Council PKT 09-02-1997 Special/Regular
City of Federal Wa./
C- Council Meeting
AGENDA
'\
September 2, 1997
COUNCILMEMBERS
Mahlon "Skip" Priest, Mayor
Jack Dovey
Hope Elder
Mary Gates
Ron Gintz
Michael Park
Phil Watkins
CITY MANAGER
Kenneth E. Nyberg
Office of the City Clerk
AGENDA
FEDERAL WAY CITY COUNCIL
Council Chambers - City Hall
September 2, 1997
* * * * *
Special Meeting - 5:00 p.J11.
I. CALL MEETING TO ORDER
II. CITY /LAKEHA YEN UTILITY DISTRICT JOINT SESSION
III. ADJOURNMENT
I.
II.
III.
a.
b.
c.
IV. **
.'"
Regular Meeting - 7:00 {2..lIL.
CALL MEETING TO ORDER
PLEDGE OF ALLEGIANCE
PRESENTATIONS
Recognition/City Manager of the Year
Recognition/Kitts Corner Public Works
ProclamationlUnited Way Day of Caring
CITIZEN COMMENT (3 minute limit per person)
over please . . .
V.
a.
b.
c.
d.
e.
f
VI.
a.
VII.
VIII.
IX.
a.
b.
X.
CONSENT AGENDA
Minutes/August 5. 1997 - Regular Meeting Minutes
1998 Community Development Block Grant Funding Recommendations
COPS MORE '96 Grant Acceptance
Youth Commissioner Removal
Kent Jail Agreement Modification
Resolution/King County Emergency Services Ballot Measure Authorization
INTRODUCTION ORDINANCES
Council Bill # 177 /Domestic \'iolence Prosecution Code Amendment
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FEDERAL WAY,
WASHINGTON, ADOPTING BY REFERENCE RCW 26.10.220 AND 9A.36.150, WHICH
ESTABLISH FURTHER CRIMES OF DOMESTIC VIOLENCE.
b. Council Bill #178/Telecommunications Code Amendment
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FEDERAL WAY,
WASHINGTON, AMENDING CHAPTER 22 OF THE FEDERAL WAY ZONING CODE,
PERTAINING TO LAND USE AND ZONING, ADOPTING NEW REGULATIONS FOR THE
SITING AND DEVELOPMENT OF WIRELESS TELECOMMUNICATIONS FACILITIES.
CITY MANAGER REPORT
CITY COUNCIL REPORTS
EXECUTIVE SESSION
Potential Litigation/Pursuant to RCW 42.30.11O(1)(i)
Property Acquisition/Pursuant to RCW 42.30.110(1)(b)
ADJOURNMENT
.. PLEASE COMPLETE PINK SLIP & PRESENT IT TO THE DEPUTY CITY CLERK PRIOR TO SPEAKING.
Citizens may address the City Council at this time. When recognized by the Mayor, please come fOlWard to the podium and state your
name and address for the record. PLEASE LIMIT YOUR REMARKS TO THREE (3) MINUTES. Citizens may comment on
individual agenda items at times during any regularly scheduled City Council meeting, prior to the Citizen Comment at the beginning
of each regularly scheduled meeting.
.
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MEETING DATE: September 2, 1997 ITEM# ~ ~)
.....................................................................................................................................................................................................................................................
CITY OF FEDERAL WAY
City Council
AGENDA ITEM
SUBJECT: City Council Meeting Minutes
.......................................................................................................................................................................................................................................................
CATEGORY:
BUDGET IMPACT:
LCONSENT
_ORDINANCE
_BUSINESS
_HEARING
_FYI
_RESOLUTION
STAFF REPORT
PROCLAMATION
_STUDY SESSION
OTHER
Amount Budgeted: $
Expenditure Amt: $
Contingency Reqd: $
.........................................................................................................................................................................................................................................................
A IT ACHMENTS: Draft City Council Regular Meeting Minutes:from August 5. 1997
. . ...................................................................................................................................................................................................................................................
SUMMARYIBACKGROUND: Official meeting minutes as required by the Revised Code of Washington
.....................................................................................................................................................................................................................................................
CITY COUNCIL COMMITTEE RECOMMENDATION: Approve minutes as presented.
.....................................................................................................................................................................................................................................................
..~.~~~~~.~~~~~~~~::..~~~.~~:~_..~_M'Ji'{#~_--_......._-.........---
APPROVED FOR INCLUSION IN COUNCIL PACKET: @!?
(BELOW TO BE COMPLETED BY CITY CLERK'S OFFICE)
COUNCIL ACfION:
_APPROVED
_DENIED
_TABLEDIDEFERRED/NO ACfION
COUNCIL BILL ##
1st Reading
Enactment Reading
ORDINANCE ##
RESOLUTION ##
.I:\agcnda.bil
.
.
DRAfl
FEDERAL WAY CITY COUNCIL
Regular Meeting
Council Chambers - City Hall
August 5, 1997 - 7:00 p.m.
.
MINUTES
I. CALL MEETING TO ORDER
Mayor Priest opened the regular meeting of the Federal Way City Council at 7:00 p.m., in Council
Chambers, City Hall, Federal Way, Washington.
City Council present: Mayor Mahlon "Skip" Priest, Deputy Mayor Hope Elder; Councilmembers
Michael Park, Mary Gates, Ron Gintz and Phil Watkins. Councilmember Jack Dovey's absence
was excused.
City staff present: City Manager Ken Nyberg, Deputy City Manager Philip KeightIey, City
Attorney Londi Lindell, City Clerk Chris Green and Deputy City Clerk Bob Baker.
II. PLEDGE OF ALLEGIANCE
Councilmember Gates led the flag salute.
.
III. PRESENTATION
a. SPIRIT AwardIMonth of Au~st
City Manager Nyberg announced the SPIRIT Award recipient for August is Senior
Services/Special Populations Coordinator Doug McCormick. Mr. Nyberg read from Doug's
nomination form, which in part, read, "Doug has demonstrated a commitment to his job and the
City which has gone far beyond the regular "calI of duty." He puts in extra hours to ensure his
clients are receiving a quality product and has been working under very difficult conditions. He
has done so with professionalism and dedication. On hand to accept the award was Kurt Reuter.
Doug was unable to attend the meeting.
b. National Niiht Out (Added Item)
Police Chief Ron Wood was proud to announce tonight marked the 4th annual National Night
Out. This nation-wide event affords individuals and families the time to meet and acquaint
themselves with each others and gives police officers an opportunity to receive input, comments
or concerns. Chief Wood reported approximately 23 neighborhoods in Federal Way would be
participating in this years' event.
.
-
.
. REGULAR CITY COUNCIL MEETING
MINUTES - PAGE 2
IV. CITIZEN COMMENT
Cynthia Edvalds & Cindy Bennight both spoke in support of the proposed Wedgewood Park.
They stated many children in the area would benefit from its existence. A park committee has
been formed and work parties are being conducted and will continue. The committee has entered
into the Neighborhood Matching Mini-Grant Program with the City.
,
Alison Corrigan, Federal Way Chamber of Commerce, gave an update on tourism. She said a
task force has begun work and will advertise the City of Federal Way in the publication formerly
known as Destination Washini{ton.
.
Donna Gurr & DeDe Pree spoke of their concerns related to traffic volume and speed along First
Avenue South, near the Cove Apartments, where seven (7) Canadian Geese were recently killed
by a motorist. They stated pedestrian traffic is very much a concern as the crosswalks are not
appropriately marked. They also feared the wildlife populations are growing with no relief along
this piece of road. They've asked City staff for assistance and feel as though they are getting no
where. City Manager Nyberg informed Council he had spoken with Ms. Gurr and told her he
would voice her concerns to Public Works Director.
V. CONSENT AGENDA
a. Minutes/July 15. 1997 - Regular Meeting Minutes
b. \'oucher/August 5, 1997
c. Monthly Financial Report/June 1997
d. 6th Ave SW & SW Campus Dr Construction Proiect Final Acceptance
e. 1997 Asphalt Overl~ Project Chanae Order
f. West Fork Ilylebos Creek Rehabilitation Bid Award
COUNCILMEMBER GATES MOVED APPRO\' AL OF THE CONSENT AGENDA AS
PRESENTED; second by Deputy Mayor Elder. The motion carried as follows:
Priest
Gates
Gintz
Dovey
yes
yes
yes
excused absence
Elder
Watkins
Park
yes
yes
yes
VI. PUBLIC HEARING
. Cable Television Rates
.
-
REGULAR CITY COUNCIL MEETING
MINUTES - PAGE 3
.
Mayor Priest opened the public hearing at 7:24 p.m.
Council requested no formal presentation from Management Services Director Iwen Wang.
Donald Barovic stated the cost for TCI is "very, very expensive." He also said he is not
impressed with the quality of service he receives.
Barbara Reid spoke regarding her desire for a local access channel with a community bulletin
board. She feels special events and meetings should be listed. City Attorney Lindell stated we
have the option for a community bulletin and funding is a concern. Some monies are currently
banked for such an item; however, technology issues also are a factor and concern in the process.
Clarification of a cost analysis between TCI and \'iacom was sought and received.
Mayor Priest closed the public hearing at 7:35 p..
VII. CITY COUNCIL BUSINESS
a.
Cancellation of AUiPlst 19 Reilllar Meetina
.
MAYOR PRIEST MO\'ED TO SUSPEND SECTION 2 OF THE CITY OF FEDERAL WAY
RULES OF PROCEDURES PRO\'IDING FOR A CITY COUNCIL REGULAR MEETING
ON AUGUST 19, 1997; second by Deputy Mayor Elder. The motion carried as follows:
Priest
Gates
Gintz
Dovey
yes
yes
yes
excused absence
Elder
Watkins
Park
yes
yes
yes
MAYOR PRIEST MO\'ED TO CANCEL THE REGULARLY SCHEDULED MEETING ON
AUGUST 19, 1997; second by Deputy Mayor Elder. The motion carried as follows:
Priest
Gates
Gintz
Dovey
yes
yes
yes
excused absence
Elder
Watkins
Park
yes
yes
yes
MAYOR PRIEST MO\'ED TO ADD AN AGENDA ITEM TO THE COUNCIL BUSINESS
SECTION ENTITLED NAME CHANGE OF 320TH & mGHW A Y 99; second by
Councilmember Gates. The motion carried as follows:
.
.
.
.
.
.
REGULAR CITY COUNCIL MEETING
MINUTES - PAGE 4
Priest
Gates
Gintz
Dovey
Elder
Watkins
Park
yes
yes
yes
yes
yes
yes
excused absence
b.
Name Chanae - 320th & Highway 99
(Added Item)
(MAIN MOTION)
MAYOR PRIEST MADE A MOTION TO LAY THE ITEM ON THE TABLE,
FORWARDING DISCUSSION TO A SUBSEQUENT COUNCIL MEETING (DATE NOT
SPECIFIED); second by Councilmember Gates;
(MOTION TO AMEND)
COUNCILMEMBER WATKINS MO\'ED TO AMEND THE MAIN MOTION BY
CANCELING FURTHER CONSIDERATION OF THE ITEM; second by Deputy Mayor Elder.
The motion to amend the main motion failed as follows:
Priest
Gates
Gintz
Dovey
Elder
Watkins
Park
yes
yes
no
no
no
no
excused absence
The main motion carried as follows:
Priest
Gates
Gintz
Dovey
Elder
Watkins
Park
yes
no
yes
yes
yes
yes
excused absence
c. Plannini Commission Appointment
(Renumbered due to addition)
It was the consensus of Council to leave the position vacant until it can be filled at the end of
September. It was stated and agreed a quorum would be present despite the vacancy. No other
action was taken.
c. Sports Field Complex at Celebration Park Authorization to Bid
(Renumbered due to addition)
Project Manager Dave Wilbrecht briefed the Council regarding the first phase of the site
.
.
REGULAR CITY COUNCIL MEETING
MINUTES - PAGE 5
.
remediation project. The remediation includes the clean up of the solid waste located on the
south east section of the site and the removal of the old fuel tank which was part of the former
Evergreen Air Field. The environmental and geo-technical firm of Landau Associates, Inc., has
prepared the remediation plan for the City.
DEPUTY MAYOR ELDER MO\'ED FOR APPRO\' AL TO AUTHORIZE STAFF TO
PROCEED WITH THE BID DOCUMENTS FOR THE SITE REMEDIATION WORK AT
THE SPORTS FIELD COMPLEX AT CELEBRATION PARK AND TO AUTHORIZE STAFF
TO PROCEED WITH THE PUBLIC BIDDING PROCESS~ second by Councilmember Gintz.
The motion carried as follows:
Priest
Gates
Gintz
Dovey
yes
yes
yes
excused absence
Elder
Watkins
Park
yes
yes
yes
VIII. INTRODUCTION ORDINANCE
Council Bill #176/Adult Entertainment Code Amendment
APPROVED ORDINANCE 97-198
.
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FEDERAL
WAY, W ASIDNGTON, AMENDING FEDERAL WAY CITY CODE
CHAPTER 9, SECTION 9-110(c) REGARDING ISSUANCE OF TEMPORARY
ENTERTAINER AND MANAGER LICENSES (AMENDS ORDINANCES 90-
55,92-129, AND 95-241.)
Deputy City Clerk Bob Baker read Council Bill #176 as presented.
COUNCILMEMBER PARK MOVED TO SUSPEND COUNCIL RULES PRO\'IDING FOR A
SECOND READING OF COUNCIL BILL #176~ second by Councilmember Gates.
This is a housekeeping ordinance which will provide for the immediate issuance of a temporary
adult entertain'slmanager's license, as opposed to the current practice of requiring a 14-day
waiting period. This amendment is in compliance with the Washington State Supreme Court's
ruling in Ino Ino vs. City qf Bellevue.
The motion to suspend Council Rules carried as follows:
.
.
.
. REGULAR CITY COUNCIL MEETING
MINUTES - PAGE 6
Priest
Gates
Gintz
Dovey
yes
yes
yes
excused absence
Elder
Watkins .
Park
yes
yes
yes
COUNCILMEMBER PARK MO\'ED TO ADOPT COUNCIL BILL #176 AS PRESENTED;
second by Councilmember Gates. The motion carried as follows:
Priest
Gates
Gintz
Dovey
yes
yes
yes
excused absence
Elder
Watkins
Park
yes
yes
yes
IX. CITY MANAGER REPORT
.
City Manager Nyberg distributed a responsive memorandum to Council, received from Police
Chief Ron Wood, as it related to Coronado Park citizen complaints received at the July 15, 1997,
City Council meeting.
He also announced a letter was sent to all candidates seeking election to the City Council. The
letter instructs all candidates who may be seeking public records to submit the request directly to
the City Manager's office.
He relayed the Knutsen Family Theatre model is on display at the back of Council Chambers.
x. CITY COUNCIL REPORTS
Councilmember Park reported the next Public Safety/Human Services Committee meeting is
August 7, 1997, at 5:30 p.m.
Councilmember Watkins reported the next Land UselTransportation Committee meeting is
August 18, 1997, at 5:30 p.m. He further announced the Land UselTransportation Committee
scheduled for September 1 is being rescheduled to September 3, 1997, at 5:30 p.m., due to City
Hall ClosureIHoliday observance.
.
Councilmember Gintz reported the next FinancelEconomic Development Committee meeting is
August 28, 1997, at 7:30 a.m.
Deputy Mayor Elder reported a nation-wide search is being conducted for an Executive Director
for the Airport Communities Coalition.
.
'.
REGULAR CITY COUNCIL MEETING
MINUTES - PAGE 7
.
Councilmember Gates announced an August 20 Suburban Cities meeting at Angelo's, in Burien.
Agenda items will include the EMS levy, the new Housing Committee and the 1997-1998
priorities for the association. She announced a vacancy on the Solid Waste Advisory Committee
should anyone be interested.
H. David Kaplan, on behalf of the Parks Commission, announced the next Parks & Recreation
Committee meeting is set for August 18, 1997, at 8:00 a.m.
XI. ADJOURNMENT
Having no other business to come before the Council, Mayor Priest adjourned the regular meeting
at 8:09 p.m. .
Robert H. Baker
Deputy City Clerk .
.
MEETING DATE: septem'2,1997
ITEM# ~ a-)
...........................................................................................................................................................................................................-..............................................-......
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CITY OF FEDERAL WAY
City Council
AGENDA ITEM
...~.!!.~.~.~!.;....!.~~~...~~~Q..!!.~I!~~.~~...!!.~.~..~.r~!!!!.~~.......................................................................-........................
CATEGORY: BUDGET IMPACT:
.x. CONSENT
_ORDINANCE
_BUSINESS
_HEARING
_FYI
_RESOLUTION
_STAFF REPORT
_PROCLAMA TION
_STUDY SESSION
_OTHER
Amount Budgeted: $
Expenditure Amt: $
Contingency Reqd: $
........................................................................................................................................................................................n.._......................................................................
A TT ACHMENTS: Proposed Use of 1998 CDBG Funds Cover Memorandum; 2) 1998 CDBG
Funding Requests and Recommendations as forwarded by the Human Services Commission; 3)
CDBG Funding Estimates and Contingency Plan; 4) CDBG Summaries of Applications; 5) 1996
...!!Q~~!~g..~~..~Q~~~.!y...~~!.~.~~p.~~~!.~~.~..~~~!.~.x~.~..~.!!.~!~~~~...........................................................................................
SUMMARYIBACKGROUND: The Human Services Commission has evaluated the 1998 applications for Community
. Development Block Grant funding and developed a recommendation for City Council consideration. The
recommendation also includes a contingency plan in the event of cuts to the City of Federal Way 1998 aUocation, as well
as any additional funds left for aUocation in 1998. Approval and submission of the 1998 CDBG Proposed Use of Funds
prior to September 30, 1997 is a requirement of jurisdictions to qualify for pass-through funds as a member of the King
...f.~~~~!.~.p.~.~..~~.~~~.~!~~:......................................................................................................................................................................................................
CITY COUNCIL COMMITTEE RECOMMENDATION: On August 7,1997, the Public SafetylHuman
Services Committee approved the 1998 CDBG Proposed Use of Funds as presented and forwarded the
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CITY MANAGER RECOMMENDATION: ~'"( 1'1'18' ~~G ~ U~~~ ~ I(l; ~II 4/)
...............................................................................................................................................................................................................fl..~........~...........
Cl!P
APPROVED FOR INCLUSION IN COUNCIL PACKET:
(BELOW TO BE COMPLETED BY CITY CLERK'S OFFICE)
COUNCIL ACTION:
_APPROVED
_DENIED
_ T ABLEDIDEFERRED/NO ACTION
COUNCIL BILL #
1st Reading
Enactment Reading
ORDINANCE #
RESOLUTION #
.
I:\COVERCC-5/14/96
.
e
CITY OF FEDERAL WAY
COMMUNITY DEVELOPMENT SERVICES DEPARTMENT
HUMAN SERVICES DIVISION
.
MEMORANDUM
DATE:
August 21, 1997
TO:
City Council
~
FROM:
Tracey Eide, Chair, Human Services Commission
RE:
Proposed Use of 1998 Community Development Block Grant Funds
The Human Services Commission is pleased to present the 1998 Community Development Block Grant
(CDBG) Recommendations. The City received $827,454 in requests for 1998 CDBG funds. The
Commission reviewed each proposal, interviewed each applicant and held a public hearing on the
recommendations. This is the first year that the total amount requested was more than the total amount
of CDBG funds available. This made the Commission's work even more difficult in weighing the
funding decisions. The Commission is confident that the attached recommendations are an effective use
of 1998 CDBG funding that will have positive and lasting benefits for Federal Way citizens.
This package includes a summary and detail of the requests and recommendations. The
recommendations also include a contingency plan in the event of cuts to the City of Federal Way 1998 .
allocation, as well as any additional funds left over for allocation in 1998.
The Commission is seeking full Council approval of the 1998 CDBG recommendations as approved and
fOIwarded by the Public Safety/Human Services Committee at their August 7th meeting. I will be at
your September 2nd meeting, along with Human Services Division staff, to answer any questions you
may have about the recommendations.
Revised funding estimates have been forwarded by staff of the King County Housing and Community
Development Program and are attached according to service category. These estimates include
recaptured funds and program income that is returned to the Consortium and shared among the Pass-
through Cities and the County based on each jurisdiction's share of the Consortium's low- and
moderate-income population.
This year, seventeen funding proposals were submitted, this being the most ever received by the City of
Federal Way specific to CDBG funding. Out of those, fourteen were recommended by the Human
Services Commission for funding; one was deemed ineligible; and one was recommended to deny
funding. Included in the fourteen proposals recommended for funding, are two applications which were
combined for one proposal. Those were received from the City's Law and Public Safety Departments.
Additionally, the proposal submitted by HomeSight included two types of services which fell into two
separate service categories. One service was recommended for funding while the other was not.
.
.
.
.
e
.
While recognizing that the projects and programs recommended for funding are worthwhile and serve a
critical need, the Commission also felt strongly about accountability and agencies' capacity to address
the needs of Federal Way residents. As a result, proposals submitted by the City's Parks Recreation and
Cultural Services (C.A.R.E.S. program) and Outreach Alive (Youth Resource Center) received
stipulations as a part of the funding recommendation.
Historically, the Federal Way CDBG program receives more dollars than viable funding requests. This
can result in fund balances in each service category which has the potential to be reallocated in the next
program year or rolled over into the current Capital Projects category. Due to timing and the fact that
allocation recommendations are based on funding estimates, a contingency plan is devised to address
fluctuations in final allocations.
The Human Services Commission held a public hearing on the proposed use of 1998 CDBG funds on
Monday, July 21, 1997. The hearing was well attended and public comment was taken from nine
applicants. As a result, the Commission reconsidered stipulations that were recommended for the City's
Parks Recreation and Cultural Services C.A.R.E.S. program. Specifically, two of three stipulations were
deleted and considered as contractual requirements as with any program of this nature. Three letters
from applicants have been submitted as public comment. The HUD required 30-day comment period
ended August 11, 1997.
Attachments: 1998 CDBG Funding Requests and Recommendations
1998 CDBG Revised Funding Estimates and Contingency Plan
Summaries of Applications for 1998 CDBG Funding
1996 Housing and Community Development Plan Four-Year Strategies (for reference)
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CITY OF FEDERAL WAY
e
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
1998 FUNDING ESTIMATES
.
Minimum amount available for Capital projects
$460,007
Maximum amount available for Public Services projects
$ 77,952
Maximum amount available for Planning and Administration
$ 72,449
TOTAL EsTIMATED CDBG FUNDS A V AILABLE
$610,408
CONTINGENCY PLAN
The Human Services Commission recommends the following options if cuts are needed:
1.
Any additional funds left in each category will be cut first.
3.
For Public Services, any cut will be made to each project according to the proportionate share of the
public services allocation. However, the Emergency Feeding Program will be excluded from any cuts,
due to the minimum amount that may be allocated to a project. .
For Capital Projects, any cut will be made to the City of Federal Way, Pedestrian Signalized Crossing
project.
2.
4.
For Planning and Administration, any cut wil) be made in order of priority to the following
projects/services: Development of a photo display board and/or brochure; Training budget for Human
Services Commissioners; Outcomes technical assistance to agencies.
The Human Services Commission recommends the following options if additional funds are available:
1. For Public Services, any additional funds will be added in equal amounts up to the requested levels to the
following programs: City of Federal Way, Domestic Violence/Witness Coordinator and the C.A.R.E.S.
Program. If additional funds remain, the following programs will receive those funds in equal amounts
up to the requested levels: Community Health Centers of King County, Federal Way Dental Access and
the Emergency Feeding Program.
2. For Capital Projects, the City will consider earmarking any additional funds for eligible housing activitie~
to be determined and evaluated at a later date. These activities may include but are not limited to: land
acquisition, rehabilitation, new construction, senior housing, and home purchase assistance.
3. For Planning and Administration, any additional funds made available will be rolled over into the capital
~~~~ .
.
.
.
e
e
Revised 1998 COSG Estimates
Service Revised 1 998 1 998 Requests 1 998 Balances
Category COBG Fundi ng Recommended
Esti mates Allocations
Capital $460, 007 $570,539* $452 ,04 1 $7,699
Projects
Public $77, 952 $ 1 87, 748 $77, 94 1 $ 1 1
Services
Projects
Planning and $72 , 449 $69, 1 67 $69, 1 67 $3,282
Administration
,::::IIII:i:i:::!.I.::lii:i:i::::::::lili':ii:i:i:i::'':I::::i::i:::::i:!:: .................................................. ................................................... :::.:::ii:::i::I::::i:::I:ii::::i:il::i::!illllll!I::ii !i!!!!:!:!:I!!:I!:iii!!!:I:!:!:!:I!:I:::!!!I!!!IIIIIIBI!:!
...............................-................... ...................................................
.................................................. ::::::i::::!i:i!:ii:!i::!::::::::!!::!:!:::IIIIII::::.
::i:::i:!:i:::i:::::::::::::::::::::::i:::illll~II:!::.
*Includes a funding recommendation for the King County Housing Rehabilitation Program
which requires no application. Additionally, Planning and Administration activities require no
application, staff in conjunction with the Human Services Commission propose a
recommendation for Council approval.
The balance of $11,259 is recommended to be earmarked for housing activities to be
determined at a later date, through a public process. This is outlined in the 1998 Contingency
Plan.
B
APPLaTIONS FOR 1998 COSG FLIl>ING
PROJECT TITLE: City Of Federal Way Parks, Recreation and Cultural Services Department .
CARES Program (Child Care Scholarships)
CATEGORY:
PUBLIC SERVICES
LOCAL STRATEGY:
(Strategy #3) Address human services needs which focus upon self-support systems that empower families and
communities to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
PROJECT DESCRIPTION:
The City of Federal Way, in cooperation with the Federal Way School District has created a scholarship fund to
help children of low-income families attend before- and after-school child care programs and summer programs.
The scholarship program has been implemented at eleven elementary schools. The City subcontracts with three
local child care providers to provide the child care services. In 1996, the program served 38 families. In 1998, the
program plans to serve 30 Federal Way children, due to limited funding. City funds would be used for the CARES
Coordinator salary (part-time), and for child care scholarships.
STRENGTHS:
The program has been serving Federal Way residents since 1994 and has a successful track record of providing a
needed service to low-income families. Subsidies through this program assist low-income parents in meeting their
education and employment goals so that they can move onto self-sufficiency and independence. This program is
an example of a partnership with the City, School District and local child care providers.
WEAKNESSES:
One of the issues faced by this program is that the School District plans to begin charging fees to the child car~
providers for use of the space in 1997. Until now, the space has been offered at no charge to the providers. ~
concern is that the child care providers may in turn increase their fees to families to cover the increased costs.
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
OTHER FUNDING SOURCES:
TOT AL COST:
$60,000
$60,000
$ 0
$60,000
FEDERAL WAY SHARE: 100%
RECOMMENDATION: FUND AT LOWER LEVEL
PROJECT TITLE:
City of Federal Way, Parks Recreation and Cultural Services Department
Play Equipment at Ce,lebration Park
CATEGORY:
CAPITAL PROJECTS
LOCAL STRATEGY:
(Strategy #2) Prioritize and fund projects that strengthen the City's infrastructure and stimulate economic
development.
PROJECT DESCRIPTION:
As a result of additional City revenue that will be generated through increased utility tax, citizen advisory
committees were developed to evaluate and make recommendations to the City Council on how to utilize those
funds. The Civic Investment Advisory Committee recommends $7.54 million to develop a sport field complex at
Celebration Park. This request for funds is to purchase two ADA accessible play structures for this park.
This funding request is ineligible under block grant guidelines. Applicants are required to illustrate how the pr.
is eligible, for example: 1) direct benefit = program/project is exclusive to low/moderate income persons, to
include those of presumed bene_.e., elderly, persons with disabilities, _ 2) area benefit = majority of persons
in a specific area are of low/moderate income; 3) removal of architectural barriers = rehabilitation of structures
and/or buildings to comply with ADA requirements.
.e removal of architectural barriers is the eligibility criteria selected by the applicant for this project, however
lebration Park is not an existing park with existing play equipment to be rehabilitated into ADA compliance.
Because it would involve new construction, developers are required by law to construct ADA accessible structures.
The park is not within a CDBG eligible census tract (area benefit) and there is no way to guarantee that only low-
to moderate-income persons or those with disabilities would utilize the park (direct benefit).
AMOUNT REQUESTED:
$ 68,000
$ 68,000
$ 68,000
FEDERAL WAY SHARE:
100%
FEDERAL WAY CDBG PORTION:
TOTAL COST:
RECOMMENDATION: INELIGIBLE
PROJECT TITLE:
City of Federal Way, Parks Recreation and Cultural Services Department
Dumas Bay Centre
CATEGORY:
CAPITAL PROJECTS
LOCAL STRATEGY:
(Strategy #2) Prioritize and fund projects that strengthen the City's infrastructure and stimulate economic
development.
PROJECT DESCRIPTION:
As a result of additional City revenue that will be generated through increased utility tax, citizen advisory
committees were developed to evaluate and make recommendations to the City Council on how to utilize those
funds. The Civic Investment Advisory Committee recommends $2.07 million for development of a Civic Theater at
.e Dumas Bay Centre.
This request for funds is to purchase a permanently-affixed sound system which would include a hearing impaired
enhancement system for that new theater. The purchase is part of an extensive rehabilitation plan proposed for
the center.
STRENGTHS:
The CDBG program's intended purpose is to benefit low- to moderate-income persons. The hearing impaired are
presumed by the U.S. Department of Housing and Urban Development to be of low- to moderate-income.
WEAKNESSES:
Since the hearing impaired enhancement system would be utilized only by that group, it is an eligible use of block
grant funds. The estimated cost of this portion of the sound system is $5,000. The original request of $46,000
was for the entire sound system, however, the full system is not an eligible expense because exclusive use by low-
to moderate-income persons cannot be guaranteed. This has been communicated to the applicant who has
reduced the funding request accordingly.
$ 5,000
$ 5,000
$ 5,000
FEDERAL WAY SHARE:
100%
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
TOT AL COST:
RECOMMENDATION: FUND AT REQUEST LEVEL
.
2
PROJECT TITLE:
e e
City of Federal Way, Law and Public Safety Departments
Domestic Violence Legal VictimlWitness Coordinator and
Domestic Violence Education Pamphlets
CATEGORY:
PUBLIC SERVICES
.
LOCAL STRATEGY:
(Strategy #3) Address human services needs which focus upon self-support systems that empower families and
communities to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
PROJECT DESCRIPTION:
This application is a collaborative effort between the City's Law and Public Safety Departments to provide services
to victims of domestic violence. As the City prepares to take over prosecution of domestic violence, it is apparent
that these two departments will need to coordinate the delivery of services. King County reports that in 1996, 786
domestic violence related cases were documented. An estimated 75% of all cases reported (in King County) are
within Federal Way city limits.
A portion ($70,580) of CDBG funds will be used to pay administrative costs of domestic violence legal advocacy
provided by the City. The costs include salary and benefits of a full-time advocate; office and operating supplies;
travel and training; and equipment. The advocate will perform the following duties: provide the victim with safety
information and referrals to local resources; inform the victims of various court processes as well as accompany
them to proceedings; and obtain victim input for No Contact Orders.
Funds ($5,000) will also be used to design and print educational pamphlets to be distributed by the advocate and
Federal Way police officers when responding to domestic violence calls. Information within the pamphlets will
consist of shelter resources; laws and rights regarding domestic violence; and other contacts beneficial to victims.
STRENGTHS: ,
One highlight of this project is the collaborative effort between city departments. The provision of legal advocac
is a tremendous need. When King County ends their role as domestic violence prosecutor for Federal Way cases
they will also cease the provision of court advocacy services, leaving a gap for Federal Way clients.
WEAKNESSES:
While the need for the city to provide legal advocacy is clear, the costs associated with its administration are not
wholly justified. Intra-agency support consists of intemal expenses that are charged to city departments for data
processing equipment, usage of telephones, copying and mailings (not bulk). Intra-agency support has been
budgeted at $2,500, however capital outlay has been budgeted at $12,750, which includes a workstation, personal
computer and camera. There seems to be some duplication of expenses. Additionally, $5,000 is budgeted for
office and operating supplies. Traditionally this category includes paper, pens, staples, etc. The entire Law
Department's office supplies budget for 1998 is $2,500. Five thousand dollars seems high and inconsistent with
the rest of the department's budget.
At this time, there are no other potential funding sources identified to assist with paying for this position.
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
TOTAL COST:
$ 75,580
$ 75,580
$ 75,580
FEDERAL WAY SHARE:
100%
RECOMMENDATION: FUND A T LOWER LEVEL
.
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City of Federal Way, Public Works Department
Signalized Pedestrian Crossing at 21st Avenue SW/SW 334th Street
.TEGORY: CAPITAL PROJECTS
LOCAL STRATEGY:
(Strategy #2) Prioritize and fund projects that strengthen the City's infrastructure and stimulate economic
development.
PROJECT TITLE:
PROJECT DESCRIPTION:
This project consists of installation of a signalized pedestrian crossing at the intersection of 21 st Avenue SWat
SW 334th Street to provide a safe access for pedestrians across 21 st Avenue SW. Additionally, it will include the
removal of the existing emergency signal south of the intersection to minimize drivers' distraction. The project will
provide connectivity of existing pedestrian facilities west of the intersection to and from the southeast facilities.
The project will benefit those accessing Metro bus stops, the YMCA, the Westway neighborhood, Parkway
Apartments and several shopping and retail centers.
STRENGTHS:
Community activists specifically asked the City's Public Works Department about the installation of a traffic signal
at this intersection which serves as the main entry point into what has been identified as the Westway
neighborhood. This project is funded in part by a State grant as well.
WEAKNESSES:
It has not been assessed whether the larger community sees this traffic signal as a benefit, however there will be
an opportunity later for public input.
$ 80,000
$ 80,000
$100,000
$180,000
FEDERAL WAY SHARE: 44%
AMOUNT REQUESTED:
&DERAL WAY CDBG AMOUNT:
~ATE OF WASHINGTON
TOTAL COST:
RECOMMENDATION: FUND AT LOWER LEVEL
PROJECT TITLE:
Community Health Centers of King County
Federal Way Dental Access
CATEGORY:
PUBLIC SERVICES
LOCAL STRATEGY:
(Strategy #3) Address human services needs which focus upon self-support systems that empower families and
communities to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
PROJECT DESCRIPTION:
Federal Way Dental Access provides operative, preventative, restorative, and emergency dental care to low to
moderate income Federal Way residents. Funds will be used to help pay the wages and benefits of a dentist who
will provide dental care to an additional 70 city residents with 168 dental visits.
STRENGTHS:
The demand for dental care at the Federal Way clinic has resulted in a one to two month wait for non-emergency
appointments. This speaks to the need for dental services targeted to low- and moderate-income residents.
.EAKNESSES:
ity General Funds were reduced from $20,000 in 1996 to $10,000 in 1997 and this funding request may be an
attempt to replace those funds. In prior years, the agency has paid for this position through reserve funds.
4
AMOUNT REQUESTED:
.
FEDERAL WAY CDBG PORTION:
FEDERAL WAY GENERAL FUND:
KING COUNTY:
FEDERAL
STATE:
FEES FOR SERVICE:
TOTAL COST:
$ 15,000
$ 15,000
$ 20,000
$ 37,715
$ 21,853
$ 22,244
$224,566
$341 ,378
FEDERAL WAY .RE:
10%
.
RECOMMENDATION: FUND AT LOWER LEVEL
PROJECT TITLE: Easter Seal Society of Washington
Housing Modification for People with Disabilities
CATEGORY: CAPITAL PROJECTS
LOCAL STRATEGY:
(Strategy #1) Develop a range of housing opportunities aimed at increasing the supply of affordable housing to
accommodate the projected growth in low- and moderate-income households. Create housing opportunities for
seniors, youth, special needs groups and impact the availability of transitional housing and emergency shelters.
PROJECT DESCRIPTION:
Funds will be used to cover the direct costs of construction, construction management, travel and programmatic
audit. The project will provide program services, specifically, residential access modification to eight Federal Way
households. Services will be provided to low and moderate-income residents with a permanent disability that
limits mobility and self-care ability. In 1996, the program met their contract goals of serving eight Federal Way
households.
In 1997, this program received $18,250 to serve nine Federal Way residents. For 1998, the program is requesting
$739 more in City funding, to serve eight residents. Agency staff indicate that the reason for the increased .
request, and reduced number of clients served is due to increased costs of materials, particularly lumber for
wheelchair ramps, which is the most common modification completed.
STRENGTHS:
A major strength of this project is that it provides home modification and access services to a population that may
otherwise not receive these services. In addition, the Easter Seal Society has an established track record of
providing quality housing modification services. The program coordinates well with other providers including the
King County Housing Rehabilitation Program. The program receives support from other cities including: Renton,
Kent, Bellevue, Kirkland, Redmond, and Tacoma. The program completed two modifications for Federal Way
residents during the first quarter and is on track to meet 1997 contract service goals.
WEAKNESSES:
The agency's demographic projections indicate that they do not serve any ethnic minorities. The agency states
that most service requests come from Caucasian individuals. The agency does advertise their services in ethnic
newspapers and has served former Eastem European families in Federal Way. The program hires interpreters as
needed.
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
EASTER SEAL SOCIETY OF W A.
TOTAL COST:
$ 18,989
$ 18,989
$ 7,239
$ 26,228
FEDERAL WAY SHARE:
72%
RECOMMENDATION: FUND AT REQUEST LEVEL
.
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PROJECT TITLE:
ElderHealth Connection Program
Construction Renovation
.TEGORY:
LOCAL STRATEGY:
(Strategy #3) Address human services needs which focus upon self-support systems that empower families and
communities to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
CAPITAL PROJECTS
PROJECT DESCRIPTION:
ElderHealth Connection Program is a state certified adult day health program, which provides services to low-
income, chronically ill (Le., Alzheimer's disease or disabled) and elderly persons to assist them to continue to live
on their own or as independently as possible.
ElderHealth is requesting funds to renovate a building at 3921 Talbot Road South in Renton. The renovations
include: addition of an elevator; ADA improvements to the restrooms; space modifications to accommodate
program uses; flooring and lighting improvements; and the construction of an enclosed and safe outdoor
wandering area. Renovations will double the capacity which currently can accommodate 20 clients.
