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PRHSPSC PKT 04-14-2009City of Federal Way CITY COUNCIL PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COMMITTEE Tuesday, April 14, 2009 City Hall 5:30 p.m. Hylebos Conference Room 1. CALL TO ORDER 2. PUBLIC COMMENT — THREE (3) MINUTES 3. COMMISSION COMMENTS 4. APPROVAL OF MARCH 10, 2009 SUMMARY 5. COMMITTEE BUSINESS D. Agreement between FWPD and Washington Auto Theft Prevention Authority (WATPA); Grant for an Automatic License Plate Reader (ALPR). __ .... ._ _ _ __ E. Succession for Governing the City Of Federal Way in Times of Emergency .. F Interlocal Agreement for South End ARCH G. Federal Way Community Center Marketing and Strategic Plan Implementation ------ ............... --- ------ ----- H. Fireworks RFP I. Parks and Recreation Commission Work Plan 6. PENDING ITEMS • Festivals • Dangerous Dogs • NLC Providing Discount Pharmacy Services to Citizens Wilson 39 Action 04/21/09 Council Gross 45 Action 04/21/09 Council Hynden 51 Action 04/21/09 Council Faber 87 Action 04/21/09 Council Faber 199 Action 04/21/09 Council Ikerd 219 Action 04/21/09 Council 7. NEXT MEETING — Tuesday May 12, 2009 5:30pm — Hylebos Conference Room 8. ADJOURNMENT 2009 Committee Members: Council Member Jeanne Burbidge, Chair Council Member Jim Ferrell Council Member Michael Park I. Staff: Steve Ikerd, Interim Director Mary Jaenicke, Administrative Assistant II 253-835-6901 Action Topic Title/Description Presenter Page or Info A. Donation of Two Retired Police Vehicles to Criminal Wilson 9 Action Justice Training Commission 04/21/09 Council B. Agreement between City Of Federal Way and Puget Wilson 13 Action Sound Educational Service District Relating to Funding 04/21/09 Council for Reinvesting in Youth C. .............. ........ _ ...... ...... ........ Edward Byrne Justice Assistance Grant (JAG 2009) Wilson 17 _ ....... Information D. Agreement between FWPD and Washington Auto Theft Prevention Authority (WATPA); Grant for an Automatic License Plate Reader (ALPR). __ .... ._ _ _ __ E. Succession for Governing the City Of Federal Way in Times of Emergency .. F Interlocal Agreement for South End ARCH G. Federal Way Community Center Marketing and Strategic Plan Implementation ------ ............... --- ------ ----- H. Fireworks RFP I. Parks and Recreation Commission Work Plan 6. PENDING ITEMS • Festivals • Dangerous Dogs • NLC Providing Discount Pharmacy Services to Citizens Wilson 39 Action 04/21/09 Council Gross 45 Action 04/21/09 Council Hynden 51 Action 04/21/09 Council Faber 87 Action 04/21/09 Council Faber 199 Action 04/21/09 Council Ikerd 219 Action 04/21/09 Council 7. NEXT MEETING — Tuesday May 12, 2009 5:30pm — Hylebos Conference Room 8. ADJOURNMENT 2009 Committee Members: Council Member Jeanne Burbidge, Chair Council Member Jim Ferrell Council Member Michael Park I. Staff: Steve Ikerd, Interim Director Mary Jaenicke, Administrative Assistant II 253-835-6901 City of Federal Way City Council PARKS, RECREATION, HUMAN SERV ICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday, March 10, 2009 5:30 p.m. SUMMARY In attendance: Council Committee members Chair Jeanne Burbidge, Michael Park, Jim Ferrell; Mayor Jack Dovey, Council member Linda Kochmar, Neal Beets, City Manager, Cary Roe, Assistant City Manager, Pat Richardson, City Attorney, Chief Brian Wilson, Tho Kraus, Finance Director, Lynnette Hynden Human Services Manager, Kelli O'Donnell CDBG Coordinator, Steve Ikerd, Interim Director PRCS, Mary Faber PRCS Superintendent, Mary Jaenicke, Administrative Assistant II. Guests: Susan Honda, David Bauch, Arts Commission; Fred Konkell, Parks & Recreation Commission Chair Burbidge called the meeting to order at 5:31p.m. PUBLIC COMMENT None at this time COMMISSION COMMENT Fred Konkell, chair of the Parks and Recreation Commission was there in support for the Laurelwood property donation. Susan Honda, chair of the Arts Commission reported on the upcoming Former Arts Cormnissioner Art Show and the Writers Retreat that will be held on April 24 and 25. APPROVAL OF SUMMARY Council member Ferrell moved to approve the December 2008 minutes. Council member Park seconded, motion passed. Council member Ferrell moved to approve the January 2009 minutes. Council member Park seconded, motion passed. BUSINESS ITEM Laurelwood Property Donation Mr. Ikerd presented the background information. This is a piece of property that the Laurelwood Community Club would like to donate to the City. The Community Club has requested that the property be kept as a park and open space. The size of the property is approximately 18 acres. There is approximately $8,453.00 owed in back taxes that the City would have to pay. The old play