safety, the Legal Department, and non,:,profit service providers in cases of domestic violence and sexual assault. . ProviderCDBG and Human Services Program fundingfor effective intervention services for children, youth and families at risk of violence, child abuse or neglect, or substance abuse. Community Facilities Strategies The City willcontinueto provide funding support for community facilities, induding buildings tnat 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 A~~ist the developmentorrehabmi;;Jtion (jf c(jmmunity facilities anC!public infrastructure that benefitJow- and moderate-income residents, particularly 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 developmentof two neW cOmmunity facilities. (CFSr-02) " Support. community revitalization in lower;.incorne' areas. through the development of three sidewalk. lighting, traffic. or park improvement projeds.(CFS1-03) ". This strategy reflects Goal 2 (Support a strong service delivery system that increases public safety) of the 1999 Human Services Comprehensive Plan. 28 C-l~ EXHIBIT A &1\ September 25,2008 To: City of Federal Way From: Barry Turnbull Worker for Operation Blessing Community of Christ St. Luke's Federal Way, WA Dear Council, It has been brought to my attention that the city is planning on dropping the financial support for the Emergency Feeding Program of Seattle & King County in the years 2009-10. Operation Blessing uses these services to help the poor and oppressed people in our area.' We serve hundreds of people in various ways and provide food for families. This organization helps us give the patrons of Federal Way a support when they really need it. Operation Blessing has been very active in this emergency help and it is only on that basis that we operate. If we do not receive food from Emergency Feeding Program of Seattle & King County we will loose one element of our program that is worthy of its cause. If you could see the lineup of clients at our front door before it opens you would be amazed at how many people we help. This year we have reached our receiving numbers in September that has risen more than previous years. The financial picture is getting bleaker and bleaker. This makes it harder on us because we had to cut back on the amount of funds we could give to each client. If the food program is eliminated it would take from the program. This is a list of how we help people: Provide monies for help with Electric, Rent and other emergency purposes. Help place homeless people into homes for safety. Gas vouchers to aid in getting to work or for applications for employment. The very most important aspect is that we pray with them in this time of need and hope the Grace of God will helpl them. Please consider our request and keep the program going. Sincerely, Barry Turnbull L-2u Dear Human service committee: Thanks for your recommendation of $5,000 for We Are Family program at Korean Women's Association. We Are Family program is providing services for the victims of domestic violence and their children since 1972 and for Federal Way clients since 2000. Our services are: assist protection order, court hearing, divorce, child custody, safety plan, support group, immigration right, medical coupon, and welfare. We have served 27 clients in 2007. In 2008 until August, we have already served 15 clients and 5 in the shelter. We are asking $8,000 for 24 clients. Our one unit cost for direct service is $500 and $2500 for shelter. Please grant us full amount of $8,000. This is only program Korean Women's Association is asking grant from the city of Federal Way. Thank you so much. Mi- Yeoung Lee, Program Director. [-2-) METROPOLITAN KING COUNTY COUNCIL Councilmember Pete von Reichbauer Lynnette Hynden, Human Services Manager Federal Way Human Services Commission PO BOX 9718 Federal Way, WA 98063-9718 Dear Human Services Commission Members: For over 12 years My Service Mind of Federal Way has been working closely with the community to provide services to a diverse group of disadvantaged, low-income and ethnic residents in the Puget Sound region. MSM has recently partnered with the Evergreen Senior Club to provide important case management and human services that will help these clients conquer the social, language. and economic barriers that often plague this growing demographic. Although MSM does receive funding through King County as well as through community donations, the funding provided by the City of Federal Way's Human Services Commission is crucial to support their mission of caring for elderly and minority populations in Federal Way. Last year, MSM served 216 low income clients who were in desperate need of the services this organization provides. Please reconsider the Ethnic Senior Services proposal to assist MSM. the Evergreen Club, and to better address the needs of this vulnerable populatio , l..- Pete von Reichbauer King County Councilmember 29 September 2008 King County Courthouse, 516,Third Ave., Room 1200, Seattle, WA 98104-3272 Seattfe: 206-296-1007 Toll Free: 1-800-325-6165 ext. 6-1007 TTYITDD: 206-296-1024 Fax: 206-296-0198 E.mail: pete.vonreichbauer@kingcounty.gov Home Page: www.kingcounty.gov/vonreichbauer ..,.,..-@ &2-'"7-/ StMe of \.Vashington Honse of Represe"ntative$ STATE REPRESENTATIVE 30n! DISTRICT ., EDUCATION -- Ranking Member / SKJP PRIEST ApPROPRIATIONS SUBCOMMITTEE ON EOUCATION - Ranking Member September 29,2008 ApPROPRIATIONS Ms. Lynette Hynden, Human Services Manager City of Federal Way Human Services Commission 33325 8th Ave. 5_ Federal Way, WA 98063-9718 To Members of the Human Services Commission: I am writing today in support of a proposal being presented to you by the Evergreen Senior Club and My Service Mind. As you know, these are organizations that have been serving our community for over 10 long and dedicated years. Together they have provided a much needed connection between the diverse and growing ethnic population here and those of us that serve the community. The challenges facing our ever increasing senior population, particularly minority elders, are well documented. Seniors, in general, often face numerous obstacles due to very low fixed incomes, transportation and health issues. And ethnic seniors must overcome even greater hurdles due to language and cultural barriers. Too often, many Jose their sense of independence and are left helpless in their struggle for day to day life. Not surprisingly, Federal Way, as it so often does, mirrors the challenges faced by other communities in providing necessary services in this critical area. The proposed Ethnic Senior Services plan addresses the needs of these individuals. Through a comprehensive case management approach it helps provide access to DSHS services; Basic Health, Medicare, or Medicaid and mental health providers; referrals to food banks and other meal services; bill counseling; housing assistance, public transportation guidance and assistance with immigration and naturalization services. It is the type of collaborative approach that has often proved successful in other areas. Needless to say, I am certainly very appreciative of the budget challenges you face as you decide how to allocate scarce resources to meet the extraordinarily important goals of the commission. My thanks in advance for your consideration of this creative and thoughtful initiative. ~~ Skip Priest State Representative--30th District legislative Offices: 122A Legislative Building. PO Box 40600, Olympia WA 98504-0600 Phone: 360 786-7830 Toll-Free legislative Hotline - 800562-6000 TOO 800635-9993 Email: priest..skip~leq.wa.qov C-2-S Federal Way Human Services Commission Public Hearing on 2009-2010 Human Services General Fund September 29, 2008 The Chair declared the public hearing open at 5:45 pm Goal #1 speakers 1. Mary Ellen Stone, KCSARC Sexual Assault Services program. She explained how her agency helps their clients and thanked the Commission for their support. 