STRENGTHS:
This project would provide an opportunity to provide services to Federal Way seniors. In 1996, this program
served 2 Federal Way clients, 6 Federal Way clients are projected for 1998.
WEAKNESSES:
Although city residents would be served, this program is not within city limits which could pose an obstacle for
some seniors. However, the agency does arrange transportation for clients as needed. The agency has
tfqUested $20,000 in CDBG funds from the City of Kent and $20,000 of CDBG funds from the City of Renton. In
97,32% of all program clients will be residents of Renton and 15% will be residents of the City of Kent. Federal
ay residents will make up 3% of all program clients, yet the funding request is the same ($20,000).
$ 20,000
$ 20,000
$ 30,000
$ 15,000
$ 20,000
$ 20,000
$ 23,000
$ 30,500
$ 30,000
$188,500
FEDERAL WAY SHARE:
11%
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
PACCAR:
W EYERHAEUSER:
KENT CDBG:
RENTON CDBG:
PRIVATE DONATIONS:
BEGNF:
BOEING FOUNDATION:
TOT AL COST:
RECOMMENDATION: FUND AT LOWER LEVEL
PROJECT TITLE:
Emergency Feeding Program
CATEGORY:
PUBLIC SERVICES
LOCAL STRATEGY:
(Strategy #3) Address human services needs which focus upon self-support systems that empower families and
communities to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
AROJECT DESCRIPTION:
~he Emergency Feeding Program is a program of the Church Council of Greater Seattle. Program goals:
6
1. Provide an emergency response Ae nutritional needs of people in crisi6ger situations. 2. Provide
resource counseling to move clients to longer range resources as the first step of independence. The program
strives to provide a proactive, non-traditional approach to food assistance that will lead to self-reliance for
individuals in need of services. The distribution site for Federal Way is the local Salvation Army office.
The program provides nutritionally balanced, two-day boxes of food which make six complete meals for individ'"
teen, family, low-sodium, low-sugar, Asian and liquid diet needs. Seven-day packs with iron-enriched formula P
infant and baby food for older babies are also available.
Federal Way funds will be used to provide a total of 1,800 meals to 300 Federal Way residents in 1998. Fifty
percent of the CDBG funds will be used for food purchase and 50% will pay to develop resources, coordinate
agencies, distribution sites and volunteers. Packaging and delivery of food will be included as well. The program
served 159 clients in 1996 (1,620 meals) and anticipates serving 270, in 1997 and 300 in 1998.
STRENGTHS:
This Emergency Feeding Program has served King County since 1977 and Federal Way since 1986. The agency
has a track record of providing quality services. The agency also has established collaborations with several local
human service providers. The gap this program fills is offering food boxes for those with special diets (as noted
above). The program receives support from other cities including: Kent, Renton, SeaTac, Seattle, Bellevue and
Kirkland. The program makes a good use of volunteers. Volunteers help package food, work at distribution sites,
and assist with special events. The program receives support from local churches, both through funding and
volunteers.
WEAKNESSES:
This program seems to duplicate services offered by the Food Bank. The agency states that the Emergency
Feeding Program provides emergency food to those in crisis situations, while the Food Bank provides "daily" food
to low-income families and individuals.
$ 7,168
$ 7,1 68
$ 3,427
$10,595
FEDERAL WAY SHARE 68%
.
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
OTHER FUNDING SOURCES:
TOTAL COST:
RECOMMENDATION: FUND AT LOWER LEVEL
PROJECT TITLE:
Fair Housing Center of South Puget Sound
Operating Expenses
CATEGORY:
PUBLIC SERVICES
LOCAL STRATEGY:
(Strategy #3) Address human services needs which focus upon self-support systems that empower families and
communities to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
PROJECT DESCRIPTION:
The Fair Housing Center was created in 1995 as a direct response to Puget Sound region residents' lack of local
resources in regards to housing discrimination.
CDBG funds will be utilized for operating expenses for all services provided by this agency. Those services in
regards to housing discrimination include: education; outreach; technical assistance; complaint investigation
services in instances of alleged discrimination conciliation, mediation or referral to enforcement of meritorious
claims; workshops, seminars and other training opportunities for members of the housing industry, consumers and
social service providers. Housing discrimination investigations focus on protected class statuses which are: race,
color, sex, national origin, disability, and familial status-presence of children under the age of 18 in rental or s.
housing.
7
STRENGTHS: e e
In 1996, the King County CDBG Consortium completed an Analysis of Impediments to Fair Housing as required by
the U.S. Department of Housing and Urban Development. This agency was an integral part of that study. The
report found: 1) more complaints arose in cities than in unincorporated King County; 2) most complaints were filed
. families with children, minorities, and disabled persons; and 3) over 2/3 of complaints involve rental situations
d approximately 1/5 in housing sales or lending practices.
WEAKNESSES:
The agency was established in 1995 and has no proven track record in King County. To date, the agency has
primarily served Pierce County. There are agencies within King County that address complaints of housing
discrimination, however they have extensive case loads.
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
HUD-FHIP:
PIERCE COUNTY:
KENT CDBG:
RENTON CDBG:
DES MOINES:
AUBURN CDBG
SEA T AC CDBG:
PRIVATE DONATIONS:
TOTAL COST:
$ 5,000
$ 5,000
$175,000
$ 37,500
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 7,500
$250,000
FEDERAL WAY SHARE:
2%
RECOMMENDATION: DO NOT FUND
PROJECT TITLE: Federal Way Community Caregiving Network
Transitional Housing for Homeless Women and Children
~ TEGORY: CAPITAL PROJECTS
~OCAL STRATEGY:
(Strategy #1) Develop a range of housing opportunities aimed at increasing the supply of affordable housing to
accommodate the projected growth in low- and moderate-income households. Create housing opportunities for
seniors, youth, special needs groups and impact the availability of transitional housing and emergency shelters.
PROJECT DESCRIPTION:
The Federal Way Community Caregiving Network in collaboration with the YWCA provides transitional shelter and
case management services to homeless women and children. Currently there are four two-bedroom
condominiums through this program that serve as transitional shelter.
CDBG funds will be used for acquisition of a fifth condominium. The City has granted CDBG funds in prior years
totaling $200,000 to purchase the other four condominiums.
STRENGTHS:
This has been a successful partnership and provides a critical service in Federal Way. The need for emergency
and transitional shelter facilities is well documented in the City's Human Services Plan and other related studies.
WEAKNESSES:
The site has yet to be determined. In the past, the Caregiving Network has been successful in finding
condominiums within their budget, which is $50,000 per unit, however it is always a challenge. A major factor in
site determination is that by city ordinance transitional shelter units cannot be located within 1,000 square feet of
one another, which rules out the option of purchasing two units within the same complex. Additionally, there has
been some concern about the Caregiving Network's capacity to maintain and operate another unit. However, after
.qUirieS were made it was communicated that the agency does have the ability to provide operating funds for five
ondos. It costs the agency approximately $8,500 per year to operate each condo.
8
Lastly, the maximum stay at this ShAlt is six to twelve months. This is signit!tntly shorter than most transitional
shelters where the maximum stay is 18 months to 2 years. The YWCA assists the clients to find employment and
stabilize their lives financially, six to twelve months doesn't seem like a very long time to meet those goals.
AMOUNT REQUESTED:
$ 50,000
$ 50,000
$ 50,000
FEDERAL WAY SHARE:
100%
.
FEDERAL WAY CDBG PORTION:
TOTAL COST:
RECOMMENDATION: FUND AT REQUEST LEVEL
PROJECT TITLE: HomeSight
First Time HomeownershiplHomebuyer Education Program
CATEGORY: CAPITAL PROJECTS/PUBLIC SERVICES
LOCAL STRATEGY:
(Strategy #1) Develop a range of housing opportunities aimed at increasing the supply of affordable housing to
accommodate the projected growth in low- and moderate-income households. Create housing opportunities for
seniors, youth, special needs groups and impact the availability of transitional housing and emergency shelters.
PROJECT DESCRIPTION:
HomeSight is a community-based housing development organization that has assisted more than 250 households
with homeownership. HomeSight is working with lending institutions to develop innovative approaches to
community development and residential lending strategies.
Approximately $75,000 of City funds will be utilized for downpayment assistance to low- and moderate-income first
time homebuyers and $25,000 for the expansion of HomeSight's First-Time Homebuyer Education Program to
Federal Way. The agency will partner with private lenders and obtain discounted mortgage products for potential
homebuyers.
STRENGTHS: ...
This is an expansion of the program implemented in 1997 with King County Challenge Grant funds and Federa""-
Way earmarked CDBG funds. The program was piloted in the Westway community, however this application
proposes expansion throughout Federal Way. This type of project consists of the preservation of permanent
affordable housing stock and is consistent with the Growth Management Act, County-wide Planning Policies; as
well as the City of Federal Way Comprehensive Plan and Human Services Comprehensive Plan.
To date, there are eleven potential homebuyers enrolled in the Federal Way Homebuyer Education Program. A
maximum of $10,000 per household of City funds may be utilized for downpayment assistance.
WEAKNESSES:
Because the downpayment assistance will not be administered to homebuyers until they have completed the
Homebuyers Education curriculum, actual home purchase may take one year or more. Some families will need
more time than others to prepare for homeownership (i.e., dealing with credit issues and/or opportunities to save
and match the downpayment funds).
$100,000
$100,000
$ 25,000
$ 15,500
$140,500
FEDERAL WAY SHARE
71%
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
PRIVATE LENDER DISCOUNTS:
HOMESIGHT:
TOT AL COST:
RECOMMENDATION: FUND AT LOWER LEVEL
.
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PROJECT TITLE:
King County Housing Rehabilitation Program
CATEGORY: CAPITAL PROJECTS
.CAL STRATEGY:
(Strategy #1) Develop a range of housing opportunities aimed at increasing the supply of affordable housing
to accommodate the projected growth in low- and moderate-income households. Create housing
opportunities for seniors, youth, special needs groups and impact the availability of transitional housing and
emergency shelters.
PROJECT DESCRIPTION:
The King County Housing Rehabilitation Programs are programs administered by King County which
Consortium jurisdictions may participate voluntarily. City funds will be designated to rehabilitate eligible
single-family homes as well as multi-family housing in need of major repairs located within Federal Way city
limits. Various forms of financial assistance are available to meet as many types of needs as possible.
These forms are: deferred payment loans; matching funds program; interest subsidy bank loans; emergency
grants; and mobile home grants. The financial assistance depends on a homeowner's ability to pay, the
immediacy of repair, and income level. Eligible multi-family housing developments must be occupied by low-
income tenants only.
STRENGTHS:
This program is an excellent example of effective collaboration with the King County Consortium. It also
demonstrates efficient use of CDBG dollars locally. In 1996, $170,000 was committed and/or expended on
major home repairs for Federal Way residents though this program. Twenty-four residents were assisted.
During the first quarter of 1997 - $17,695 has been committed and $1,731 in private dollars has been
leveraged. The amount requested reflects a recommendation from King County program staff based on prior
years' utilization rates.
-EAKNESSES:
~YPiCally, rehabilitation and construction projects of any type require a minimum of two years to complete.
The same is true for this program. The expenditure rate is somewhat slow, however the end result is a
benefit to Federal Way residents.
AMOUNT REQUESTED:
$170,000
AMOUNT RECOMMENDED: $170,000
PROJECT TITLE: King County Housing Authority
Federal Way Duplexes Rehabilitation
CATEGORY: CAPITAL PROJECTS
LOCAL STRATEGY:
(Strategy #1) Develop a range of housing opportunities aimed at increasing the supply of affordable housing
to accommodate the projected growth in low- and moderate-income households. Create housing
opportunities for seniors, youth, special needs groups and impact the availability of transitional housing and
emergency shelters.
PROJECT DESCRIPTION:
The Federal Way Duplexes are located at 29211,29213,21919 and 29221-18th Avenue South and provide
four two-bedroom units of permanent affordable housing to chronically mentally ill adults. This project is also
a non-profit partnership between KCHA and Northwest Mental Health who provides case management;
medication management; independent living skills training, advocacy, socialization, vocational and
.ansportation assistance; and emergency services to the residents.
~DBG funds will be used for rehabilitation consisting of removal of wood burning stoves; interior and exterior
painting; carpet replacement; replacement of some appliances, hot water heaters and smoke detectors.
10
STRENGTHS: e e
These units of low-income, permanent affordable housing are located within City limits and serve a
population that is considered (by the King County Consortium's Consolidated Housing and Community
Development Plan) underserved. The duplexes are also located in a CDBG eligible census tract, meaning
that the majority of persons in that area are of low- to moderate-income. The total cost of the rehabilitation .
work proposed is $13,300.
WEAKNESS:
The other source of funds proposed for this project is the King County Housing Repair Program, specifically
the Non-profit Housing Repair Program. These funds are pending with no projected award date.
AMOUNT REQUESTED
FEDERAL WAY CDBG PORTION:
KC HOUSING REPAIR PROGRAM:
TOTAL COST:
$ 8,400
$ 8,400
$ 4,900
$ 13,300
FEDERAL WAY SHARE:
63%
RECOMMENDATION: FUND AT REQUEST LEVEL
PROJECT TITLE:
King County Housing Authority
Laurelwood Gardens-Playground Equipment Replacements
CATEGORY:
CAPITAL PROJECTS
LOCAL STRATEGY:
(Strategy #1) Develop a range of housing opportunities aimed at increasing the supply of affordable housing to
accommodate the projected growth in low- and moderate-income households. Create housing opportunities for
seniors, youth, special needs groups and impact the availability of transitional housing and emergency shelters.
PROJECT DESCRIPTION:
As requested by the Laurelwood Gardens Residents Association, the King County Housing Authority is in the .
process of acquiring Laurelwood Gardens. This is a 92 unit, low-income family development located at 29436
21st Avenue South in Federal Way. KCHA plans to acquire, rehabilitate and preserve Laurelwood through a
financing package which includes Low Income Housing Tax Credits; Federal Home Loan Bank Affordable
Housing Program funds; State; and County funds. The extensive rehabilitation estimated at $1.3 million includes:
roof repair; repair of sidewalks and railings; lighting; landscaping; drainage improvements; signage; new heating
units; appliance replacement; new floor coverings; and substantial kitchen and bathroom rehabilitation.
City funds are requested to purchase and install playground equipment and surfacing at two sites within the
Laurelwood development. The residents association has identified playground equipment as a critical need.
STRENGTHS:
Laurelwood Gardens is home to approximately 115 children who currently have no place to play due to old,
dilapidated equipment that is situated in mud puddles after each rain. This particular housing development is one
that has been effected by expiring Section 8 certificates. By KCHA acquiring the property, the rents will remain
affordable to those whose incomes are 60% or less of the County median. Even with the uncertainty of funding at
the state level in regards to acquisition, the Laurelwood project is favored due to the preservation of affordable
rents.
WEAKNESSES:
This request is considered part of the $1.3 million in rehabilitation planned, however that is not the way the
application was packaged. In other words, the purchase and installation of the playground equipment is a
separate project. After a request, KCHA provided the comprehensive budget for all the rehabilitation work to
illustrate the leveraging of funds.
.
11
AMOUNT REQUESTED:
e
FEDERAL WAY CDBG AMOUNT:
TOTAL COST:
&OJECT TITLE:
$40,000
$40,000
$40,000
FEDERAL W_SHARE:
100%
RECOMMENDATION: FUND AT REQUEST LEVEL
King County Housing Authority
Shelcor Emergency Units
CATEGORY:
CAPITAL PROJECTS
LOCAL STRATEGY:
(Strategy #1) Develop a range of housing opportunities aimed at increasing the supply of affordable housing to
accommodate the projected growth in low- and moderate-income households. Create housing opportunities for
seniors, youth, special needs groups and impact the availability of transitional housing and emergency shelters.
PROGRAM DESCRIPTION:
Shelcor Emergency Housing is one of the King County Housing Authority's ten non-profit partnership projects.
Through this program, property is leased to non-profit providers who in tum provide support services to the
residents. This project is located in Kent at 503 S. 4th Avenue and has eight two-bedroom units of emergency
housing. As a partner, the YWCA provides case management; crisis intervention; food, clothing, and
transportation vouchers to homeless families.
In 1996, this program served 310 homeless men, women and children, 6% of those clients reported their last
place of residence as Federal Way. Shelcorwas built in 1969 and to date has received only minor rehabilitation.
CDBG funds will be used to cover costs of rehabilitation consisting of installation of new roofs and gutters; repair
of ceiling and wall damage due to roof leakage; installation of floor insulation; replacement of entry doors, kitchen
appliances, countertops, sinks, cabinets; installation of programmable vent fans in the bathrooms; and a 5%
.oject management fee to the agency.
STRENGTHS:
King County Housing Authority has a reputation for involving housing residents in the decision making processes
which concem their daily lives. KCHA has also participated in many successful collaborations with various non-
profit agencies as well as public entities.
These emergency housing units serve a critical need in King County which on any given day has approximately
5,000 homeless persons and shelter capacity of 3,100.
WEAKNESSES:
Shelcor is not located within Federal Way and in 1996 served only 18 Federal Way residents. Emergency shelters
are operated on a first come first serve basis with no guarantee of accommodating Federal Way clients.
The YWCA received King County Emergency Shelter Grant (ESG) funds in 1995 for operating costs and
rehabilitation of this particular site. Some of the repairs proposed are the same as repairs listed in this application.
AMOUNT REQUESTED:
FEDERAL WAY CDBG PORTION:
PUGET POWERlKCHA REHAB LOW-
INCOME PROGRAM:
KENT CDBG:
RENTON CDBG:
.OTAL COST:
$10,000
$10,000
$ 3,000
$30,000
$12,778
$55,778
FEDERAL WAY SHARE:
18%
RECOMMENDATION: FUND AT REQUEST LEVEL
12
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PROJECT TITLE:
Outreach Alive
Federal Way Community Resource Center
CATEGORY:
CAPITAL PROJECTS
.
LOCAL STRATEGY:
(Strategy #3) Address human services needs which focus upon self-support systems that empower families and
communities to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
PROJECT DESCRIPTION:
Outreach Alive is a year old, non-profit organization which provides programs for local youth. This new
organization has two programs beginning this year, the Friday Night Youth Expo which is a recreational and
outreach program and Jobs for Youth Now which will assist youth with employment efforts.
This funding request will cover costs associated with site feasibility determination for a Community Resource
Center for Youth to be located within Federal Way. Costs include: assessments; appraisal and attorney fees;
planning; and licensing and permitting requirements.
STRENGTHS:
Community facilities projects has been identified as a human service need for Federal Way. The intent to involve
other service providers and the community on the planning and implementation of this project is ideal.
WEAKNESSES:
Outreach Alive is a brand new agency, with no proven track record and in the initial stages of providing programs.
When a feasible site is determined, the agency will need to raise funds for the capital expenses associated with
new construction or rehabilitating an existing building into a resource center. Revenue for operating expenses will
need to be identified as well. There may be some expectation that because the City has identified youth servi.
as a need, that City funds will be granted to the project.
With a board of directors consisting of five members, there is some concem about the capacity to raise the funds
needed to implement and sustain a project of this type.
FEDERAL WAY CDBG:
AGENCY GENERAL FUNDS:
IN-KIND DONATIONS:
TOT AL COST:
$ 25,150
$ 25,150
$ 2,000
$ 4,440
$ 31,590
FEDERAL WAY SHARE:
80%
AMOUNT REQUESTED:
RECOMMENDATION: FUND AT LOWER LEVEL
PROJECT TITLE:
City of Federal Way, Community Development Services Department
CDBG Planning and Administration
CATEGORY:
PLANNING AND ADMINISTRATION
LOCAL STRATEGY:
(Strategy #3) Address human services needs which focus upon self-support systems that empower families and
communities to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
PROJECT DESCRIPTION:
These funds would be used to pay the salary and benefits of the CDBG Coordinator for administering the 1998
COBG program. It would also pay for the legal advertising; training; and supplies necessary for administratio.
Other funds ($13,500) will be utilized for the following activities: to provide additional technical assistance to
agencies specifiC to outcomes training; training for Human Services Commissioners; and development of a
13
CDBG/Human Services photo diay bQaord and/or brochure.
e
The chart below outlines the planning and administration budgets for the two preceding years and the 1998
projected budget.
Year Expenses
Personnel Office/Operating Communications T ravel and Other Total
Costs Training
1996 $43,389 $885 $2,226 $1 ,500 $11,100 $59,100
HS Plan
1997 $48,180 $600 $600 $620 $0 $50,000
1998 $51,667 $600 $1,900 $1,500 $13,500 $69,167
proposed Consultant,
Photo
Display and
Training
AMOUNT REQUESTED:
$69,167
AMOUNT RECOMMENDED: $69,167
.
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CITY OF FEDERAL W A)'
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1996 Housing and Community Development Plan
Four- Year Strategies
The Housing aud Community Development Piau evolved from the 1993 Community Development Block Gr.
(CDBG) Local Program Policies. The four-year strategies within the Plan were developed in 1994 and updated
in 1995. These strategies provide guidelines for the allocation of CDBG funds and are consistent with the
City's draft Comprehensive Plan being developed under the Growth Management Act.
Goal Statement
Service needs for City residents far outweigh the availability of resources. As a relatively newly incorporated
jurisdiction with a large and diverse population, the City is faced with the challenge of providing services that
address needs in the areas of affordable and special needs housing, human services and community
development.
The City will use CDBG funds to develop a viable community in which quality of life is enhanced by providing
decent housing and a suitable living environment and expanding economic opportunities for low- and moderate-
mcome persons.
Objectives
. To fund projects which address local needs and strategies
.
To ensure that the basic human services needs of low- and moderate-income persons are
addressed
.
. To adequately address the City's housing needs to accommodate projected growth in low and
moderate-income households, as well as senior and special needs populations
. To preserve the existing housing stock
. To stimulate economic development and strengthen the City's infrastructure
Needs
The City of Federal Way has identified housing and non-housing community development needs through public
involvement activities, studies, needs assessments, and planning processes.
1. Public and Community Facilities Improvements - Senior and Community Centers, Child Care
Centers, Parks and Recreation Facilities, and Health and Social Services Facilities which
predominantly serve low- and moderate-income persons and address severe health and safety
problems.
2. Housing - Affordable housing for low- and moderate-income people, seniors, special needs
populations, transitional housing and emergency shelters, and preservation of existing housing stock
.
Page 2
City of Federal Way
Four- Year Strategies
tit
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cont. Needs
3. Accessibility - Modifications to community facilities and existing structures to remove barriers and
improve safety conditions especially for elderly and disabled persons
4. Infrastructure Improvement - Neighborhood revitalization projects such as Flood Drain
Improvements, Street and Sidewalk Improvements, Transportation Improvements, Street Lighting
5. Public Services - Projects which provide essential human services in the following areas: Emergency
and Basic Survival Needs, Child Care, Self-Support Development, Victims Assistance, Children and
Youth Services, Senior Services, Outreach to Ethnically and Culturally Diverse Populations, and
Family Stabilization Services
6. Planning and Administration - CDBG Program staffing and administration, planning for affordable
housing resource development and potential annexation areas
Strategies
Strategy #1
~evelop a range of housing opportunities aimed at increasing the supply of affordable housing to accommodate
~e projected growth in low- and moderate-income households. Create housing opportunities for seniors,
youth, special needs groups and impact the availability of transitional housing and emergency shelters.
Activity 1
Preservation of housing stock in existing neighborhoods has been cited as an important community value in
Federal Way, one which played a large role in the community's decision to incorporate. Over the next four
years, the City will maintain a Housing Rehabilitation Loan and Grant Program to maintain health and safety
standards in the homes of low- and moderate-income households and persons with disabilities.
Activity 2
According to established service providers, suburban homelessness is increasing. There is a limited supply of
transitional and emergency shelter facilities in South King County to meet this overwhelming need. Over the
next four years, the City will continue to support local and regional shelter and transitional housing service
providers. Within the next four years the City will encourage and support more homelessness prevention
services, including youth shelter services.
Activity 3
Within the next year, the City will explore a variety of methods to increase the supply of affordable housing
.or low- and moderate-income families:
Page 3
City of Federal Way
Four- Year Strategies
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cont. Strategy # 1, Activity 3
.
. The City will consider assuming a leadership role in establishing a South King County regional
entity to address housing needs.
. The City will assess the value of pooling technical resources between jurisdictions to assist in the
development and implementation of housing policies and programs.
. The City will look at the benefits of collaborative efforts to coordinate local government money and
resources in a way that will attract greater private and not-for-profit investment into affordable
housing.
Strategy #2
Prioritize and fund projects that strengthen the City's infrastructure and stimulate economic development.
Activity 1
Over the next four years, and with direction from the City Council, establish priority areas for public funding
of capital facilities, services and infrastructure by working with the Human Services Commission, and
soliciting input from the Management Team.
Activity 2
Over the next two years, the City will fund public and commuuity facilities improvement projects which .
address safety and accessibility issues particularly for the well-being of youth, elderly, and disabled persons.
Activity 3
Within the next four years, the City will consider funding low-income neighborhood revitalization projects.
Activity 4
Within the next four years, the City will consider funding capital transportation improvement projects which
connect low- and moderate-income housing areas with vital services in the City.
Strategy #3
Address human services needs which focus upon self-support systems that empower families and communities
to make contributions to their own well-being and enhance the quality of their lives. Provide technical
assistance, planning and administrative services to increase performance levels of CDBG program participants.
.
page 4
City of Federal Way
Four- Y ear Strategies
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cont. StrateJ1;Y #3
.ctivity 1
The City recognizes that problems faced by children and their families are complex in nature and can result in
dysfunction and tragedy if not addressed holistically. Solutions to complex problems often require a variety of
interactive approaches designed to create environments which provide people with the tools to help themselves.
Over the next four years, the City will fund projects and agencies with a holistic approach to service delivery
and demonstrate the ability to leverage funds and network with other service providers.
Activity 2
The social environment for youth is often volatile and filled with life-threatening circumstances. Collective
efforts between local community organizations, the School District, and the City, may provide effective
solutions that positively impact the young people in Federal Way.
Within the next three years, the City will consider funding projects which provide "at-risk" youth with more
recreational and educational alternatives.
Over the next three years, the City will fund projects and public service agencies which assist families with
children in the areas of employment and youth services.
.ctivity 3
Over the next two years, the City will participate in regional and local planning activities with King County,
the South King County Community Network Board, and other funders and jurisdictions to coordinate funding
approaches, policies and service delivery which facilitate a continuum of care for people.
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MEETING DATE: September 2, 1997
...~.!:!'~.~.~!.~...~~.~~~.~.~.~~.~..!.~...~~.~~.P!...~Q~~..~.~~...~~~..~~.~.~.!..~~.~.~~.~...................................
CATEGORY: BUDGET IMPACT:
_X_CONSENT
_ORDINANCE
_BUSINESS
_HEARING
_FYI
RESOLUTION
STAFF REPORT
_PROCLAMATION
STUDY SESSION
OTHER
Amount Budgeted: $47,808.00 (grant amt.)
Expenditure Amt: $ 15,936.00(City match)
Contingency Reqd: $
.uu...............................................................................................................................................................................................................................................................
A TT ACHMENTS: Permission to Accept Letter/Grant Packet.
......................................................................................................................................................................................................................................................................
.SUMMARYIBACKGROUND: See attached
.................................................................................................................................................................................................................................................................
CITY COUNCIL COMMITTEE RECOMMENDATION: Approve acceptance of grant as proposed.
.................................................................................................................................................................................................................~................................:;...........
CITY MANAGER RECOMMENDATION: Approve acceptance of grant as pr.oposed. b JI /L
........................................................................................................................................:........................................................................................~............
d!
APPROVED FOR INCLUSION IN COUNCIL PACKET:
(BELOW TO BE COMPLETED BY CITY CLERK'S OFFICE)
COUNCn.. ACTION:
_APPROVED
DENIED
_TABLEDIDEFERRED/NO ACTION
COUNCIL BILL #
1st Reading
Enactment Reading
ORDINANCE #
RESOLUTION #
.
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.:L~
w~ERRL
DEP ARTMENT OF PUBLIC SAFETY
Memorandum
TO:
Mr. Michael Park, Chair, Public Safety and Human Services Committee
Ronald T. Wood, Director of Public Safety ~
FROM:
DATE:
July 11, 1997
SUBJ:
COPS MORE '96 GrantlPermission to Accept
The COPS MORE '96 Grant was completed and submitted for review to the U.S.
Department of Justice, Office of Community Oriented Policing Services on November 14,
1996. This application was reviewed prior to submittal by Mr. Phillip Keightley, Deputy
City Manager for Mr. Ken Nyberg, City Manager.
The grant request was for $47,808.00 with a matching fund of $15,936.00. These monies
will be used to hire two Police Support Officers(pSO). The hiring of these two PSO's will
allow the Department to redeploy sworn officers into a community policing program.
I have received notice from the U.S. Department of Justice that we are to be awarded these
funds. I am requesting permission to accept these funds and that you forward your
recommendation(s) to the City Council for their review at the City Council meeting set for
August 19th.
Thank you for your consideration.
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u.s. Department of Justice
Office of Community Oriented Policing Services (COPS)
Office of the Director
1100 Vennont Ave. N.W.
Washington, D.C, 20530
JUN - 2 1997
PUBLIC SAF~TII ' r ',.
t.: ~ t...:. f I
Director Ronald Wood
Federal Way, City of
33530 1st Way South
Federal Way, WA 98003
JUN 6 1997
Dear Director Wood:
I am pleased to infonn you that the COPS Office has approved your agency's request for funding
under the COPS MORE 96 program.
Although you have been awarded a grant under the COPS MORE 96 program, we have not yet
completed the final review of your budget. As a result, you may not draw down grant funds until
your itemized budget (submitted with your application) is approved and you have been notified
accordingly. We are including a Memorandum of Estimated Funding which details the items which'you
have been awarded. Please note that the figures on this Memorandum are estimates and may change
after the final financial review.
Once you have received final budget clearance, you will receive a packet that includes your
Grant Award, which you must sign to officially accept your grant. The MORE 96 Award document will
provide the total award amount and redeployment figures, as well as the award amount and redeployment
figures by type of award (civilian personnel, and technology/equipment). Your award packet will also
include a Grant Owner's Manual, fonns necessary to actually draw down funds, and other payment
infonnation. These materials should assist you with the administrative and financial matters associated
with your grant.
Should you have any questions regarding your COPS MORE 96 award, please contact the COPS
Office at 1-800-421-6770, or call your grant advisor.
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U.S. Department of Justice
Community Oriented Policing Services (COPS)
Office of the Director
1100 Vermont Avenue, NW
Washington, D.C. 20530
Memorandum of Recommended and Estimated COPS 96 MORE Funding
Jurisdiction: Federal Way, City of
ORI: W A01736
The following figures have been compiled by the COPS office based on a review of your
COPS MORE application. Award amounts are estimated and may change, based on
financial review by the Office of Comptroller.
A standard of 1824 hours (or 228 days) was used to compute yearly full-time equivalent
(Fl'E) redeployment for each item. requested
I. Non-Sworn Civilians
Total estimated federal dollars awarded: $47,808.00
Total FTE redeployment: 2 sworn officers
2 police support officers
Total dollars disallowed: $0.00
II. TechnologylEquipment
Total estimated federal dollars awarded: $0.00
Total FTE redeployment: 0 sworn officers
Total dollars disallowed: $0.00
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Waiver of local match requested: No
Waiver oflocal match granted: No
At this time, please also take any steps necessary for you to be able to begin redeploying
officers upon clearance of your budget. You should receive a letter notifying you that
your budget has been cleared. The official award date of your COPS MORE '96 grant is
October 1, 1996. You will be reimbursed for any approved expenses incurred after
October 1, 1996 under your COPS MORE '96 grant.
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(206) 661-4000 .
FEDERAL WAY, WA 98003-6210
November 14, 1996
Mr. Joseph Brann, Director
Office of Community Oriented Policing Services
COPS MORE Control Desk, 8th Floor
11 00 Vermont Avenue, NW
Washington, DC 20530
Dear Mr. Brann:
Enclosed please find our application for the COPS MORE '96 program. We trust you will .
find that our proposal meets the goals of the COPS office by significantly redeploying sworn
officers into a community policing program.
It has been a pleasure to work with your office on the COPS Universal Hiring Program and
we look forward to working with you on this new facet of our community policing program.
If we may be of assistance, pfease contact my office at (206) 661-4016, or by facsimile at
(206) 661-4578.
Sincerely,
~Q
'\
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Ronald T. Wood
Director of Public Safety
Enclosure
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~ground Infonnation
All requested infonnation must be typed.
Applicant Organization's Legal Name: City of Federal Way. Washington
Applicant Agency EIN Number (Assigned by the IRS): 91-1462550
(If your department .has been assigned an EIN number by the Office of Justice Programs, please use that assigned
number. Otherwise, your Internal Revenue Service EIN number should be used.)
Applicant Agency ORI Number (Assigned by FBI for VCR Reporting): WA-0173600
Congressional District (number): WA-()Q
Are you contracting for law enforcement services? Q No 0 Yes If "yes," enter the name and agency informa-
tion of the contract law enforcement department in the LAw Enforcement Executive Information section below.
Executive Infonnation:
Law Enforcement Executive's Name: Rona 1 d T. Wood
Title: Dir. of Pub. Safety
Agency Name:
Address:
City:
.hone:
r.;t"y nf Fpnpr-'ll W-'ly npp-'lrt"mpnt" nf Pllhl;r S-'lfpt"y
33530 1st WOlY SOl1rh
Federal Way
State: WA
FAX:
Zip Code:
(?()f;) f.61-lt.C,7R
98003
(106) 661-4016
Name of contact person in your department who is familiar with this grant: Dprpk M M::Ithp~on
Telephone: (106) 661-4671 FAX: (?nf.) f.f.1-lt.nn
Government Executive's Name: Kenneth E. Nvberg
Name of Government Entity: City of Federal Way
Address: 11,)1() 1 ~t W-'lY SOllth
Title: City Manager
City:
Telephone:
Federal Way
(206) 661-4013
State: WA Zip Code:
FAX: (206) 661-4024
98003
Generallnfonnation:
Type of Police Agency:
ll'J Municipal 0 State 0 County PD 0 Sheriff 0 Indian Tribal
o School 0 University /College (0 Public or 0 Private?)
o Public Housing 0 New Start Up (please specify type of agency)
o Other (please specify)
o Transit
.
.. Application Form: COPS MORE /96 (This page must be returned to the COPS Office.)--
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Has your jurisdiction received other COPS grants?
(!J Yes
ONo
If "yes," under which program(s)? (Choose all that apply.)
.
o COPS: Phase I
o COPS AHEAD
o COPS FAST
o COPS MORE
~ Universal Hiring Program 0 Anti-Gang Initiative/Youth Firearms Violence Initiative
o Troops to COPS 0 Community Policing to Combat Domestic Violence
o Problem-Solving Partnerships
Total amount of Federal funds requested: $ u 7 , ROR
Total'non-Federal matching funds required (local share): $ 15 , 936
Population served as of 1990 U.S. Census: 75,200 and square miles covered: 21.2
(Exclude the population and square miles primarily served by other law enforcement agencies within your jurisdic-
tion, For example, sheriffs' departments must exclude populations and areas covered by a city police department
for which the sheriff's department has no primary law enforcement authority.)
Current authorized sworn force strength: R1
(Indicate if your department does not have an authorized strength.)
Actual sworn force strength as of May 1, 1996: one (1)
(Include funded vacancies.)
.
Are you requesting a waiver of the local match requirement based upon severe fiscal distress? (Please see the
section on waivers starting on page four of this application and,attach a detailed explanation of your agency's current
fiscal situation and why you are unable to provide a local match.)
DYes
iii No
What is the source of your agency's local cash match?
General Fund
(PleaSl; continue on other side.)
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"Application Fonn: COPS MORE '96 (This page must be returned to the COPS Office.)""
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certiftJ that the information provided on this form is true and accurate to the best of my knowledge. I understand that
.r. any grant award, the applicant must comply with all application and program requirements of the Public Safety
In rship and Community Policing Act of 1994 and other requirements of Federal law.
..aw Enforcement Executive's Signature: f}.o__--<_. C.L ~ W ~ Date:
(signature of person named on the front of this form)
~~~#M
17' .
~.. I Date:
(signature of person named on the front of this form)
( ( - f 4- <; (.
;overnment Executive's Signature:
\( I fl'( /:;. /;
-.lotice: If your state participates in the Executive Order 12372 intergovernmental Review Process (see the
\ppendix), please fill in the date on which you made a copy of this application available to the Single Point
)f Contact for review: N I A
:=FDA Number: 16.710
;tate Application Identifier:
(For State SPOC Use Only)
.
.
... Application Form: COPS MORE '96 (This page must be returned to the COPS Office_)~.
15
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Introduction
On May 16, 1995, the Federal Way City Council voted unanimously to create a police .
agency within the City's organizational structure. The most significant reasons for this
decision were the need to control rising overhead costs and the desire to make policy and
program decisions at the local level. The establishment of a City police agency lets us match
our police service structure to the needs and desires of the community. One month ago, on
October 16, 1996, our community-based police vision became a reality as the City of Federal
Way assumed all law enforcement responsibilities from the King County Police.
As part of our vision of a community police agency that is responsive to the needs of
the Federal Way community, the Federal Way Department of Public Safety plans to
implement in February of 1997 a community resource center program. This program will
place neighborhood-oriented police patrol, crime prevention, and youth/adult education
programs in two neighborhoods with lower incomes and high-density living conditions.
Establishing roots in these communities will allow us to combat conditions that lead to
criminal activity and create healthy and vibrant neighborhoods.
Each community resource center will be staffed by two police officers, a police
support officer, and a program coordinator. A majority of the police officers' time will be
scheduled in the center, assisted by a police support officer (PSO), working with a program
coordinator from the City's Department of Parks, Recreation, and Cultural Services. This
team will work together to facilitate programs that have a proven track record of reducing
crime and creating the potential for success for individuals living in the affected communities.
.
Recognizing that crime prevention is not simply a law enforcement issue, programs
will focus on education as well as public safety. The City will work with non-profit service
providers and community groups to create programs that bring the larger community together
with at-risk neighborhoods in an effort to solve problems. For adults, educational program
will include parenting classes, computer training, and GED preparation. For youth, such
programs will include neighborhood-based recreation for older children, arts and crafts for
younger children, and tutoring services for middle and high school students. Community
center-based public safety programs, led by police officers and PSOs, will include crime
prevention workshops, neighborhood dispute resolution, coordination of neighborhood watch
groups, and working with residents to identify crime-related and other concerns.
During periods of time when they are not staffing the community center building,
sworn police officers will conduct neighborhood-based patrol and outreach in the community
by means of foot patrol, bicycle patrol, and a marked car permanently assigned to that
neighborhood. The flexibility afforded by these different patrol methods will make it possible
to both rapidly respond to emergency centers and make proactive contacts with the
community members. These proactive contacts include door-to-door and on-street contact
with residents, attendance at community meetings, on-site coordination of neighborhood watch
groups, on-site neighborhood dispute resolution, neighborhood presentations on crime
prevention, and interaction with children on playgrounds and athletic courts. Simply the
presence of these officers on the street will be a powerful deterrent to criminal activity in
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these at-risk neighborhoods.
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Although many of the outreach functions can occur in community centers buildings,
there are some individuals who will better respond to interaction that occurs on their own
streets, in their own apartments, and on their playgrounds and athletic courts. It is therefore
critical, from a community policing standpoint, that officers be able to get out into the
community for a larger portion of their shifts. This can only occur if we are ab.le to increase
the number of civilian police support officers who can assist officers in staffing the
community resource centers.
Funding under the COPS MORE '96 program will allow us to hire additional
civilian police support officers who can work in the centers and redeploy sworn officers
into neighborhood-based patrol and community interaction. In doing so, we will better
use the talents and skills of sworn personnel to proactively combat criminal activity and make
our community safer for all residents.
Placing sworn police officers in the community resource centers will make a difference
and reduce crime. If, however, we can staff the com~unity centers with more civilian police
support officers and redeploy sworn officers out into the community for larger portions of
their shifts, we can make a huge difference for the residents of those neighborhoods. We look
forward to working with you to make the community resource centers places where people
can not only receive services, but places where comprehensive neighborhood based policing
can originate.
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Section II - Part A
Item # 1
Cost-Effectiveness Worksheet
.
Please type all responses.
Jurisdiction's Legal Name: City of Federal Way
City, State: Federal Way, Washington
OR1#: WA-0173600
Contact name: Derek M. Matheson
Contact phone: (206) 661-4671
o
Technology / equipment
OR
o
Civilians
Brief description of requested item, system, or group of like items: Two civilian police support
officers to redeploy two sworn officers
Line 1 - Entry-level salary of SWORN police officer (as of Jan. 1, 1996)
Line 7 - Federal amount requested.
1. $1lt.,7c:,? 00
2. Q,710 c:,f;
3. 44.4f\? ')f;
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4. 33.361. 92
5. ?c:"ooo 00
6. 63.744.00
7. 47,808.00
Line 2 - Fringe benefits of SWORN police officer
Line 3 - Add lines 1 and 2
Line 4 - Multiply line 3 by .75
Line 5 - Enter figure on line 4 or $25,000, whichever is less
Line 6 - Total cost of item, system, or group of like items
Can be no more than 75% of total item cost (line 6)
Line 8 - Divide line 7 by line 5
8.
qt
Line 8 is the minimum number of officers that you must redeploy into community policing. To determine
how many officer hours this is per year, multiply line 8 x 1,824 hours (1,824 hours/year is the COPS standard
full-time equivalent). This is the total number of hours/year that must be saved through the purchase of this
item in order to meet redeployment. Certain types of technology or support resources may allow you to rede-
ploy more than the amount required by line 8 of the CEW. The actual amount of redeployment calculated for
.each item in Part B, the Demonstration of Time Savings (see page 21), is the redeployment the COPS Office
expects that you will achieve if awarded that item.
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U Application Form: COPS MORE '96 (This page must be returned to the COPS Office.)"
19
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Name:
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Section II - Part B
City of Federal Way
WA-0173600
Item # 1
Demonstration of lime Savings
Describe how this item, system, or group of like items will result in officer time savings. Please use the space
provided. For large jurisdictions or complex projects, please attach additional sheets. Sample redeployment
summaries can be found in the beginning of this section. The actual redeployment that you calcUlate in this
section is what the COPS Office assumes that you will achieve as a result of this grant.
Things you may want to include:
. Number of hours saved per day per officer
. The number of days these officers will actually work in a one-year period
. How many officers will realize this savings
. How time will be saved (on what activities)
.he actual redeployment that is calculated in this section is substantially greater than the required amount
redeployment you must achieve for this item (line 8 of the CEW), please indicate that your agency
understands that it will be expected to attain this redeployment if funded for this item.
.
.. Application Form: COPS MORE '96 (This page must be returned to the COPS Office.)..
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Part B: Demonstration of Time Savings
The City of Federal Way's community resource center program will place community
policing and service centers in two city neighborhoods with high density living .environments
that have a history of fostering criminal activity. Each center will be open sixteen hours per
day, seven days per week, for a total of 112 hours per week in order to insure broad access to
services. At the COPS standard of 35 hours per week, it will take four people to staff each
community resource center. Currently, this consists of one police support officer (PSO) and
three sworn officers per center. Under this system, there will only be 28 hours per week, or
four hours per day, left for patrol activities and citizen outreach on the streets and open spaces
of each neighborhood.
Funding under COPS MORE 196 will provide for the addition of two PSOs, one in
each center, to free up an additional 35 hours per week, five hours per day, of community
patrol and outreach time in each neighborhood. This is the equivalent of one officer being
redeployed from each of the two community resource centers. Between the two centers,
there would be an addition of 10 hours per day, 70 hours per week, and 3,648 hours per year
of community policing on the streets of these neighborhoods.
Upon adding these additional five hours per day to the four hours per day of
neighborhood patrol and outreach that is already available in each neighborhood, we can
achieve nine hours per day of community patrol and outreach plus full coverage at each
community resource center.
.
These 3,648 hours of community policing exceeds the cost effectiveness worksheet
requirement of 3,484 by 164 hours, or roughly five percent. ..
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Community Policing Activities SUmmary
(Part C): Insbtlctions
YOU should describe how officers will
use the time saved for each item,
system, or group of like items. In order
to be funded under COPS MORE '96,
the time saved must be devoted to com-
munity policing.
Example - The Hessville Police Depart-
ment plans to purchase four laptops under
COPS MORE '96 and has shown a time
savings of 3,648 hours/year (or 2 FfE) as
a result. With this time savings, all 20 of
the officers in Hessville will spend
approximately 180 hours in the coming
year working on a community policing
project to address one specific crime or
disorder problem on their beats: Each
officer will devote three to four hours
per week to their projects. The officers
will spend time regularly meeting with
community members to learn more
about the specific problems they decide
to focus on and to develop creative
approaches to addressing these problems
based on their understanding of them.
Officers also will work with community
members to evaluate the effectiveness of
the solutions implemented.
25
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Name:
ORI:
City of Federal Way
WA-0173600
Section II - Part C
Item # 1
Community Policing Activities Summary
In Part B, you demonstrated the time savings that you expect to achieve through the purchase of this item.
Please indicate which of the following activities your officers will engage in as a result of this time savings.
o Looking at repeat calls for service to identify problems or hot spots
~ Working with neighborhood residents to identify and prioritize crime problems
o Conducting citizen surveys
o Addressing conditions that lead to crime
o Assessing the impact of community policing efforts on levels of crime and fear
o Working with local governmental! community agencies to address crime and disorder problems
o Attending community meetings
~
Helping coordinate neighborhood watch groups
o Working with businesses to address crime problems
~ Training officers/ citizens in community policing
(XJ Conducting crime prevention workshops/ disseminating information on ways of preventing crime
o Engaging in strategic planning related to implementing community policing
Briefly describe any other community policing activities your officers will engage in as a result
of the time savings for this item. Please be as detailed as possible in the space provided, using the
back if necessary. If more space is needed, please attach additional pages.
26
.. Application Form: COPS MORE '96 (This page must be returned to the COPS Office.)"
.
.
.
.
.
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Part C: Community Policing Activities Summary
Funding under COPS MORE '96 will allow the City of Federal Way to redeploy ten
officer hours every day--five in each center--from service inside community resource center
buildings to directed patrol and community outreach on the streets and public spaces of
neighborhoods containing the community resource centers. Redeployment will give sworn
police officers the opportunity to interact with far more citizens than those who will
participate in community resource center activities. Interaction between police officers and
citizens will build mutual trust and help officers to understand and respond to the concerns of
neighborhood residents.
The key feature of this redeployment program is flexibility. Specific officers are not
deployed to the two neighborhoods according to a formula. Rather, as issues of concern,
trends in crime, and trends in neighborhood interaction change, police executives will have the
flexibility to determine how the hours of patrol can be best allocated among those officers
assigned to the community resource center program. The one constant is that all of the
redeployed hours will be used to increase patrol and community interaction services to the
residents of the neighborhoods containing the two community resource centers.
To facilitate patrol and community policing activities in these neighborhoods, the City
intends to provide each community resource center with a dedicated patrol car to supplement
foot and bicycle patrol. A dedicated patrol car adds the ability to rapidly respond to
emergencies to the approachability of foot and bicycle patrol. Community interaction by
officers will include door-to-door and on-street contact with residents. In addition, officers
will be able to attend community meetings, provide on-site coordination of neighborhood
watch groups, provide on-site neighborhood dispute resolution, and make presentations on
crime awareness and prevention.
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>MB APPROVAL NO \12t-ot88
XPIRES 5-98
Budget Detail Worksheet
\.gency Name and State:
JRI # (FBI ID Number):
~iry nf Fpdpr~l V~y, VA
WA-0171fiOO
A. Personnel
List each position by title and name of employee, if available. Show the annual salary rate and the percentage
of time to be devoted to the project. Compensation paid for employees engaged in grant activities must
be consistent with that paid for similar work within the applicant organization.
NameIPosition Computation
Cost
Police Support Officer $24,900/yr x 2 individuals
$49,800
Total: $ 4Q, ROO
B. Fringe Benefits
Fringe b~nefits should be based on known actual costs or an established formula. Fringe benefits are for
the personnel listed in budget category (A) and only for the percentage of time devoted to the project.
Uniforms, equipment, and vehicles are unallowable costs under this grant program. Please list FICA and
Workers Compensation, if applicable.
Name/Position Computation
Cost
Police Support Officer $6,972/yr x 2 individuals
$13,944
Total: $ 13.944
"Budget Worksheet: COPS MORE '96 (This page must be returned to the COPS Office.)""
.
.
.
41
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Agency Name and State:
I # (FBI 10 Number):
City of Federal Way. WA
WA-0173600
c. Travel
Itemize travel expenses of project personnel by purpose (e:g. staff to training, field interviews, advisory
group meetings). Show the basis of computation (e.g. six people to 3-day training at $X airfare, $X lodg-
ing, $X subsistence). In training projects, travel and meals for trainees should be listed separately. show
the number of trainees and the unit costs involved. Identify the location of travel, if known.
Purpose of Travel
Location
Item
Computation
Costs
Total: $ -0-
. Equipment
ist nonexpendable items that are to be purchased. Nonexpendable equipment is tangible property having a
useful life of more than two years and an acquisition cost of $5,000 or more per unit. Expendable items
should be included either in the "Supplies" category or in the "Other" category. Applicants should analyze
the cost benefits of purchasing versus leasing equipment, especially for high.cost items and those subject
to rapid technical advances. Rented or leased equipment 'costs should be listed in the "Contractual" cate-
gory. Explain how the equipment is necessary for the success of the project. Attach a narrative describing
the procurement method to be used.
Item
Computation
Cost
Total: $ 0-
42
"'Budget Worksheet: COPS MORE '96 (This page must be returned to the COPS Office.)"
A.gency Name and State:
:>RI # (FBI ID Numbed:
City of Federal Way. WA
WA-0173600
E. Supplies
List items by type (office supplies; postage; training materials; copying paper; and expendable equipment
items costing less than $5,000, such as books, hand-held tape recorders) and show the basis for computa-
tion. Generally, supplies include any materials that are expendable or consumed during the course of the
project.
Supply Items
Computation
Cost
Total: $ -0-
"Budget Worksheet: COPS MORE '96 (This page must be returned to the COPS Office.)"
.
.
.
43
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Agency Name and State:
.1 # (FBIID Numbed:
r.ity of Fpnpr~l W~y. WA
WA-0173600
E Consultants/Contracts
Consultant Fees: For each consultant enter the name, if known, service to be provided, hourly or daily fee
(8-hour day), and estimated time on the project. Consultant fees in excess of $250 per day require
additional justification.
Name of Consultant
Service Provided
Computation
Cost
Subtotal: $ -0-
..................................................................................................................................
Consultant Expenses: List all expenses to be paid from the grant to the individual consultants in addition
to their fees (e.g. travel, meals, lodging).
Item
Location
Computation
Cost
Subtotal: $ -0-
..................................................................................................................................
Contracts: Provide a description of the product or service to be procured by contract and an estimate of
the cost. Applicants are encouraged to promote free and open competition in awarding contracts. A separate
justification must be provided for sole source contracts in excess of $100,000.
Item
Cost
Subtotal: $ -0-
Total: $ -0-
44
"Budget Worksheet: COPS MORE '96 (This page must be returned to the COPS Office.)""
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Agency Name and State:
ORI # (FBI ID Number):
City of Federal Way. WA
WA-O 171600
G. Other Costs
List items (e.g. rent, production, telephone, janitorial or security services, and investiga~ve or confidential
funds) by major type and the basis of the computation. For example, provide the square footage and the
cost per square foot for rent, or provide a monthly rental cost and how many months to rent.
Description
Cost
Computation
Total: $ -0-
"Budget Worksheet: COPS MORE '96 (This page must be returned to the COPS Office.)"
.
.
.
45
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Agency Name and State:
.1 # (FBI ID Number):
City of Federal W:lY. WA
WA-0173600
Budget ~mmary
When you have completed the budget worksheet, transfer the totals for each category to the spaces
below. Compute the total direct costs and the total project costs. Indicate the amount of Federal funds
requested.
Budget Catt;gory
Amount
Total Project Costs
$ L.Q,ROO
$ 11.Q44
$
$
$
$
$
$ n1,744
$ h '3 . 7l... 4
A. Personnel
B. Fringe Benefits
C. Travel
D. Equipment
E. Supplies
F. Consultants/Contracts
Other
Total Direct Costs
Federal Request
$ 47 . BOB
7'5
%)
Non-Federal Amount
$15,936
25
%)
.
.46
"Budget Worksheet: COPS MORE '96 (This page must be returned to the COPS Office.)"
e
u.s. Department of Justice
Office of Community Oriented policing Services
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Assurances
Several provisions of Federal law and policy apply to aU grant programs. We (the Office of Community Oriented Policing
Services) need to secure your assurance that you (the applicant> will comply with these provisions. If rou would like further
information about any of the matters on which we seek your assurance, please contact us.
By your authorized representative's signature, you assure us and certify to us that you will comply with aU legal and adminis-
trative requirements that govern the applicant for acceptance and use of Federal grant funds. In particular, you assure us that:
1. You have been legally and officially authorized by the appropriate
governing body (for example, mayor or city council) to apply for this
grant and that the persons signing the application and these assur-
ances on your behalf are authorized to do so and to act on your
behalf \\lith respect to any issues that may arise during processing of
this application.
2 You will comply with the provisions of federal law which limit
certain political activities of your employees whose principal
employment is in connection with an activity financed in whole or in
part with this grant. These restrictions are set forth in 5 USe. 9
1501, et seq.
3. You will comply with the minimum wage and maximum hours
provisions of the Federal Fair Labor Standards Act, if they apply to
you.
4. You will establish safeguards, if you have not done so already, to
prohibit employees from using their positions for a purpose that is,
or gives the appearance of being, motivated by a desire for private
gain for themselves or others, particularly those with whom they
have family, business, or other ties.
5. You will give the Department of Justice or the Comptroller
General access to and the right to examine records and documents
related to the grant.
6. You will comply with all requirements imposed by the
Department of Justice as a condition or administrative requirement
of the grant, with the program guidelines, with the requirements of
OMB Circulars A-8? (governing cost calculations) and A-128 or A-
133 (goveming audits), with the applicable provisions of the
Omnibus Crime Control and Safe Streets Act of 1968, as amended,
with 28 CFR Part 66 (Uniform Administrative Requirements), with
the provisions of the current edition of the COPS Universal Hiring
Owners Manual, and with all other applicable laws, orders, regula-
tions, or circulars.
7. You will. to the extent practicable and consistent with applicable
law, seck. recruit, and hire qualified members of racial and ethnic
minority groups and qualified women in order to further effective
law enforcement by increasing their ranks within the sworn posi-
tions in your agency.
8. You will not, on the ground of race, color, religion, national origin,
gender, disability or age, unlawfully exclude any person from partic-
ipation in, deny the benefits of or employment to any person, or sub-
ject any person to discrimination in connection with any programs
or activities funded in whole or in part with federal funds. These
civil rights requirements are found in the nondiscrimination provi-
sions of the Omnibus Crime Control and Safe Streets Act of 1968, as
amended (42 USe. 9 3789(d)); Title VI of the Civil Rights Act of
1964, as amended (42 U.s.e. 9 2000d); the Indian Civil Rights Act (25
USe. 9S 1301-1303); Section 504 of the Rehabilitation Act of 1973, as
amended (29 USe. 9 794); Title II, Subtitle A of the Americans with
Disabilities Act (ADA) (42 U.S.e. 9 12101, et seq.); the Age
Discrimination Act of 1975 (42 USe. 9 6101, et seq.); and
Department of Justice Non-Discrimination Regulations contained in
Title 28, Parts 35 and 42 (subparts C, D, E and G) of the Code of
Federal Regulations. .
A. In the event that any court or administrative agency makes a
finding of discrimination on grounds of race, color, religion,
national origin, gender, disability or age against you after a due
process hearing, you agree to forward a copy of the finding to the
COPS Legal Division, 1100 Vermont Avenue, N.W., Washington,
OC 20530.
B. If you are applying for a grant of $500,000 or more and
Department regulations (28 CFR 42.301 et seq.) require you to
submit an Equal Opportunity Employment Plan, you will do so
within 60 days of your grant award, if you have not done so in
the past. If you are applying for a grant of less than $500,000 and
the regulations require you to maintain a Plan on file in your
office, you will do so within 120 days of your grant award.
9. You will insure that the facilities under your ownership, lease or
supervision which shall be utilized in the accomplishment of the
project are not listed on the Environmental Protection Agency's
(EPA) list of Violating Facilities and that you will notify us if you are
advised by the EPA indicating that a facility to be used in this grant
is under consideration for listing by EPA.
10. If your state has established a review and comment procedure
under Executive Order 12372 and has selected this program for
review, you have made this application available for review by the
State Single Point of Contact.
.
[ hereby certify cV7,~~I1:e witll ~;e ab~~; assurances t!lat goucrII tllC application and use of Federal fllnds.
S;gnatu,", (tJ.Jfi ~ )~f/rlii\ Dale
fI ! /r f;-c
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u.s. Department of Justice
Office of Community Oriented Policing Services
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(I
.
Certifications
Regarding Lobbying; Debannent; Suspension and other Responsibility Matters; Dmg-Free Workplace
Requirements; Coordination vvith Affected Agencies; and Non-Supplanting.
Although the Department of Justice has made every effort to simplify the application process, other provisions of Federal law
require ~ to seek your certification regarding certain matters. Applicants should read the regulations cited below and the
instructions for certification included in the regulations to understand the requirements and whether they apply to a particular
applicant. Signature of this form provides for compliance with certification requirements under 28 CFR Part 69, "New
Restrictions on Lobbying" and 28 CFR Part 67, "Government-wide Debarment and Suspension (Nonprocurement) and
Government-wide Requirements for Drug-Free Workplace (Grants)," and the coordination and non-supplanting requirements
of the Public Safety Partnership and Community Policing Act of 1994. The certifications shall be treated as a material represen-
tation of fact upon which reliance will be placed when the Department of Justice determines to award the covered grant.
1. Lobbying
As required by Section 1352, TItle 31 of the U.S. Code, and imple-
mented at 28 CFR Part 69, for persons entering into a grant or coop-
erative agreement over $100,000, as defined at 28 CPR Part 69, the
applicant certifies that:
A. No Federal appropriated funds have been paid or will be
paid, by or on behalf of the undersigned, to any person for influ-
..ng or attempting to influence an officer or employee of any
ncy, a Member of Congress, an officer or employee of
ongress, or an employee of a Member of Congress in connection
with the making of any Federal grant, the entering into of any
cooperative agreement, and the extension, continuation, renewal,
amendment, or modification of any Federal grant or cooperative
agreement;
B. If any funds other than Federal appropriated funds have been
paid or will be paid to any person for influencing or attempting
to influence an officer or employee of any agency, a Member of
Congress, an officer or employee of Congress, or an employee of
a Member of Congress in connection with this Federal grant or
cooperative agreement, the undersigned shall complete and sub-
mit Standard Form - LLL, "Disclosure of Lobbying Activities," in
accordance with its instructions;
C. The undersigned shall require that the language of this certifi-
cation be included in the award documents for all subawards at
all tiers (including subgrants. contracts under grants and coopera-
tive agreements, and subcontracts) and that all sub-recipients
shall certify and disclose accordingly.
2. Debarment, Suspension, and Other Responsibility Matters
(Direct Recipient)
As required by Executive Order 12549, Debarment and Suspension,
and implemented at 28 CFR Part 67, for prospective participants in
ery covered transactions, as defined at 28 CFR Part 67, Section
A. The applicant certifies that it and its principals:
(i) Are not presently debarred, suspended, proposed for
debarment, declared ineligible, sentenced to a denial of
Federal benefits by a State or Federal court, or voluntarily
excluded from covered transactions by any Federal depart-
ment or agency;
(ii) Have not within a three-year period preceding this appli-
cation been convicted of or had a civil judgment rendered
against them for commission of fraud or a criminal offense in
connection with obtaining, attempting to obtain, or perfonn-
ing public (Federal, State, or local) transaction or contract
under a public transaction; violation of Federal or State
antitrust statutes or commission of embezzlement, theft,
forgery, bribery, falsification or destruction of records, making
false statements, or receiving stolen property;
(ill) Are not presently indicted for or otherwise aiminally or
civilly charged by a governmental entity (FederaL State, or
local) with commission of any of the offenses enumerated in
paragraph (A)(ii) of this certification; and
(iv) Have not within a three-year period preceding this appli-
cation had one or more public transactions (Federal, State, or
local) terminated for cause or default; and
B. Where the applicant is unable to certify to any of the state-
ments in this certification, he or she shall attach an explanation to
this application.
3. Drug-Free Workplace (Grantees Other Than Individuals)
As required by the Drug-Free Workplace Act of 1988, and imple-
mented at 28 CFR Part 67, Subpart F, for grantees, as defined at 28
CFR Part 67, Sections 67.615 and 67.620-
A. The applicant certifies that it will or will continue to provide a
drug-free workplace by:
(j) Publishing a statement notifying employees that the
unlawful manufacture, distribution, dispensing, possession, or
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use of a controlled substance is prohibited in the grantee's
workplace and specifying the actions that will be taken against
employees for violation of such prohibition;
(ii) Establishing an on-going drug-free awareness program to
inform employees about -
(a) The dangers of drug abuse in the workplace;
(b) The grantee's policy of maintaining a drug-free workplace;
(c) Any available drug counseling, rehabilitation, and employ-
ee assistance programs; and
(d) The penalties that may be imposed upon employees for
drug abuse violations occurring in the workplace;
(ill) Making it a requirement that each employee to be
engaged in the performance of the grant be given a copy of
the statement required by paragraph (i); .
(iv) Notifying the employee in the statement required by
paragraph (i) that, as a condition of employment under the
grant, the employee will-
(a) Abide by the terms of the statement; and
(b) Notify the employer in writing of his or her conviction for
a violation of a criminal drug statute occurring in the work-
place no later than five calendar days after such conviction;
(v) Notifying the agency, in writing, within 10 calendar days
after receiving notice under subparagraph (iv)(b) from an
employee or otherwise receiving actual notice of such convic-
tion. Employers of convicted employees must provide notice,
including position title, to: COPS Office, 1100 Vermont Ave.,
NW, Washington, OC 20530. Notice shall include the identifi-
cation number(s) of each affected grant;
(vi) Taking one of the following actions, within 30 calendar
days of receiving notice under subparagraph (iv)(b), with
respect to any employee who is so convicted -
(a) Taking appropriate personnel action against such an
employee, up to and including termination, consistent with
the requirements of the Rehabilitation Act of 1973, as amend-
ed; or
.
(b) Requiring such employee to participate satisfactorily in a
drug abuse assistance or rehabilitation program approved for
such purposes by a Federal, State, or local health, law enforce-.
ment or other appropriate agency;
(vii) Making a good faith effort to continue to maintain a
drug-free workplace through implementation of paragraphs
(i), (iit (iii), (iv), (v), and (vi).
B. The grantee may insert in the space provided below the site(s)
for the performance of work done in connection with the specific
grant:
Place of Performance (street address, city, county, state, zip code)
33530 1st Way South
Federal Way. Washington
Check 0 if there are workplaces on file that are not identified
here.
Section 67.630 of the regulations provides that a grantee that is a
State may elect to make one certification in each Federal fiscal
year, a copy of which should be included with each application
for Department of Justice funding. States and State agencies may
elect to use OJP Form 4061/7.
Check 0 if the State has elected to complete OJP Form 4061/7.
4. Coordination .
The Public Safety Partnership and Community Policing Act of 1994
requires applicants to certify that there has been appropriate coordi-
nation with all agencies that may be affected by the applicant's grant
proposal if approved. Affected agencies may include, among others,
the Office of the United States Attorney, state or local prosecutors, or
correctional agencies. The applicant certifies that there has been
appropriate coordination with all affected agencies.
5. Non-Supplanting
The applicant hereby certifies that Federal funds will not be used to
replace or supplant State or local funds, or funds supplied by the
Bureau of Indian Affairs, that would, in the absence of federal aid, be
made available to or for law enforcement purposes.
Grantee Name and Address:
As tlte dilly authorized representative of the applicant, I hl'reby certify that the applicant will comply with the above certificatiolls.
33530 1st Way South, Federal Way, WA 98003. City of Federal Way
Grantee IRS/ Vendor Number: 91-1462550
Application No. and/or Project Name:
COPS MORE '96 application
Typed Name and TI~1 of Aut0rized. Re. presentative: l"Kenne th
/ 'fxj/ ,,- L
. . I. r,a. .
Signature: . J.h! ~lLtI~,
. '.1 '
E. Nyberg. City Manager
11/14/'16
.
Date:
.
.
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As a community that has received a COPS Universal Hiring Program grant, we
have not submitted the separate Community Policing Information Worksheet.
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MEETING DATE: September 2, 1997 1TEM# Z~)
... ................................................................................. ...............................................-.................................................................................................................
CITY OF FEDERAL WAY
City Council
AGENDA ITEM
............-......................................................................................................................................................-.........................................................................-..............
SUBJECT: YOUTH COMMISSION APPOINTMENT
CATEGORY:
BUDGET IMPACf:
_X_CONSENT
_ORDINANCE
_BUSINESS
_HEARING
FYI
_RESOLUTION
_STAFF REPORT
_PROCLAMATION
_STUDY SESSION
_OTHER
Amount Budgeted: S
Expenditure Amt: S
Contingency Reqd: S
....................-.........................................................................................................................................................................................................................................
A TIACHMENTS: August 1, 1997 Memorandum to Public Safety & Human Sen'ices Council
Committee
................................................................................................................................................................................................................................................................
~YIBACKGROUND:
~ outh Commilllon reviewed the ",ue of attendance at ita July 24, 1997. A motion wu pUled to remove LeRo)' Horton
from the eolDlDillon U a reault of aceumuJatiDg three eo...ecutive UDe1Cused abseneeL This recommendations wu forwarded to
the P.S.lLS. COUDcil Committee at ita August 7, 1997 meeting. The committee unanimousl)' lupported the Youth Commilllon
recommendation and forwarded the matter to the full eoUDCU for further action.
......................................................................................................................................................................................................................................................................................................................................
my COUNCIL COMMITIEE RECOMMENDATION:
At the August 7, 1997 P.S.&H.S. Council Committee meeting, a motion was passed to remove LeRoy Horton from the
commission.
......................................................................................................................................................................................................................................................................................................................................................
CITY MANAGER RECOMMENDATION: Approve recommendation ofP.S.H.S. Committee f)J / . ~ ~ Ii(-
.............................................................................................................................................................................................................f!!:!!iI........~..................
APPROVED FOR INCLUSION IN COUNCIL PACKET: (ffflu
(BELOW TO BE COMPLETED BY CITY CLERK'S OFFICE)
COUNCIL ACI'ION:
_APPROVED
_DENIED
.TABLEDIDEFERRED/NO ACI'ION
COUNCIL BILL ##
1st Reading
Enactment Reading
ORDINANCE ##
RESOLUTION ##
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CITY OF FEDERAL WAY
PARKS, RECREATION AND CULTURAL SERVICES DEPARTMENT
MEMORANDUM
DATE:
August 1, 1997
TO:
Michael Park, Chair
Public Safety and Human Services Committee
FROM:
Phuong-Thao Hong, Chair, Youth Commission
Kurt Reuter, Recreation and Specia1i7.ed Services Manager
SUBJECT:
YOUTH COMMISSIONER REMOVAL
The Youth Commission has passed a motion to remove LeRoy Horton from the commission.
Mr. Horton has three consecutive unexcused absences from commission meetings. We have
no alternates left to fill the vacancy at this time. Applications are currently being accepted for
new commissioners.
Staff supports this recommendation and requests that this item be forwarded to the full Council
at its next meeting.
c: Jenny Schroder, Director
.
.
.
~ .
MEETING DATE: Augtl.'\l 27, 1997 ITEM# Y k)
....................................................................................................................................................................................................~..............................................................
CITY OF FEDERAL WAY
City Council
AGENDA ITEM
...~.y~.J..~.G.!.~...~~.~~..J.~~.~...GQ~.~~.~.~~.........................................................................................................................................................
CATEGORY:
BUDGET IMPACT:
~CONSENT
_ORDINANCE
_BUSINESS
_HEARING
_FYI
_RESOLUTION
_STAFF REPORT
_PROCLAMATION
_STUDY SESSION
_OTHER
Amount Budgeted: $ 0
Expenditure Amt: $ 0
Contingency Reqd: $ 0
ATTACHMENTS: Contract Copy, Background Letter
. SUMMARYIBACKGROUND: Draft Contract for use of Kent City Jail on space available basis-Billed as used, replaces
previous contract providing guaranteed space, reviewed by Legal.
CITY COUNCIL COMMITTEE RECOMMENDATION: Approve
CITY MANAGER RECOMMENDATION: Approve ~! n lftc/) ,;
.................................................................................................................................................+!!::.....t..............,J!f;:.:.....i.......................................................................
Qfffi
APPROVED FOR INCLUSION IN COUNCIL PACKET:
(BELOW TO BE COMPLETED BY CITY CLERK'S OFFICE)
COUNCIL ACTION:
_APPROVED
_DENIED
_TABLEDIDEFERRED/NO ACTION
COUNCIL BILL #
1st Reading
Enactment Reading
ORDINANCE #
RESOLUTION #
.
...........:lu
. .
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yc,
CITY OF )EIffi~1r
51
-~.:-
Jim White, Mayor .
-I
PUBLIC SAFETY DEPT I
July 24, 1997
JJL 2 9 1~8{
Mr. Ronald T.. Wood, Chief
Federal Way Department of Public Safety
City of Federal Way
33530 1st Way South
Federal Way, WA 98003-6210
Dear Chief Wood:
I have reviewed your letter of June 10, 1997 with Chief Crawford
wherein you gave us the required 90-day notice cancelling our
contract for jail services. We are waiving the 90-day notice
requirement and will consider the contract cancelled as of July 31,
1997. Those Federal Way inmates in our jail on July 31 can, of
course, remain here if you so desire. After that time, however,
any Federal Way inmates'will be taken on a space-available basis.
.
I have enclosed a revised contract to house Federal Way inmates
based on the above conditions. This also includes an option for
electronic home detention and work release. We understand that it
may take some time to put a new contract in place. If you have a
need for our jail services in the interim, our daily rate will be
$58 with no booking fee.
Also, at the request of Lt. Spicuzza, I have reviewed your account
for March, and there were only four extra beds used. My
administrative assistant had used a different source than I. We
have instructed our Finance Department to cancel the $174 owing and
Renee will make a note of this adjustment to Invoice 17404 when we
bill you for July.
Charles E. Miller, Captain
Kent Police Department
Corrections Division
CEM:rcb
Enclosures
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220 4th AVE. 50.. I KENT. W A5HINGTON 98032-5895 I TELEI'HONE (206)859.)300 I FAX # 859.3334
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CONTRACT FOR JAIL SERVICES
In accordance with the Interlocal Cooperation Act CRCW
Chapter 39.34) and the City and County Jails Act CRCW Chapter
70.48, as amended), the City of Kent, Washington, a municipal
corporation, hereinafter referred to as "City of Kent", and
, a municipal corporation of the State of
Washington, hereinafter referred to as "Purchaser", hereby agree
to enter into this service contract as follows:
I. DEFINITIONS
Unless the context clearly shows another usage is intended,
the following terms shall have these meanings in this contract.
A. "Kent Corrections Facility" means a place, owned and
operated by the City of Kent primarily designed, staffed, and
used for the housing of adults charged with a criminal offense;
for the punishment and correction of offenders after conviction
of a criminal offense; or for confinement and/or holding during a
criminal investigation of a civil detention to enforce a court
order. As of the date of the execution of this agreement,
"Facility" includes the City of Kent Corrections Facility, at
1230 Central Avenue South, Kent, Washington, operated by the City
of Kent pursuant to this contract.
B. "Prisoner" means a person held when a charge of
Purchaser municipal corporation is the principal basis for
confining that person (e.g., the person is confined by reason of
an ordinance violation--pre-trial or post-trial). It includes,
but is not limited to, (a) a prisoner arrested by and booked on
behalf of a police officer of Purchaser by reason of an "open
~harge" or investigation of a felony; or a prisoner detained for
Purchaser after a City of Kent "hold" has been released; (b) it
includes an individual arrested by.-a police officer of Purchaser
and booked and housed in the Kent Corrections Facility.
C. "Work release" means a program of partial confinement
available to offenders who are employed or engaged as a student
in a regular course of study at school. Participation in work
release shall be.conditioned upon the offender attending work .or
school at regularly defined hours and abiding by the-rules of the
work release facility. As defined by the Sentencing Reform Act
of 1981 (RCW Chapter 9.94A, as amended).
D. "Home detention" means a program of partial. CQnfinement
available to offenders wherein the offender is confined in a
private residence subject to electronic surveillance. As defined
by the Sentencing Reform Act of 1981 CRCW Chapter 9.94A, as
amended) .
II. JAIL AND HEALTH SERVICES
. City .of Kent shall accept for confinement and/or holding in
the Facility those persons who are prisoners as defined in
Article I and shall furnish Purchaser with the Facility, booking,
and custodial services, and personnel for the confinement of
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Purchaser's prisoners at least equal to those provided by the
City of Kent for confinement of its own prisoners. The services
provided herein shall include basic medical care, as defined by
Washington State Custodial Care Standards (W.A.C. #289-20) except .
hospitalization, prescriptions, surgical and dental care which
Purchaser agrees to bear. The City of Kent shall furnish to the
Purchaser all Facility medical and health care services required
to be provided pursuant to Federal or State law and regulations
promulgated thereto. .
III. COMPENSATION
Purchaser will pay the City of Kent a maintenance charge as
follows:
A. City-of Kent hereby authorizes the use to Purchaser for
the confinement and/or holding of persons booked and held by the
Kent Corrections Facility (KCF), subject to available space and
facilities as may be determined solely by City of Kent. It is
acknowledged and agreed that access to KCF is on a nonexclusive
space available basis and further that the City of Kent is
contracting with and retains.the right to contract with ot~e~
cities for similar access to KCF during the term of this
contract.
B. Purchaser agrees to pay to City of Kent the sum of
Fifty-eight Dollars ($58) per day per Prisoner per 24-hour period
calculated from initial booking time, (or any portion of a 24-
hour period). If any ot Purchaser's inmates are being held for
other jurisdictions, then the cost to house them will be shared .
equally.
C. Purchaser agrees to pay to City of Kent the sum of
Seventeen Dollars ($17) per day for Electronic Home Detention and
Twenty-two Dollars ($22) per day for Work Release if Prisoner is
unable to pay. In addition, Purchaser agrees to pay to City of
Kent the sum of Twenty-five Dollars ($25) for the application fee
if Prisoner is unable to pay.
D. Payment of these costs will be made promptly and to the
City of Kent within 30 days after the monthly statement is
received.
E. Each party may examine the other's books and records to
verify charges. If an examination reveals an improper charge,
the amount shall be applied to future billings until the credit
has been exhausted. Any unused credit which exists at the time
of termination of thas contract shall be refunded within 20 days
of the date of termination.
IV. TERM
This contract shall take effect April 9, 1997, and shall
supersede and terminate any other Facility use agreement or
contract existing between City of Kent and Purchaser. This
contract shall be in effect through 1997 and then automatically
renew from year to year unless otherwise modified or terminated
as provided herein. This contract may be terminated by either
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party upon 60 days written notice from the party desiring
termination.
V. MODIFICATION
This contract shall be modified only upon mutual consent of
the parties, in writing, signed by both parties.
VI. INDEMNIFICATION. LITIGATION
A. Purchaser agrees to defend, indemnify and hold harmless
City of Kent, its officers, agents, and employees, or any of them
from any and all claims, actions, suits, liability, loss, cost,
expenses, and damages of any nature whatsoever by reason of or
arising out of any act or omission of Purchaser, its officers,
agents, and employees, or any of them in arresting, detaining,
charging or transporting persons.
In the event that any suit based upon such a claim,
action, loss, or damage is. brought against the City of Kent,
Purchaser shall defend the same at its sole cost and expense;
provided that City of Kent retains the right to participate in
said suit if any principle of governmental or public law is
involved; and if final judgment be rendered against City of Kent,
and its officers, agents, and.employees, or any of them, or
jointly against City of Kent and Purchaser and their respective
officers, agents, and employees, or any of them, Purchaser shall
satisfy the same.