2. Joseph Roni, St. Vincent de Paul Emergency Human Services Program. He thanked the Commission for their support. 3. Sam Osborne, Emergency Feeding Program of Seattle-King County. He thanked the Commission for their past support and asked them to consider funding EFP again in 2009-2010 in more than the Contingency Plan. He said the need is great during these difficult economic times, and they serve many Federal Way residents. 4. Barry Turnbull, Operation Blessing, St. Luke's Community Church. He spoke in favor of funding the Emergency Feeding Program, noting the great need for their service. 5. Doug Johnson, FWCCN Emergency Shelter/Rent Assistance program. He thanked the Commission for their support and noted the great need in Federal Way to keep people in their homes. He also spoke in favor of the HOME REACH OUT homeless shelter. 6. Nathan Brown, Federal Way Senior Center Nutrition program. He thanked the Commission for their support, noting that they have tripled their number of clients during the last few years. 7. Willa Gaines, HOME REACH OUT Homeless Shelter for Single Men. She thanked the Commission and said she hopes their program can be a part of solving one aspect of the homeless problem in Federal Way. 8. Bob Bliesner, HOME REACH OUT Homeless Shelter for Single Men. He said he was Chairman of the Board for HOME and described the two successful shelters they have (HOME and ARISE). He said REACH OUT would replicate those shelters. 9. Jennifer Kenyon, My Service Mind Ethnic Senior Services. She asked the Commission to reconsider their decision to only fund their program in the Contingency Plan, noting the need in Federal Way for services for Korean seniors. Goal #2 1. Bob Roegner, Board President, Federal Way Boys & Girls Club, Safe Zone for Kids. He thanked the Commission and said he was very grateful for their funding. G 2-Lj 2. Grant Newport, Board member, Federal Way Boys & Girls Club, Safe Zone for Kids. He Thanked the Commission for their support. 3. Shelley Puariea, Executive Director, Federal Way Boys & Girls Club, Safe Zone for Kids. She thanked the Commission, noting their program helps meet the needs of low-income families in Federal Way. 4. Michael Heinisch, Kent Youth & Family Services Substance Abuse Treatment program. He thanked the Commission for their support of the Substance Abuse program. He said he is also Board President of the South King Council on Human Services and thanked the Commission on behalf of that organization for their hard work. 5. Korean Women's Association We Are Family program. Dee Dee Catalano read a letter into the record on behalf of KWA asking the Commission to fund them at their full request of $8,000. 6. Nicole Penman, Valley Cities Counseling & Consultation Domestic Violence Advocacy program. She thanked the Commission for their support of all of Valley Cities' programs. Goal #3 1. Eileen Rasnack, Catholic Community Services Volunteer Chore Program. She thanked the Commission for their support, noting the increasing need to help seniors in Federal Way due to worsening economic times. 2. Trish Crocker, Children's Home Society Strengthening Families program. She thanked the Commission for their support. Goal #4 1. Patricia Noecker, Pregnancy Aid of South King County. She thanked the Commission for their support, noting that Pregnancy Aid is an all-volunteer program that helps many Federal Way residents. The Chair declared the public hearing closed at 6:35 pm. c- 2-:::> COUNCIL MEETING DATE: October 21, 2008 ITEM #: CITY OF FEDERAL WAY , CITY COUNCIL AGENDA BILL SUBJECT: ASPHALT PATH REPAIR POLICY QUESTION Should the City accept asphalt path repair bids and authorize the Assistant City Manager to enter into a contract with the successful bidder? COMMITTEE: PRHSPS MEETING DATE: Oct 14,2008 CATEGORY: [g] Consent o City Council Business o Ordinance o Resolution o o Public Hearing Other: ~!~_I'_I'~_~g~!}lX:~_t~P~~!I~~~~,_J:>~r~~_~~~~iFti~~JY1~!1<lg~rm___m __mmmm _ DE~~:m ~~~Sm m ___mmHmm History: Staff is recommending repairs to 3 Parks with asphalt paths that have suffered damage from tree roots or other weather related factors. Park Operations is in the process of mitigating the root problems and have received bids to repair the paths at West Campus Trail, Palisades Park and Wildwood Park. Bid Result: 9 companies from the Small Works Roster were invited to bid and 3 responded. See attachment for complete bid results. Each contractor was clearly informed that the City reserved the right to split the sites into more then one contract if there was a significant advantage. Split award recommendation: NW Asphalt to be awarded West Campus Trail & Palisades Park for a total including tax; $44,354.83 A.C. Moate to be awarded Wildwood Park for a total including tax; $32,793.74 The combined total including tax, for these two contracts is $77,148.57. This project will be funded out of the Major Maintenance account which will have a balance of$237,590 after the West Campus Tree removal project is subtracted. 9pti()~~~()~~i~eE~d :]'\J'()l1e;(l~t~e~ip~az(lrds __rrlu~tb~rep<lir~~_: STAFF RECOMMENDATION: Staff recommends Council accept the bids from NW Asphalt and A.C. Moate and authorize the Assistant City Manager to execute two separate contracts for asphalt path repairs for a grand total of $77,148.57 CITY MANAGER ApPROVAL: to Council ..c T. ~..., DIRECTOR ApPROVAL: d'" ~ to Conuniltee To Council COMMITTEE RECOMMENDATION: Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: "I move approval to accept the asphalt path repair bid from NW Asphalt and A. C. Moate and authorize the Assistant City Manager to execute two separate contracts for services in the total amount of$ 77.148. 57. COUNCIL ACTION: o APPROVED o DENIED o T ABLEDfDEFERRED/NO ACTION o MOVED TO SECOND READING (ordinances only) REVISED - 02106/2006 (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) tJ-\ COUNCIL BILL # I ST reading Enactment reading ORDINANCE # RESOLUTION # ~ Fed~ral Way Parks and Facilities Division Date: To: October 14, 2008 PRHSPS Council Committee Via: From: Neal Beets, City Manager ~ AlA Cary Roe, Assistant City Manager fYV" - Stephen Ikerd, Parks & Facilities Manager ~ Asphalt path repair Subject: Below are the bid results for asphalt repairs at 3 City Parks. By splitting the sites and awarding the contracts to two different Companies, the City will realize a $ 6,467.00 savings from the lowest package price. West earn us Trail $43,532.57 $37,332.50 Palisades Park $17,892.35 Wildwood Park $45,534.75 $39,260.93 total package price with tax $94,463.91 $100,759.60 $83,615.76 \)-L COUNCIL MRRTTN(; nA TF.