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B. The City of Kent shall defend, indemnify and hold
harmless Purchaser and its officers, agents, and employees, or
any of them from any and all claims, actions, suits, liability,
loss, cost, expenses, and damages of any nature whatsoever by
reason of or arising out of any act or omission of City of Kent,
its officers, agents, and employees, or any of them in confining
persons who have been presented to and accepted by the Facility
by Purchaser, its officers, agents; and employees while said
persons are in the Facility or in the custody of City of Kent
outside the Facility except to the extent said claim, action,
loss or damage is the result of the negligence of Purchaser. In
the event that any suit based upon such a claim, action, loss, or
damage is brought against Purchaser, City of Kent shall defend
the same at its sole cost and expense provided that Purchaser
retains the right to participate in said suit if any'principle
governmental or public law is involved, and if final judgment be
rendered against Purchaser, its officers, agents, and employees,
or any of them, or jointly against Purchaser and City of Kent and
their respective officers, agents, and employees, or .any of them,'- .___~
City of Kent shall satisfy the same. -
VII. NON-DISCRIMINATION/EQUALITY OF EMPLOYMENT OPPORTUNITY
City of Kent will provide equal employment opportunity in
administering this contract, in implementing this contract, and
in administering the Facility, and prohibit discriminatory
treatment.
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VIII. WAIVER
No waiver of any right under this contract shall be
effective unless made in writing by the authorized representative .
of the party to be bound thereby. Failure to insist upon full
performance on anyone or several occasions does not constitute
consent to or waiver of any later nonperformance, nor does
payment of a billing or continued performance after notice of a
deficiency in performance constitute an acquiescence thereto.
IX. INSURANCE
Purchaser and City of Kent shall each obtain and maintain
general liability insurance with limits of one million dollars
($1,000,000) per occurrence, two million dollars ($2,000,000)
aggregate. This general- liability insurance shall provide
protection against the general liability, police professional
liability, and error and omission of each entity. Each entity to
the contract shall provide certificates;of insurance
demonstrating coverage by the required insurance. Purchaser
shall name City of Kent as an additional named insured on its
liability policy (in regard to arrest, detention, charging or
transporting of prisoners), and a copy of the additional insured
endorsement shall be attached to the certificate. City of Kent
reserves the right to request a certified copy of the policy that
evidences the above coverages.
X. SEVERABILITY
If any provisions of this contract shall be held invalid,
the remainder of this contract shall not be affected thereby if
such remainder would then continue to serve the purposes and
objectives of both parties.
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XI. ENTIRE CONTRACT
This contract consists of four pages. This contract
represents the entire understanding of the parties. It
supersedes any oral representations that are inconsistent with or
modify its terms and conditions.
IN WITNESS WHEREOF, the parties have caused this agreement
to be executed on the day written below.
CITY OF
CITY OF KENT
By:
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By:
Jim White
Mayor
Date
Date
Mayor
APPROVED AS TO FORM:
APPROVED AS TO FORM:
By:
By:
Roger Lubovich
City Attorney
Date
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Date
City Attorney
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MEETING DATE: September 2, 1997 ITEM# -.:iL ~
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CITY OF FEDERAL WAY
City Council
AGENDA ITEM
...~!!.!!~.~.!:......J~!.~JLgQ.~f.!.~y....~.!!!~.~.9.~.~.~y...~.~.~U.~!L~!!:Y.!p.~!..!:~Y.Y...............................................................:.......................
CATEGORY: BUDGET IMPACT:
_X_CONSENT
ORDINANCE
_BUSINESS
_HEARING
FYI
_RESOLUTION
_STAFF REPORT
_PROCLAMATION
_STUDY SESSION
_OTHER
Amount Budgeted: $
Expenditure Amt: $
Contingency Reqd: $
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ATTACHMENTS: KC Fire District #39 memorandum to the August 7, 1997 meeting of the Public Safety &
Human Services Committee
1998-2003 Emergency Medical Services Strategic Plan
Draft Resolution
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a special countywide property tax levy that is in effect for a duration of six (6) years. Fire District #39
Administrator Jim Hamilton presented the Public Safety and Human Services Committee a Draft Resolution authorizing
King County to place the property tax levy measure on the November 1997 general election ballot. Approval of the
ballot measure is contingent upon the City of Federal Way, King County Fire Protection District #39 (KCFPD), and King
County entering into a signed agreement, prior to placement on the ballot, which agreement shall grant KCFPD #39
the option to provide, manage, and/or administer Advance Life Support services. Mr. Hamilton also provided the
Committee with copies of the 1998-2003 Emergency Medical Services Strategic Plan prepared by a committee
formed in 1996.
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CITY COUNCIL COMMITTEE RECOMMENDATION: At its August 7, 1997 meeting, the Public Safety
and Human Services Committee forwarded the draft Resolution to the September 3, 1997 meeting of the full City
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CITY MANAGER RECOMMENDATION:
...........................................................................0::;.............................................................................dIl!....................~.......;;;....................................;::.....;;;;~..,~
APPROVED FOR INCLUSION IN COUNCIL PACKET: d!?
(BELOW TO BE COMPLETED BY CITY CLERK'S OFFICE)
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COUNCIL ACTION:
APPROVED
DENIED
TABLEDIDEFERREDINO ACTION
COUNCIL BILL #
1st Reading
Enactment Reading
ORDINANCE #
RESOLUTION #
k:lcouncil\agdbiDslcms.cc
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DRAFT
'g--c::z f' -97
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
FEDERAL WAY AUTHORIZING KING COUNTY TO PLACE, ON
THE NOVEMBER 1997 GENERAL ELECTION BALLOT, A
MEASURE REGARDING A COUNTY-WIDE BALLOT PROPOSITION
FOR FUNDING EMERGENCY MEDICAL SERVICES ("EMS")
PURSUANT TO RCW 84.52.069, AS AMENDED.
WHEREAS, RCW 84.52.069 allows counties and certain other
taxing districts, subject to voter approval, to impose an
additional regular property tax of up to $.50 per thousand dollars
of assessed valuation in each year for six consecutive years for
the purpose of funding emergency medical services; and
WHEREAS, King County is seeking voter authorization of an
emergency medical services levy of up to $.29 per thousand dollars
of assessed valuation for the period of 1998 through 2003; and
WHEREAS, RCW 84.52.069 requires the County to seek
authorization from cities with the population of 50,000 or more to
place the measure on the ballot; and
WHEREAS, the City of Federal Way has a population of over
75,000 people and cities in King County of greater than 50,000 in
population must approve the Emergency Medical Services ("EMS") levy
being placed on a county-wide ballot; and
WHEREAS, it has been to the benefit of the citizens of
the City of Federal Way to support the King County Fire Protection
District
("KCFPD" )
#39's participation in the county-wide
Res. #
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cooperation of delivering Advanced Life Support ("ALS") and Basic
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Life Support Services; and
WHEREAS, KCFPD #39 delivers Basic Life Support services,
hosts South King County paramedics within a fire station and this
relationship enhances EMS to our citizens and those of neighboring
jurisdictions; and
WHEREAS, the demands for EMS is increasing and the EMS
Strategic Plan has identified possible methods aimed at controlling
the future demands for services and for controlling the proposed
levy rate of twenty-nine cents (29~) per thousand dollars ($1,000)
of assessed valuation; and
WHEREAS, the city of Federal Way supports the delivery of
ALS services in South King County, and supports the future
administration of the medic program in Federal Way by KCFPD #39 if .
in the future King County elects to deliver such services partially
or totally from an agency other than the King County EMS division.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL
WAY HEREBY RESOLVES AS FOLLOWS:
Section 1. Ballot Measure. The Federal Way City Council
authorizes King County to place the King County EMS levy renewal
before the voters at the November 1997 general election with a
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countywide property tax levy rate of twenty-nine cents (29~) or
less per thousand dollars ($1,000) of assessed valuation. If in
the future King County elects to deliver such services partially or
totally from an agency other than the King County EMS division, the
Res. #
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County agrees to negotiate with the City of Fe~eral Way and KCFPD
No. 39 the option to provide, manage, and/or administer ALS
services in KCFPD No. 39.
Section 2.
Severability.
If any section, sentence,
clause or phrase of this resolution should be held to be invalid or
unconstitutional by a court of competent jurisdiction, such
invalidity or unconstitutionality shall not affect the validity or
constitutionality of any other section, sentence, clause or phrase
of this resolution.
Section 3. Ratification. Any act consistent with the
authority and prior to the effective date of the resolution is
hereby ratified and affirmed.
Section 4. Effective Date.
This resolution shall be
effective immediately upon pass~g~ by the Federal Way City Council.
RESOLVED BY THE CITY COUNCIL OF THE CITY OF FEDERAL WAY,
WASHINGTON, this
day of
, 1997.
CITY OF FEDERAL WAY
MAYOR, MARLON S. PRIEST
ATTEST:
CITY CLERK, N. CHRISTINE GREEN, CMC
Res. #
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APPROVED AS TO FORM:
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CITY ATTORNEY, LONDI K. LINDELL
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
RESOLUTION NO.
K:\RESO\EMSELECT.97
PW 97-263
Res. #
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KING COUNTY FIRE PROTECTION DISTRICT NO. 39
FEDERAL WAY FIRE DEPARTMENT
31617 - 1ST AVENUE SOUTH
FEDERAL WAY. WASHINGTON 98003-5299
DATE:
July 24, 1997
TO:
Michael Park
Public Safety Committee ,
Jim Hamilton, Fire District 39(fr1
SUBJECT: King County Emergency Medical Services Levy
FROM:
BACKGROUND:
Emergency Medical Services in King County are funded, in part, through a special
county-wide property tax levy that is in effect for a duration of six years. The EMS
system in King County is a tiered response system that has local fire agencies providing
the first response, with paramedic response following when necessary. The taxes from
this levy are utilized to fund services in three areas:
Basic Life Support (BLS) - These funds support local fire agencies with the
provision of BLS services through firefighter/EMT's (Emergency Medical
Technicians). BLS providers provide the first response to traumatic injuries and
full response to non life-threatening injuries. The levy funds are utilized in a
variety of ways to help cover the costs of training, supplies and, to a very limited
degree, staffmg. District 39 will receive approximately $581,000 in BLS
funding in 1997.
Advance Life Support - These funds support the paramedic units that are
strategically located throughout the county. We have one King County
Emergency MedicalServices (KCEMS) paramedic unit located. ~ our fire station ._ _.
at 3700 South 320th. The paramedic units respond to serious life threatening
mJunes.
Regional Services - These funds support county-wide training for EMT's,
paramedics and dispatchers, prevention programs, medical control,
administration and overhead expenses (rent, utilities, etc.).
Business Phones: Seattle 206-839-6234 Tacoma 206-927-3118 FAX: 206-946-2086
King County Fire District # 39 is an equal opportunity employer.
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Early in 1996, KCEMS began a planning process to develop the accompanying strategic
, plan that would defme the future roles and responsibilities of EMS providers in King
County and establish a framework for moving the EMS system into the 21 st century. I
co-chaired this committee with Dr. Alonzo Plough, Director, Seattle/King County
Department of Public Health. This plan represents a comprehensive evaluation of the
demand, provision and funding for EMS services. Fundamental to the upcoming 1998
- 2003 levy period was the trend for increasing numbers of emergency responses. The
plan addressed those trends through four major strategic initiatives that are designed to
control demand for services to keep tax increases in line with inflation. The proposed
levy for 1998 - 2003 reflects those strategies.
As part of the county-wide levy process, all cities with populations in excess of 50,000
must authorize, through resolution, the placement of the levy on the ballot. The
language of the proposed resolution has been modified from the one passed 6 years ago
by the City Council. The changes reflect a requirement that KCEMS develop an
agreement with Fire District 39 that provides our fire district the option of becoming an
Advanced Life Support provider should the opportunity arise. Currently, King County
is the provider of ALS services in south King County. Bellevue Fire Department,
Evergreen Hospital District, Shoreline Fire District and Seattle Fire Department are
providers in the remaining areas of the county. Although we are currently pleased with
the service that we receive, there are significant benefits to combining BLS and ALS
into the fITe service. This agreement would allow Fire District 39 the opportunity to
become the ALS provider should King County elect to discontinue the present
arrangement.
RECOMMENDATION:
The Committee to forward the EMS levy resolution to full City Council with
recommendation for approval.
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. 1998 - 2003
Emergency Medical
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Services Strategic Plan
June, 1997
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Seattle/King County Department of Public Health
King County Emergency MediCal Services Division
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1998 - 2003 EMS STRATEGIC PLAN
TABLE OF CONTENTS
EXECUTIVE SUMMARy.......................... ........ ....................... ..... ... ..... 1
CHAPTER ONE: Introduction and Background ............................... 8
CHAPTER TWO: Strategic Plan ........................................................ 20
CHAPTER THREE: Financial Plan .................................................... 28
CHAPTER FOUR: Implementation Plan & Schedule .................... 40
'. CHAPTER FIVE: Contingency Planning Process ........................... 48~
APPENDIX A - Maps
APPENDIX B - Seattle EMS
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PREFACE
The 1998-2003 EMS Strategic Plan builds upon the EMS Division's 1992 -1997Master
Plan and its subsequent updates. The original plan, developed in 1991, represents
a milestone in the history of collaborative effort between the Oty of Seattle and the
King County EMS systems. It provides the foundation for ongoing coordination,
collaboration, and regionalization.
This 1998-2003 EMS Strategic Plan is limited to the County portion of the EMS
system. Unless otherwise indicated, financial and statistical data presented in
this plan exclude Seattle Fire Department EMS at their request. A1'1'endix B pro-
vides information, developed by the Seattle Fire Department and the City of Se-
attle Office of Management and Planning regarding Seattle's EMS funding plan.
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ACKNOWLEDGEMENTS
The EMS Division would like to thank members of the EMS Strategic Plan Steering
Committee who volunteered their time to assist in this planning effort. The assis-
tance of the following people is greatly appreciated.
Dr. Alonzo Plough, Co-Chair
Director, Seattle/King County Department of Public Health
Jim Hamilton, Co-Chair
Administrator, King County Fire District #39
Tom Fieldstead, Former Co-Chair
Former Chief, Kirkland Fire Department
Norm Angelo
Chief, Kent Fire Department
Jim Batdorf
EMT!Fire Fighter, Shoreline Fire Department
Bob Berschauer
Director of Operations, Shepard Ambulance
Michael Brooks (former member)
Battalion Chief, Seattle Fire Department
Mark Bunji (former member)
EMT!Fire Fighter, Shoreline Fire Department
Michael Copass, MD
Medical Director of Seattle EMS, Harboroiew Medical Center
Paul Goldberg
Blue Cross of Washington and Alaska
Paul Harvey
Paramedic, Seattle Fire Department and Director of Seattle Fire Fighters Union Local 27
Tom Hearne
Manager, EMS Division
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Chris Heminger
EMT, Auburn Fire Department and 8th District Representative of the WA. State Council of
Fire Fighters
Jon Kennison
Commissioner, Shoreline Fire Department
Marcus Kragness
Chief, Bothell Fire Department
Pete Lucarelli
Chief, Belleuue Fire Department
John Murray, MD
Medical Program Director, King County EMS
John Pritchard
Battalion Chief, Seattle Fire Department
Ted Rail
Spokane Paramedic and 1st District Representative of the WA. State Council of
Fire Fighters
Sara Shannon
Paramedic, King County Medic One
Dwight Van Zanen
Chief, King County Fire District #43
TECHNICAL ADVISORS
Peter Harris
City of Seattle, Office of Management and Budget
The broad-based membership of the Steering Committee together with an open
process that sought input from many interested constituencies, assures that the 1998-
2003 EMS Strategic Plan clearly reflects the collective thoughts and perspectives of
the communities served by the EMS system.
The EMS Division would also like to thank those who attended the Steering Com-
mittee meetings, participated inthe subcommittee meetings, focus groups, and
workgroups, and contributed valuable insights to make this Strategic Plan pos-
sible. Thank you.
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EXECUTIVE SUMMARY
1998- 2003 EMERGENCY
MEDICAL SERVICES
STRATEGIC PLAN
PURPOSE
The purpose of the 1998 - 2003 Emer-
gency Medical Services Strategic Plan is
to define the future roles and responsi-
bilities of EMS providers in King County
and to establish a framework for mov-
ing the County's EMS system into the
21st century. The Plan sets new EMS
policies, identifies four new strategic di-
rections for the County, and provides a
financing plan to maintain existing out-
of-hospital emergency services and to
implement the strategic initiatives. The
Plan also allows flexibility to address
emerging health needs through coordi-
nation with other public and private
health care organizations.
The financial plan focuses on the EMS
levy. Seattle Medic One and King
County EMS services are partially
funded through a single, county-wide
property tax levy that is voter approved
every six years. In November, 12.,97, vot-
ers will be asked to approve the EMS
property tax levy for the next six years.
This 1998 - 2003 Emergency Medical Ser-
vices Strategic Plan provides elected of-
ficials, voters, and the EMS community
a description of the EMS services to be
supported through the levy.
PLANNING PROCESS
Early in 1996, the EMS Division of the
Seattle/King County Department of
Public Health established the EMS Stra-
tegic Plan Steering Committee to de-
velop this Plan. Committee members
represented the full range of EMS pro-
viders, including: paramedics, EMT's,
physicians, urban and rural fire depart-
ments, labor, health plans, the health
department, private ambulance compa-
nies, and fire commissioners. Numerous
focus groups, subcommittees, and tech-
nical workgroups have been convened
throughout the planning process to"
gather additional perspectives. All meet-
ings were open to the public and publi-
cized through newsletters with a mail-
ing list exceeding 200 interested parties.
The newsletter summarized the Steering
Committee's progress and provided a
forum for public input and information
dissemination.
The results of the Steering Committee's
efforts are detailed in this 1998 - 2003
EMS Strategic Plan. The Executive Sum-
mary highlights major new strategic di-
rections to be explored and implemented
throughout the next six years and sum-
marizes the proposed financing plan to
achieve future goals and objectives.
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BACKGROUND: SEAlTLE MEDIC ONE
AND KING COUNTY EMS SYSTEMS
Seattle Medic One and King County's
~s~remares~~ed~uti~d
response systems." The purpose of tiered.
response is to assure that callers to 9-1-1
for medical emergencies receive efficient
and effective care by the most appropri-
ately trained level of provider. This in-
cludes b~ic life support (BLS) services
provided by Emergency Medical Tech-
nician (EMf)/ fire fighters and advanced
life support (ALS) services provided by
paramedics.
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As an incremental cost to the fire service,
EMT / fire fighters have 120 hours of EMS
training, allowing them to respond rap-
idly to all ~ calls and deliver imme-
diate basic life support services. For
more serious emergencies, paramedics
with 3,000 hours of specialized univer-
sity training, are also dispatched to the
scene to provide extensive out-of-hospi-
tal emergency medical care forserlous
injuries and illnesses. The tiered re-
sponse system involves a continuum of
care with the following components:
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. Citizen CPR
. Universal access through 9-1-1
. Criteria based dispatch triage guide-
lines
. Rapid response to all EMS calls by
Emergency Medical Technician/Fire
Fighters who deliver basic life sup-
port (BLS) services
. Rapid response to about 33% of all
EMS calls by Harborview trained
paramedics who deliver advanced
life support services
. Integral participation of emergency
medical technicians employed by
private ambulance companies in
continuing patient care and trans-
port
. Emergency room physicians in des-
ignated hospitals who legally pro-
vide uniform medical direction and
oversight to EMS providers and
serve as medical control points for
paramedic units
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. A regional system that emphasizes
uniformity across jurisdictions, ex-
cellent training, effective research,
and quality assurance.
CITIZENS SERVED BY KING COUNTY'S
EMS SYSTEM: 1992 TO 1996
The number of calls to 9-1-1 for emer-
gency medical services throughout King
County increased from 62,300 responses
in 1992 to an estimated 81,100 responses
in 1996 (excluding Seattle}. This is a 30%
increase in total services delivered by
EMT / fire fighters, averaging 6% per
year growth in call volume.
The number of EMS calls that received a
paramedic response increased from
21,950 to 27 jXX) over the same time frame
(excluding Seattle). This is a 23% in-
crease in services delivered byparamed-
ics, averaging 4.6% increase in call vol-
ume annually.
This rate of growth exceeds population
growth or other demographic changes
that may affect the demand for EMS ser-
vices. Variables that may explain excess
demand for services reflect overall
changes within the broader health care
system, such as early hospital discharg~,
increased use of outpatient procedures,
and increased use of home health ser-
vices. Additionally, there has been an
increase in social problems leading to
medical emergencies involving domes-
tic violence and substance abuse. In-
creasingly, the EMS system is becoming
the social and health services safety net.
As planned in 1991, the EMS Divisio~.._
increased King County's ALS service -
capacity from seven to fourteen ALS
units to serve growth in service volumes
that occurred during the 1992 -1997 levy
period. This expansion has associated
costs to be sustained through the next
levy period.
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Future population growth trends and and capacity expansion to meet pro-
ongoing aging of the population will in- jected growth in demand for ser- .
crease the need for EMS services in the vices. With eminent limitations on
future. The 1998 - 2003 EMS Strategic public funding, a major 1998 - 2003
Plan provides a mechanism to assure goal is to manage future AIS expan-
continued capacity expansion to meet sion through two methods:
natural growth. The Plan also provides
new strategies for addressing increased . Increase utilization of existing AIS
EMS call volume resulting from other capacity; and
factors. . Work with other public and private
health care providers to reduce the
rate of growth in the demand for
FUTURE CHALLENGES EMS services.
Assessment of the current EMS system 4. In view ofpotential funding limitations,
in King County identified four issues and how should ALS, 8LS, and Regional
concerns to be addressed during the next Services funding decisions be made in
six years. the future?
1. Is current EMS levy funding sufficient The County's 35 BIS agencies and
to sustain ongoing expansion of ALS four AIS providers recognize that
service capacity to meet continued the benefits of regionalization, col-
growth in EMS services through 2oo3? laboration, and cross-jurisdictional
coordination far exceed the indi-
As with most other public services, vidual benefits associated with other
it is likely that EMS funding will be EMS service delivery and funding
limited in the future. To manage fu- mechanisms. .
ture costs, this Plan focuses on ser-
vice delivery methods that reduce With multiple and sometimes com-
the need for ongoing expansion of peting funding and program priori-
ALS services throughout King ties facing the County's EMS provid-
County. ers, this strategic and financial plan
emphasizes cooperative efforts to'
2. What is the most effective and efficient meet emerging challenges to the sys-
role for EMS providers? tem. Regional service delivery and
funding decisions will be made co-
As a key access point to needed so- operatively and will balance the
cial and health services, EMS provid- needs ofAIS, BIS, and regional ser-
ers will continue to serve a small but vices from a system-wide perspec-
critical role as part of the larger"so- tive.
cial and health care safety net."
EMS's primary role is to provide
emergency medical servicesin out- 1998 - 2003 EMS STRATEGIC
of-hospital settings and to refer non- INITIATIVES
emergent and primary care patients
to more appropriate providers. The 1998 - 2003 Strategic Plan identifies
four major strategic initiatives for the
3. Can existing EMS services be utilized next six years:
more effectively to manage the need for
future capacity expansion? 1. Diminish the rate of growth in de-
mand for EMS services to 3% growth .
The 1992 - 1997 levy cycle focused per year through:
on internal program improvements
3
.. - .ua
e e *
. Public education Refinements to the ALS dispatch triage
. Injury and illness prevention criteria are expected to reduce the per-
. and intervention centage of EMS calls receiving an ALS
. Referral to other types of assis- response from 33% to 30%, thereby re-
lance when medically appropri- ducing the growth in ALS call volume
ate by 5,000 calls in 2003. Cost savings for
ALS services alone are projected to be
2. Use existing resources more effi- $3.0 million over the six years through
ciently by: even better utilization and management
of existing resources.
. Revising and refining ALS dis-
patch triage criteria Collaboration and coordination with
. Establishing a broader array of other public and private health care or-
transport destinations ganizations will strengthen the ability of
. Coordinating with private am- EMS providers to develop and imple-
bulance companies ment the new strategies. The 1998-2003
. RevisingALS performance stan- Strategic Plan provides a structure for
dards working with other health care entities
. Explore varying response time to promote more cost-effective and effi-
standards for medically appro- cient use of public as well as private
priate calls health care resources.
. Exploring alternative ALS unit
scheduling options.
1998 - 2003 FINANCIAL PLAN
3. Enhance existing programs and add
. new programs to meet emerging The six-year financial plan for King
community needs. County's EMS System is premised upon
a combination of program and service
. Enhance dispatcher training initiatives to control costs, increase op-
. Enhance public education on the erating efficiencies and manage contin-
appropriate use of EMS services ued growth in demand for service. To
. Enhance responsiveness to the accomplish this, the financial plan incor-
needs of special populations porates the following principles.
. Develop, implement and/ or en- .......
hance a regional continuous 1. The EMS levy needs to support con-
quality improvement program. tinuation of quality services and pro-
vide adequate funding to develop
4. Establish an EMSAdvisoryCommit- the 1998 - 2003 strategic initiatives.
tee to assist the EMS Division with
implementation of the 1998 - 2003 2. Funding decisions will be ap-
EMS Strategic Plan. proached from a system-wide per-
spective.
Successful implementation oLthe strate-
gic initiatives is projected to reduce the 3. The financing plan recognizes indi:...- .'...,.... - . .~~-. ;~~..c-'-~~
potential growth in EMS call volume by vidual jurisdictions' need for local
10%. All calls to 9-1-1 will receive assis- autonomy to meet their communi-
lance, but in the future this may include ties' expectations for EMS services.
referral by dispatch to other social and
health services when appropriate. 4. The plan depends upon coordina-
tion and collaboration between EMS
. providers and other health care en-
tities.
4
- - .... WI! ....
e e *
5. The EMS Division is responsible for revenues will be insufficient to cover the
coordination and facilitation of col- expected deficits. .
laborative activities necessary to as-
sure the success of this regional stra- A combination of cost-saving programs
tegic and financial plan. together with an increase in the EMS levy
rate is needed to provide EMS services
6. As an essential public service, Ad- through the next levy cycle. Projected
vanced Life Support services will cost savings will result from:
continue to be supported primarily
by the EMS levy. . strategic initiatives to manage
growth in demand and improve uti-
7. As an essential public service, Basic lization of existing resources;
Life Support services will be funded . focus of EMS levy funds on core Ie-
through a combination of local taxes gional functions that support the
that support fire service functions EMS system;
together with EMS levy funds to . continuation of County ex support
support the incremental cost of BLS. at current funding levels;
. development of a joint purchasing
8. New sources of revenue may be program for ALS and BLS provid-
needed to fund enhancements to the ers;
EMS system which may include . implementation of a more cost-effec-
grants and other non-levy funds. tive vehicle replacement, salvage,
and retrofit program;
The EMS levy is a significant source of . indexing future cost increases to Ie-
revenue for the EMS system, particularly fleet CPI; and
for AlS services and regional programs. . an expectation that ALS providers .
For the last 12 years, the authorized levy will continue to provide in-kind fi-
rate in Seattle and King County has been nancial contributions to cover indi-
$0.25 per $1,000 of assessed property rect program costs.
value. State law allows jurisdictions to
levy as much as $0.50 per $1,000. Without these changes, the EMS system
would need to increase its levy rate from .
Throughout the current levy period, in- $0.250 per $1,000 of assessed value to
creases in property valuations have not $0.340. With the cost-reducing strategies,
maintained pace with the growth in de- the levy rate can be limited to $0.295 per
mand for EMS services and the added $1,000. This will assure continuation of
expense needed to serve this demand. current services and it will provide suf-
Additional sources of revenue, such as ficient resources to implement the 1998
county ex funds, grants, in-kind contri- - 2003 strategic initiatives.
butions fromAlS providers, and cash ac-
cumulations of levy funds early in the It is anticipated that the strategic initia-
levy period have allowed the EMS sys- tives will be successful and will allow the
tell'. to grow in response to increased opportunity to minimize growth in EMS
demand. levy funding in the later years of the levy
period. As a matter of public policy, the
The variance between EMS costs and EMS Division will monitor levy funds
EMS levy revenues is widening. Finan- and expenditures to assure the ending
cia! analysis indicates that the EMS sys- fund balance in 2003 meets the County's
tern will incur operating deficits during 5% reserve requirement. This may result
the ensuing levy period if the levy is in an EMS property tax rate, in the later .
maintained at $0.250. Other sources of years of the levy cycle, that is less than
the maximum allowable of $0.295 as rec-
ommended in this plan.
5
.
.
.
e.
e
The following table summarizes the his-
torical and projected revenues and ex-
penses for the County's EMS system and
reflects the strategic initiatives, financial
assumptions and policies in this plan.
The EMS Strategic Plan Steering Com-
mittee thoroughly examined program
and funding alternatives and identified
efficiencies that are practical and support
the quality of care and level of EMS ser-
vices expected by the public. The as-
sumptions incorporated into this financ-
ing plan are aggressive, but they reflect
~t perspectives on future EMS pro-
gram requirements and respond to pub-
lic sentiment to minimize taxes. It is dif-
ficult to project future funding require-
ments over a six year period and it is al-
ways possible that the assumptions in
this Plan may be different from actual
events. In anticipation of this, the 1998
- 2003 Strategic Plan includes a contin-
gency planning process that will allow
EMS providers to proactively respond to
changing external events.
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7
e
.e
.- CHAPTER 1
.
.
INTRODUCTION AND
BACKGROUND
PURPOSE OF THE EMS
STRATEGIC PLAN
The EMS Strategic Plan provides a
roadmap to guide the County's EMS sys-
tem through the 1998 - 2003 levy period.
The plan builds upon the 1990 Master
Plan and establishes new policy direc-
tions, describes a new strategic plan for
the County's EMS system, and provides
a financing plan and implementation
schedule.
This Plan is preceded by the 1995 EMS
Master Plan Update which focuses on
operational issues including: response
time standards, numbers of ALS units
needed, the location of ALS units
throughout the county, 12-hour units,
alternative staffing models, and other
operational enhancements. The 1995
Master Plan Update provides a "nuts
and bolts" approach for providing EMS
services, and this Strategic Plan estab-
lishes policy directions for moving the
County's EMS system into the 21st cen-
turyll) .
EMS SYSTEM
ORGANIZATIONAL DESIGN
The past twenty-five years has seen the
development of a regional EMS system
in the greater King County area. This
system is based on the delivery model
developed in the City of Seattle in the
late 1960's. Pioneered by Leonard A.
Cobb, M.D and Gordon Vickery, Former
Chief of the Seattle Fire Department, the
EMS program now incorporates a medi-
cally-oriented, tiered response system.
Major components of the system func-
tionally embrace the full continuum of
care for out-of-hospital emergency ser-
vices and include:
· Extensive training of citizens in car-
diopulmonary resuscitation.
· Universal access to the system to all
who call the countywide 911 emer-
gency telephone number.
· Call receipt and triage by dispatch-
ers to ensure that (1) the most
appropriate levels of emergency
medical providers are sent to the
scene, and (2) assistance to callers by.
dispatchers is provided until the
response team arrives (including
delivering phone instructions in
CPR).
· Rapid response and treatment at the
scene by Emergency Medical Tech-
nician (EMf) / firefighters.
. Provision of advanced emergency
medical care to patients with serious
injuries or illnesses by Harborview-
trained paramedics.
· Integral participation of EMT's em-
ployed by private ambulance com-
panies in continuing patient care and
transport.
. Physicians who provide legal medi-
cal authority, uniform medical over-
sight and medical direction to the
EMS system.
I See also Emergency Medical Services Master Plan Reports, Seattle-King County Department of
Public Health, EMS Division, April 1 99D-l 995.
, ~ .:,'.'._' .. _.....u
*
.- ...:--~--
8
e
e
· Strong ties with local hospitals,
especially those with emergency de-
partment physicians and staff who
serve as medical control points for
paramedic units.
· A systems approach which empha-
sizes excellent training, effective re-
search, and quality assurance as the
key to successful prehospital patient
care.
The County's EMS system has adapted
the Seattle Fire Department's Medic One
Program model to accommodate the de-
mographic, geographic and jurisdic-
tional uniqueness of King County. A15
in both Seattle and King County have
been primarily supported by an EMS
levy since 1979. Seattle utilizes EMS levy
funds to support the spectrum of EMS
services within the city. The County por-
tion of the regional system uses the EMS
levy funds to support paramedic, fire
department BLS and regional EMS pro-
grams. The City of Seattle and the
County's EMS system function
collaboratively and coordinate services
across jurisdictional boundaries. The
two programs operate under separate
administrative structures and the re-
mainder of this report addresses the
County's regional system. (See Appen-
dix B for more information on Seattle's
EMS program.)
Legal Authority
The King County EMS program serves
as a constituent of the statewide Emer-
gency and Trauma Care System de-
scribed in RCW 18.71.200 - 18.71.215,
Chapters 18.73 Sections 70.68 and 70.24.
This legislation is administere<Uhrough
WAC 246-976: Emergency Medical Ser-
vices and Trauma Care System. AlIA15
and BLS personnel in Seattle and King
County meet or exceed state EMS certi-
fication standards defined in RCW and
WAC.
Within the state 53stem, King County is
designated as the "Central Region." The
EMS Division is an active participant in
the Central Region EMS and Trauma
Council and supports the county's
trauma registry and other council activi-
ties.
The County's EMS System
The County's EMS program serves over
one million residents and 60,000 busi-
nesses located in 19 cities and 16 fire dis-
tricts throughout King County. This area
covers approximately 1,000 square miles
of urban, rural, and wilderness areas.
EMS response times, transport times and
proximity to hospital services are chal-
lenged by geographic barriers, distance,
time and traffic. .
Currently, the King County EMS Divi-
sion provides medical oversight to the
system, helps coordinate regional ser-
vices, and administers EMS levy funds
under contract with 35 fire-based basic
life support (B15) providers and four
agenc~swhoprovmeparamedicorad-
vanced life support (ALS) services. The
four CountyALS agencies include:
· Bellevue Medic One operated by
Bellevue Fire Department (4 units)
· Evergreen Medic One operated by
Evergreen Hospital Medical Center
(4 units)
· King County Medic One operated by
King County EMS Division (6 units)
· Shoreline Fire Department (1 ALS
unit)
Tiered Response System
The regional tiered response system. of
9-1-1, dispatch, BLS, and ALS enjoys an"., .'~__.
international reputation for innovation . . .
and excellence in out-of-hospital urgent
and emergent care. For over twenty
years, the system has maintained the
highest reported survival rates in the
treatment of out-of-hospital cardiac ar-
rest patients across the nation. Resusci-
tation rates averaging 17% for sudden
cardiac arrest patients and 29% for those
*.
.
.
. ~-. "'P. .._.___~~..---
.
9
e e *
patients in ventricular fibrillation are Bystander CPR-whether performed
. typical in this region. By comparison, with the assistance of a dispatcher or
reported resuscitation rates as low as 10/0- done on the basis of previous training-
2% are typical in other areas of the is a critical component of the tiered re-
United States. sponse system. While most BLS provid-
ers in the County are able to reach the
Key to this success is integration of ser- scene within an average of four to six
vices into what the American Heart As- minutes, bystanders can improve patient
sociation recognized in 1991 as the outcomes by initiating CPR as soon as
"Chain of Survival." This concept possible. The regional EMS system has
stresses a systems approach to success- been very successful in training citizens
ful treatment of cardiac arrest by identi- of all ages in CPR and has successfully
lying the interdependence of four essen- incorporated" dispatcher assisted CPR"
tiallinks that are directly tied to cardiac into dispatcher training.
patient survival and health status. These
links include: All medical emergency calls to the EMS
system receive a BLS response by one of
. early access to the EMS system the 35 fire service agencies serving the
through the 9-1-1 emergency tele- cities and unincorporated areas of King
phone number; County. This response may involve a fire
. early CPR (with instructions pro- engine, a BLS aid unit, and occasionally
vided by dispatchers, or provided by in Seattle, a first response may be
a trained citizen); handled by a private ambulance com-
. early defibrillation by EMT/ pany for medically appropriate calls.
firefighters (electric shocks given to
. restore a heart rhythm); and If dispatchers determine that the medi-
. early paramedic care. cal emergency is potentially life threat-
ening, then an advanced life support
The success of the system is testimony team of paramedics is also dispatched to
to the commitment of all participants to the scene. Currently, about one-third of
providing high quality services to the all EMS responses in the County receive
residents of Seattle and King County. both a BLS and an ALS response.
The County's Criteria Based Dispatch The regional structure of the COWlty'S
Guidelines are another key component program and the tiered response system
of the tiered response system. When a of resource deployment have made it
9-1-1 medical emergency call is received possible to respond to growing demands
by a d'lSpatch center (see Appendix A, for EMS services. This is also made pos-
Map 1), the nearest fire department BLS sible by uniform training and continu-
unit is immediately called to the scene. ing education programs, uniform dis-
Trained dispatchers use a series of pre- patch guidelines, and a strong commit-
defined medical criteria for vari.2,us types ment among the 35 BLS providers serv- o . .-
of medical problems. If the patient's ing the COWlty to cooperate and coordi- . ..--......'":..,-
signs and symptoms meet specific crite- nate their service delivery methods.
ria, then a paramedic unit is also dis-
patched to the scene to provide ad- Medical Control
vanced medical treatment for serious
injuries and illnesses. Typically, both BLS The County's tiered response system is
and ALS units are simultaneously dis- based on a medical model that operates
. patched when needed. under the legal authority of the Medical
Program Director (MPD). The MPD is
responsible for training, medical control
10
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supervision, and quality review of the
County's Emergency Medical Techni-
cians (EMf's) and paramedic providers.
The MPD delegates medical authority to
other physicians who provide medical
control to specific Medic One programs.
Paramedics and EM1S trained in defibril-
lation operate as extensions of the phy-
sician and are legally authorized to pro-
vide care on a medical director's license.
Other major functions performed by the
Medical Program Director include estab-
lishing patient care guidelines for treat-
ment, triage, and transport; establishing
and supervising training and continuing
education programs; and recommending
certification, recertification, and decerti-
fication of EMS personneL
Basic Ute Support Services (BLS)
Basic Life Support Services are provided
by 1,800 EMT / firefighters employed by
35 different agencies throughout the
County (see Map 2). EMT /firefighters
receive 120 hours of initial training and
hospital experience, and most have also
received additional training in cardiac
defibri11ation. EMT / fire-fighters are cer-
tified by the state of Washington which
also requires ongoing continuing educa-
tion to maintain certification. BLS teams
are dispatched to all medically related
calls to the EMS system. These fire de-
partment based units typically arrive on
the scene within four to six minutes af-
ter dispatch. In 1996, EMT's responded
to more than 133,800 calls countywide,
of which 52,700 occurred in Seattle and
81,100 in the County.
Advanced Life Support Services (ALS)
--
King County paramedics are trained
. through the Paramedic Training Program
at the University of Washington/
Harborview Medical Center (HMC) ,
and with the Seattle Fire Department's
Medic One program. Paramedics are
trained to provide advanced emergency
medical care to patients with serious or
life threatening illness or injury. 1his pro-
gram is one of the most advanced para-
medic training programs in the world.
All paramedics in Seattle and King
County receive nearly 3,000 hours of
training provided by leading physicians
in emergency medicirie, anatomy and
physiology, pharmacology, and other
subjects.
There are currently 20 paramedic units
in the greater Seattle-King County re-
gion, with six paramedic unitS in Seattle
and 14 units in the County (see Map 3).
A paramedic unit is typically staffed by
two paramedics and requires approxi-
mately nine paramedic FrE's (full time
equivalent staff) to provide service 24
hours per day, 365 days per year. All six
paramedic units in Seattle are staffed by
two paramedics at a time. However, the
paramedic program in the County in-
cludes a wider variety of staffing con-
figurations in keeping with different geo-
graphic and demographic patterns.
Eleven paramedic units in the County
are staffed by two-paramedics at a time
and operate 24 hours per day. In addi-
tion, there are two EMT /paramedic
(EMT /P) units staffed by an EMT /
firefighter and one paramedic. EMf /P
units are deployed in the more outlying
areas of King County where response
times for suburban-based units are typi-
cally long. When necessary, these units
are backed up by two-paramedic units,
and specific dispatch criteria exist to help
send the additional paramedic unit
whenever needed. These units currently
respond to both BLS andALS responses.
The County also operates two half-time
ALS units, with an additional 12-hour
unit planned for Southeast King Countr- . .. .~"~
These units are staffed with two para- -
medics at a time, operating 12-hours per
day during peak workload periods.
These units are effective in suburban ar-
eas which have rapidly growing
workloads and long response times, but
which have not yet grown busy enough
to warrant a 24 hour unit. Over 60% of
the workload occurring in a 24 hour
*
.
.
.~~--. :;-:.":~:.~.--
.
11
e e *
period can be served by these units. Transport Services
..' When the 12 hour units are not in ser-
vice, the nearest 24 hour paramedic unit All medical emergency calls to 9-1-1 cur-
covers their service area. rently receive a BLS response and ap-
proximately one-third receive anALS re-
In 1996, paramedics responded to 46,600 sponse as well. Not all calls, however,
ALS calls in the region, of which 19,600 require a transport and if one is needed,
were in Seattle and 27,000 in the County. there are varying methods employed
This represents about 35% of total EMS throughout the county to accomplish
calls that year. More importantly, this is this. Paramedic units transport patients
a 10.1 % increase in paramedic calls over whose conditions or circumstances re-
the 1992 call volume in the Seattle-King quire advanced life support and stabili-
County region. zation from the field to the hospital.
These patients frequently need monitor-
The majority of the growth in ALS call ing or continuing care en route because
volume occurred outside Seattle. Ex- they are medically unstable.
eluding Seattle, other King County juris-
dictions experienced a 23% increase in BLS transports are performed by either
their ALS calls between 1992 and 1996. EMT's employed by private ambulance
This growth occurred despite improve- companies or by EMT / firefighters. As
ments to the County's ALS dispatch cri- a local option, most jurisdictions use pri-
teria. Without the improvements, it is vate ambulance companies for the ma-
likely that the rate of increase in the jority of their BLS transports. Histori-
County's ALS responses would have cally, private ambulance transport com-
been greater than 23%. A summary of panies directly bill the patient or
. BLS and ALS utilization for the first five patient's health insurance for services
years of the current EMS levy is summa- rendered. Some BLS agencies prefer to
rized in Table 1.1. handle their BLS transports with exist-
ing resources.
Airlift Northwest is a not-for-profit air
ambulance service that providesALS air The decision to transport BLS patients
transport to critically ill and injured pa- by the fire service or to use private trans-
tients. Air transports are used primarily port is based on a number of factors in:
in situations where ground transport eluding:
times are too long for seriously ill pa-
tients. . fire deparhnent or fire district policy
. medical necessity
Private Ambulance Services . availability of private ambulance
services in the area
Private ambulance companies operating . BLS unit availability
in King County employ over 300 Wash- . the time of day
ington state certified EMT's. Privately . weather
employed EMT's receive the same EMS destination, particularly to hospitals -.. - <.~,.. ,- .'---.--;~
. .
training and continuing education as outside their response area or juris-
EMT /firefighters with the exception of diction
on-going training and use of automatic . availability of backup resources
external defibrillators. The primary role
of private ambulance companies in the Regional Services
King County EMS system is BLS trans-
. portation. In 1996, private ambulance Regional coordination of the county por-
companies transported 45,000 BLS pa- tion of the EMS system is administered
tients in both Seattle and King County. through the EMS Division of the Seattle/
12
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King County Department of Public Historically, voters have demonstrated
Health. The Division is responsible for strong support for the EMS system with
the following regional EMS functions: approval rates exceeding 70%.
.
Medical Program Director for the
County
EMT and First Responder Basic
Training, Continuing Education and
Instructor Training
Emergency Medical Dispatch
Guidelines and liiage Criteria 1rain-
ing
Public Education
Emergency Preparedness
Critical Incident Stress Management
Quality Assurance/Quality Im-
provement
Data Collection, Analysis, and Plan-
ning
Paramedic Continuing Education
Al$ and Bl$ Contract Administra-
tion and Oversight for Al$ and Bl$
Providers
General Administration and Coor-
dination of the County's EMS Pro-
gram
Administration, Allocation, and
Oversight of EMS Levy Funds
.
.
.
.
.
.
.
.
.
.
.
Current Funding Mechanisms
The County's EMS System is funded by
a combination of EMS levy funds and
other city and county taxes. State law
allows jurisdictions to levy as much as
$0.50 per $1,000 of assessed property
values. For the last three levy periods,
spanning 18 years, the levy rate in Se-
attle and King County has not exceeded
$.25 per $1,000 of assessed value. De-
pending upon the growth in assessed
valuations and the 106% levy lid, the
actual levy rate has ranged from. as low
as $0.19 during the late 1970's up to the
current rate of $0.25.
In King County, the EMS levy is a county-
wide levy and requires voter approval
every six years. Voter turnout must ex-
ceed 40% of the prior general election
with an approval rate of 60% or greater.
State law requires the King County
Council as well as local jurisdictions with
populations in excess of 50,000 to ap-
prove the levy proposal prior to place-
ment on the ballot Until recently, Seattle
and Bellevue were the only cities to meet
this threshold. The County now has
three additional cities required to ap-
prove the ballot proposal, including Fed-
eral Way, Shoreline, and Kent
The County and the City of Seattle man-
age their EMS levy funds in different
ways. Seattle contributes its share of the
EMS levy to the city's general fund and
allocates moneys back to the fire depart-
ment as an integrated budget package.
Its share of the EMS levy is based on ac-
tual funds collected from Seattle resi-
dents and commercial properties.
The EMS Division annually allocates
EMS levy funds to the county's 35 B1.5
providers, four Al$ providers, and re-
gional programs. The EMS Division uses
an allocation formula approved by the
fire departments and fire districts for dis-
tribution of Bl$ funds. This formula
takes into consideration urban and ru-.
ral differences, as well as the population
size, Bl$ call volume, and asSessed prop-'
erty values in each fire department's ser-
vice area. The B1.5 funding levels are cal-
culated annually using this formula.
EMS levy funding for paramedic ser-
vices is provided annually to contracted
Al$ providers through a standard unit
cost methodology. The standard unit.... : :......-
cost formula includes the annual aver-
age cost of personnel, medical equip-
ment and supplies, and support services
such as dispatch, training, and medical
direction. The average unit cost is ap-
proximately $934,000 per paramedic unit
in 1997.
*.
.
.
. ~~._. ...-_"T.~~"'--
.
13
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*
Figure 1.1
.
Funding for periodic replacement of
paramedic vehicles is a major, ongoing
capital cost. Vehicle replacement occurs
on a regular basis and is currently
funded separately from the standard
unit cost. Start up costs for new para-
medic units cover personnel training,
medical equipment and supplies, and
other items. Start up costs are also
funded apart from the standard unit cost.
New ALS units are added whenever uti-
lization exceeds capacity and/or re-
sponse times exceed performance stan-
dards.
.
In addition to the EMS levy, ALS
contractors contribute local funds to sup-
port the indirect costs of paramedic
services, or to enhance their paramedic
program to meet local community needs.
BLS providers use local taxes to support
the majority of their direct and indirect
costs of BLS services. Fire departments
represent a wide spectrum of communi-
ties and vary in their ability to generate
local revenue to support their BLS pro-
grams.
Throughout the current levy period
(1992 -1997), increases in assessed prop-
erty values have not maintained pace
with the growth in the demand for EMS
services and the added expense needed
to serve this demand.
Figure 1.1 demonstrates that the EMS
levy does not fund all activities for which
the EMS Division is responsible. Other
sources of revenues are needed, includ-
ing County general funds, grants, and
state contracts, as well as accumulated
reserves. It is important to note that the
difference between EMS levy revenues
and the cost of EMS services is increas-
ing.
GLOBAL ASSUMPTIONS
.
The current structure of the EMS system
in King County is complex. There are
facets of it that have proven effective, and
which providers wish to maintain and
1991 - 1997 EMS Revenues and Expeoses
$30.0
$25.0
:!
5 520.0
:i
.5 $15.0
e
II
:; $10.0
Q
$S.O
$0.0
1992
1993
1994
1995
1996
1997
Note: EMS levy funds do not cooer EMS Division expenses. Additionlll sources of
revenue such as county ex funds and grants are needed. The variance between EMS
costs and EMS lwy revenues has increased aver time. Total EMS revenues include
accumulated reserves.
strengthen. This plan assumes the fol-
lowing elements of the system will con-
tinue, providing the basis of operations
for 1998 - 2003.
1. The EMS System in King County
will continue to function as a tiered
response system.
2. King County EMS providers of BLS,
ALS, and regional services remain
committed to the current system and
organizational structure of regional-
ized programs. .
3. EMS will continue as a public safety
and public health program that
functions collaboratively with other
health care entities, both public and
~ . private.
4. The fire service will remain an inte-
gral part of the tiered response sys-
tem.
5. Advanced Life Support services will
continue to be an essential public
service, funded primarily by tax
dollars.
The global assumptions reflect a collec-
tive commitment among the County's
EMS providers to strengthen an EMS
program that has proven successful
14
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-
*
throughout nearly 20 years of service.
Collectively, EMS providers acknowl-
edge that the benefits of regionalization,
collaboration; and cross-jurisdictional
coordination far exceed the individual
benefits associated with other EMS ser-
vice delivery models and funding
mechanisms.
Seattle and King County's EMS pro-
grams have achieved cost savings and
quality of service that is unparalleled in
other parts of the country. Recent surveys
on public services in Seattle and Bellevue
found that EMS services were rated first
or second in importance and in con-
sumer satisfaction. In response to strong
consumer support, this strategic plan
assumes continuation of a publicly
funded EMS system and does not ex-
plore other public or private service de-
livery or funding mechanisms.
Figure 1.2 .
.
. Total EMS Responses
C EMS Calls per 1000
. alion Growth
1992 - 1997 Comparison of Growth Tftads
Seattle
King Cowlty
Total County
0.0% 1.0% 2.O'Yo 3.0"" 4.0% 5.0% 6.0%
Average Annual Percent Change
Figure 1.2 compares historical growth trends in population, EMS calls, and EMS
adls/l,OOO population.
Table 1.1
HISTORICAL EMERGENCY MEDICAL RESPONSES
1992 1993 1994 1995 1996
ISSUES AND CONCERNS Total EMS Calls
Seattle 43,764 48,111 48,162 SO,064 52;137
While there are many positive aspects of King County 62;1.72 68,643 71,288 79,504 81,107 .
the County's EMS system, there are also Total 106,036 116,754 119,4SO 129,568 133,844
service delivery and funding issues that Total ALS Calls
need to be addressed, including growth Seattle 20,404 20,823 18,873 18,339 19,609
in demand for EMs services, perceived King County 21,951 23,036 24,119 26,882 27,005
use of the EMS system as a health sys- Total 42,355 43,859 42,992 45,221 46,614
tem safety net, and funding limitations Population (in OOO's) . .
for public services. Seattle 522 528 531 533 535
King County 1,043 1,060 1,068 1,081 1,094
Growth In Demand for EMS Services Total 1,565 1,588 1,600 1,614 1,629
EMS Calls Per 1000 Population
Citizens throughout King County are Seattle 84 91 91 94 99
calling 9-1-1 for medical assistance at a King County 60 65 67 74 74
rate that exceeds population growth or Total 68 74 75 80 82
changing demographics. Population has ALS Calls per 1000 Population
grown approximately 1.1% per year Seattle 39 39 36 34 37
since 1990 and the average a~has in- King County 21 22 - ,.. .-23 25 ..~.,..~--
creased by one year since the beginning Total 27 28 27 28 29
of this levy period. The average annual Percent of EMS CaDs with ALS Response
rate of growth in EMS calls, however, has Seattle 46.6% 43.3% 39.2% 36.6% 37.2%
been 6.0% per year in the county. King County 35.3% 33.6% 33.8% 33.8% 33.3%
Total 39.9% 37.6% 36.0% 34.9% 34.8%
Note: Differences between 5elIttle and King County ALS response statistics are due to
variations in ALS dispatch criteria; recent changes to dispatch criteria in Seattle following
the County's earlier changes; and differences between the demographics of population .
served.
15
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,', ,..,,,,.~........~
e
*
Extrapolation of current growth trends Figure 1.3
through the next levy period result in a
projected call volume of 120,000 EMS
calls in the county by 2003. This com-
pares to 81;000 in 1996 (See Figure 1.3).
..
Meeting the challenge of continued
growth has come with associated costs
to the EMS system. During the 1992-
1997 levy period, the EMS Division has
increased the County's AlS capacity by
two AlS units, two EMT /P units and
three 12 hour units.
Continuation of current service delivery
methods and current AlS dispatch tri-
age criteria would require four addi-
tional AlS units to serve the projected
increase in workloads.
At issue is whether the current EMS levy
rate will be sufficient to fund current ser-
vice requirements and continued ALS
expansion.
.
EMS Providers' Roles and
Responsibilities
Recent growth in EMS calls may be due
to:
.
overall changes in our health system
increased social problems, and/ or
confusion about the roles and re-
sponsibilities of EMS providers.
.
.
For example, there is anecdotal evidence
to suggest that the health care system it-
self may contribute to overall growth in
EMS calls. Explanations of this phenom-
ena may include:
. early hospital discharges;
. increased use of outpatient proce-
dures;
. increased use of home health ser-
vices; or
. overall changes within the health
care system.
.
In addition, EMS providers are increas-
ingly called to medical emergencies ere-
Historical and Projected EMS Calls Assuming
No Change in Cwrent 1kends
200.000
180.000
.. 160.000
..
..
IS 140.000
t 120.000
::; 100.000
:l! 80.000
III
1; 60.000
{:. 40.000
20.000
0
... 8! ~ on '"' ~ GO ~ ~ ... ~ ~
g: g: g: g: ~
... ... ... ... .. .. ...
--Seattle
Figure 1.3 demonstrates the potential implialtions on EMS service volumes if
current population growth trends and rates of increJJSe in EMS calls/1,OOO
population continue.
ated by social problems associated with
substance abuse, domestic violence, and
crime-related trauma. These calls may
involve life threatening situations and
most EMT's and paramedics feel well
prepared to handle the medical aspects
of these calls. They may not, however,
have immediate access to social service
providers who are trained to handle the
non-medical issues in these situations.
Citizens may not be clear about differ-
ences between the public role of the EMS
system and the private role of their
health plan and physician. While there
is limited data to substantiate their ob-
servations, many paramedics and EMT's
indicate that patients are increasingly
confused about their health care benefits.
For example:
. some residents may call 911 rather
than schedule an appointment with -. -'-~
a physician who is increasingly more
difficult to see; and
. some patients may choose not to use
the EMS system when they should
for fear of incurring co-payments or
being denied coverage due to differ-
ences between the patient's percep-
tion of an emergency and definitions
used by their health plans.
16
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Citizens may also be unclear about EMS
transport responsibilities. Due to con-
cerns over liability and risk issues, EMS
providers are conservative in their trans-
port decisions and many times transport
to hospital emergency departments as a
precautionary measure. This may lead
to (1) higher costs for hospitals which
are reimbursed less than the cost of care;
and (2) higher costs to patients who are
denied coverage by some health plans
who retrospectively determine that the
emergency room visit did not meet their
definition of an emergency. It may also
result in less efficient use of EMS re-
sources, particularly for field responses
that are geographically distant from hos-
pitals and require long transport times
when other equally appropriate and
closer destinations are feasible.
A major issue challenging EMS provid-
ers is definition of its future role within
the broader social and health system.
Funding Issues
Management of EMS levy funds has re-
quired careful attention to current as well
as projected service needs. Careful fi-
nancial planning has historically been
needed due to:
. the length of the levy period, cover-
ing six years;
. the 106% levy lid which limits the
annual increase in funding to 6%
over the prior year's funding level
regardless of actual growth in the de-
mand for services; and
. variation in property valuation in-
creases that may not match the
growth in demand for seMce.
It was projected in 1992 that excess fund
balances during the early years of the
levy period would be accumulated to
cover expected deficits during the latter
years when it was known that EMS costs
would exceed revenues generated at the
authorized levy rate of $0.250 per $1,000
AV.
Figure 1.4
1992 -1997 Cash Accumulations From All Funding Sources
~ $8.0
c::
~ $6.0
-
~ $4.0
c::
- $2.0
i
$0.0
*
.
.
1994-5
1993-4
1992-3
-5% 0% 5% 10% 15% 20% 15% 30% 35% 40% 45%
Annual Percentage Increase (Decrease)
lI'fot.al.c.o.lac-
OEMS C.alis
.Total Funds
.
M
a>
a>
....
~
a>
....
..,.
a>
a>
....
It)
a>
a>
....
\0
a>
a>
....
f',.
a>
a>
....
The current levy budget for 1992-1997, hils b<<n weU managed to assure that
existing funding (EMS plus additional sources) c:ouered each year's expenses.
Although the 1996 authorized levy rate
is set at $0.250 per $1,000 of assessed
property values, the actual cost for EMS
services in 1996 required funding equal
to $0.270 per $1,000. Accumulated re-
serves together with non EMS levy funds
have covered these anticipated increases
in demand and cost for EMS services
throughout the 1992-1997 levy cycle.
Figure 1.5 compares the annual rates of
change in EMS call volume, expenses,
and total revenues. Call volume in-
.'4.
Figure 1.5
Comparison of Annual Percentage Change in Can Volume,
Expenses, and Revenues
1996-1
199~
17
.
.
.
e
creased every year of the levy cycle and
expenses increased in five of the six
years. Revenues increased during the
first three years then actually declined
during the last three years, underscor-
ing the value of cash accumulations dur-
ing the early years of this levy period.
While some non-levy funds may be
available, it is uncertain whether these
funds are sustainable on an ongoing ba-
sis or whether the EMS system can rely
on non-levy funding sources.
Funding will be a major challenge dur-
ing the next levy cycle. The current levy
rate will need to be increased in order to
support the major components of the
current regional EMS system during the
next six year levy period.
EMS Research
Excellent outcome data exists for trauma
and cardiac arrest patients served by
EMS providers. This data medically sup-
ports current EMS response time stan-
dards, dispatch guidelines, allocation of
resources, and general deployment of aid
and medic units. Additional research is
needed to document the effectiveness of
early pre-hospital intervention for other
medical conditions.
As an international model in out-of-hos-
pital care, King County EMS providers
are challenged to secure sufficient funds
for ongoing research and development in
Emergency Medical Services.
EMS Operational Improvements
There are operational issues thatneed to
be addressed during the next six years,
including evaluation of:
. triage guidelines for dispatching
ALS and BLS units;
. response time standards that con-
sider varying emergency situations;
. expansion of quality assurance ac-
tivities to include continuous qual-
ity improvement principles;
e
*
. BlS and ALS performance indica-
tors;
. better efficiency measures; and
. technology improvements to en-
hance service delivery in the field.
At issue is whether there is funding to
support development and implementa-
tion of these critical operational im-
provements within the time frame when
potential benefits and cost-savings will
be most needed.
SUMMARY OF EMS ISSUES AND
CONCERNS
Analysis of utilization and financial
trends demonstrate that the demand for
EMS services has increased more rapidly
than the funding base needed to support
it. To assure that service delivery costs
are aligned with available funding, it will
be necessary to develop and implement
a combination of cost-control strategies
and demand management initiatives. It
also may be necessary to access other
revenue in addition to existing funding
sources.
Efforts to align limited funding with op-
erating expenses need to consider meth-
ods of meeting emerging community.
needs while finding ways to address
funding challenges to the current system.
Coordination and collaboration with
other health care providers will be
needed to assure EMS services continue
to be delivered cost-effectively and effi-
ciently.
EMS providers will continue to be chal-
lenged by competing demands for rev-
enues. In the future, it may be necessary
to establish funding priorities to assure
that expenditures balance competing
needs for systemwide improvements
versus continuation of existing services
to meet growth in demand.
.'- ..~,___.",-r---
18
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MAJOR STRATEGIC FOCUS
With multiple and sometimes conflicting
funding and program priorities facing
EMS providers, the strategic and finan-
cial plan for the 1998 - 2003 levy period
focuses on the following:
In the face of limited funding, County
EMS providers will work together
collaboratively and coordinate efforts
with other public and private social and
health care entities to:
1. Address increasing workload vol-
umes in BLS and ALS services;
2. Enhance existing programs and ser-
vices to meet unmet community
needs; and
3. Address emetging service delivery
and financial challenges.
*
.
.
.- - ..,_...>-~-;.--
.
19
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. CHAPTER TWO
.
.
1998 - 2003 STRATEGIC
PLAN INITIATIVES
EMS SYSTEM COMPONENTS
The current levy period can be charac-
terized as a time of system expansions
and strengthening of internal relation-
ships. Plans for the 1998 - 2003 EMS levy
period are characterized as a time to
strengthen external relationships and
build a bridge to the future.
The Emergency Medical Services system
in King County will continue its tradi-
tion as a public health and safety pro-
gram. Structured as a tiered response
system, Advanced Life Support services
will continue to be provided by para-
medics who are trained and certified by
the University of Washington. Basic Life
Support services will continue to be pro-
vided by Emergency Medical Techni-
cian/fire fighters.
As essential public services, ALS ser-
vices will be supported primarily by the
EMS levy and BLS services will continue
to be supported on an incremental basis
by EMS levy and primarily funded
through the fire service. The F;MS Divi-
sion will strengthen its role in coordinat-
ing regional EMS activities, quality as-
surance, and collaboration with other
public and private health care entities.
Field Medicine
As a key access point into the broader
health care system, EMS will playa small
but critical role as part of the health care
safety net. Its primary responsibility is
to provide emergency medical services
in the field, referring non-emergent and
primary care calls to more appropriate
providers.
Universal Access
The County EMS system will assure uni-
versal access to EMS services through-
out King County, taking into consider-
ation the financial and operational
practicalities of serving residents in the
more remote and lesser populated areas
of the county.
Quality
As an internationally recognized re-
gional model for Emergency Medical
Services, the County EMS system will
continue to deliver the highest qualitY
service within available resources. En-
hancement of quality assurance and
quality improvement programs will be
a primary focus during the ensuing levy
period.
Funding
Direct costs for ALS services will be
funded through the EMS levy with an
expectation that host agencies will ab-
sorb indirect program costs through fire
service budgets, hospital funds, or
county general funds (CX funds). As an
incremental cost to the fire service, EMS
levy allocations for BLS services will sup-
port EMf training and continuing edu-
cation, limited personnel costs, equip-
ment purchases, and other related EMS
costs.
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Research
The County EMS system will continue
to support field medicine research in col-
laboration with the University of Wash-
ington School of Medicine, Harborview
Medical Center, and UWMC. Areas of
analysis will expand beyond cardiac ar-
rest and trauma to include other types
of emergency services' outcome mea-
sures.
Collaboration
The County EMS system will collaborate
with other public and private health care
entities to minimize the rate of growth
in health care costs and to ensure con-
tinued high quality patient care.
Community Service
As an essential community service, the
County EMS system will provide service
or assure access to more appropriate
types of assistance to all in need regard-
less of ability to pay and with due respect
to cultural and ethnic diversity.
Standards
EMS providers will meet uniform stan-
dards for ALS and BLS service delivery
as defined by the Medical Program Di-
rector, including standards on quality,
minimum levels of service, data collec-
tion and reporting, transport disposition
guidelines, and other standards that pro-
mote cost-effective and efficient EMS
services.
Pilot Projects
The County EMS system will initiate pi-
lot projects to evaluate the feasibility of
system improvements prior to imple-
mentation. Pilot studies will be used to
evaluate intervention efforts, refinement
of ALS triage guidelines, development
of BLS quality and performance stan-
dards, and dispatch screening.
STRATEGIC INITIATIVES 1998 - 2003
Over the next six years, EMS providers
will undertake a number of strategic ini-
tiatives to improve the County's EMS
system and to assure it can deliyer high
quality services within available funds.
Many of the initiatives are new to the
EMS system and require coordination
and cooperation across multiplejurisdic-
tions as well as collaboration with non-
EMS health care entities.
STRATEGIC INmATIVE #1:
Diminish the rate of growth in demand
for EMS services to 3% growth per year.
County BLS service volumes increased
an average of 6% per year and ALS ser-
vices increased an average of 4.6% per
year during the current levy period. This
rate of increase exceeds population
growth and aging factors. Other vari-
ables, such as general trends in our
health and social service system, may
also explain the rate of change.
To accommodate this growth, the County
has increased its ALS capacity this levy
period from seven to 14 units. Develop-
ment, installation and ongoing costs for
a new paramedic unit is a significant in-
vestment. Methods need to be found to
improve management of the growth in
paramedic workloads and to reduce the
need for additional ALS capacity in the
future.
There are three major approaches to
diminish continued increases in EMS
calls for medical emergencies, including
(1) public education (2) injury and illness
prevention and (3) referral to other
types of assistance when medically ap-
propriate.
. .~.... ..-
Referral to other types of assistance may
diminish the need to expand the EMS
system beyond which future resources
may support. The 9-1-1 telephone sys-
tem must remain an open access point
for all emergency calls. Some calls,
however, do not require emergency ALS
or BLS response and, in the future, the
EMS system may respond differently by
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expanding the types and levels of assis- . establish a broader array of transport
. tance available. Dispatch criteria and destinations to shorten time and dis-
procedures will be revised to better tance factors for both BLS and some
match the appropriate response to the ALS calls.
needs of the caller. This may include re-
ferral to social and health services when Such changes will be implemented in
appropriate or non-emergency response concert with a strong public information
by a BLS agency. campaign to assure consumers and other
health care providers are aware of the
During the next levy period, the EMS changes and are able to accommodate
system will pursue three major initia- them. Specific program changes to be
tives to diminish the number of BLS and explored and, if feasible, implemented
ALS responses while providing the pub- include:
lic with appropriate and effective assis-
tance. The initiatives will be pursued (1) Revise and refine ALS dispatch triage
through: criteria
. coordination with the department of Paramedics indicate that current cri-
public health and other providers on teria-based dispatch guidelines au-
injury and illness prevention and tomatically call for their assistance
intervention programs; on many calls where EMTs could
. revision of dispatch and care guide- handle the situation. To corroborate
lines to screen non-urgent calls for this, the EMS Division will study the
referral to social and health care ser- feasibility of refining BLS and ALS
vices when medically appropriate; triage guidelines to increase the fo-
. and CllS ofALS care on patients who will
. collaboration with local health plans most benefit fromALS services. 1his
and providers to educate the public will effect the scope of service ex-
on when it is appropriate to call 911 pected of BLS providers by expand-
for assistance and to offer practical ing the number and types of BLS
and easily accessible alternatives. calls with EMT / firefighters as sole
responders.
STRATEGIC INITIATIVE # 2: The EMS Division will work under
Use Existing Resources More EfficienUy the guidance of the Medical Program
Director and with the assistance of
Projections indicate that four more ALS other medical control physicians,
units may be needed in the county un- paramedics and EMf's to assure that
less existing resources can be utilized modifications to the ALS triage
more efficiently and the rate of growth guidelines meet patient care stan-
in demand minimized. dards and take into consideration
the scope of practice and training
This poses a significant challenge to the requirements expected of EMT's. .- ...~,--""'"'..--
County EMS system and the population
it serves. To meet this challenge, EMS This study should be completed
providers plan to: within the first year of the levy pe-
riod, allowing sufficient time during
. modify ALS service delivery and re- the second and/ or third year to em-
source allocations; pirically test the validity of any dis-
. revise and refine ALS dispatch tri- patch modifications prior to imple-
. age guidelines; and mentation.
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(2) Establish a broader array of transport
destinations
A major component of the EMS sys-
tem is transportation of the patient.
Under current EMS guidelines, most
transports are destined for hospital
emergency rooms. This is medically
appropriate for ALS transports
which involve critically ill and se-
verely. injured patients. However,
BLS transports involve patients
whose conditions require medical at-
tention, but not necessarily at the
level of service and cost associated
with hospital emergency depart-
ments.
The availability of a broader array
of BLS transport destinations may
reduce health care costs by treating
patients closer to home and in more
appropriate health care settings. It
may also facilitate BLS providers' ca-
pacity to expand the types of cases
they see as sole responders, by di-
minishing the number of long BLS
transports.
County EMS providers will continue
discussions with local health plans
and other healthcare providers on
the feasibility of establishing non-
hospital transport destinations for
medically appropriate EMS cases. In
addition, it will be necessary to iden-
tify and work with urgent care cen-
ters and I or large medical groups
interested in serving as .EMS refer-
ral centers. And finally, the EMS Di-
vision will revise and refine dispatch
guidelines and EMT I paramedic
transport guidelines to imfUement
this strategic initiative.
(3) Coordinate with private transport com-
panies
As an integral component of the
EMS system in King County, private
transporters provide complemen-
tary resources that support the EMS
system's responsibilities as an essen-
tial public service. EMS providers
are encouraged to continue working
with private transporters to explore
new opportunities to collectively
meet the growing needs of the popu-
lation and to establish a process to
examine the most effective role and
relationship between public and pri-
vate BLS transporters.
(4) Revise ALS perJonnance standards
The EMS Division plans to revise
performance standards for ALS
units by increasing the annual utili-
zation expected of each unit. Utili-
zation of units varies from 600 -
3,200 calls per year. Variations in the
utilization of County Medic Units
are affected by current ALS service
boundaries, geographic barriers, dis-
tance factors, and response time
standards. Units operating 24 hours
a day in urban settings average 3,000
calls per year while EMf IP units op-
erating in rural parts of the county
average 5SOALS calls per year, in ad-
dition to their BLS responsibilities.
The 12-hour units began operation
in December, 1996, and are currently
meeting expectations. Their utiliza-
tion efficiency will be substantiated ~
after one year.
Recent expansion of ALS capacity
this levy period allows
reconfiguration of ALS service area
boundaries. As service areas de-
crease in size, it is feasible to increase
the number of calls served by each
unit per year.
Higher utilization together with con-
tinuation of high quality services,
requires extensive monitoring of call
volume, response times, and other
service indicators. The EMS Divi-
sion has developed a monitoring
system designed to track geographic
changes in call volume and to mea-
sure performance indicators which
..~ ::..-..-.:.....
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identify when to reallocate or rede- This scheduling option allows ALS
. ploy resources, and/or realign ser- capacity expansion to serve peak call
vice area boundaries. The EMS Di- periods without the cost of operat-
vision will continue this monitoring ing a unit 24 hours a day. Future use
system, working with EMS provid- of this or other scheduling options
ers to improve data collection and will be explored as needed through-
analysis capabilities, and to assure out the next six years as a means to
that utilization of existing resources manage ALS costs and to increase
is maximized. utilization of existing resources.
(5) Revise response time standards for medi- Tuning to pursue the six program op-
cally appropriate calls tions is very important to successfully
reduce the need for additionalALS units,
A new service delivery option for and to manage ALS costs. EMS provid-
EMS may involve standards that <lis- ers will develop and implement program
tinguish degree of urgency by type changes throughout the first three years
of call. The county's current re- of the levy period during which time
sponse time standards are 4-6 min- there is projected to be sufficient capac-
utes for BLS and 10 minutes for ALS. ity within the existing system to absorb
These standards are based on em- additional ALS call volume. By 2000 or
pirical research for cardiac arrest and 2001, demand is projected to exceed ex-
trauma where there is medical evi- isting capacity, requiring that program
dence to support early medical in- changes be in place.
tervention as a means to improve
patient outcome; the earlier the in- A two to three year implementation
. tervention, the better the outcome. schedule assures that prospective pro-
gram refinements can be thoroughly
Additional empirical research is studied and evaluated prior to imple-
needed to establish outcomes for mentation. It will also allow time for
early intervention among other public education, dissemination of pub-
medical illnesses or injuries. If re- lic information, and development of
sponse time standards can be length- injury and illness prevention and inter-
ened or responses delayed for cer- vention services that support this chal.,.~
tain types of cases without adversely lenging effort.
impacting patient outcomes, it may
be possible to delay or minimize
growth in ALS resources. STRATEGIC INITIATIVE # 3
Enhance existing Programs and Add
During the first year of the next levy New Programs to Meet Emerging
period, the EMS Division under di- Community Needs
rection of the Medical Program Di-
rector, will undertake a pilot project At this time, projected funding for EMS
to test the feasibility of varymg re- services in the County supports moder-
sponse time standards for specific ate enhancement of existing programs;
types of calls. provides limited funding to explore the
feasibility of adding new programs; and
(6) Explore alternative ALS unit schedul- allows evaluation of new programs
ing options through pilot projects. As a strategic ini-
tiative of the next levy cyele, the EMS
. The EMS Division implemented. two Division will move forward with pro-
12-hour paramedic units this levy gram enhancements as funds become
period and a third unit is authorized. available. To expedite funding of new
24
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progranis, the Division will collaborate
with other private and public-organiza-
tions to address emerging community
needs. Specific program enhancements
identified for the next six years include:
(1) Dispatcher training
It is a major priority during the next.
levy period to enhance dispatcher
training. This is needed to revise
ALS dispatch criteria, establish the
infrastructure to refer appropriate 9-
1-1 calls to other types of assistance,
and to promote a stronger and more
uniform dispatch capability
throughout the county.
(2) Public Education
Successful implementation of this
strategic plan requires increased
public awareness of proposed
changes to the EMS system.
Through enhanced public education
efforts, EMS providers will:
.
inform citizens about the appro-
priate use of the 9-1-1 system;
increase prevention and inter-
vention activities; and
identify other social and health
organizations available for assis-
tance.
.
.
(3) Special Populations
The EMS system will enhance its re-
sponsiveness to special populations.
. EMS providers throughout the
County are increasingly re-
sponding to calls fr8llLpeople
with English as a second lan-
guage who may use the EMS
system as an access point to pri-
mary care and other social ser-
vices. The EMS system is in a
position to educate such indi-
viduals, as well as other citizens,
to the appropriate use of 9-1-1,
and to guide them to appropri-
ate follow-up services. The EMS
Division will work with the EMS
providers and the Health De-
partment to develop a set ofbro-
chures or other information
packets that BLS providers can
leave during the initial call,
guiding patients to alternative
services and follow-up care
when appropriate.
. EMS providers are responding
to an increasing number of frail
patients. This will continue to
grow due to an aging popula-
tion, increased use of home
health services, as well as con-
tinued transition in the health
care industry from inpati~t to
outpatient based services. In
response, EMS providers will
develop and initiate aninterven- .
tion program to reduce the need
for emergency services before
the need arises. As. funds be-
come available the EMS Divi-
sion will pilot an intervention
project in collaboration with
other health care entities and
community services used by this
segment of the population.
... ....
(4) Continuous Quality Improvement
The EMS Division will enhance its
quality assurance activities through
development of a uniform quality
improvement program to be imple-
mented throughout the county EMS
system. Funding for development,
implementation and on-going man-
agement of the enhanced progr~. __~
will include a combination of EMS ~. - ---
levy funds together with additional
revenues. The EMS Division will
explore the availability of grants,
both public and private, to supple-
ment levy revenues earmarked for
quality improvements.
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(5) Enhanced Research of funding issues, options, and im-
. plications for ALS, BLS and regional
As funds become available, the EMS services.
Division will explore the feasibility
of collaborating with the Depart- The Committee will meet regularly, but
ment of Public Health, health plans, not less than four times each year, includ-
hospitals, physician groups, and ing a meeting each Spring where finan-
possibly the University of Washing- cia1 forecasts and budgets for the upcom-
ton on longitudinal patient outcome ing year are presented. This permits link-
studies. The focus of the effort is to age with the EMS Division's budget cycle
establish an integrated database, in- each summer. In the event of major
cluding information on pre-hospital, changes in service demands, program re-
hospital, rehabilitation, and follow- quirements or other factors that may
up care. This data will support em- impact the EMS system and/or imple-
pirical research on the effectiveness mentation of this plan, the Committee
of early medical intervention for will advise the EMS Division on pre-
conditions other than cardiac arrest posed corrective actions.
and major trauma for which data
already exist. Membership of the Advisory Commit-
tee will be broad based to assure repre-
sentation of diverse constituencies
STRATEGIC INITIATIVE #4 within the Seattle and King County's
Develop and Implement an EMS EMS system. The Committee members
Advisory Committee will be appointed and confirmed by the
EMS Division Manager and limited to
. The purpose of the EMSAdvisory Com- local EMS providers representing the
mittee is to assist the King County EMS following organizations:
Division to implement the 1998 - 2003
EMS Strategic Plan. In its capacity as an Physicians
advisory body, the Committee's primary King County Medical Program Director,
activities will include the following. The Seattle Medic One Medical Program Di-
EMS Division will expand this list of ac- rector, and Chair of the Medical
tivities as additional needs emerge. At a Director's Group or his designee
minimum the Committee will advise on:
ALS Providers
. clinical perspectives from physicians One EMS representative from each ALS
on the committee regarding regional agency, including Bellevue Fire Depart-
EMS issues; ment, Evergreen Hospital and Medical
. operational issues related to EMS Center, Shoreline Fire Department, King
training, transport, communications, County Medic One, and Seattle Fire De-
etc; partment.