- Ortohpr ') 1 ')()()Q TT"'~II fI_ COUNCIL MEETING DATE: October 21, 2008 ITEM #: CITY OF FEDERAL WAY , CITY COUNCIL AGENDA BILL SUBJECT: WEST CAMPUS TRAIL TREE REMOVAL POLICY QUESTION Should the City accept tree removal bid and authorize the Assistant City Manager to enter into a contract with the success fill bidder? COMMITTEE: PRHSPS MEETING DATE: Oct 14,2008 CA TEGORY: [8J Consent o City Council Business o Ordinance o Resolution o o Public Hearing Other: .~!t\.I'~.~~<'>~!...~.Y:...~!~E~~~...!~~~~!....~~~~.~...~..f~~.il.i.ti.~.~M~~~g~~.. DEPT~ PRCS History: Council approved a work plan to remove trees along a section of the West Campus Trail north ofSW 225th PI and to replant the greenbelt with more suitable tree varieties. Following the September 16th Council meeting, staff mailed 76 letters of Notice to neighboring property owners informing them of the work plan. Staff received two replies, which were both in agreement and pleased with the proposed work plan. Since there were no other concerns raised within a week of sending the notice, bids were solicited. Bid Result: Staff solicited quotes from 6 qualified companies off the Small Works Roster and only Thundering Oak Enterprise submitted a bid of $49,000 plus $4,410.00 tax for a total contract amount not to exceed $53,410.00. This project will be funded out of the Major Maintenance account which has a balance of $291 ,000. Options Considered: NA STAFF RECOMMENDATION: Staff recommends Council accept the bid from Thundering Oak Enterprise and authorize the Assistant City Manager to execute a contract for tree removal services in the amount of $53,41 0.00. c:. T' ~~ DIRECTOR ApPROVAL: a.L CITY MANAGER ApPROVAL: to Council to Committee To Council COMMITTEE RECOMMENDA TlON: Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: HI move approval to accept the tree removal bid from Thundering Oak Enterprise and authorize the Assistant City Manager to execute a contract for services in the amount of $53,410.00. (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: o APPROVED o DENIED o TABLEDIDEFERREDINO ACTION o MOVED TO SECOND READING (ordinances only) REVISED - 0210612006 COUNCIL BILL # 1ST reading Enactment reading ORDINANCE # RESOLlJTION # E-\ COUNCIL MEETING DATE: October 21, 2008 ITE1\I #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: Patrol Auto Theft Task Force POLlCY QUESTION: Should the City of Federal Wav participate with the l7 South King County and Norrh Pierce Count}' Police and Sherif/Departments in the PA TROL Auto 771eji Task Force? COMMITTEE: Parks, RecreatIOn, Human Services and Public Department CouncIl Committee MEETING DATE: Oct. ]4,2008 CA TEGORY: [gJ Consent o City Council Business o Ordinance o Resolution o o Public Hearing Other STAFF REPORT By: Deputy Chief Andy lH\Vang Attachments: I. PRHS&PS Memo DEPT: Police Department Options Considered: 1. Accept to participate in the P.A.T.R.O.L. Auto Theft Task Force 2. Reject participation STAFF RECOMMENDATION: Staff recommends Option I. CITY MANAGER ApPROVAL: ~ ~~tlee fJ. L.IL .;ol,-Jo't .1 ; J' /Gl~ DIRECTOR APPROVAL: OJ __ 'P" jJ___ Committee Coullcil COMMITTEE RECOMMENDATlON:PRPS recommends Option_ Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: "I move approval for participation with the l7 South King County and North Pierce County Police and Sheriff Departments in the PA TRo.L Auto Theft Task Force. and authorize City Manager Neal Beets to sign the Inter/ocal Agreement COUNCIL ACTION: o APPROVED o DENIED o T ABLED/OEFERRED/NO ACTION o MOVED TO SECOND READING (ordinances only) REVISED - 02/06/2006 (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL BILL # I ST reading Enactment reading ORDINANCE # RESOLUTION # f - \ , CITY OF FEDERAL WAY CITY COUNCIL COMMITTEE STAFF REPORT DATE: TO: VIA: FROM: October 14, 2008 Parks, Recreation, Human Services & Public Safety Council Committee Neal J. Beets, City Manager Brian J. Wilson, ChiefofPolice SUBJECT: Patrol Auto Theft Task Force BACKGROUND: The Washington Auto Theft Prevention Authority (W A TP A) approved an award of $1 ,030,000 for preventing Auto Theft through Operation Links (P.A.T.R.O.L.). The P.A.T.R.O.L. Task Force is a regional auto theft task force comprised of I 7 South King County and North Pierce County Police and Sheriff Departments. The Federal Way Police Department has been selected to provide the First Line Supervision for the new program, as well as, support from the Bait Car Program. The grant, which was previously accepted by the Federal Way City Council on August 18,2008, will provide re- imbursement for the wages and benefits for the Lieutenant position to the extent of the contract language. This new program will be comprised of: 1 Supervisor; 6 Detectives; 1 Crime Analyst; I Prosecutor; I Paralegal; 1 Legal Assistant; I AFIS vehicle and operator. The task force will be housed in a facility provided by the Des Moines Police Department located at 272nd and Pacific Highway, in Des Moines. The Kent Police Department will assume the fiscal responsibility. F~ Z-- INTERlOCAL COOPERATIVE AGREEMENT BETWEEN THE MUNICIPALITIES OF AUBURN, BEAUX ARTS VilLAGE, BONNEY lAKE, BURIEN, COVINGTON, DES MOINES, FEDERAL WAY, KENT, MAPLE VALLEY, NEWCASTLE, PACIFIC, RENTON, SEATAC, SUMNER, TUKWILA, AND THE MUCKLESHOOT RESERVATION, THE KING COUNTY SHERIFF'S OFFICE, THE PORT OF SEATTLE, AND THE KING COUNTY PROSECUTOR'S OFFICE FOR CREATION OF THE PATROL AUTO THEFT TASK FORCE I. PARTIES The parties to this Agreement are the King County Sheriff's Office, the Port of Seattle, the King County Prosecutor's Office, the Muckleshoot Reservation, and the municipalities of Auburn, Beaux Arts Village, Bonney Lake, Burien, Covington, Des Moines, Federal Way, Kent, Maple Valley, Newcastle, Pacific, Renton, SeaTac, Sumner, and Tukwila, each of which is a municipal corporation I operating under the laws of the State of Washington. II. AUTHORITY This Agreement is entered into pursuant to Chapters 10.93, 39.34, and 53.08 of the Revised Code of Washington. III. PURPOSE The parties hereto desire to establish and maintain a multi-jurisdictional team to effectively investigate and enforce the laws relating to auto theft. IV. FORMATION There is hereby created a multi-jurisdictional team to be hereafter known as the "PATROL Task Force", the members of which are named above (I. Parties). The future admission or elimination of a jurisdiction as a member of the Task Force may be accomplished by an addendum to this agreement. V. STATEMENT OF PROBLEM King County and the municipalities within the Puget Sound area have experienced an increase in urbanization and population densities. The increase F5 in urbanization and population within the area has resulted in an increase in crime associated with auto theft. The ability to address auto theft and the crimes associated with it has stretched the resources of individual police department investigative units. Law enforcement efforts directed at dealing with auto theft issues have, for the most part, been conducted by