. annual review and status u,Edate of
the 1998 - 2003 EMS Strategic Plan BLS Providers
progress; One EMS representative from each city
. potential opportunities for new and over 50,000 population and not other-
creative funding initiatives; wise represented, to be selected by their
. EMS collaboration and coordination fire department or fire department chief;
with other health care providers and one urban fire district provider to be se-
health plans; and lected by King County Commissioners;
. . periodic review of the EMS system and one rural fire department provider
financial status, including discussion to be selected by King County Commis-
sioners.
26
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Private Ambulance
One EMS representative from local pri-
vate ambulance companies.
Dispatch
One representative selected by the Dis-
patch Centers.
Labor
One local BLS representative and one
local ALS representative selected by the
Washington State Council of Fire Fight-
ers.
Health Plans
One representative selected by the
Health Plan and Provider workgroup.
Regional Services
Manager of the EMS Division and
agency staff as needed.
Many program initiatives need to be
developed and implemented during
1997. The current EMS Strategic Plan
Steering Committee will serve as an in-
terim advisory committee to the EMS
Division as it launches this strategic plan-
ning effort. Current members, or their
designees, will serve in this capacity
through December, 1997.
POTENTIAL IMPLICATIONS OF THE
1998 - 2003 STRATEGIC INITIATIVES
Successful implementation of the 1998-
2003 strategic initiatives is projected to
reduce the potential growth in EMS call
volume in the county from about 119,000
EMS calls to 107,000, a 10% reduction.
It is estimated that refinements to the
ALS dispatch triage criteria couIa reduce
the percentage of EMS calls receiving an
ALS response from 33% in 1997 to 30%
by 2003. This is projected to reduce the
number of potential ALS calls from
38,000 to 33,000 by 2003, a 13.3% reduc-
tion (see Table 2.1).
The reduction inALS call volume is pro-
jected to diminish the need for 2.5 - 3.0
ALS units by 2003. Strategic initiatives
intended to increase existing ALS unit
capacity will further reduce the need for
added ALS units in the future.
.
Table 2.1
PROJECTED EMS RESPONSES FOR URGENT AND EMERGENT CARE
County Services Only/Excludes Seattle
m& 1m 2lHHl 2IHU 21m 21m
COUNTY EMS RESPONSES
No Change in
Current Trends 92,285 97,162 101,396 107,931 113,326 119,165
Successful
Implementation
of Strategic
Initiatives 87,517 91,110 94,832 98,823 102,959 107,264
Potential Reduction
in County EMS Call
Volume Through
Strategic Initiatives 4,768 6,052 6,564 9,108 10,367 11,901
COUNTY ALS RESPONSES
No Change in
Current Trends 30,425 31,767 32,909 34,893 36,460 38,104 .
Successful
Implementation of
Strategic Initiatives 29,139 29,880 30,626 31,421 32,222 33,033
Potential Reduction
in County ALS
Call Volume Through
Strategic Initiatives 1,286 1,887 2,283 3,472 4,238 5,071
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CHAPTER THREE
1998 - 2003 EMS
FINANCIAL PLAN
The six-year financial plan. for King
County's EMS System is premised upon
a combination of program and service
initiatives to:
6. As an essential public service, Ad-
vanced Life Support services will
continue to be supported primarily
by the EMS levy.
· control costs;
· increase operating efficiencies; and
· manage the growth in demand for
service.
7. As an essential public service, Basic
Life Support services will be funded
through a combination of local taxes
that support fire services together
with EMS levy funds to support the
incremental cost of BLS.
Additional assumptions include the fol-
lowing:
8. New sources of revenue may be
1. The EMS levy needs to support con- needed to fund enhancements to the
tinuation of quality service and pro- EMS system which may include
vide adequate funding to develop grants and other non-levy funds.
strategic initiatives described in this
plan.
CURRENT SOURCES OF FUNDING
2. Funding decisions will be ap-
proached from a system-wide per- The County's EMS System is currently
spective. funded through a combination of local
tax revenues including the county-wide
3. The financing plan recognizes indi- EMS levy, local fire service contributions,
vidual jurisdictions' need for local ALS provider contributions, King
autonomy to meet their communi- County, and miscellaneous funding
ties' expectations for EMS services. sources for special programs.
4. This financing plan depends upon The EMS Levy
coordination and collaboration be- ~... -.- * ~~.
-
tween EMS providers and other The primary source of funding for ALS
health care entities. services and regional programs is the
EMS levy. BLS services are funded
5. The EMS Division is responsible for through a combination of EMS levy
coordination and facilitation of col- funds and local fire service funds. Au-
laborative activities necessary to as- thorized by state law, counties may levy
sure the success of this regional stra- up to $0.50 per $1,000 of assessed prop-
tegic and financial plan. erty values to finance their EMS system.
Voters are asked to approve the EMS levy
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Fire Service Contributions
every six years. In King County, voters
have approved three county-wide six-
year levies and will be asked to approve
the next six-year levy during the Novem-
ber, 1997, general,election.
Unlike most special property tax levies,
voters approve the EMS levy~ rather
than the amount of EMS funds. The rate
sets the EMS funding level during the
flI'St year of the six-year levy period.
Funding during subsequent years is
capped by the 106% levy lid or the levy
rate, whichever is less. Under this fund-
ing methodology, the levy lid will cap
EMS funding levels if assessed property
values increase by more than 6% in any
given year. Otherwise, the levy rate will
determine the maximum level of fund-
ing available for EMS services.
This methodology does not flexibly re-
spond to growth in the demand for ser-
vices or other community needs that af-
fect the expense structure of the EMS
system. As such, management of EMS
levy funds, monitoring of workload vol-
umes, and ongoing evaluation of perfor-
mance standards throughout each six-
year period is very important
The authorized EMS levy rate in King
County has been $0.25 per $1,000 of as-
sessed value for the last 12 years. This
rate has provided sufficient revenues to
expand the EMS system to meet histori-
cal growth in the demand for services.
Between 1992 and 1996, the rate of
growth in EMS has exceeded the rate of
growth in revenues. Cash reserves ac-
cumulated early in the current levy pe-
riod have made it possible to fund the
EMS system and meet systemdemands
through 1997 within existing revenues.
Projections of future cost trends and fu-
ture demand for EMS services will re-
quire an increase in the EMS levy rate,
taking into consideration initiatives to
manage the rate of growth in services,
and increased utilization of existing re-
sources.
A major source of financial support for
the EMS system comes from the fire ser-
vice through local tax contributions. In-
tegration of BLS services into the fire ser-
vice offers the public access to highly
trained professionals committed to pub-
lic health and safety at minimal cost As
an incremental cost to the fire service, the
majority of EMf/firefighter salaries are
funded through fire service budgets.
Other public health and safety activities
financed through the fire service include:
· fire suppression
· search and rescue
. vehicle extrication
. surface water rescue
. disaster preparedness
. hazardous materials response
. life safety building code inspections
. planning and administration
. training and continuing education
. injury and illness prevention
Approximately 40% of EMS levy funds
are currently allocated to BLSproviders
throughout King County. As an integral
component of the County EMS system,
BLS providers will continue to receive
EMS levy funding to support their incre-
mental costs of EMS services.
. ..
ALS Provider Contributions
Providers of ALS units contribute local
support by absorbing into their other
program budgets many ALS indirect
overhead costs, including payroll, facili-
ties, and administration costs. In 1997,
ALS contractors contributed an average
of 9% of total ALS unit costs. It is pro-. .0 .. '~'.
jected within the 1998-2003 funding plan 0 0
that ALS providers will continue to ab-
sorb a portion of the indirect overhead
costs. Otherwise, allowable ALS pro-
gram costs will be funded by the EMS
levy.
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Miscellaneous Funding
The EMS Division receives limited fund-
ing from a variety of sources, including
the King County general fund for Divi-
sion administration and overhead costs
as well as grant funding to support spe-
cific programs, including the following.
. Seattle and King County trauma
hospitals provide funding to support
the Central Region Trauma Registry
and to staff the Central Region EMS
and Trauma Council;
.
The State of Washington provides
Seattle-King County with EMS and
trauma funding for regional system
development, training, major
trauma registry maintenance, in-
jury prevention, and other pro-
grams. These funds are given to the
Central region, overseen by the Re-
gional EMS and Trauma Council,
and administered by the EMS Di-
vision.
.
Local and federal grant funding is
available to the Division for on-go-
ing research in out-of-hospital field
medicine, and the effectiveness of
public education strategies.
While minor in comparison to the EMS
levy support, these adjunct sources of
revenue allow the EMS Division the flex-
ibility to collect and analyze data for
ongoing quality assurance as well as
planning and monitoring of the EMS
system. Should the funding for these
special purposes be eliminated, the EMS
Division will need to locate alternate
funding sources in order to maintain
these activities.
HISTORICAL FUNDS AND FUNDING
ALLOCATION TRENDS
Figure 3.1 illustrates the 1997 distribu-
tion of revenues and expenses for EMS
services. It is apparent that the EMS levy
Figure 3.1
1997 EMS Revenues
3%
16%
.- ....-...,;!:";--
81%
o Beginning Balance
.. EMS Levy
. Misc. Funds
1997 EMS Expeases
7%
46%
II ALS
OBLS
. Regional Svc.
. Other
is the largest source of revenue and ALS
services represent the largest cost com-
ponent within the County EMS system.
Growth in service demands and costs
have increased more than growth in rev-
enues. Planned early accumulation of
cash reserves, shown in Figure 3.1 as
"Beginning Balance" funds, have al-
lowed the system to meet increased ser-
vice demands without raising the levy
rate.
As shown in Tables 3.1 and 3.2, EMS levy
funds increased only 4% per year be-
tween 1992 and 1997. At the same time,
operating costs increased 12% per year,
primarily due to substantial growth in
call volume.
The difference between EMS costs and
EMS revenues is widening. While cash
reserves and other sources of funding
30
e
e
*
make up the difference this levy period, Table 3.1 ($ in thousands)
it is clear that these will be insufficient
through the next six years at the current
levy rate of $0.25. Financial analyses in-
dicate that substantial reductions in the
County's level of service and/or quality
of care will occur if the EMS levy rate is
not raised.
ANNUAL LEVY RATE NEEDED TO
COVER ACTUAL EMS EXPENSES
Identifying the optimal EMS levy rate is
very complex and requires consideration
of multiple variables projected over a six
year period. The rate must provide ad-
equate funds each year within the levy
period, taking into consideration pro-
jected growth in population, assessed
property valuations, call volume and
service considerations that may increase
costs.
Table 3.3 illustrates what the EMS levY
rate would have been if the EMS system
was funded on an annual basis rather
than a six year levy period. The annual
rates are derived by dividing actual EMS
levy allocations (annual expenses) by
annual assessed property values. The
annual EMS levy rate to cover actual
expenses ranged from $0.222 in 1992 to
$0.268 in 1997. Since the EMS levy is a
six year levy rather than an annual levy,
the actual levy rate of $0.25 represents
an average rate for the six year period.
It is also important to note that the 1997
County EMS costs do not include a full
year of expenses for one new ALS unit
to be operationalized some time in 1997.
If the cost structure is adjuste4-J:o reflect
a full year of operation for this unit, then
the EMS levy rate for 1997 would need
to be $0.273.
HISTORICAL OPERATING COST TRENDS COUNTY EMS ..
Average
Annual
1m mJ lSf1j m5. ~ W1Z. % CIum~
ALS
Serviceslll $5,884 $10,878 $9,337 $10,767 $11,798 $12,735 19%
BLS
Services $6,522 $7,368 $7;707 $7,938 $8,017 $8,278 4%
Regional
Services $1,279 $1,536 $2,163 $2,286 $2,610 $2,681 18%
Total EMS
Division
Expenses $13,685 $19,782 $19,207 $20,991 $22,425 $23,694 12%
m The historical cost trends reflect actual expenditures Jar eJZCh YeJlT. In 1992, some
ALS providers billed the EMS Division in 1993 for seroices achullly delivered in
1992. The difference between the 2 years is due to aa:ounting mdhods and does
not indicate as large of an increase in costs as might otherwise be interpreted.
Table 3.2 ($ in thousands)
HISTORICAL EMS DIVISION REVENUE TRENDS
Average
Annnual
1m mJ lSf1j m5. ~ W1Z. % Cha,.ge
Beginning
Fund
BalJJnce $2,850 $4,471 $5,716 $6,433 $5,907 $3,977 7%
EMS Levy .
Revenue $16,484 $17,886 $19,070 $19,609 $19,784 $20,397 4%
Other
Revenues $274 $315 $587 $397 $297 $255 -1%
County ex $375 $375 $375 $375 $375 $375 0%
Total
Available
Funds $19,983 $23,047 $25,748 $26,814 $26,363 $25,004 4%
Table 3.3
1992 -1997 LEVY RATE BASED ON ACTUAL EXPENSES
Assessed EMS Levy Rate Needed Rate q,f Chang
Valuationm ExpensesGl. To Cover Expenses AV EMS
($$$ in Millions) ($$$ in Millions) Expenses
1992 $104,450 $23.2 $0.222 2% NA
1993 $117,809 $28.4 $0.241 13% 22"10
1994 $118,222 $27.3 $O.231:'~" <1% (4%) .l'.....~......_~
1995 $121,750 $29.8 $0.245 3"10 9"11.
1996 $124,793 $31.9 $0.256 3"10 7"/0
1997
Actual(3) $127,913 $34.4 $0.268 3"10 70/0
1997
Adjusted $127,913 $34.9 $0.273
III Assessed Values for 1996 and 1997 are estimates
(2) lndudes Seattle's share of the EMS levy. .
UI 1997 Adjusted: Reflects full year operating expenses if all 14 ALS units had
been in operation for twelve months of the year. Three new half time units are
scheduled for implementation throughout 1997.
31
e e. *
FUTURE FUNDING REQUIREMENTS . a five year vehicle replacement, sal-
. ASSUMING NO CHANGE IN CURRENT vage, or retrofit program;
TRENDS . capping the number of paramedic
FrE's to be funded through the EMS
Wti&Mmcwp~~tioNidenffieda levy at nine per unit md a propor-
levy rate approaching $0.34 per $1,000 tionate ratio thereof for EMT IP units
of assessed property v&ues. This would md half time units;
be the rate needed to fund current ser- . expectingALS providers to fund ad-
vices md future expmsion assuming ministrative support md other ALS
continuation of current growth trends overhead through their other pro-
md the addition of four ALS units to gram budgets;
serve proj~ted increases in call volume. . indexing annual increases in ALS
It also assumes continuation of inflation- md BLS funding allocatiON to the
ary cost trends. CONumer Price Index. (Decisions on
the applicable CPI rate will be discussed
In order to minimize tax increases md by the EMS Division in concert with
to reduce the percentage increase in the the EMS Advisory Committee on an
EMS levy, EMS providers will: annual basis.)
. initiate cost-saving programs to re- The EMS Division will work with the
duce the rate of increase in EMS EMSAdvisOlY Committee to explore md
costs; develop Mmci& incentives that encour-
. increase operating efficiencies age ALS md BLS providers to partici-
within existing resources; md pate in cost saving programs.
. further enhance the ability to deliver
. EMS services in the most cost-eff~-
tive manner. EMS LEVY RATE 1998-2003
The cost saving mechanisms .are pro-
COST SAVING PROGRAMS j~ted to decrease future EMS costs by
13.6%. While significmt, these savings
The most significmt cost saving strategy are insufficient to maintain current ser-
is to mmage growth in demand for ser- vices with a levy rate of $0.250. Further
vices as described in Strategic Wtiative reductiON in costs may result in degra-
#2. This is exp~ted to limit the number dation of service levels md quality of
of addition& ALS units to one unit dur- care may suffer.
ing the next levy period. This is projected
to save approximately $3.0 million per Financial projections indicate that a
year (in cONtmt dollars.) This cost-sav- combination of cost savings and an in-
ing strategy allows 1998 md 1999 growth crease in the EMS levy rate to $0.295 is
in ALS call volume to be served within needed to support this strategic plan
existing capacity. If needed, ~ne new through 2003.
ALS unit (or two new half-time units)
may be added sometime in 2000 or 2001 Revenue Assumptions
depending upon growth trends md suc-
cessful implementation of the 1998 - Revenues to fund the EMS system are
2003 Strategic Wtiatives. Other cost sav- determined by assessed V&UatioN md
ing programs included in this Mmcial the levy rate. For the next six years, the
plm are: King County Office of Management md
. Budget mticipates 2% per year growth
. development of a joint purchasing in assessed V&UatioN of current prop-
program; erties plus 2% per year increases due to
32
e
e
new construction. This results in a total
of 4% per year growth in assessed val-
ues compounded over the six year time
horizon.
The financial plan assumes continuation
of County ex funds at the 1997 level of
$375,000 per year, accumulation of in-
terest on unspent fund balances at 5%
per year, plus timber taxes and dona-
tions.
It is also assumed that the EMS Division
will continue to receive grant funding for
categorical programs. However, this rev-
enue is excluded from the regional EMS
system financial plan since elimination
of grant support will end the special pro-
grams unless other funding can be se-
cured. The expenses associated with
categorical programs are excluded from
this financial plan as well.
Projected Cost Assumptions
EMS system costs are affected by call
volume, population growth, resource
utilization, inflation, and other factors.
Prior to 2000, the financial plan assumes
that EMS providers will expand utiliza-
tion of existing resources to accommo-
date continued growth in the demand for
services. At the same time, it is assumed
that EMS providers will work towards
expanding and enhancing the cost-sav-
ing programs. It is also projected that
EMS providers will be successful in their
collaborations with other health care en-
tities to minimize the rate of growth in
derruind for EMS services and to broaden
the array of transport destinations-avail-
able throughout the county.
The projected financial plans include
funding to develop and implement the
strategic initiatives, including funding
to:
. revise and refine dispatch triage
guidelines for ALS responses;
. expand and enhance ALS and BLS
performance guidelines and contract
standards;
. develop data collection and report-
ing systems to measure and assess
the impact of strategic decisions on
patient care, quality and outcome
measures; and
. develop a continuous quality im-
provement program.
The EMS system funding plan includes
sufficient resources to develop pilot
projects prior to full implementation of
proposed strategic initiatives and pro-
gram improvements. This will assure
that operational changes achieve the de-
sired results .
The cost projections also include one new
ALS unit to be added in 2001, depend-
ing on workload and other service indi-
cators. The staffing model and schedul-
ing option for this unit will be deter-
mined as service demands indicate. Pro-
jected reductions in the number of new
ALS units from four to one assumes that
increases in ALS workload will be man-
aged by:
.
minimizing the rate of growth in the
demand for services,
ongoing review and revision of ALS
triage guidelines, and
increased utilization of existing re-
sources.
*
..
.
.
...
Projected Levy Rate for 1998 - 2003
Based on the financial assumptions plus
successful implementation of the.strate-
gic initiatives and cost-saving programs,
the EMS Strategic Plan Steering Commit-
tee recommends that the EMS levy rate
be increased to $0.295 per $1,000 of as-
sessed property values. A combination ... ~- ._<_
of cost reductions, operational efficien- -
cies and increased revenues will allow
EMS providers throughout the County
to deliver the level and quality of service
expected by the communities they serve.
Table 3.4 illustrates the projected rev-
enues and costs needed to support the
County's EMS system through 2003.
. .
.:-, .
'.
.
."-"~':.....-.~<-
.
33
.
.
.
e e
*
The EMS system will need additional Figure 3.2
revenue to maintain current services if King County EMS Historical aod Projected Expenses
the financial assumptions are not met In
the event of limited revenues or in-
creased demand beyond that which is
funded in this plan, EMS providers may
need to reduce the level and quality of
services delivered. The EMS Advisory
Committee will develop consensus rec- .
ommendations about how and where
proposed reductions may occur.
NEW PROGRAM DEVELOPMENTS
This funding plan recognizes that EMS
funding will be limited during the next
levy period. It is highly desirable, how-
ever, to initiate two new programs dur-
ing the next levy period. The programs
involve long term projects and will be
pursued only if resources are available.
The two major new projects include:
(1) Outcome Research
The EMS Division intends to expand
its research and planning system to
measure and monitor patient out-
comes in ~ types of urgent and
emergent care, building upon the
current cardiac arrest surveillance
program and the trauma registry.
(2) Integrate data systems
The EMS Division will continue its
discussions with health plans and
health care providerS regarding de-
velopment of a shared data system
that integrates information on field
medicine with hospital-b@..sed ser-
vices.
The EMS Division will pursue alterna-
tive sources of funding to support these
program enhancements, which may in-
clude:
. government grants;
. private foundation funds;
$30,000
525,000 . All Other
-;;;-
1 $20,000 o 1lqicnu1 Serv.
~ $15,000 11II1 BLS Services
.ALSServices
.s $10,000
~
~ $5,000
$0
i 8! ~ t-. g: t ~ ... ~ ~
~ ~
... ... ... ... ... ...
-;;;-
1 525.000 . Other Funds
~ $20.000 o Beginning Ba1ance
.s III EMS Levy
i 515.000
510.000
55.000
so
~ ~ .. ~ ~ ~ ~ ~ ~ ... ~ ~
~ ~
Figrm 3.3
1997 - 2003 Historical aod Projected Sources or Revenue
535.000
$30.000
~,
.- ..-~.,-~~
34
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35
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.
.
e
.
contributions from potential data
sharing partners; and/ or
other public sources that may
present themselves through the
course of the 1998 - 2003 levy period.
.
It is anticipated that existing sources of
EMS funding will be needed to support
current services. However, it is possible
that existing sources of funding may be
available on a limited basis to support
these new program developments.
ALS FUNDING
The EMS Division contracts with
Bellevue and Shoreline Fire Deparbnents
and Evergreen Hospital to provide ALS
services in North and Northeast King
County. The Division providesALS ser-
vices in South King County. Funds are
allocated to each ALS provider on a
"Standard Unit Cost" basis. Budget
items within the Standard Unit Cost
cover all direct expenses and most indi-
rect costs associated with the program.
Allowable ALS expenses include:
Personnel
Paramedic wages including continuing
education
Overtime pay, uniforms, and safety
equipment
BenefitsBased on a percentage of wages
which varies by sponsor
Supplies
Medical, office, and vehicle supplies
Support Services
Utilities, rent, administrativ~staffing
(MSO's), paramedic student train-
ing, travel, and dispatch costs
Equipment &Maintenance
Vehicle maintenance, communications,
medical equipment, and office
equipment
Other
Professional services, paramedic replace-
ment, miscellaneous expenses.
e
*
A comparison of expenses across ALS
providers indicates there is great simi-
larity in the total cost of operating anALS
unit. Differences are due to variation in
labor contracts or staffing mix. Some
ALS providers employ paramedics who
are cross trained in the fire service, al-
lowing greater administrative flexibility
in the event of illness, vacation leave, dis-
ability, etc.
Analysis also demonstrates that the cur-
rent standard unit cost formula is equi-
table and assures consistency across ju-
risdictions in the type and level of ALS
services delivered. The total cost per unit
averages about $1.0 million per year.
This is about 9% more than the funding
provided through the standard unit cost
formula. ALS providers absorb the in-
cremental expense within their other
program budgets.
During the 1998-2003 levy period, the
same standard unit cost allocation for-
mula will be used to allocate EMS levy
funds for ALS services. This will include
funding for nine paramedic FrE's per
ALS unit and other direct costs. As a
budget control measure, ALS providers
will be expected to continue absorbing a
portion of indirect overhead costs.
Beginning in 1998, the EMS Division will
budget levy funds in support of EMT /P
units and half time units up to half the
standard unit cost for a 24 hour, 2 para-
medic unit.
BLS FUNDING
Throughout the 18 year history of the -. .
EMS levy, King County BLS providers
have shared in EMS levy revenues. This
funding policy reflects the County's long
standing philosophy that EMS is a pub-
licly-funded system based on collabora-
tion and teamwork betweenALS provid-
ers, BLS providers, and regional services.
'-..."-~
As an integral participant in this system,
fire-service based providers of BLS ser-
36
e
e"
vices require resources and training to
continue to deliver quality out-of-hospi-
tal emergency patient care. A portion of
EMS levy funds are allocated to BLS pro-
viders to support these incremental ac-
tivities.
To assure there is stable BLS funding
through 2003, financial support for BLS
services from the EMS levy will be main-
tained at current levels, adjusted annu-
ally for inflation as measured by the CPt
This will assure county residents con-
tinue to receive the quality and standard
of care now delivered, and thatALS pro-
viders receive the level and quality of
support expected of their BLS counter-
parts.
This financial plan acknowledges that
ALS funding has priority over other EMS
services. The plan also recognizes that
BLS services contribute extensively to the
success of the EMS system. Through-
out the next levy period, it will be the
responsibility of the EMS Division, in
concert with the EMSAdvisory Commit-
tee, to assure that EMS funding decisions
reflect system-wide needs.
If necessary, funding recommendations
will be presented to the King County
Executive and King County Council for
approval.
BLS FUNDING FORMULA
Financial analysis indicates that the cur-
rent formula used to allocate BLS funds
from the EMS levy to individual BLS
providers is equitable and assures sta-
bility over time. This formula-will con-
tinue to be used through the next levy
period.
The current BLS funding formula is
based on three variables: assessed prop-
erty values, population, and call vol-
umes.
. Assessed valuation reflects the
amount of tax dollars collected in
each jurisdiction from the EMS levy;
. Changes in population allows for
fluctuations attributed to growth
patterns that naturally occur over
time; and
. Call volume measures the actual use
of EMS resources.
EMS levy funds available for BLS are
divided equally into three pools, one for
each variable. The funds are then dis-
tributed on a percentage basis to each
BLS agency. Th;e three distributions are
added together to derive each
jurisdiction's individual BLS allocation.
BLS allocations are adjusted to reflect
changes in jurisdictional boundaries due
to annexations, incorporations of new
cities, or changes in service contract ar-
rangements.
Stable funding is important to all EMS
providers. To stabilize funds allocated
to individual BLS agencies, the EMS levy
allocation formula assures that no
agency receives less in any given year
than was received in the prior year, ex-
cept in the case of annexations and/or
incorporations. In the event that total
BLS funding is decreased, then all BLS
providers will proportionately share.ip
the decrease by applying the allocation
formula to the lower amount of available
funds.
REGIONAL SERVICES FUNDING
The roles and responsibilities of the EMS
Division have grown over the last eigh-
teen years in concert with the evolution. '." "..~"
of the EMS system in King County. Over .
time, the Division has accepted increas-
ing responsibility for coordinating joint
efforts to provide uniform training, dis-
patch, medical control, and planning
across 35 BLS providers and four ALS
providers.
.'
.
.
'.~-..."-T""--.:-~
.
37
.
.
.
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e
The EMS levy currently funds $2.8 mil-
lion to support regional services. The
Division also receives EMS levy funds
based on the standard unit cost formula
to support its ALS program in South
King County. As part of this financial
plan, the Division'sALS funds are sepa-
rated from funds that support regional
services.
The EMS levy funds for regional services
are aggregated with a portion of county
general funds to support the EMS
Division's regional EMS responsibilities.
In the past, some of these responsibili-
ties supported Department of Health ac-
tivities and other county functions not
related to the EMS system. The finan-
cial plan for 1998 - 2003 changes the
funding mechanism for non-EMS system
activities provided by or through the
EMS Division.
Core Regional Functions
In the future, EMS levy funds will be de-
voted to core regional functions. Table
3.5 outlines the EMS Division's core ser-
vices that are mandated by state law or
county ordinance and which will be
funded through the 1998-2003 EMS levy.
The EMS Division is legally authorized
to perform these activities and fund their
operation through levy revenues.
The Division also receives funding from
the County general fund of $375,000 per
year. This financial plan assumes that
this level of county funding will be con-
tinued during the next levy period to
support indirect/ overhead costs for the
ALS program and other coun.!}' admin-
istrative activities that support regional
EMS programs. It is also assumed that
the Division will continue to generate
interest income on cash reserves at an
annual rate of 5%.
Regional Services 1998 Program
Changes
A recent review of internal EMS Division
operations identified potential cost sav-
ing opportunities through:
. consolidation of certain programs
with other health department func-
tions;
. transfer of program responsibilities
to external agencies providing simi-
lar services; and
. transfer of funding responsibilities
for non-EMS system activities to
other health department budgets.
The consolidations and transfers are pro-
jected to save $195,000 in EMS Division
costs.
Recent reorganization and consolidation
of services between the EMS Division
and the King County Health Department
allows the possibility for further cost-
savings through integration of other pro-
grams. The EMS Division Manager will
continue to explore opportunities for
shared savings.
Categorical Programs
The Division currently administerli
about $183,500 in grant funding from the
State of Washington to the Seattle-King
County region in support of trauma
training and other activities related to the
statewide trauma initiative. Grant fund-
ing for categorical programs is not in-
cluded in this financial plan, nor are the
associated costs. If this grant funding is
decreased or discontinued, the services
will be modified to reflect the level of - . .
available support.
Unfunded Regional Programs
The EMS system's response to public
sentiment on new taxes resulted in a de-
cision to not fund two new programs or
initiatives through EMS levy funds. In-
stead, it is recommended that funding
*
..- ..'.'.--~--
38
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be sought through other sources as the
opportunity arises.
(1) Health plan coordination and collabora-
tion
Preliminary discussions with local
health plan representatives and
managed care providers are under-
way and will continue through the
beginning of the next levy period.
The discussions are focused on cost
saving opportunities through pub-
lic education, flexible transport des-
tinations, and utilization manage-
ment. Additional areas of focus for
EMS and other health care provid-
ers include improved quality of care
and an enhanced continuum of care.
The EMS Division will explore the
feasibility of developing a publici
private partnership to fund continu-
ation of these vital discussions and
potential future collaborative efforts.
EMS levy funds for implementing
Strategic Initiatives #1 and #2 in-
clude limited support for joint pub-
lic/private discussions on EMS
policy issues and feasibility studies.
Additional funding will be needed
to implement any policies that result
from these discussions.
(2) Enhanced Research
Funding is not included in this finan-
cial plan for an integrated database
that includes patient information
from pre-hospital, hospital, rehabili-
tation, and follow-up care. Through
the next levy period, the EMS Divi-
sion will explore the feasibilIty of col-
laborating with other providers
within the full continuum of care to
identify potential funding to support
this effort.
STRATEGIC INITIATIVES FUNDING
PLAN
EMS levy funds have been earmarked
for implementation of the 1998-2003
strategic initiatives. Funds will be
needed to:
. explore the feasibility of proposed
enhancements;
. evaluate program changes through
pilot projects; and
. collaborate with non-EMS entities.
Potential cost estimates to support the
planning, development and implemen-
tation process are described in Chapter
4. In total, the funding plan earmarks
$2.3 million dollars for implementation.
Table 3.5
*
.
CORE REGIONAL FUNCTIONS SUPPORTED
BY THE 1998-2003 EMS LEVY
Core Functions
Rationale
mandated by state law
cost effectiveness
uniformity
consistency across jurisdictions
adjust ALS/BLS triage guidelines,
control demand
training
uniformity, consistency, & cost
effectiveness
1.
2.
Medical Program Director
EMT & First Responder
Basic Training, CE Plus
Instructor Training
Emergency Medical Dispatch
.
.
very successful for EMS
low cost peer volunteers
evaluation of ALS, BLS, & dispatch
supports on-going planning,
operations, and quality assurance
complements HMC program
necessary to meet recertification
requirements
ALS and BLS contract negotiation,
monitoring and oversight
regional'EMS-co()I:dination
activities
EMS advisory committee
.
3.
4. Critical Incident Stress
5. Quality Assurance
6. Database
7. Paramedic CE
8. Administration
39
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CHAPTER FOUR
IMPLEMENTATION PLAN
The 1998 - 2003 EMS Strategic Plan is a
very ambitious undertaking. Implemen-
tation will involve a series of critical de-
cisions, many requiring time for detailed
feasibility analysis, collaborative discus-
sions, interagency coordination and, in
many cases, pilot projects to assure that
changes to the current EMS system will
produce the intended benefits.
The following discussion provides a
roadmap for guiding the EMS Division
and the EMS Advisory Committee
through the implementation process. It
sets priorities, identifies who needs to be
involved and establishes critical mile-
stones that must be met to achieve the
1998 - 2003 strategic and financial goals.
The implementation plan is organized by
year and builds upon the extensive work
already initiated by the EMS Division
and the EMS Strategic Plan Steering
Committee. During transition to the new
levy period, the Committee will continue
to assist the Division in this effort.
1997
In preparation for the next levy period,
the EMS Division and the EMS Strategic
Plan Steering Committee will move for-
ward with two major actions during the
latter half of 1997. The first involves es-
tablishment of the EMS Advisory Com-
mittee.
1. The EMS Advisory Committee will
provide valuable assistance to the EMS
Division as it carries the EMSStTategic
Plan forward. To expedite the implemen-
tation process, it will be important that
the Advisory Committee be in place by
January, 1998.
Development of the Advisory Commit-
tee requires completion of four actions
by December, 1997:
. Develop membership criteria, estab-
lish an appointment/confirmation
process, and determine the length of
term;
. Solicit a list of candidates for Com-
mittee membership, as defined in
Chapter Three of this Plan;
. Appoint/confirm EMS Advisory..
Committee members; and
. Review the Division's workplan
which details major work elements
to be achieved and identifies how
strategic objectives will be moni-
tored. This workplan will summa-
rize the major goals of the six year
levy, and detail specific activities for
1998.
Manager of the EMS Division, or his des-
ignee, will be responsible for assuring
these tasks are completed.
2. The second major initiative to be
started during 1997 is to enhance re-
gional cost saving programs. Funding
limitations require that BLS and ALS
providers as well as regional seroices
.
. ~'- " .,-.--,---
40
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monitor and reduce costs wherever pos-
sible. To assist in this effort, regional
cost saving programs should be initiated
early in the levy period to maximize po-
tential benefits.
As a transitional advisory committee, the
EMS Strategic Plan Steering Committee
will work with the EMS Division to de-
velop and implement the following cost
saving programs:
.
A regional joint purchasing program
for medical and office supplies will
be developed, allowing EMS provid-
ers access to better purchasing dis-
counts than might be available to in-
dividual agencies. Planning and de-
velopment will be started during
1997 for full implementation first
quarter, 1998.
The feasibility of a new vehicle re-
placement, salvage, and retrofit pro-
gram will be studied during 1997.
The goal of this program is to extend
the useful life of paramedic vehicles
to as much as five years by:
.
purchasing heavier chassis with
longer useful lives;
replacing chassis periodically
rather than entire vehicles; and/
or
recouping some of the cost
through resells at the end of their
useful lives.
.
The EMS Division needs a mecha-
nism to monitor strategic and finan-
cial performance throughout the
next levy period. During 1997, the
Division will enhance its monitoring
database and work with ~ and
ALS providers to assure that data are
collected and reported in a timely
manner. The EMS Division will
work with the interim EMS Advi-
sory Committee to develop mea-
sures for monitoring contract perfor-
mance, utilization levels, funding re-
quirements, and cost-savings.
· Participation in regional cost reduc-
tion programs and performance
monitoring processes is very impor-
tant to the success of the 1998 - 2003
Strategic Plan. The EMS Strategic
Planning Committee will explore the
feasibility of an incentive program
that will encourage BLS and ALS
providers to participate in these ef-
forts. If possible, the incentive pro-
gram should commence in January,
1998.
1998
Many strategic initiatives require sub-
stantiallead time for analyses and pilot
studies. Early planning and develop-
ment will assure that full implementa-
tion can commence in years two, three,
or four of the levy period when the ben-
efits of the strategies will be most
needed. The following describes the
strategic initiatives and financingmecha-
nisms to be started in 1998.
1. During the new levy period, EMS pro-
viders will explore additional ways to
optimally utilize existing resources. ALS
and BLS providers may need to collabo-
rate with other health care entities.
....
· The EMS Division will continue dis-
cussions with local health plans and
providers on methods to educate
consumers on cost-effective use of
the Emergency Medical Services sys-
tem. Collectively, EMS providers~
health plans, and other health care
providers will work to minimize du-
plication of services across the health
care system through service delivery- . '00 .-~-~
mechanisms that a assure patients
receive care in the most appropriate
setting by the most appropriate pro-
viders.
· A major strategic initiative during
the next levy period is to utilizeALS
resources as efficiently as possible.
y
*
..
.
,~~- -.-~-~~~-
.
41
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One way to accomplish this objec- Throughout the latter half of 1998
. tive is to explore the feasibility of and during 1999, the MPDwill over-
revising the criteria based dispatch see development and implementa-
guidelines to: tion of a series of pilot studies to
evaluate the medical risks and li-
more narrowly focus ALS re- abilities of the proposed changes.
sources on very serious and The results of the studies will deter-
major life-threatening injuries mine whether or not the changes
and illnesses; should be implemented county-
potentially redirect some BLS wide.
calls to more appropriate social
and health services; and . Management of growth in BLS and
expand the scope ofBLS respon- ALS calls is very important to the
sibilities. success of this strategic initiative.
Prior to county-wide implementa-
This requires continuing discussions tion of new triage guidelines, the
with dispatch agencies about train- MPD and the EMS Division will as-
ing and possibly funding. This will sure that dispatchers and EMT's are
also require initiation of discussions adequately prepared to carry out
and possible collaboration with any new responsibilities through
other social and health service pro- additional training and education.
viders to assure that 9-1-1-callers are The EMS Division will explore col-
appropriately managed. laborations with other social and
health service entities to assure that
It is anticipated that this initiative the needs of EMS referrals can be
. will involve a series of incremental appropriately met If possible, a bro-
changes that will occur over the chure outlining the availability of
course of the next levy period. De- social and health services will be
finitive study and analysis of cost, made available for BLS providers to
quality, and value added issues will leave with patients, directing them
need to be completed before any to non-EMS services for non-urgent
changes can be implemented. needs.
The Medical Program Director will . EMS providers have identified a
have oversight responsibilities of need for more flexible transport des-
this work effort. In that capacity, he tinations. Preliminary discussions
will work with his medical control with health plans and providers in-
physicians, paramedic representa- dicate that coordination and collabo-
tives, EMT's, and dispatchers to de- ration on this topic could result in
velop a process for planning, evalu- cost savings, enhanced quality, and
ating, implementing, and monitor- greater continuity of care. Develop-
ing potential changes to the_criteria ment and implementation is very ..~ . .- .-0- - .....~-=<-
based dispatch guidelines. During complex and may require a two to
the first half of 1998, this group will three year phase-in period. Major
develop the process and identify steps in the process include the fol-
various types of cases as potential lowing:
candidates for change. (Should tim-
ing and resources permit, this part The EMS Division will finalize
of the implementation process may its initial discussions with health
. commence in 1997.) plans and providers to establish
a common understanding about
an array of transport destina-
42
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tion options and to provide a set
of policy guidelines for moving
forward with this collaborative
effort;
The Medical Program Director
will work with the medical con-
trol physician workgroup, EMS
providers, and health plan rep-
resentatives to identify and
evaluate those EMS cases which
may be medically appropriate
for non-emergency room trans-
port destinations;
The EMS Division will identify
health care facilities interested
in accepting EMS transports and
work with them to develop a
program. This may involve a
pilot project to test the efficacy
and financial feasibility of the
project prior to implementation
county-wide;
The EMS Division, in concert
with the MPD, EMS Trauma
Council, and the EMSAdvisory
Committee, will revise and re-
fine transport disposition and
destination guidelines for uni-
form implementation of this
new program, assuring compli-
ance and compatibility with
other program plans; and
The EMS Division will coordi-
nate a public education cam-
paign to increase awareness of
this option. This effort could be
integrated into other public edu-
cation programs within the
Health Department OL,the Fire
Service.
.
Increased utilization of existing BLS
and ALS resources may involve
greater coordination with private
ambulance transporters. The EMS
Division and the EMS Advisory
Committee will continue to evaluate
private ambulance transports.
2. The EMS Division is currently respon-
sible for programs and services other
than those defined as core regional func-
tions. The Division will need to access
additional sources ojrtfJenue to fund its
non-core activities and to avoid any dis-
ruption of these services.
. The EMS Division will explore the
feasibility of finding other funding
sources or alternative service deliv-
ery methods necessary to support
Emergency preparedness ser-
vices for the Health Department
and
CPR training for County
employees
School CPR
Injury and illness prevention
and education programs
3. A major objective of the 1998 - 2003
EMS Strategic Plan is to manage the rate
of growth in ALS and BLS call volume.
This is a long tenn initiative, requiring
extensive public education and injury
and illn~ss prtfJention programs in ad-
dition to strategies designed to use ex-
isting resources even more cost-effec-
tively. EMS providers cannot achieve the
desired results alone. Collaboration
with other health care entities is needed..
· Consistent with plans currently in
progress, the EMS Division will con-
tinue to work with the health depart-
ment to integrate injury prevention
and intervention programs into a
uniform public health education
program. The EMS Advisory Com-
mittee will assist the Division in de-
veloping the "message" to be pub-.~. . .'_
licized regarding the appropriate use ..
of 911 for medical emergencies. This
should be completed as early in the
levy period as feasible.
. Referral of non-urgent 9-1-1 calls to
more appropriate types of assistance
may also help manage the rate of
growth in demand. Dispatch screen-
.
"
.."
.
.~"'-......,.~
.
43
e
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ing criteria and on-site referral cri-
teria will be developed by the MPD
to assure a1l9-1-1 calls receive a level
of assistance appropriate to their
needs. . In the future, this may not
always include a BLS response.
· Health plans and other health care
providers can assist in educating
their patients on the proper use of
911 for medical emergencies. The
EMS Division will continue its coor-
dinating efforts with health plan rep-
resentatives to assure that EMS
objectives for universal access and
publici community service are con- ·
sistent with appropriate patient dis-
position.
1999
.
The second year of the 1998 - 2003 EMS
Strategic Plan will be devoted to ongo-
ing development of strategic initiatives
launched in 1998 as well as initiation of
two new strategic efforts. Decisions ·
about implementation funding will be
decided in concert with the EMS Advi-
sory Committee. While the first year fo-
cuses on establishing the foundation for
collaborations and building of external
relationships, the second year will focus
on internal program improvements.
1. A major new initiative for the next ·
levy period is to expand existing perfor-
mance standards and incorporate those
standards into EMS levy fund contracts
for BLS providers.
The Medical Program Din:.ftor will
oversee development of new BLS
standards. This may include work-
ing with the EMSAdvisory Commit-
tee as well as ad-hoc subcommittees
to provide substantive assistance as
needed. There are three basic areas
of exploration and development.
.
. Changes in service delivery methods
and mechanisms posed within this
e
.
strategic plan may require that BLS
providers monitor additional perfor-
mance indicators to measure how
well the EMS system in total is meet-
ing its new obligations. Previous to
this Strategic Plan, BLS performance
standards focused on response
times, out-of-service times, call vol-
ume within the designated service
area, and back-up call volume in
neighboring jurisdictions. Addi-
tional detailed data may be needed
to more efficiently monitor BLS ser-
vices.
With proposed strategic changes, it
will be necessary to collect data on
quality, outcome, patient satisfaction
and other key elements. This infor-
mation will provide input for ongo-
ing system-wide improvement over
the course of the next six years. In
addition, BLS providers will need to
collect and report data in support of
contract compliance monitoring.
Flexible transport destinations will
require new BLS destination trans-
port guidelines. The MPD will work
with representatives of BLS provid-
ers, private transporters, and health
plan representatives to develop a.
new set of transport criteria and
standards.
There is a need to establish BLS stan-
dards that promote medically appro-
priate, cost-effective and efficient
EMS services. In connection with
contract performance criteria, the
EMS Division and the Medical Pro-
gram Director will oversee develop-
ment and implementation of incen-
tives that promote accountability
and stewardship of EMS levy funds
expended by BLS contractors.
.- ....--"'"'"'---
1his may be a lengthy process of col-
laboration across BLS providers.
However, there is time to pursue this
area of exploration and development
designed to improve service dellv-
44
e
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ery across jurisdictional boundaries.
Success will assure that a minimum
level of EMS service will be estab-
lished throughout the County and
uniformly implemented.
2. The 1998 - 2003 Strategic Plan in-
cludes only one new ALS unit to serve
County growth and expansion. This will
be a significant operational challenge to
the EMS System and new service deliv-
ery methods may be needed.
· Data collection and analysis will be
very important to monitor utiliza-
tion of ALS services throughout the
County. It may be necessary to en-
hance technical support services
within the EMS Division for ex-
panded planning and management
of the system. Current information
systems are designed to monitor
ALS unit locations, response times,
out-of-service times, simultaneous
responses, and out-of-area calls.
This data is important, but will need
to be expanded to include analysis
of additional variables that support
new service delivery options. Iden-
tification of additional data elements
and revision to data collection meth-
ods needs to occur no later than 1999.
. New service delivery options in-
clude the possibility of varying re-
sponse time standards for someALS
calls, alternative ALS scheduling
mechanisms, or intervention pro-
grams for the chronically ill and re-
cent hospital discharges. Data will
be needed from EMS as well as other
health care providers to assess the
cost-effectiveness of servi\:e.delivery
options and to evaluate the impact
on quality and patient outcomes.
Data will need to be collected before
any feasibility assessment can be
completed.
Potential operational changes within .
the ALS system will require careful
evaluation and assessment though
data analysis and pilot projects Dur-
ing 1999 and 2000, the EMS Pivision .
needs to be prepared to design and
carry-out a number of pilot studies
to test the operational and patient
care implications of new ALS servi,ce
delivery options.
3. During 1999, the EMS Division. will
initiate plans to develop and implement
the practice of call prioritization
through dispatch. This will build upon
program initiatives implemented to
date, assuring that dispatch services
have the resources necessary to support.
new and revised EMS guidelines and ser-
vice delivery methods.
2000
1. During 2000, the EMS Division will
explore the feasibility of securing out-
side fundingfor new programs.
The 1998 - 2003 EMS Strategic Plan
includes two new programs that will
enhance the EMS system. Funding
for these programs is not included
in the financial plan, requiring the
EMS Division to secure funding
from external sources. By 2000, the
EMS Division should be positioneQ
to explore funding opportunities for
the new programs. If time permits,
this effort could occur in earlier
years.
. During 2000, the EMS Division will
work with the University of Wash-
ington to secure new grant funding
to expand the cardiac arrest surveil-
lance program to all EMS calls. This..:, :~.-
would provide a database for EMS
research unparalleled across the na-
tion, allowing outcomes research
and analysis of EMS service deliv-
ery mechanisms.
Collaborations with local health
plans and providers provides an op-.
portunity to share and integrate
*
..
..
..
.
..-.~-~.'::-~"""-
.
45
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.
.
e
e.
EMS data with patients' medical
records. This allows longitudinal
outcome analysis of EMS services
and provides health plans and pro-
viders with more comprehensive
patient records. The EMS Division
will explore the feasibility of infor-
mation sharing and data integration
with local health plans and provid-
ers. By 2000, many more should
have electronic medical records,
making this opportunity possible.
2. The EMS Division will initiate a fi-
nancial feasibility study to explore ad-
ditional revenue generating options.
By the third year of the levy period,
the EMS Division and the Advisory
Committee should know the efficacy
of their strategic and financial ini-
tiatives. Due to the plan's aggres-
siveness and the length of the levy
period, there is a possibility that the
rate of growth in demand may con-
tinue to increase beyond that which
is assumed herein or that expenses
may increase beyond existing fund-
ing levels. The EMS Division will ini-
tiate a feasibility study early in 2000
to analyze the implications of access-
ing new sources of revenues to sup-
port existing programs.
Table 4.1 outlines the proposed schedule
and estimated costs for implementing
the 1998-2003 EMS Strategic Plan.
~: 1
*
..- .. ....-.-..,..-
46
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Table 4.1
Strategic Plan Initiatives .
Estimates of Implementation Costs
($$$ in Thousands)
Major Strategic Initiatives and Tasks 1998 1999 2000 2001 2002 2003 Initiative
T olal
1. Establish and maintain EMS Advisory Committee $5 $5 $5 $5 $5 $5 $30
2. Develop and maintain Regional Purchasing Program $5 $5 $5 $5 $5 $5 $30
3. Develop New Vehicle Replacement Program $0
4. Enhance ALS, BLS, regional services, and financial
monitoring systems $100 $75 $75 $75 $75 $75 $475
Identify data needs and outcome measures
Revise data collection instruments
Printing and electronic record development
Technical upgrades
Monitor and evaluate
S. Develop EMS Policy Issues with other health care entitities $5 $5 $5 $5 $5 $5 $30
6. Revise ALS Response and Dispatch Triage Criteria $175 $150 $75 $75 $65 $50 $590
Planning and development
Pilot project development
Implementation and evaluation
Technical upgrades
Dispatcher training .
7. Review and enhance transport destination policies $10 $10 $10 $10 $10 $10 $60
Planning and development
Pilot project development
Implementation and evaluation
8. Public education on use of 911 $50 $40 $40 $40 $40 $40 $250
Utilization survey
Planning and development
Ongoing public education campaign
Monitor and evaluate
9. Establish dispatch referral network for appropriate calls $50 $50 $20 $20 $20 $20 $180
Identify types of calls to be referred and potential destinations
Pilot study feasibility
Establish contractual relationships with referral sources
Monitor and evaluate
10. Standardize BLS run review program and
performance measures $50 $30 $30 $30 $30 $30 $200
Review and establish contra~ performance measures .- ..~.--~c"--
Develop destination transport guidelines
Implementation and evaluation
11. Enhance and expand continuous quality
improvement program $20 $50 $75 $75 $50 $50 $320
Planning and development
Training
Implementation
Review and monitoring
12. Strategic planning for next EMS levy period $50 $50 $50 $150 .
Total Estimated Budget For Initiative Implementation $2,315
47
.
.
.
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CHAPTER FIVE
PROCESS FOR
CONTINGENCY PLANNING
The 1998 - 2003 EMS Strategic Plan in- of strategic initiatives and to identify
volves many operational and funding as- problems as early as possible. This re-
sumptions that are new to the County's quires that providers collect and report
EMS providers. The levy period is very data in a timely manner and that the Di-
long, making it difficult to accurately vision devote resources to monitor
estimate future call volume and funding trends.
needs.
This Strategic Plan and Financing Plan
reflect the EMS System's and its provid-
ers' current understanding of future EMS
needs and responds to the public's de-
sire to minimize taxes. Many of the pro-
jections in this plan depend upon vari-
ables that are outside the direct control
of EMS providers, such asi
· coordination and cooperation of
other social and health; care organi-
zations;
· the economy and assessed valua-
tions
· population growth; or
· the rate of growth in EMS calls.
Over the course of the next six year pe-
riod, events may evolve that would re-
direct some of the efforts described in
this plan. This makes it necessary and
practical to have a process in pnice for
monitoring trends that would identify a
need for contingency planning.
PERFORMANCE MONITORING
The EMS Division will monitor ALS and
BLS call volume on a monthly and quar-
terly basis to evaluate the effectiveness
PERIODIC REVIEWS
The Division will make periodic presen-
tations and appropriate status updates
to the EMSAdvisory Committee onALS
and BI.S performance standards, utiliza-
tion trends, financial status and pilot
studies. In the event that trends indicate
a change of direction, the Division will
work with the Advisory Committee to
develop near term interventions.
REVISE AND RERNE THE EMS
STRATEGIC PLAN
As a critical component of the broader
health care system, the EMS system is
potentially subject to rapid changes
within the industry. The 1998 - 2003 EMS
Strategic Plan is an evolving document
that may need revision as new informa-
tion becomes available. Similar to previ-
ous master planning efforts, the EMS Di-
vision will work with the EMSAdvisory
Committee to incrementally revise and
refine this Plan as needed. Unanticipated
events may call for significant new stra-
tegic and financial direction that may
materially affect this Plan.
*
48
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APPENDIX B
SEATTLE'S EMS SYSTEM
The model described in Chapter 1 of this
plan remains the basic organizational
design for the Seattle EMS system. The
Seattle EMS system is administratively
simpler than the system in the rest of the
county, because it serves only one juris-
diction. In Seattle, Advanced Life Sup-
port (ALS) and Basic Life Support (BLS)
are both administered and operated by
the Seattle Fire Department.
Seattle's population is 536,000 and its
employment is 470,000. Because more
people commute into Seattle to work
than commute from Seattle to work else-
where, the typical workday population
of Seattle grows to approximately
700,000. In 1996, the Seattle Fire Depart-
ment responded to more than 54,000 aid
calls, of which more than 19,000 were
ALS calls. EMS calls were approximately
75% of the total alarms to which the Fire
Department responded, and EMS re-
sponses accounted for more than 40% of
the total time the Fire Department spent
responding to emergencies.
The Fire Department responds to these
calls with 6 aid BLS units, 33 engine com-
panies, 11 ladder companies, an<i.PALS
paramedic units. The engine and ladder
companies, aid units, and four of the
paramedic units are distributed in 33 fire
stations throughout the city. The other
two paramedic units are stationed at
Harborview Medical Center. These com-
panies and units are staffed by 196 on-
duty positions, filled by more than 920
EMT-firefighters and paramedics. Medi-
cal control, quality assurance, training,
and certification for paramedics are pro-
vided by Harborview Medical Center
and the University of Washington School
of Medicine. The Fire Departm~t pro-
vides ALS transport, and private ambu-
lances provide BLS transport.
The Fire Department is entirely sup-
ported by the City's General Fund. In
1997, the EMS levy will generate $10.4
million in Seattle, as revenue to the Gen-
eral Fund. If the levy rate is increased to
$.295 per $1000 of assessed value, it
should generate $13.1 million in 1998.
The endorsed 1998 budget for the Fire
Department is $80.5 million. The en-
dorsed 1998 budget for the Operations
Division of the Fire Department, whose
primary mission is emergency response .
for fire suppression and EMS, is $69.0
million. The endorsed 1998 budget for
the Administration Division, which pro-
vides communications, training, and
support for the Department, is $7.7 mil-
lion.
In the last three decades, the Seattle EMS
system has become a model for jurisdic-
tions nationwide, as well as for King
County. It also unquestionably has be-
come a core municipal service. In a 19%
survey, Seattle residents identified EMS
as the City service with which they are
most satisfied, giving it an average rat-
ing of 6.2 on a 7-point scale. Seattle resi-
dents also identified EMS as the most
important City service, ahead of such
traditional municipal services as fire pro-
.
.
.
..-- .....--...r.';--
.
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.
.
.
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tection, water supply, policing, garbage
removal, libraries, traffic management,
and street maintenance.
Seattle has been happy to participate in
the County EMS planning effort. Some
of the future challenges the plan identi-
fies and the strategic initiatives it calls
for apply to Seattle as well as to the rest
of the county. We look forward to work-
ing with other jurisdictions on reducing
growth in EMS demand, finding ways
to use existing resources more efficiently,
and adapting programs to changes in
community needs.
. .
. .. .;' "_.'~'.,-~.~-
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.
DATE: Aug. 6,1997
TO: Council Public Safety/Human Services Committee n
FROM: Daven Rosener, Community/Government Relations Specialist ftIl-.-.
SUBJECT: EMS Levy and related issues
Background:
As you are aware, the existing EMS Levy expires at the end of 1997 and is scheduled
for voter renewal on Nov. 4, 1997. Currently all jurisdiction in King County with a
population of 50,000 or more must approve the 1998-2003 EMS Levy proposal for
placement on the ballot. These cities include the City of Federal Way, Bellevue, Kent,
Shoreline and Seattle. Federal Way will need to take such action by its Sept. 2 meeting
in order to give King County ample time to present it for the November ballot. The
King County Council will likely address the levy.at its Sept. 8 or Sept. 15 meeting.
This levy proposal is resulting from a strategic planning effort launched by the King
County Executive. The plan provides a framework for re-authorizing the six-year levy
in November. The plan, which has four major initiatives, was forwarded to the King
County Council. The six-year levy, as proposed, calls for a levy rate increase from
$0.25 to $0.29. .
. Attached are documents from King County Fire Dist. No. 39 regarding this issue.
From a regional perspective, the EMS levy proposal was recently endorsed by the
Regional Policy Committee and forwarded to the County Council. In addition, the Kent
City Council has endorsed the levy for placement on the ballot. Shoreline and Bellevue
are expected to do the same, it they have not already done so.
It should also be noted that the city of Bellevue is asking the City of Federal Way
for support in expressing concern over the reliance on the six-year levy as a permanent
funding source for EMS services. The concern is that the EMS system is too important
to risk loss of the entire EMS funding mechanism should the voters say ."Iro," and that a
critical public safety system should be permanently funded through basic regional
revenue sources, rather than periodically subject to renewal as a voted addition to basic
taxes. Copies of the letter to Federal Way requesting support and the letter to King
County expressing cancern are attached.
.~- ..-...,.-~.."'--
Recommendation:
1) Support the levy proposal and allowit to continue for full-council review. The
county can place this issue on the November ballot only if all five cities with
populations greater than 50,000 approve the issue for the ballot.
2) Consider Bellevue's proposal that the region work to find a future replacement
financing mechanism for EMS in lieu of the six-year voted levy.
.
Attach: Background materials from Bellevue.
c: Kenneth E. Nyberg, City Manager
L~, ~: :t,::....:-....~ ut..._...~.:.:~r;;.;:~L_L_._L~;2~._L.:..:.>.::..... :.;;',:-". :~;;:~~:.;~:,:~::::'~,:i.:~~:.J:.~~~-:pj~~~iS;t::.~~if~~
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. CiW of. ~~~. Office of the Mayor. Phone (425) 452-7810 · Fax (425) 452-7919
. Bellevue ~t~~~ Post Office Box 90012. Bellevue, Washington. 980099012
August 6, 1997
Honorable Mahlon "Skip" Priest, Mayor
City of Federal Way
Honorable Jim White~ Mayor
City of Kent
Hono~Qle Connie King, Mayor
City of Shoreline
Honorable Mary Gates, President .
Suburban rties Associatiou
RE: EMS Funding
.
Dear Colleagues:
I am writing to seek your support in an effort to find an alternate future funding source
for the EMS Levy. The Bellevue City Council has endorsed placing the proposed 1998-2203
EMS levy package before the voters this Fall, and we very much hope it is approved. The EMS
system is critically important to the region, and it is not reasonable or feasible for the region to
find an alternate regional funding source for EMS before:the current levy expires. However, we
are concerned with just this possibility: the levy may fail.. We believe that the EMS system is so
fundamentally important that it should receive a permanent funding allocation from regional
funding sources, rather than be subject to renewal as an add-on to basic property taxes every six.
years.
The seA has an interest in this issue as the entity speaking for us on regional finance.
issues. Each of your cities has a special interest in the issue in that you are required by state law
to approve or disapprove placement of this levy before the voters. .We ask for your support iJ;l
encouraging King County and the Growth Management Planning Council to .filia .aifalternate
funding source for the regional EMS system, so that.our four suburban jurisdictions are not again
asked in six years to approve a temporary "funding fix" for the system. It is our hope that we
would have a permanent funding solution in place by the time the next leVy' expires.
._ '. ..._.....~,.;-.r--
.
I attach a letter we have forwarded to Ron Sims and Jane Hague regarding this matter.
We would greatly appreciate your support in this effort, either by sending a similar letter to the
County, or by encouraging the SCA Board to adopt a position consistent with this proposal. We
have asked for an opportunity to make a presentation regarding this to the SCA Board at its
. earliest convenience.
City of Bellevue offices are located at Main Street and 116th Avenue S.E.
.,..,..._~.. ...".i.....M~~__""".........' y.." "~O.'A~~.'oO.>o""'"'"""'.~~-~.'.:1li''''~:''..'O_''.'._A''~~.r.""...,..."'.,.,,;....~:,&,;""~. ~~. .~ ~~.-'~.- '--~'~~~-~.""rx'tjb.~~~~..,:...~-~
... 'e .. .... ..
Together, our voices can have a strong impact in the regional dialogue.:! thank you for
your consideration <;>f our concerns, and look forward to h . g froin you.
.
. Enc!.
cc: Lynda Ring Erickson, SeA
Joyce Nichols~ Shoreline
.Daven Rosenberger, Federal Way
Dena Laurent, Kent
Karen Reed, Belle'vue
ems.c12
.
'.-- ..._'-~"--
.
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City of .~~~.
Bellevue ~~~~~
Office of the Mayor. Phone (425) 452-781.0 · Fax (425) 452-7919 ..
Post Office Box 90012 · Bellevue, Washington · 98009'.9012
August 6, 1997
Honorable Ron Sims .
King County Executive
King County Courthouse
4th Floor
516 Third Avenue
Seattle, W A 98104
.:.
, -.
Honorable Jane Hague
Chair, Metropolitan King County Council
King County Courthouse.
12th .Floor
516 Third Avenue
Seattle, WA 98104
RE: EMS Levy
Dear Executive Sims and Chair Hague:
With this letter, we transmit copies of Resolutions 6130 and 6131 app~viI).g the
placement before the voters of a proposed $0.29/$1,000 A.V., 6-year EMS levy, together with .
the related interlocal agreement between Bellevue and King County regarding the distribution of
levy funds to the City of Bellevue. The City Council recognizes our EMS system in King
County is one of the premier EMS systems in the world. . It is a service we can all be proud to
support, as well as an example of the benefits of regional cooperation. It is also a service that is
fundamental to the public health and safeo/ of qur citizens, which leads to our request for a
change in the funding approach for future yearS.
While we support the EMS levy as proposed for 1998-2003, we respectfully requeSt your
support for a regional effort to identify and implement by the end of 2003, an alternate,
permanent funding source in H:euofthe six-year vote4levy for the regional EMS system. The.
EMS system is a service that is not expendable; it is ~ot a frill. Certainly, in identifying the
services that we "need to have"versus those that are "nice to have," the vast majority ofvoteI"S
would place EMS in the former category (as would we). The overwhelming voter support for .
this levy in three separate authorizations since 1978 is an indication of this. However, it is also.
an indication that our regional funding choices are somewhat in reverse. What may have started
out as a novel program to add on to the property tax is now a firmly established regional system
and should be supported and funded as a basic regional service. EMS should be one of the first
systems we fund, rather than a service funded only after funding everything else -- and then only
if the voters so approve.
.-- - '-----"'-'~--
City of Bellevue offices are located at Main Street and 116th Avenue S.E.
~I
f
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Honorable Ron Sims
Honorable Jane Hague
August 6, 1997
Page 2
.
o .
We believe the use of a six year voter approved levy m~hanism for funding this basic.
service is inappropriate and detrimental to the region. What if the voters say "no"? The use of
the levy mechanism places at risk the entire financial support for this critical service. Tliis ri~k .
strategy may have been acceptable. in starting up the system, but as a long-term funding strategy
we find it unacceptable. Alternately, if we regard it as highly unlikely that voters will say'''no;''
are we truly being honest With the voters ii:1 asking them to make a "choice" to tax themselves for
EMS? If EMS is so important (as we believe it is) it should be funded out ofa:n allocation of
permanent regional funding sources.
We understand that the Growth Management Planning Council's workplan for addressing
regional governance and finance includes exaininingfunding alternatives Jor critical public
safety systems such as AFIS and EMS. .The GMPC is scheduled to addreSs these issues this Fall.
We pledge our support to this effort. While we do not have a specific solution in mind, we think
it is critical that the region work together to find a solution bef-ore we are again asked to approve
a six-year levy. . We recognize this is a very difficult problem, given the many competing
demands for the region's tax dollars. Politically, itwill be all too easy to forget the need to find
another funding approach given that we have a six-year time frame for action. We.need to .
commit together to make sure this issue stays on the region's plate until it is resolved.
W eask for your active support and involvement in this issue. Let us not a~use the.' .
goodwill of the voters. Rather, let us find a way to put first things first mour budgets, and
proceed together to support the EMS system for the long-haul.
We would respectfully request your response to this letter, and thank you for.your
consideration of our concerns.
..- ....,--~
cc:
Metropolitan King CoUIi.ty Councilmembers
Connie King, Mayor, City of Shoreline
Mahlon "Skip" Priest, Mayor, City of Federal Way
Norm Rice, Mayor, City of Seattle
Jim White, Mayor, City of Kent
Mary Gates, President, Suburban Cities Association
Members, Growth Management Planning Council Oversight Committee
.
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...~.~~.!~~._~~.2-~_!;P~~!...~.!.--;~~]_.-...---......-.. I~~! 71 -c~)
.
CITY OF FEDERAL WAY
City Councll
AGENDA ITEM
SUBJECT: AN ORDINANCE ADOPTING BY REFERENCE THE
PORTIONS OF THE REVISED CODE OF WASHINGTON wmCD
ADDRESS CRIMES OF DOMESTIC VIOLENCE SET FORTH IN RCW
26.10.220 AND 9A.36.1S0.
........----...--.----.-.......-.----.-....---------...--...-.-.----.--....-..-.....--..--.-----.-.-...-.-
CATEGORY:
BUDGET IMPACT:
_CONSENT
XXORDINANCE
BUSINESS
_HEARING
FYI
_RESOLUTION
_STAFF REPORT
_PROCLAMATION
_STUDY SESSION
_OTHER
Amount Budgeted: SO.OO
Expenditure Amt: SO.OO
Contin&ency Reqd: SO.OO
..........................-..-........-.---..-.-..-...-.....-.-.....-........-.-------------..............--..-...............-.....-........................-..-...-....-...-
. ATTACHMENTS: Proposed Ordinance
................_......._._._.___.__.__.__._....__.._...______11 !&!! &1...1._ .----..-........................................-.....-.-..-......
SUMMAIlYIBACIGROUND: Oa July 15, tm, die Cia, Couadl..... to adopt portioas of die Ilmsed Code 01
W~h;"IfnD wbicb apply to crilDes of Domestic VioIeDce. Tbis WIll doDe pursuaat to die CiIy'. .....p;n. ofDoJaes6f
Violence prosecutioD. Tbis is a bousekeepiq IteIII wbicb adopts by nfereua two addidoDaJ poI1ioDs of die llCW wbida
enable die City to furtber prosecute criDles of Domestic VioIMce.
..........._........__......___.._..__.__.._._....._.._____.._.._..______ ....a....IIIII..__...._____..._.._.............____.__-.-................-.-.....-....
CITY COUNCIL COMMlTI'EE RECOMMENDATION: The Public SafetylHuman Services Committee
recommended at its January 17, 1996 meeting that the fuB at)' Council approve assumption of domestic
...!!~!~.~..P~!!~:....__.........._....._.._........__..............-.....-............-..--.........-.-.....-...............................................................-.----.........
CITY MANAGER RECOMMENDATION: Recommends that Council rules be mpend~. ow for
adoption after the fll"St readin&. ..p((}' D
............................................._................._.........._._..........._.......................................___................._...__...__.....~....~....... ._.....1....................................
APPROVED FOR INCLUSION IN COUNCIL PACKET: J![v
(BELOW TO BE COMPLETED BY CITY CLERK'S OFFICE)
.
e
e
COUNCR. ACflON:
APPROVED
DENIED
_TABLEDIDEFERREDINO ACflON
COUNCIL BILL , /77
ORDINANCE ,
RESOLUl'ION'
.
COV11RCC41n197
.
.
e
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DRAFT
.
ORDINANCE NO.
. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
FEDERAL WAY, WASHINGTON, ADOPTING BY REFERENCE RCW
26.10.220 and 9A.36.150 WHICH ESTABLISH FURTHER
CRIMES OF DOMESTIC VIOLENCE.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY,
WASHINGTON, DOES HEREBY ORDAIN AS FOLLOWS:
Section 1. Adoption by Reference. Chapters 26.10.220
and 9A.36.150 as currently codified or as hereafter amended, are
hereby adopted by reference.
Section 2.
Severability.
The provisions of this
. ordinance are declared separate and severable. The invalidity of
any clause, sentence, paragraph, subdivision, section, or portion
of this ordinance or the invalidity of the application thereof to
any person or circumstance, shall not affect the validity of the
remainder of the ordinance, or the validity of its application to
other persons or circumstances.
Section 3. Ratification. Any act consistent with the
authority and prior to the effective date of this ordinance is
hereby ratified and affirmed.
Section 4. Effective Date. This ordinance shall take
effect and be in force five (5) days from and after its passage,
approval, and publication, as provided by law.
.
ORD #
, PAGE 1
e
e
PASSED by the City Council of the City of Federal Way
this
day of
, 1997.
CITY OF FEDERAL WAY
MAYOR, MARLON S. PRIEST
ATTEST:
CITY CLERK, N. CHRISTINE GREEN, CMC
APPROVED AS TO FORM:
~IrY ATTORNEY, LONDI K. LINDELL
FILED WITH THE CITY CLERK:'
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
K:\ORDIN\DV2.RCW
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MEETING DATE: sePteml2, 1997
h-~
ITEM#
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CITY OF FEDERAL WAY
City Council
AGENDA ITEM
SUBJECT: Wireless Telecommunications Facilities Ordinance
.........................................................................................................................................................................................................................................................
CATEGORY:
BUDGET IMPACT:
_CONSENT _RESOLUTION
_X_ORDINANCE _STAFF REPORT
_BUSINESS _PROCLAMATION
_HEARING _STUDY SESSION
.._m..............................._Q:.!~~.~:.~
Amount Budgeted: $
Expenditure Amt: $
Contingency Reqd: $
......................................................................................................................
ATTACHMENTS: Draft Ordinance, August 7, 1997 Planning Commission Recommendation, July 9, 1997 Staff Report to
.....................................................?J.~!!~!:I.g.~~~.~~~!~!':.......................................................................................................................................................
SUMMARYIBACKGROUND: The Federal Telecommunications Act of 1996 regulated wireless telecommunication facilities.
This resulted in the need to review and revise city regulations governing these facilities related to siting, aesthetics, design,
collocation, etc. On May 5, 1997, the City Council passed Resolution 97-250 which enacted a 120 day moratorium. On July I, 1997,
the City Council, after a public hearing, continued the moratorium. an additional 21 days to September 25,1997. On July 9, 1997,
the Planning Commission held a workshop. On July 16 and 30, 1997, the Planning Commission held public hearings and prepared a
recommendation to the City Council. On August 16, 1997, the LUTC reviewed the Planning Commission recommendation and
made revisions. The ordinance is prepared for first reading on September 2, 1997, with the second reading scheduled for September
....~~~)2.??;................................................................................................................................................................................................................................
OTY COUNOL COMMITTEE RECOMMENDATION: At their meeting of August 16. 1997, the Land Use &
Transportation Committee recommended forwarding the revised Wireless Telecommunications Facilities Ordinance to
...~~.~.~.~!Y..~~~~~..f.C?~..!P.p.!P.y.~:....................................................;::J...................................................~..............................................................
OTYMANAGERRECOMMENDATION: Rt-~ ~j,~"~f PI I.~ II /'KJ
..............................................................................................................................................................................~......~................................
APPROVED FOR INCLUSION IN COUNOL PACKET: ~
(BELOW TO BE COMPLETED BY CITY CLERK'S OFFICE)
COUNOL ACfION:
_APPROVED
_DENIED
_TABLEDIDEFERRED/NO ACfION
COUNOL BILL #
1st Reading
Enactment Reading
ORDINANCE #
RESOLUTION #
/7?
WIRELESS.CC
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ORDINANCE NO.
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AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF FEDERAL
WAY, WASHINGTON, AMENDING CHAPTER 22 OF THE FEDERAL
WAY ZONING CODE, PERTAINING TO LAND USE AND ZONING,
ADOPTING NEW REGULATIONS FOR THE SITING AND
DEVELOPMENT OF WIRELESS TELECOMMUNICATIONS FACILITIES
WHEREAS, the United States Congress passed the Federal Telecommunications Act of
1996 ("Act") in order to encourage the development of high-technology communications systems
through increased competition among communications companies; and
WHEREAS, the Act provides that local jurisdictions may not act in a manner that would
preclude wireless communications facilities from being sited within their boundaries; and
WHEREAS, the Act provides that local jurisdictions may not discriminate among different
.
service providers; and
WHEREAS, the Act also provides that local jurisdictions can regulate the siting and
development of wireless communications facilities, and
WHEREAS, amendments to the Federal Way City Code (FWCC) text are authorized
pursuant to FWCC Sections 22-216 and 22-217 pursuant to Process IV review; and
WHEREAS, the Federal Way City Council has considered a proposed change to the FWCC
regarding wireless communications facilities relative to their location and site development; and
WHEREAS, the Federal Way City Council, pursuant to FWCC 22-517, having determined
the Proposal to be worthy of legislative consideration, referred the Proposal to the Federal Way
Planning Commission as a priority item for its review and recommendation; and
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WHEREAS, the Federal Way City Council adopted a wireless communication facility
permit moratorium on May 5, 1997 to provide the Planning Commission and City staff ample time
to research and develop appropriate regulations; and
WHEREAS, the City of Federal Way SEP A responsible official has issued a Declaration of
Nonsignificance; and
WHEREAS, the public and industry representatives were given opportunities to comment
on the Proposal during the Planning Commission review; and
WHEREAS, the Federal Way Planning Commission. having considered the Proposal at public
hearings during 1997 on July 16 and July 30 pursuant to FWCC Section 22-523, and all public notices
having been duly given pursuant to FWCC Section 22-521; and
WHEREAS, following the public hearings, the Planning Commission submitted to the Land
. Use and Transportation Committee of the City Council its recommendation in favor of proposed
zoning text amendments adding sections to the FWCC as noted previously; and
WHEREAS, the Federal Way Land Use and Transportation City Council Committee met on
August 18, 1997 to consider the recommendation of the Planning Commission and has moved to
forward the Proposal, with amendments, to the full City Council; and
WHEREAS, there was sufficient opportunity for the public to comment on the Proposal; and
WHEREAS, the Proposal provides adequate siting opportunities through a wide range of
locations and options which minimize safety hazards and visual impacts sometimes associated with
wireless communications technology.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY,
WASHINGTON, DOES HEREBY ORDAIN AS FOLLOWS:
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Section 1. Findin2s. After full and careful consideration, the City Council of the City
of Federal Way makes the following findings with respect to the Proposal and the proposed
amendments to the Federal Way City Code ("FWCC");
1. The Federal Way City Council adopted the Federal Way Comprehensive Plan in order
to comply with the state's Growth Management Act~ and
2. The Federal Way Comprehensive Plan contains policies that call for the development
of regulations to address the siting and visual impacts of wireless telecommunications facilities in
policy PUP 19; and
3. The Federal Way. SEPA responsible official has issued a Declaration of
N onsignificance on June 17, 1997; and
4. The proposed code amendments would not adversely affect the public health, safety
or welfare; and
5. The Planning Commission, following notice thereof as required by RCW 35A.63.070,
held public hearings on the proposed regulatory amendments and has considered the testimony,
written comments, and material from the public by and through said hearings.
Section 2. Conclusions. Pursuant to FWCC Section 22-217 and based upon the Findings
set forth in Section 1, the Federal Way City Council makes the following Conclusions of Law with
respect to the decisional criteria necessary for the adoption of the Proposal:
I. The Proposal is consistent with the following Comprehensive Plan goals and policies:
A. PUPI9. The City should modify the zoning regulations to address the siting,
screening, and design standards for wireless/cellular facilities, substations, and antennae facilities in
such a manner as to allow for reasonable and predictable review while minimizing potential land use
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and visual impacts on adjacent property.
2. The proposal bears a substantial relationship to the public health, safety and welfare
because it implements the policy of minimizing the visual effects of wireless telecommunications
facilities.
Section 3.
Amendment.. The Federal Way Zoning Code, Chapter 22, is amended to
provide as set forth in Attaclunent A, which is attached and by this reference is incorporated herein.
Section 4. Severability. The provisions of this ordinance are declared separate and
severable. The invalidity of any clause, sentence, paragraph, subdivision, section, or portion of this
ordinance or the invalidity of the application thereof to any person or circumstance, shall npt affect
the validity of the remainder of the ordinance, or the validity of its application to other persons or
circumstances.
Section 5. Ratification.
Any act consistent with the authority and prior to the effective
date of this ordinance is hereby ratified and affirmed.
Section 6. Effective Date. This ordinance shall take effect and be in force five (5) days
from the time of its final passage, as provided by law.
PASSED by the City Council of the City of Federal Way this_day of , 1997.