law enforcement agencies working independently. A multi-jurisdictional effort to handle specific and complicated auto theft investigations will result in more effective pooling of personnel, improved utilization of funds, reduced duplication of equipment, improved training, and development of specialized expertise, improved information sharing and increased utilization/application of a combined auto theft task force. The results will improve services for all of the Agencies, increase safety for the community, and improve auto theft prosecution. VI. TEAM OBJECTIVES The assigned personnel from each Agency will form a combined investigation task force that serves each of the Agencies' service areas. The PATROL Task Force may also be available to outside law enforcement agencies as provided by laws relating to mutual aid. The objective of the PATROL Task Force shall be to provide enhanced and more efficient use of personnel, equipment, budgeted funds, and training. The Task Force shall respond as able and as approved by the Supervisor or Commander when requested by any of the Agencies. VII. DURATION AND TERMINATION The minimum term of this Agreement shall be one (1) year, effective upon its adoption and pursuant to the grant period. This Agreement shall automatically extend for consecutive one (1) year terms with reapplication and approval of the Washington Auto Theft Prevention Authority (WAPTA) grant process. A jurisdiction may withdraw its participation in the Task Force by providing written notice of its withdrawal, and serving such notice upon each Executive Board member of the remaining jurisdictions. A notice of withdrawal shall become effective ninety (90) days after service of the notice on all participating members. The Task Force may be terminated by a majority vote of the Executive Board. Any vote for termination shall occur only when the police chief of each participating jurisdiction is present at the meeting in which such vote is taken. VIII. GOVERNANCE The affairs of the Task Force shall be governed by an Executive Board ("Board"), whose members are composed of the police chief, or his/her designee, from F-~ each participating jurisdiction. Each member of the Board shall have an equal vote and voice on all Board decisions. All Board decisions shall be made by a majority vote of the Board members, or their designees, appearing at the meeting in which the decision is made. A majority of Board members, or their designees, must be present at each meeting for any actions taken to be valid. A presiding officer shall be elected by the Board together with such other officers as a majority of the Board may decide. The Board shall meet monthly, unless otherwise determined by the Board. The presiding officer, or any Board member, may call extra meetings as deemed appropriate. The presiding officer shall provide no less than forty-eight (48) hours notice of all meetings to all members of the Board; PROVIDED, however, that in emergency situations, the presiding officer may conduct a telephonic meeting or a poll of individual Board members to resolve any issues related to such emergency. The Task Force written policies, regulations, and operational procedures shall apply to all operations. Thus, to the extent that the written policies, regulations, and operational procedures of the Task Force conflict with the policies, regulations, and operational procedures of the individual jurisdictions, the Task Force written policies, regulations, and procedures shall prevail. IX. STAFF Upon establishment of this agreement, the following staff shall serve at the pleasure of the Board; provided that the Board may, by majority vote, change, eliminate or add staff positions as deemed appropriate. A staff member of the Task Force may be removed from his or her position for any reason by majority vote of the Board or by the chief/sheriff of the participating agency of whom he or she is employed. Commander: A Task Force Commander, with the rank of Lieutenant, Commander or Captain (or command level equivalent) from his/her respective Agency shall be appointed by the Board. The Commander shall act as principal liaison and facilitator between the Board and the members of the Task Force. The Commander shall operate under the direction of the presiding officer of the Board. The Commander shall be responsible for informing the Board on all matters relating to the function, expenditures, accomplishments, and challenges of the Task Force. The Commander shall prepare monthly written reports to the Board on the actions, progress, and finances of the Task Force. In addition, the Commander shall be responsible for presenting rules, procedures, regulations, and revisions for Board review and approval. Task Force Supervisor: A Task Force Supervisor with the rank of Sergeant or equivalent from his/her respective Agency shall be appointed by the Board. The ~~S Task Force Supervisor shall act as the first level supervisor for the task force and shall report directly to the Commander. Task Force Detective: The Task Force shall consist of six (6) detectives assigned from various participating agencies. The agencies which provide detectives will be determined by the Executive Board at the beginning of each year. Crime Analyst: The Task Force shall consist of one (1 ) crime analyst provided by one of the participating agencies. The Executive Board will determine which agency provides this position. Prosecutor/Paraleqal: The Task Force shall consist of one (1) prosecuting attorney and one (1) paralegal provided by the King County Prosecutor's Office. This direct access will improve communication and prosecution of auto theft cases investigated by the Task Force. AFIS Examiner: The Task Force shall consist of one (1) AFIS Examiner and vehicle. This will be provided from The King County Sheriff's Office and will be available to assist the Task Force and the ATTACK auto theft task force when needed. All rights, duties, and obligations of the employer and the employee shall remain with the contributing jurisdiction. Each jurisdiction shall be responsible for ensuring compliance with all applicable laws with regard to employees and with provisions of any applicable collective bargaining agreements and civil service rules and regulations. The Board will appoint the finance department of the Task Force Commander's agency to manage the finances of the Task Force. The duty of managing the finances of the Task Force shall be rotated to other participating jurisdictions in concurrence with the appointment of the Task Force Commander and at the discretion of the Board. X. EQUIPMENT, TRAINING, AND BUDGET Equipment, Training, and Expenses will be paid by the Task Force as outlined in the WAPT A grant and through the managing agency's finance department. Those expenses not outlined in the grant will be the responsibility of the incurring agency and/or their personnel. As outlined in the W APT A grant, each participating agency must provide a monthly expenditure to . the managing agency's finance department for any reimbursements through the WAPT A grant. F-Lo XI. LIABILITY, HOLD HARMLESS, AND INDEMNIFICATION The participating jurisdictions agree to equally share responsibility and liability for the acts or omissions of their participating personnel when acting in furtherance of this Agreement. In the event that an action is brought against any of the participating jurisdictions, each jurisdiction shall be responsible for an equal share of any award for or settlement of claims of damages, fines, fees, or costs, regardless of which jurisdiction or employee the action is taken against or which jurisdiction or employee is ultimately responsible for the conduct. The jurisdictions shall share equally regardless of the number of jurisdictions named in the lawsuit or claim or the number of officers from each jurisdiction named in the lawsuit or claim. This section shall be subject to the conditions and limitations set forth in subsections A through G below. A. Jurisdiction Not Involved In Task Force. In the event that a jurisdiction or its personnel were not involved in the Task Force during an incident that gives rise to a claim or lawsuit, and judgment on the claim or lawsuit does not, in any manner, implicate the acts of a particular jurisdiction or its personnel, such jurisdiction shall not be required to share responsibility for the payment of the judgment or award. B. Intentionally WronQful Conduct beyond the Scope of Employment.. Nothing herein shall require, or be interpreted to require indemnification or sharing in the payment of any judgment against any Task Force personnel for intentionally wrongful conduct that is outside of the scope of employment of any individual or for any judgment of punitive damages against any individual or jurisdiction. Payment of any award for punitive damages shall be the sole responsibility of the person or jurisdiction that employs the person against whom such award is rendered. C. Collective Representation and Defense. The jurisdictions may retain joint legal counsel to collectively represent and defend the jurisdictions in any legal action. Those jurisdictions retaining joint counsel shall share equally the costs of such representation or defense. In the event a jurisdiction does not agree to joint representation, the jurisdiction shall be solely responsible for all attorney fees accrued by its individual representation or defense. The jurisdictions and their respective defense counsel shall make a good faith attempt to cooperate with other participating jurisdictions by, including but not limited to, providing all documentation requested, and making Task Force members f-l available for depositions, discovery, settlement conferences, strategy meetings, and trial. D. Removal from Lawsuit. In the event a jurisdiction or employee is successful in withdrawing or removing the jurisdiction or employee from a lawsuit by summary judgment, qualified immunity, or otherwise, the jurisdiction shall nonetheless be required to pay its equal share of any award for or settlement of the lawsuit; PROVIDED, however, that in the event a jurisdiction or employee is removed from the lawsuit and subsection (A) of this section is satisfied, the jurisdiction shall not be required to pay any share of the award or settlement. E. Settlement Process. It is the intent of this Agreement that the jurisdictions act in good faith on behalf of each other in conducting settlement negotiations on liability claims or lawsuits so that, whenever possible, all parties agree with the settlement or, in the alternative, agree to proceed to trial. In the event a claim or lawsuit requires the sharing of liability, no individual jurisdiction shall be authorized to enter into a settlement agreement with a claimant or plaintiff unless all jurisdictions agree with the terms of the settlement. Any settlement made by an individual jurisdiction without the agreement of the remaining jurisdictions, when required, shall not relieve the settling jurisdiction from paying an equal share of any final settlement or award. F. Defense Waiver. This section shall not be interpreted to waive any defense arising out of RCW Title 51. G. Insurance. The failure of any insurance carrier or self-insured pooling organization to agree to or follow the terms of this section shall not relieve any individual jurisdiction from its obligations under this Agreement. XII. NOTICE OF CLAIMS, LAWSUITS, AND SETTLEMENTS In the event a claim is filed or lawsuit is brought against a participating jurisdiction or its employees for actions arising out of their conduct in support of Task Force operations, the jurisdiction shall promptly notify the other jurisdictions that the claim or lawsuit has been initiated. Any documentation, including the claim or legal complaints, shall promptly be provided to the Executive Board. Any jurisdiction or member who believes or knows that another jurisdiction would be liable for a claim, settlement, or judgment that arises from a Task Force action or operation, shall have the burden of notifying the Executive Board of all claims, lawsuits, settlements, or demands made to that jurisdiction. In the event a ~-<6 participating jurisdiction has a right, pursuant to section XIII of this Agreement, to be defended and held harmless by another participating jurisdiction, the jurisdiction having the right to be defended and held harmless shall promptly tender the defense of such claim or lawsuit to the jurisdiction that must defend and hold the other harmless. XIII. COMPLIANCE WITH THE LAW The Task Force and all its members shall comply with all federal, state, and local laws that apply to the Task Force. XIV. ALTERATIONS This Agreement may be modified, amended, or altered by agreement of all participating jurisdictions and such alteration, amendment, or modification shall be effective when reduced to writing and executed in a manner consistent with paragraph XVI of this Agreement. It is recognized that during the course of operations, it may become necessary to alter the terms of this Agreement to provide for efficient operation of the Task Force and to meet the goals of the Task Force. It is further recognized that the Board has the expertise necessary to provide for the efficient operation of the Task Force. To that end, the Agencies agree that changes may be made to this agreement, or addendums added to this agreement, without prior approval of the legislative bodies of the Agencies on the condition that such changes or addendums shall be effective only by a unanimous vote of all members of the Board. XV. FILING Upon execution hereof, this Agreement shall be filed with the city clerks of the respective participating municipalities, and such other governmental agencies as may be required by law. XVI. SEVERABILITY If any part, paragraph, section, or provision of this Agreement is held to be invalid by any court of competent jurisdiction; such adjudication shall not affect the validity of any remaining section, part, or provision of this Agreement. XVII. MUNICIPAL AUTHORIZATIONS This Agreement shall be executed on behalf of each participating jurisdiction by its duly authorized representative and pursuant to an appropriate resolution or ordinance of the governing body of each participating jurisdiction. This Agreement shall be deemed effective upon