CITY OF FEDERAL WAY
MAYOR, MARLON S. PRIEST
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ATTEST:
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CITY CLERK, N. CHRISTINE GREEN, CMC
APPROVED AS TO FORM:
CITY ATTORNEY, LONDI K. LINDELL
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
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ATTACHMENT A
ARTICLE I. IN GENERAL
Sec. 22-1. Definitions.
Antenna(e): Any system of electromagnetically tuned wires, poles, rods,
reflecting discs or similar devices used to transmit or receive
electromagnetic waves between terrestrial and/or orbital based points,
includes, but is not limited to:
1. Omni-directional (or "whip") antenna (e) transmits and receives
radio frequency signals in a 360 degree radial pattern.
2. Directional (or "panel") antenna (e) transmits and receives
radio frequency signals in a specific directional pattern of less than
360 degrees.
3. Parabolic antenna (e) (or dish) antenna (e) is a bowl-shaped
device for the reception and/or transmission of communications signals
in a specific directional pattern.
4. Ancillary Antenna is an antenna that is less than 12 incpes in
its largest dimension and that is not directly used to provide personal
wireless communications services. An example would be a global
positioning satellite (GPS) antenna.
Collocation: The placement and arrangement of multiple providers'
antennae and equipment on a single support structure or equipment pad
area.
EMF: means Electromagnetic Field, which is the field produced by the
operation of equipment used in transmitting and receiving radio
frequency signals.
Equipment Shelter: The structure associated with a PWSF that is used
to house electronic switching equipment, cooling system and back-up
power systems.
MicrocelL means a wireless communication facility consisting of an
antenna that is either: (i) four feet in height and with an area of
not more than five-hundred eighty square inches; or (ii) if a tubular
antenna, no more than four inches in diameter and no more than six
feet high.
Minor Facility means a wireless communication facility consisting
of up to three antennas, each which is either (i) four feet in height
and with an area of not more than five-hundred eighty square inches;
or (ii) if a tubular antenna, no more than four inches in diameter and
no more than six feet in length; and the associated equipment cabinet
that is six feet or less in height and no more than forty-eight square
feet in floor area.
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Personal Wireless Services means commercial mobile services,
unlicensed wireless services, and common carrier wireless exchange .
access services, as defined by federal laws and regulations.
Personal Wireless Service Facility (PWSF) means a wireless
communication facility, including a microcell, that is a facility for
the transmission and/or reception of radio frequency signals, and
which may include antennas, equipment shelter or cabinet, transmission
cables, a support structure to achieve the necessary elevation, and
reception and transmission devices and antennas.
Support Structure: Any built structure, including any guy wires and
anchors, to which antenna and other necessary associated hardware is
mounted. Support structures may include the following:
1. Lattice Tower a support structure which consists of a
network of crossed metal braces, forming a tower which is usually
triangular or square in cross-section.
2. Guy Tower a support structure such as a pole or narrow
metal framework which is held erect by the use of guy wires and anchors.
3. Monopole a support structure which consists of a single
steel or wood pole sunk into the ground and/or attached to a concrete
pad.
4. Existing Nonresidential Structure existing structures to
which a PWSF may be attached with certain conditions.
Article XIII. Supplementary District Regulations
.
Section 22-966.
Personal Wireless Service Facilities (PWSF)
(A) Purpose. This section addresses the issues of location
and appearance associated with personal wireless service
facilities. It provides adequate siting opportunities through a
wide range of locations and options which minimize safety hazards
and visual impacts sometimes associated with wireless
communications technology. The siting of facilities on existing
buildings or structures, collocation of several providers'
facilities on a single support structure, and visual mitigation
measures are required, unless otherwise allowed by the city, to
maintain neighborhood appearance and reduce visual clutter in the
city.
(B) Definitions. Any words, terms or phrases used in this
section which are not otherwise defined shall have the meanings set
forth in Section 22-1 of this Code.
(C) Prioritized Locations. The following sites shall be the
required order of locations for proposed PWSFs, including antenna .
and equipment shelters, unless the City elects to modify the
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prioritization. In requesting a particular location the applicant
shall document, to the City's satisfaction, why a location in each
higher priority location and/or zone is not being proposed. In
order of preference based on an assessment of feasibility the 3ites
are as follows:
1. STRUCTURES LOCATED IN THE BPA TRAIL: On any existing
support structure currently located in the easement upon
which are located U.S. Department of Energy/Bonneville
Power Administration (UBPA") Power Lines.
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2. EXISTING BROADCAST, RELAY, AND TRANSMISSION TOWERS: On
any existing site or tower where a legal wireless
telecommunication facility is currently located regardless of
underlying zoning.
3. PUBLICLY-USED STRUCTURES: I f the City consents to such
location, attached to existing public facilities such as
water towers, utility structures, fire stations, bridges,
and other public buildings within all zoning districts.
4. BUSINESS, COMMERCIAL AND CITY CENTER ZONED SITES:
Structures or sites used for research and development,
commercial, and office uses. The preferred order of
zoning districts for this category of sites is as
follows:
BP - Business Park
CP-1 Corporate Park
OP through OP-4 Office Park
CC-C City Center Core
CC-F City Center Frame
BC Community Business
5. If the Applicant demonstrates to the City's
satisfaction that it is not technically possible to site
in a prioritized location, the City reserves the right to
approve alternative site locations insofar as a denial
to do so would be in violation of the 1996
Telecommunications Act, as determined by the City.
(D) Development Standards. The following development standards
shall be followed in the design, siting, and construction of a personal
wireless service facility.
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1. PWSFs shall be screened or camouflaged through
employing the best available technology and design, as
determined by the City. This may be accomplished by use
of compatible materials, location, color, stealth
techniques such as, but not limited to artificial trees
and hollow flag poles, and/or other tactics to achieve
minimum visibility of the facility as viewed from pUblic
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streets or residential properties.
2. PWSFs may be mounted on nonresidential buildings
and structures with a Process III administrative review
under the following conditions:
a. The PWSF consists of a microcell or a minor
facility.
b. The combined antennas and supporting
structure shall not extend more than 15 feet above
the existing or proposed roof structure. Antennas
may be mounted to rooftop appurtenances provided
they do not extend beyond 15 feet above the roof
proper.
c. The antennas are mounted on the building such
that they are located and designed to minimize
visual and aesthetic impacts to surrounding land
uses and structures and shall, to the greatest
extent practical, blend into the existing
environment. Panel and parabolic antennas shall be
completely screened from residential views and
public rights-of-way unless meeting the provision
of Chapter 22-960(b) (2).
3. New free-standing PWSFs shall conform
following site development standards:
a. Placement of a freestanding
denied if placement of the antennas
structure can meet the applicant's
network location requirements.
the
to
PWSF shall be
on an existing
technical and
b. Monopoles shall be the only free-standing
structures allowed in the City; EXCEPT that a
lattice tower may be used to accommodate the
collocation of four or more providers as part of a
joint permit application.
c. A free-standing PWSF, including the support
structure and associated electronic equipment,
shall comply with all required setbacks of the
zoning district in which it is located.
d. Free-standing PWSFs shall be designed and
placed on the site in a manner that takes maximum
advantage of existing trees, mature vegetation, and
structures so as to:
1. Use existing site features to screen as
much of the total PWSF as possible from
prevalent views; and/or,
2. Use existing site features as a
background so that the total PWSF blends into
the background with increased sight distances.
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e. In reviewing the proposed placement of a
facility on the site and any associated landscaping.
the city ma.y condition the .application to
supplement existing trees and mature vegetation to
more effectively screen the facility.
f. Support structures, antennas, and any
associated hardware shall be painted a
nonreflective color or color scheme appropriate to
the background against which the PWSF would be
viewed from a majority of points within its
viewshed. Proposed color or color scheme to be
approved by the Hearing Examiner or Community
Development Director as appropriate to the process.
Electronics equipment enclosures shall conform to
following:
a. Equipment enclosures shall be placed
underground if practicable.
b. If above ground, screening of PWSF equipment
enclosures shall be provided with one or a
combination of the following materials, Which
screening shall be acceptable to the City: fencing,
walls, landscaping, structures, or topography which
will block the view of the equipment shelter as
much as possible from any street and/or adjacent
properties. Screening may be located anywhere
between the enclosure and the above mentioned
viewpoints. Landscaping for the purposes of
screening shall be maintained in a healthy
condi tion, as determin~d by the Ci ty~'
c. No wireless equipment reviewed under this
Section shall be located within required building
setback areas.
5. Security fencing, if used, shall conform to the
following:
a. No fence shall exceed 6 feet in height as
stipulated in Chapter 22-1565(a).
b. Security fencing shall be effectively screened
from view through the use of appropriate
landscaping materials.
c. Chain-link fences shall be painted or coated
with a nonreflective color.
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6. The city shall consider the cumulative visual
effects of PWSFs mounted on existing structures and/or
located on a given permitted site in determining whether
the additional permits can be granted so as to not
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adversely effect the visual character of the city.
7. No wireless equipment shall be used for the purpose
of mounting signs or message displays of any kind.
(F) Use Zone Charts, Height and Permit Process.
1. The final approval authority for applications made
under this Section shall be defined by the appropriate
permit process as outlined in the Use Zone Charts, Article
XI, District Regulations.
2. Allowed heights shall be established relative to
appropriate process as outlined in the Use Zone Charts,
Article XI, District Regulations.
Permit applications made
following minimum information
the underlying permit review
(G) Application Requirements.
under this Section shall include the
in addition to that required for
process:
1. A diagram or map showing the primary viewshed of the
proposed facility.
2. Photosimulations of the proposed facility from
effected properties and public rights-of-way at varying
distances.
3. Architectural elevations of proposed facility and site.
4. A coverage chart of the proposed PWSF at the
requested height and an explanation of the need for that
facility. The explanation shall include an analysis of
alternative sites and why the requested site is preferred
over other possible locations
5. An inventory of other PWSF sites operated by the
applicant that are either in the City or within one mile
of its borders, including specific information about
location, height, and design of each facility.
6. A site/landscaping plan showing the specific
placement of the PWSF on the site; showing the location
of existing structures, trees, and other significant site
fea tures; and indicating type and locations of plant
materials used to screen PWSF components.
7. Documentation of efforts to collocate on existing
facilities.
8. Other information as deemed necessary by the
Community Development Director.
(H) Collocation.
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1. A permittee shall cooperate with other PWSF providers
in collocating additional antenna on support structures
and/or on existing buildings and sites provided said
proposed collocatees have received a permit for such use
at said site from the city. A permittee shall allow
other providers to collocate and share the permitted
site, provided such shared use does not give rise to a
substantial technical level impairment of the permitted
use (as opposed to a competitive conflict or financial
burden). In the event a dispute arises as to whether a
permittee has exercised good faith in accommodating a new
applicant, the city may require a third party technical
study at the expense of the permittee. Failure to comply
with this provision may result in a revocation of the
permit.
2. A signed statement indicating that the applicant
agrees to allow for the potential collocation of
additional PWSF equipment by other providers on the
applicant's structure or within the same site location
shall be submitted by the applicant. as part of the
permit application. If an applicant contends that
future collocation is not possible on their site, they
must submit a technical study documenting why.
.
(I) EMF Standards and Interference.
1. The applicant shall comply with Federal standards
for EMF emissions. Within six months after the issuance
of its operational permit, the applicant shall submit a
project implementation report which provides cumulative
field measurements of radio frequency (EMF) power
densities of all antennas installed at the subject site.
The report shall quantify the EMF emissions and compare
the results with established Federal standards. Said
report shall be subject to review and approval of the
City for consistency with the project proposal report
and the adopted Federal standards. If on review, the
city finds that the PWSF does not meet Federal standards,
the City may revoke or modify the permit. The applicant
shall be given a reasonable time based on the nature of
the problem to comply with the Federal standards. If the
permit is revoked, then the facility shall be removed.
.
2. The applicant shall ensure that the PWSF will not
cause localized interference with the reception of area
television or radio broadcasts. If on review of a
registered complaint the City finds that the PWSF
interferes with such reception, the City may revoke or
modify the permit. The applicant shall be given a
reasonable time based on the nature of the problem to
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correct the interference. If the permit is revoked, then
the facility shall be removed.
.
(J) Facility Removal.
1. The operator of a PWSF shall notify the city upon
the discontinued use of a particular facility. The PWSF
shall be removed by the facility owner within 90 days of
the date the site's use is discontinued, it ceases to be
operational, the permit is revoked, or if the facility
falls into disrepair and is not maintained, as determined
by the City. Disrepair includes structural features,
paint, landscaping, or general lack of maintenance which
could result in safety or visual impacts.
2. If the provider fails to remove the facility upon 90
days of its discontinued use, the responsibility for
removal falls upon the landholder on which the facility
has been located. .If the landholder fails to remove the
facility within 30 days of notification by the City, the
City or its agent may-enter upon the subject property and
cause the facility to be removed at the landholder's
expense. The City shall then send to the landholder a
verified statement of the cost or expenses. The
landholder shall be liable for the payment of such costs
and expenses. In the event the landholder fails to pay
the costs and expenses, the City may file a lien against
the landholder's real property in the amount of such
costs and expenses and record such lien with the King
County Records Office.
.
(K) Permit Limitations.
1. A permit for a PWSF shall expire 10 years after the
effective date of the permit approval, unless earlier
revoked by the City. A permittee wishing to continue the
use of a specific PWSF at the end of the 10 year period
must apply for an application to continue that use at
least six months prior to its expiration. The renewal
application shall comply with all applicable laws and
regulations dictating new permit issuance. In ruling on
said renewal the City shall consider all then existing
regulations effecting the application that are
appropriate to the technology and use.
2. Five years after the date of the City's approval of
a PWSF the permittee or assignee shall submit a written
statement summarizing its current use and plans, if any,
for that facility/site for the next five years to the .
best of their knowledge.
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3. An approved permit shall be valid for one year from
the date of the City's approval, with opportunity for a
one year extension. If not used within one year, or
within the extension period, the permit shall become null
and void.
(L) Revocation of Permit
A permit issued under this article may be revoked, suspended
or denied for anyone or more of the following reasons:
1. Failure to comply with any federal, state or local laws
or regulations;
2. Failure to comply with any of the terms and conditions
imposed by the City on the issuance of a permit;
3. When the permit was procured by fraud or false
representation of facts;
4. Failure to cooperate with other PWSF providers in
collocation efforts as required by this article;
5. Failure to comply with federal standards for EMF
emissions; and
6. Failure to ensure that the PWSF will not cause
localized interference with the reception of area television
or radio broadcasts.
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CITY OF FEDERAL WAY
planning Commission
.
DATE:
TO:
FROM:
SUBJECT:
August 7, 1997
CITY COUNCIL
ROBERT VAUGHAN, CHAIR
PLANNING COMMISSION RECOMMENDATION - WIRELESS
COMMUNICATIONS FACILITIES
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I . BACKGROUND
In early 1996 the U.S. legislature passed the Federal
Telecommunications Act. Among other things the Act states that
local jurisdictions may not act in a manner that would preclude
wireless communications facilities from being sited within their
boundaries and that they may not discriminate between the
different service providers. However, the Act does specifically
affirm a local jurisdiction' s authority to regulate the siting
and development of these types of facilities.
During the time the Federal Telecommunications Act was being
drafted and enacted, the Federal government auctioned off more
blocks of radio frequencies to allow more providers into the .
market, furthering the Federal goal of making such services
available to more people. Where there was formerly two providers
in the puget Sound region there are now at least six.
II. PLANNING CO~~1ISSION PROCESS
The Planning Commission held a public hearing on July 16, 1997,
which was continued on July 30, 1997. The City's consultant and
City staff provided the Commission with an overview of issues and
draft regulatory provisions. The hearings were attended by
industry representatives from all but one of the providers
licensed to operate in this region. All representatives provided
written and/or oral testimony. The hearings were devoted to a
section-by-section review of the recommended regulatory language
contained in the July 9, 1997 consultant staff report.
The City's consultant and City
wireless communications ordinance,
be included in Chapter 22, zoning
attached to this document.
staff have prepared a draft
the provisions of which are to
Code. The draft ordinance is
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III. SUMMARY OF AMENDMENTS
The following list summarize the major code arrlendments reviewed
by the Commission during this code revision process.
1. Definitions for wireless teleconununications facilities and
components.
2. A prioritized list of preferred locations based on use and
zoning district.
3. Requirements for mitigating the visual effects of wireless
telecommunications facilities through screening, camouflage,
and appropriate site design.
4. Establishing appropriate review process for different size
facilities as follows:
In SE, RS, MF, PO, and BN zoning districts:
1. Process ~II if the facility meets the underlying
height limit;
2. Process III if the facility is located on an
existing nonresidential structure or collocated on
an existing wireless facility, and is less than
15' above the existing structure;
3. Process IV if the proposed facility is a new free-
standing structure.
b. In OP, OPl-4, CP-l, CC-C, CC-F, Be, BP, zoning
districts, and SE and RS adjacent to the freeway:
1. Process I if the facility is collocated on an
existing wireless facility;
2. Process III for all new free-standing facilities;
except that,
3. Process IV for a lattice tower accommodating four
or more providers.
a.
5. Establishing heights as follows:
a. No more than 15' above the roof proper if located on an
existing nonresidential structure;
b. The minimum necessary up to 100' for a new free-.
standing facility; .
c. The minimum necessary up to 120 I if a new facility
accommodates two or more providers;
d.
120' to 150' for a new lattice tower that accommodates
four or more providers.
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Establishing minimum application requirements.
Encouraging the collocation of facilities where feasible.
Requiring the removal of a facility upon i~s discontinued
use.
9. Requiring verification of a facility meeting the minimum
requirements for EMF emissions.
10. Establishing time limits on the approved permit.
6.
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7.
B.
TV. PLANNING COMMISSION FINDINGS &. RECOMHENDATIONS
The Planning Commission bases its recommendation of adoption of
the proposed amendments to the FWCC relative to wireless
communications facilities based on the following findings:
1. Whereas, the City of Federal Way has received and expects to
receive requests to site wireless telecommunications
facilities within its municipal borders; and
2.
3.
4.
5 .
Whereas, the City
public interest
telecommunications
boundaries; and
of Federal Way finds that it
to permit the siting of
facilities within its
is in the
wireless
municipal
Whereas, it is necessary to institute appropriate
regulations to ensure minimum impact to the visual and
aesthetic character of the community during the siting and
development of wireless telecommunications facilities; and
.
Whereas, the Federal Way SEPA responsible official
issued a Declaration of Nonsignificance on June 17,
and
has
1997;
Whereas, the proposed amendments are consistent
provisions of the Private Utilities chapter
Comprehensive Plan.
with
of
the
the
6. Whereas, the proposed code amendments would
affect the public health, safety or welfare.
~~h~
Federal Way planning Commission
60 'J
not adversely
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CITY OF FEDERAL WAY
Planning Commission
DATE
July 9,1997
APPLICANT
City of Federal Way
PROPOSED ACTION
Text Additions to Chapter 22, of the Federal Way
City Code to. regulate Wireless Communications
Facilities.
STAFF REPRESENTATIVE
Don Largen, AICP
Planning Consultant
McConnell/Burke, Inc.
STAFF RECOMMENDATION
Staff recommends that the Planning Commission
use the attached working draft of this staff report as
basis upon which the Commission develops a
recommendation of proposed wireless
communications facilities regulations for City Council
consideration.
INTRODUCTION
A number of code reViSions have been identified and prioritized by the City Council for
completion during the Planning Commission's 1997 work program. The issue of siting
telecommunications facilities has recently been made a priority by the City Council and a
moratorium was adopted on May 5th, 1997 to allow the City time to develop appropriate
regulations. This staff report is intended to give the City a starting point for discussion of issues
and drafting of an ordinance.
BACKGROUND
With the passage of the Federal Telecommunications Act of 1996, the entry of a number of new
providers into the .telecommunications market, and the rapid changes in communications
technology wireless communications facilities have taken on a new importance as a land use
issue. Some industry representatives have suggested that the Telecommunications Act
significantly preempts local land use authority. Our experience indicates that this is not the case.
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and it is our position that wireless communications facilities can and should be regulated as any .
other land use or utility. We have found it is important to plan early and develop clear and
effective regulations which allow for rapidly changing technoiogies.
The various providers are in competition with each other and market their product in terms of the
type and 'quality of service' they can offer compared to others. 'Quality of service' is a function of
signal quality (signal strength and clarity), number of dropped calls (network coverage), and the
number of blocked calls (network capacity). With each permit application it can be assumed that
the applicant will be trying to maximize the site's potential in these three attributes.
While the Telecommunications Act says a jurisdiction cannot preclude the siting of these
facilities, it does not say that a provider must be allowed to maximize the potential of each given
site. This relates directly to issues of height since as the height drops so does the amount of
coverage and signal strength due to barriers such as trees and buildings, and, therefore, the
quality of service of that particular site. It appears that as long as a provider is being allowed
access to the community, the issue of quality of service rests with the provider. At the same time
the City's regulatory structure cannot be so restrictive as to significantly preclude a 'reasonable'
provision of the service.
Wireless services are rapidly becoming an integral part of our society's communication network.
These services take on an variety of forms each aimed at providing a particular type of
communication service. Such services are increasingly important in providing emergency
communication services, access to educational programs and information, data transfer and .
access, and communications to and from remote areas. They are also beneficial to small
businesses and families by making access to clients and family members more flexible and
immediate.
ISSUES AND ANALYSIS
Below we have summarized key issues relating to the regulation of wireless communications
facilities.
A. Consistent Terminology and Definitions
Since the passage of the Federal Telecommunications Act there has been a proliferation of terms
and definitions used to describe these particular communication facilities. Cellular towers,
wireless communication facilities, personal wireless facilities, personal communication service
facilities, and others have all been used somewhat interchangeably in discussions and regulations
we have been involved with. It is important that an ordinance use definitions that are clear and
consistent so that an ordinance is specific to the type of communications installation being
regulated.
In March of this year the State legislature passed SHE 2044, which basically established several
definitions for regulating these types of telecommunications facilities. The State definitions
reflect those found in the Federal act. These definitions are as follows:
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· PERSONAL WIRELESS SERVICES - means commercial mobile services. unlicensed wireless
services, and common carrier wireless exchange access services. as defined by federal laws
and regulations.
· PERSONAL WIRELESS SERVICE FACILITY (PWSF) - means a wireless communication facility,
including a microcell. that is a facility for the transmission and/or reception of radio frequency
signals, and which may include antennas, equipment shelter or cabinet, transmission cables. a
support structure to achieve the necessary elevation. and reception and transmission devices
and antennas.
· MICROCELL - means a wireless communication facility consisting of an antenna that is either:
(i) four feet in height and with an area of not more than five-hundred eighty square inches; or
(ii) if a tubular antenna, no more than four inches in diameter and no more than six feet high.
· MINOR FAClLITY - means a wireless communication facility consisting of up to three
antennas, each which is either (i).four feet in height and with an area of not more than five-
hundred eighty square inches; or (ii) if a tubular antenna, no more than four inches in diameter
and no more than six feet in length; and the associated equipment cabinet that is six feet or
less in height and no more than forty-eight square feet in floor area.
Since these definitions occur in both the State and Federal statutes it makes sense to use
these definitions in order to be consistent with industry standards. Using these definitions
may also add to the defensibility of the ordinance should it be challenged. We will use
these definitions in the remainder of this report so as not to confuse terminology.
Defining other facility elements will also be necessary to make the ordinance clear and
specific in its application. Below we suggest several other definitions that we have found
to be useful in other jurisdictions.
RECOMMENDATION:
1) Adopt the definitions found in Sate and Federal statutes.
2) Adopt the following additional definitions to clarify specific elements of
a PWSF:
Antenna(e): Any system of electromagnetically tuned wires, poles, rods,
reflecting discs or similar devices used to transmit or receive
electromagnetic waves between terrestrial and/or orbital based points,
includes, but is not limited to:
1. Omni-directional (or "whip") antenna(e) transmits and receives
radio frequency signals in a 360 degree radial pattern.
2. Directional (or "panel") antenna(e) transmits and receives radio
frequency signals in a specific directional pattern of less than 360
degrees.
3. Parabolic antenna(e) (or dish) antenna(e) is a bowl-shaped device for
the reception and/or transmission of communications signals in a
specific directional pattern.
4. Ancillary Antenna is an antenna that is less than 12 inches in its
largest dimension and that is not directly used to provide personal
wireless communications services. An example would be a global
positioning satellite (CPS) antenna.
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Collocation: The placement and arrangement of multiple providers'
antennae and equipment on a single support structure or equipment pad
area.
EMF: means Electromagnetic Field, which is the field produced by the
operation of equipment used in transmitting and receiving radio frequency
signals.
Equipment Shelter: The structure associated with a PWSF that is used to
house electronic switching equipment, cooling system and back-up power
systems.
Support Structure: Any built structure, including any guy wires and
anchors, to which antenna and other necessary associated hardware is
mounted. Support structures may include the following:
1. Lattice T.ower - a support structure which consists of a network of
crossed metal braces, forming a tower which is usually triangular
or square in cross-section.
2. Guy Tower - a support structure such as a pole or narrow metal
framework which is held. erect by the use of guy wires and anchors.
3. Monopole - a support structure which consists of a single steel or
wood pole sunk into the ground and/or atta.ched to a concrete pad.
4. Existing Nonresidential Structure - existing structures as specified
in Section (to be detennined) to which small antenna may be
attached with certain conditions.
B.
Collocation
The intent of collocation is to encourage several providers to use the same structure or site to
keep the number of PWSFs to a minimum as a means to reduce the overall visual effects
throughout the community. Such a regulatory prov~sion is recommended' since certain wireless
technologies (i.e. digital or PCS systems) utilize weaker signals and require more facility sites.
In addition, as the number of subscribers increase it is likely that the providers will need to
increase the number of sites to increase network capacity.
Generally, collocation on existing broadcast and relay towers should be encouraged by fewer
standards and less complex permit procedures. The City may consider requesting feasibility
studies associated with an application for a PWSF which demonstrates that locations on existing
structures have been explored as a siting alternative.
RECOMMENDATION: Incorporate the following provisions into the ordinance:
A) A permittee shall cooperate with other PWSF providers in collocating
additional antenna on support structures and/or on existing buildings and
sites provided said proposed collocatees have received a permit for such use
at said site from the City. A permittee shall exercise good faith in
collocating with other providers and sharing the permitted site, provided
such shared use does not give. rise to a substantial technical level
impairment of the permitted use (as opposed to a competitive conflict or
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financial burden). In the event a dispute arises as to whether a permittee
has exercised good faith in accommodating a new applicant, the City may
require a third party te<:hnical study at the expense of the permittee.
Failure to comply with this provision may result in a termination of the
permit.
B) A signed statement indicating that the applicant agrees to allow for the
potential collocation of additional PWSF equipment by other providers on
the applicant's structure or within the same site location shall be submitted
by the applicant as part of the permit application. If an applicant contends
that future collocation is not possible on their site, they must submit a
technical study documenting why.
C) A lease agreement with the landholder that allows the landholder to
enter into leases with other providers.
C. Appropriate Locations
An important part of the ordinance will be to designate appropriate locations for PWSF sites.
These can be specified as particular zoning districts, types of structures, or both. The regulations
can be made more effective by prioritizing the designated locations in order of City preference.
In general, attachment of antennas to existing nonresidential structures and buildings primarily
within industrial, manufacturing, business park, and commercial zoning districts should be
preferable to new broadcast and relay towers or monopoles. It is generally accepted that new
towers or monopoles are not appropriate on residential properties and should not be allowed due
primarily to aesthetic considerations.
Below we have suggested a prioritized list based on several other regulations we are familiar
with. The following sites should be considered by applicants as the preferred order of locations
for proposed PWSFs, including antenna and equipment shelters. In order of preference based on
an assessment of feasibility the sites would be as follows:
1. Existing Broadcast, Relay, and Transmission Towers: On any existing site
or tower where a legal wireless telecommunication facility is currently located
regardless of underlying zoning.
2. Publicly-Used Structures: Existing public facilities such as water towers, -
utility structures, fire stations, bridges. and other public buildings within all
zoning districts that are not utilized for recreational purposes.
3. Business, Commercial and City Center Zoned Sites: Structures or sites used
for research and development, commercial, and office uses. A suggested
prioritized list of zoning districts is as follows:
BP - Business Park
CP-l - Corporate Park
OP through Op.4 - Office Park
CC-C - City Center Core
CC-F - City Center Frame
BC - Community Business
4. Residential Zones: Structures or sites which are not used wholly for residential
use; except that no PWSF will be allowed on vacant residential lots. Where the
installation complies with all FCC and City regulations and standards,
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institutional structures, places of worship, and other nonresidential sites may be
considered.
5. Residential Structures: PWSF attached to residential structures arc permitted
only in multi-family residential zoning districts.
6. New PWSF Structure: Newly erected monopoles where there is no feasible
opportunity to collocate or locate on an existing structure.
7. In requesting a particular location the applicant shall document why a location
in a higher priority location and/or zone is not being proposed.
RECOMMENDATION: Incorporate a prioritized list of allowed PWSF sites into the proposed
regulations based on the land use list discussed in this section.
D. Visibility and Development Standards
PWSFs are composed of two or more of the following generic parts that can be viewed separately
relative to regulation:
a - Antenna (including mounting brackets); panel, dish, tubular, or whip;
b - Support Structure (including mounting platforms); monopole, lattice tower, etc.;
c - Equipment Shelter; shed, cabinet, vault, etc.;
d - Security Barrier; fences and/or walls.
Each of the above elements pose a different challenge in terms of reducing their visibility
aesthetic impact. Security barriers can be screened and/or constructed of materials compatible
with the surroundings. Equipment shelters can also simply be screened or constructed of
compatible materials. They may also be placed underground, which several communities require
where it is technically feasible. Panel and dish antennas can be painted colors to blend with their
surroundings and in some instances screened from view. Whip and tubular antennas present
narrow, vertical profiles and can be mounted on existing power and light poles in a manner that
makes them unobtrusive.
Our experience suggests that much of the aesthetic problems with PWSFs has to do with tbe
supporting structure. There are stealth technologies available for support structures that can be
successful in some site circumstances. For example, artificial trees have been used as well as
hollow fiberglass flag poles with antenna and conduit located inside. However, the most direct
approach to minimizing the visual impact of tall support structures is to limit their use. To
support that approach it may be advisable to allow microcells and minor facilities on existing
nonresidential structures under an administrative review with guidelines. The proposed permit
process for PWSFs are shown in Attachment A of this report.
RECOMMENDATION: Incorporate the following provisions into the draft ordinance.
A. PWSFs should be screened or camouflaged through employing the best
available technology. This may be accomplished by use of shelters, compatible
materials, location, color, stealth technologies such as, but not limited to
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artificial trees and hollow flag poles, and/or other tactics to reduce visibility of
the facility as viewed from public streets or residential properties.
B. PWSFs may be mounted on nonresidential buildings and structures \vith a
Process II administrative review under the following conditions:
1. The PWSF consists of a microcell or a minor facility.
2. The combined antennas and supporting structure shall not extend more
than 12 feet above the existing or proposed roof structure. (note: Chapter
22-1047 should probably be updated to include this provision as an allowed
height exception under appropriate review.)
3. The antennas are mounted on the building such that they are located a
maximum distance from surrounding residential structures and/or public
streets. Panel and parabolic antennas shall be completely screened from
residential views and public rights-of-way unless meeting the provision of
Chapter 22-960(b)(2).
C. New free-standing PWSFs shall conform to the following site development
standards:
1. Placement of a freestanding PWSF shall be denied if placement of the
antennas on an existing structure can meet the applicant's technical and
network location requirements.
2. Monopoles shall be the only free-standing structures allowed in the City.
Applications proposing lattice towers or guy towers shall be denied.
3. Monopoles shall be setback from all residential uses and school property
lines a distance equal to the height of the monopole plus the height of any
antennas, and shall comply with all required setbacks of the zoning district
in which it is located.
4. Applications shall document that the proposed monopole and any mounting
bases are designed to withstand wind and seismic loads.
s. Monopoles shall be designed and placed on the site in a manner that takes
maximum advantage of existing trees, mature vegetation, and structures so
as to:
a. Use existing site features to screen as much of the total PWSF as
possible from prevalent views; and/or,
b. Use existing site features as a background so that the total PWSF
blends into the background with increased sight distances.
6. In reviewing the proposed placement of a facility on the site and any
associated in-fill landscaping the City may alter the application to
supplement existing trees and mature vegetation to more effectively screen
the facility.
7. Monopoles, antennas, and any associated hardware shall be painted a
nonreflective color or color scheme appropriate to the background against
which the PWSF would be viewed from a majority of points within its
viewshed. Proposed color or color scheme to be approved by the Hearing
Examiner.
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D. Electronics equipment enclosures shall conform to the following:
1. Equipment enclosures shall be placed underground if technically feasible.
2. Screening of PWSF equipment enclosures shall be provided with one or a
combination of the following materials: fencing, walls, landscaping,
structures, or topography which will block the view of the equipment
shelter as much as practicable from any street and/or adjacent properties.
Screening may be located anywhere between the enclosure and the above
mentioned viewpoints. Landscaping for the purposes of screening shall be
maintained in a healthy condition.
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3. No wireless equipment reviewed under this Section shall be located within
required building setback areas.
E. Security fencing, if used, shall confonn to the fonowing:
1. No fence shall exceed 6 feet in height as stipulated in Chapter 22-1565(a).
2. Security fencing shall be effectively screened from view through the use of
appropriate landscaping materials.
3. Chain-link fences shall be painted or coated with a nonreflective color.
F. The City shall consider the cumulative visual effects of PWSFs mounted on
existing structures and/or located on a given permitted site in determining
whether the additional permits can be granted so as to not adversely effect the
visual character of the city.
G. No wireless equipment shall be used for the purpose of mounting signs or
message displays of any kind.
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E. Facility Removal
There apparently have been instances where a particular facility is no longer needed and has been
abandoned by the provider. Changes in technology may also render many installations obsolete,
particularly those requiring tall support structures. In such cases the facilities should be removed.
RECOMJvfENDATION: Incorporate the following provisions into the draft ordinance.
A. The operator of a PWSF shall notify the City upon the discontinued use of a
particular facility. The PWSF shall be removed by the facility o\vner within 90 days
of the date the site's use is discontinued, it ceases to be operational, the permit is
revoked, or if the facility falls into disrepair and is not maintained. Disrepair
includes structural features, paint, landscaping, or general lack of maintenance
which could result in safety or visual impactS.
B. A lease agreement with the landholder that specifies that if the provider
fails to remove the facility upon 90 days of its discontinued use, the responsibility for
removal falls upon the landholder.
.
F. Application Requirements
Accurate and complete information about the proposed facility is necessary to evaluate whether
or not a particular location is necessary to the applicant's network or is the most reasonable or
feasible location. for that specific installation. It is also important to get an accurate picture of the
visual impact on the surrounding area. Permit application should include information that is
specific to these type of facilities.
RECOMMENDATION: All PWSF permit applications shall include the following nummum
information in addition to that required for the underlying permit review
process:
A. A diagram or map showing the viewshed of the proposed facility.
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B. Photosimulations of the proposed facility from effected properties and public
rights-of-way at varying distances.
C. A map showing the service area of the proposed PWSF and an explanation of
the need for that facility. The explanation shall include an analysis of
alternative sites and why the requested site is preferred over other possible
locations
D. A map showing the locations and service areas of other PWSF sites operated by
the applicant and those that are proposed by the applicant that occur within a
three to four mile radius of the proposed facility.
E. A siteJIandscaping plan showing the specific placement of the PWSF on the site;
showing the location of existing structures, trees, and other significant site
features; and indicating type and locations of plant materials used to screen
PWSF components.
F. A copy of the lease agreement with the underlying landholder.
G. Documentation of efforts to collocate on existing facilities.
F. Other information as deemed necessary by the planning director.
G. Additional Considerations
1. Health
The Telecommunications Act specifically prohibits a local jurisdiction from regulating PWSFs
based on perceived health issues. The Federal government has adopted minimum standards for
EMF radiation that apply to all such facilities. While the City can not regulate PWSFs based on
health concerns it can require applicants to verify that their installations meet the minimum
Federal standards.
RECOMMENDATION: Incorporate the following provisions into the draft regulation.
A. The applicant shall comply with Federal standards for EMF emissions. Within
six months after the issuance of its operational pennit, the applicant shall
submit a project implementation report which provides cumulative field
measurements of radio frequency (EMF) power densities of all antennas-
installed at the subject site. The report shall quantify the EMF emissions and
compare the results with established Federal standards. Said report shall be
subject to review and approval of the City for consistency with the project
proposal report and the adopted Federal standards. If on review, the City finds
that the PWSF does not meet Federal standards, the City may revoke or modify
the permit. If the permit is revoked, then the facility shall be removed.
B. The applicant shall ensure that the PWSF will not cause localized interference
with the reception of area television or radio broadcasts. If on review of a
registered complaint the City finds that the PWSF interferes with such
reception, the City may revoke or modify the permit. If the permit is revoked,
then the facility shall be removed.
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2. Permit Limitations
As mentioned earlier the communications industry is undergoing rapid technological change and
innovation. This may render some sites obsolete and require removal of the facility. One way to
ensure that City stays current about a provider's intentions and responsibilities is to specify
permit time limits that include a periodic review. Below is a sample of language that specifies
the limitations on approved permits.
SAMPLE
A. A pennit for a PWSF shall expire 10 years after the effective date of the permit
approval. A pennittee wishing to continue the use of a specific PWSF at the end of
the 10 year period must apply for an application to continue that use at least six
months prior to its expiration. In ruling on said renewal the City shall consider all
then existing regulations effecting the application.
B. Five years after the date of the City's approval of a PWSF the permittee shall submit
a written statement summarizing its current use and plans. if any, for that facility/site
for the next five years to the best of their knowledge.
C. The pennit shall become null and void if not utilized within one year of the date of
the City's approval.
RECOMMENDATION: Incorporate language into the draft ordinance that specifies any
limitations on approved permits.
CONCLUSIONS
Communication innovations are providing benefits to nearly all segments of our society and there
is an increasing demand by City residents, businesses, schools, and government for these
services. The recommendations contained in this report are not intended to place unreasonable
barriers to the siting of the facilities within the City. Rather, they are intended to offer guidelines
so that PWSF development is done in a manner that is sensitive and appropriate to the
community setting and character.
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