the last date of execution by the last ~-\ so authorized representative. This Agreement may be executed by counterparts and be valid as if each authorized representative had signed the original document. By signing below, the signor certifies that he or she has the authority to sign this Agreement on behalf of the jurisdiction, and the jurisdiction agrees to the terms of this Agreement. Mayor, City of Auburn Date City Attorney, City of Auburn Date City Clerk, City of Auburn Date Mayor, City of Beaux Arts Village Date City Attorney, City of Beaux Arts Village Date City Clerk, City of Beaux Arts Village Date Mayor, City of Burien Date City Attorney, City of Burien Date City Clerk, City of Burien Date Mayor, City of Covington Date City Attorney, City of Covington Date City Clerk, City of Covington Date Mayor, City of Des Moines Date City Attorney, City of Des Moines Date City Clerk, City of Des Moines Date F-fG City Manager, City of Federal Way Date City Clerk, City of Federal Way Date Mayor, City of Auburn Date City Clerk, City of Auburn Date Mayor, City of Beaux Arts Village Date City Clerk, City of Beaux Arts Village Date Mayor, City of Burien Date City Clerk, City of Burien Date Mayor, City of Covington Date City Clerk, City of Covington Date Mayor, City of Des Moines Date City Clerk, City of Des Moines Date City Attorney, City of Federal Way Date City Attorney, City of Auburn Date City Attorney, City of Beaux Arts Village Date City Attorney, City of Burien Date City Attorney, City of Covington Date City Attorney, City of Des Moines Date f-l) CITY OF FEDERAL WAY CITY COUNCIL COMMITTEE STAFF REPORT DATE: TO: VIA: FROM: l~ Octobe~ 2008 Parks, Recreation, Human Services and Public Safety Council Committee Neal J. Beets, City Manager (fJ" ", , (J~ 1/111/;.v:Y Brian J. Wilson, ChiefofPolic "U- SUBJECT: King County Regional 800 MHZ Radio System - Poor Radio Signal Coverage in Federal Way - Westside Sector I Back2,round' This report is inform the Council of the on-going effort by the city staff, Police and Information Technology Department and other government and non-government agencies to address the inadequate radio signal level in portion of the City (Westside - Sector I) to include the City of Des Moines. Since the inception of the Police Department, we have experienced poor radio reception and transmission by officers working in the field. Throughout the years, officers complained of areas within the city in which they could not effectively communicate with the Valley Communication Center (dispatch center) or with fellow officers. The primary geographical location where the officers have experienced problems has been on the Westside of the city and at Decatur High School where a School Resource Officer is assigned on a full-time basis. In early 2005, the Police Department worked cooperatively with King County Telecommunications Service Division and Valley Communication Center to find an acceptable solution to the problem. This initiative was launched after a School Resource Officer John Stray was involved in a physical altercation with an out of control student. The officer was unable to radio for assistance and was ultimately able to reach his supervisor via Nextel phone, summoning other officers to the scene. The Federal Way Police Department was informed by Valley Communication Center and King County Telecommunications that the King County Regional Radio System was working as designed, meeting the coverage at street level design criteria. It was also recommended that different radio antennas (e.g., dipole style antenna), service of the portables and unrealistic operational changes as a remedy to improve the performance of the radio system. The implementation of the technological changes by our officers made no noticeable difference and the remedies failed to address the on-going safety concerns by our officers working in the field. The Police Department was informed that the King County Regional 800 MHZ Radio System was working as designed and no feasible options existed to fix the system in Sector I or at the Decatur High School. G-\ I In 2007 and 2008, several incidents occurred again that raised serious public and officer safety concerns. In a tactical operation, Commanders Kyle Sumpter and Stan McCall complained of a poor radio signal in the Twin Lakes Neighborhood, south of Decatur High School, significantly hampering the communication of the officers involved (e.g., officers could see each other but could not communicate with the portable radios). In a separate incident, Officer Keith Pon was involved in a vehicle pursuit when the Valley Communication Center and other officers briefly lost radio contact with the officer while he was driving in the vicinity of S. W. Dash Point Road. The department also received complaints from officers during patrol briefing sessions about the inadequate radio signal level. On September 20,2007, a critical incident occurred at the Decatur High School that prompted the Police Department to work with many of the same stakeholders again to explorer the radio signal levels to include Decatur High School. A School Resource Officer Stacy Eckert at Decatur High School was involved in a violent struggle with a student suspect. Officer attempted to activate the "Emergency" Panic Button and to communicate on the portable radio failed. The officer was unable to use other means, i.e. cell phone to call for help. Fortunately, school staff heard the violent struggle and dialed 91 I, prompting a significant police response. Officer Eckert sustained minor injuries and the suspect was controlled with the assistance of other officers. As result of this incident, Chief Brian Wilson directed that a second officer, John Stray, be assigned at the school until a solution could be found to enhance the radio system, This commitment highlights the officer safety and safety of the students and staff at the school as result of the limited or no coverage of the 800 MHZ radios signal and Nextel system. The reallocation of the second officer placed a strain on the School Resource Officer Program, creating an urgency to find a quick solution to the problem. Since September 2007, numerous meetings and communication has taken place with the stakeholders to identify potential solutions to the non-existent radio signal at the Decatur High School and pockets in the city - Westside Sector 1. The stakeholders included: City of Federal Way Police and Information Technology Department, King County Telecommunications Service Department, Valley Communication Center, Federal Way Public Schools, South King Fire and Rescue, Sprint Nextel Corporation and Adcomm Engineering Company. Several solutions were identified and the most viable option at the Decatur High School was to install a Bi-Directional Amplifier (BOA). Engineering and installation of the BOA system by Sprint Nextel Corporation was the most viable technical fix to the poor radio signal and Nextel reception at Decatur High School. The City of Federal Way, Federal Way Public Schools and Sprint Nextel actively negotiated a three-way discussion and a contract was signed by the City and the Sprint Nextel to install a BDA system. In May 2008, Sprint Nextel completed the installation and the Nextel phones immediately worked flawlessly and the 800 MHZ radio system worked sufficiently throughout the school to release the second officer at the school. To address the poor radio signal coverage in Federal Way and Des Moines, King County L.- ?- 2 Telecommunication agreed to consult with Adcomm Engineering Company to get more detailed analysis than what has been done to date in terms of proposed solutions and feasibility. After the study was completed, the King County Telecommunications Service Manager David Mendel has acknowledged that there is not adequate signal level in the portions of Federal Way - Westside Sector 1 and Des Moines to support the level of communications of the Federal Way Police Department and South King Fire and Rescue staff, especially for portable usage. This is significant in that this was the first time the King County Telecommunications has acknowledged the existing radio signal level is inadequate in Federal Way. It should be noted that the problem is exacerbated by vehicle system and portable maintenance issues impacting performance degradation. This issue is being addressed by our staff; however, the service maintenance is not adequate to bring the low radio signal to an acceptable level. In the best of conditions, small pockets of Westside - Sector 1 are intennittent at best much of the time. King County Telecommunications Service Manager David Mendel will be presenting to King County Officials about the radio problem in Federal Way and Des Moines with several recommendations. To increase the signal to an adequate level, Manager Mendel believes that a new radio tower needs to be built in Federal Way, even though it is the most expensive option. The price tag for a new tower is estimated between $1.5 and $1.85 million with an estimated time of 12- I 8 months should funds become available. Manager Mendel is not very optimistic with the currently financial situation of the county that he will be able to secure funding to construct a new tower. On September 15, 2008, Manager Mendel briefed the group that he has been directed to perform detailed engineering analysis of all weak signal areas within the county to determine what options exist for mitigation. There has been four studies completed to date confirming the problem in Federal Way and additional study countywide will significantly delay addressing the issue for our staff and the community. Representative from the Federal Way Police Department and the South King County Fire and Rescue voiced our concerns about this approach. The group also provided suggestion to Manager Mendel to use the existing radio tower at the 15t Ave Fire Station which would bring substantial savings versus finding a site and building a new tower at a price tag of $1.5M - $2M. In addition, other less costly options are available to potential repair the problem (see attached Adcomm Engineering report). The King County Regional Radio System when constructed did not provide adequate radio signal level to portion of Federal Way and Des Moines, resulting in inability of police officers and fire fighters to communicate effectively with the dispatch center and with each other. The work is just beginning for the Next Generation Radio System and it maybe 6 to 10 years or longer before the system is in place in King County, We have been assured that the new system will be properly designed and engineered to avoid similar situation such as the current King County Regional Radio System. However, the current radio system radio signal level posses a risk to the public and first responders' safety and the system should be repaired or modified to meet the needs of the users. G"-:!:; ') .J Recommendation The Pollce Department is seeking the support of the Council to communicate with King County officials and Regional Communication Board on the importance of repairing the inadequate radio signal level in Federal Way. King County Regional Communication Board should take affirmative steps to fix the problem as it relates directly to the operation of the police and fire services and the safety of the public and first responders. The South King Fire and Rescue will also seek support and approval of the Fire Commissioners so that both agencies can speak as one voice, stressing the importance of repairing the current King County Regional Radio System. L.-11 4 ADCOMMENGINEERING COMPANY Communications Consulting Engineers January 24,2008 To: David Mendel King County Radio Communications Services From: Joe Blaschka Jr., PE Subject: Radio Coverage in Portions of the Federal Way Area - DRAFT VERSION Users of the King County Regional Trunked Radio System have complained of poor radio coverage and poor audio in portions of the City of Federal Way area. My initial review of this problem was discussed in a memo written in May 2005. That memo should be reviewed to provide additional information and background to my comments that follow. After the memo was written, additional information was requested regarding signa/levels from the Cambridge(CA), Federal Way(FW), and View Park(VP) radio sites in order to evaluate the sites that were providing the primary RF signal into the greater Federa/ Way area. The following information was evaluated: 1. A map from Federal Way showing the areas that are considered "800 MHz Radio Dead Signal Areas" dated September 27,2007. 2. STI drive test data from a file dated October 15, 2007 A review of the drive test data showed: 1. The signal levels in the lower Dash Point Road area are primarily coming from Cambridge and View Park at the -90 to -100 dBm level. This area should have acceptable mobile coverage but portable-on-the-hip coverage is likely poor in much of this area and in-building coverage is expected to be poor i n this area also. 2. The area west of 1 st Avenue South and north of approxi mately SW 336th Street generally has signal levels of -90 to -100 dBm. As mentioned above, this area should have adequate mobile coverage but portab/e-on-the-hip coverage is likely poor in much of this area and in-building coverage is expected to be poor. 3. Previous subjective listening drive testing mentioned there is a significant amount of mobile flutter in the area of SW 320th Street west of 1st Avenue South. The drive testing data shows the signal level s from the View Park, Cambridge, and Federal 3929 184th Place SE Bothell. WA 98012-8827 Voice: 425,821,8827 Fax: 425.488,3952 E-ma~: j.blaschka@adcomm911.com Joe Blaschka. Jr. PE G-~ Way sites is likely within 10 dB or less of each other. This relatively close signal strength from the three sites is likely exacerbating the "simulcast multipath" that causes the mobile flutter (popping sounds in the audio) throughout much of the area. This data reinforces the information previously obtained and the previous conclusions. They are: 1. This area meets the requirements outlined in the original system design specification of coverage for a portable radio on the street held at head height. This specification goes back to approximately 1992 when there was much less use of portable radios and portable radios with remote speaker-mics. 2. The signal levels are not adequate for current user expectations where portable radios with remote speaker-mics are routinely used. 3. In general, the signal levels are not adequate for in-building coverage except in cases where the building signal attenuation is small and the signal levels are on the higher side. Unfortunately, the terrain in the affected area has a significant effect on how signals are propagated throughout this area. Interestingly, the site that has some of the highest signal levels in this area is the Cambridge site. This is because the site is not too far away and the terrain drops away heading west, so much of the signal path is unobstructed. View Park appears to be somewhat terrain blocked along the southwest shor eline by the Vashon Island and the relatively high terrain along the southeast edge of Maur y Island. Possible solutions to the cover age problems in this area are: 1. Build another si mulcast site in a location that would provide significantly im proved coverage throughout the Federal Way area. Possible locations would be on Vashon Island or in the Federal Way area. Because of the terrain in the affected area, some tradeoffs will need to be made. For example, placing a site in the Federal Way area will improve the signal levels in the built up areas north of approximately SW 3401ll Street and west of 151 Avenue South but will provide less signal improvement along the shoreline. Placing a site on Vashon Isl and would significantly improved shoreline coverage but have less of an effect south of SW 320 III Street. This option would not require additional frequencies but is the highest cost option. The fu" set of trunking features (e.g., multiple channels, multiple talkgroups, EMER button operation, etc.) would be availabl e with this option. Estimated time to deploy is 12-18 months depending on site choices and permitting issues. Estimated equipment cost: $1,500,000. Estimated site cost: $50,000 to $350,000 depending on location. 2. Move the View Park site to a location on Vashon Island that would pr ovide better coverage along the mainland shoreline. Moving the site to Vashon Island could significantly improve the coverage along the shor eline since the terrain blockage caused by Vashon Island and Maury Island would be eliminated. This assumes, of course, that a suitable location could be found. This option would not require additional frequencies and woul d reuse existing equipment resulting in a less expensive option than a new site. However, moving the View Park site could result in significant losses in coverage on Vashon Island especiall y to the west half of the island. The full set of trunking features (e.g., multiple channels. multiple talkgroups, EMER button operation, etc.) would be available with this option. 2 L'1-(P Estimated time to deploy is 12-18 months depending on site choices and permitting issues. Estimated equipment cost: $200,000 (depends on connectivity). Estimated site cost: $50,000 to $350,000 depending on location. 3. Install an Intelli-Repeater(/R) site to provide coverage in localized areas much like EPSCA doing at Coal Creek and considering at Canyon Park. This option, while probably less expensive than option 1 and would not result in the reduced coverage changes of option 2, requires additional frequencies or reusing existing frequencies. Given the relatively large area to cover, finding frequencies could be a problem unless a relatively low power site was used with highly directional antennas. The full set of trunking features (e.g., multiple channels, multiple talkgroups, EMER button operation, etc.) would be available with this option. Estimated time to deploy is 12-18 months depending on site choices and permitting issues. Estimated equipment cost: $450,000 (depends on connectivity). Estimated site cost: $50,000 to $350,000 depending on location. 4. Using Bi-Directional Amplifier (BOA) systems to treat specific buildings where regular communications is required can resolve specific problems but does not provide an overall solution for a wide area. Depending on the si ze of the buildings and other technical issues that need to be res olved, the cost for several systems can equal the cost of a site. However, the BOA systems use existing frequencies so finding frequencies should not be a probl em. The full set of trunking features (e.g., multiple channels, multiple talkgroups, EMER button operation, etc.) would be available with this option. Estimated time to deploy is 2-6 months depend ing on building construction and any lease agreements required. Estimated cost: $20,000 to $100,000 depending on the size of the buildi ng and building construction. 5. Using a vehicular repeater system such as the FutureCom unit can provide improved coverage installed either as a fixed unit used instead of a BOA or installed in vehicles. Vehicular repeater systems have been around since the early 1970's and while they have improved, there are significant operational issues that can arise with their use in an urban setting where multiple vehicular repeaters may be operating in the same or nearby vicinities. These units are usually less expensive than a BOA system for in-building coverage but have a limited number of channels where a BOA system transmits all of the system channels into the buildi ng. A limited set or no trunking features may be available with this option depending on the specific equipment purchased. This option also requires FCC licensing on 700 MHz channels. Estimated time to deploy is 4-6 months depending on eq uipment delivery and building issues. Estimated cost to deploy approximately $30,000 to $40,000 per location depending on building and inst allation. 6. A single frequency repeater permanently patched to a specific trunked system talkgroup could be install ed to provide spot coverage in specific areas. This option would operate in a similar manner to a vehicular repeater installed at a fixed location 3 G'l except the site would have a dir ect connection to the conventional repeater. This option may be one of the least expensive options but it requires additional frequencies which may not be available depending on the coverage ar ea desired. No trunking features would be available with thi s option. Estimated time to deploy is 8 to 12 months including FCC licensing time assuming suitable frequencies can be found. . Estimated cost is $30,000 not incl uding site developm ent costs if a standalone site is built. This option will require on-going telephone com pany telephone line costs of betw een $200-300 per month depending on location of the transmitter. Unfortunately, there are no easy quick fixes to generalized coverage problems in the Federal Way area that to not have operational short comings. Fixing the coverage problems in the subject area may require more than one approach. G-1 4 :I: -- tn CD m 0-1 ..... x Q) . . (") ^ 0 -c ..., G) :E ::T 0 -- CD - acn :J CD ::J :J -< ..,'< 0 0 CD enCC -- 0 < 3 a CD CD ~C1 ~ :J CD en 0 ..., 3 ~ 0 c: 0 0 CD ::] c: ~CD -c Slc: ..... CD Q) ::J CD -- :J -- (") ::] -- m OJ o ,.... ~ :J 0 C') C') -0 ::J,< ."cg CD Q) ,..... 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