structures and a storage container will be removed from the property. The Committee would like to know how much it will cost to maintain the property. Staff will be prepared to provide that information when this item comes to Council. Council member Ferrell moved to recommend that Council accept the donation of parcels #4222800370 and #0421049219 from Laurelwood Community Club and authorize staff to secure the property. Council member Park seconded. Motion passed. Forte Electric Retainage Release Mr. Ikerd presented the background information. Forte Electric upgraded the electrical system at the Steel Lake Annex brick house. The total cost was $26,509.00.The work has been completed. Council member Park moved to recommend Council accept the contract as complete and authorize staff to release the retainage in the amount of $12,160.00 to Forte Electric. Council member Ferrell seconded. Motion passed. The meeting was moved to the Patrick Maher room, due to the large attendance. Interlocal Agreement for South End ARCH Ms. Hynden presented the background information. This is an Interlocal Agreement (ILA) that was presented by the City of Auburn. This agreement would include all South King County cities, and relates to mirroring the East King County ARCH, which is a regional coalition for housing. After reviewing the ILA, Ms. Hynden stated the proposed PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday March 10, 2009 Summary Page 2 agreement lacks critical details. Housing is a specialized field and is very complex. The South King County cities involved at this time are Auburn, Enumclaw, Algona and Federal Way. Mayor Dovey reported that this was started by himself, Pete Lewis from Auburn, John Wise from Enumclaw and David Hill from Algona, because of the housing issue in South King County. They decided to put together an Interlocal Agreement as a place to start. They wanted to collectiv; ly deal with the housing issue for low income. Ms. Hynden reported that ARCH first started with state funding from CTED, and from there they have been adding cities within East King County. It has taken them 10 years to organize and operate at their current level. Their operating expenses total $417,983.00. Council member Kochmar stated she was concerned about having the city's money go towards building a house in another City. Chair Burbidge stated she would like to know how the multi -service center would fit into this structure. Ms. Hynden stated that there are established agencies in South King County that operate and run organizations for housing, and understand the comprehensive approach to housing. Mayor Dovey stated this was conceived to be a bigger organization to help South King County get its fair share. Collectively the South End will be better represented than individually. This Interlocal Agreement does not commit any money, but it is a start to see how the city can proceed to the next step. Council member Ferrell is also concerned about taking operating revenue and dispersing it to other cities. Council member Park stated that the South King County needs are a lot greater than those in East King County. He thinks that this collaboration of South King County is the first step to take. Mayor Dovey clarified that there is no capital request to take this to the next step. This agreement is to collectively figure out how as a region we can meet the needs of people that need assistance. Ms. Hynden stated that there are several cities that are entitlement cities, and together that is a leverage. Those are federal funds, private funds are also going to be accessible, but they will have strings attached. When you look at housing for lower income, you need to look at the impact to the neighborhood and community and provide services for those in transition. Chair Burbidge would like more information on the kind of housing funding that Federal Way has, and she suggested consulting with the multi -service center to see what housing programs they participate in. How much money went into ARCH, and how much each city contributes in in-kind services and money. Council member Park would like to forward this to full Council. He would like information on the specific projects that were done by ARCH, and what kind of funding they used. Council member Park moved to forward this item to Full Council for discussion at the first meeting in April. Ms. Hynden would like this item to be presented at the second meeting in April. Council member Ferrell would like this item to come back to committee before it goes to Council. Council member Park withdrew his motion, and moved to have this item come back to Committee at its April 14 meeting. Council member Ferrell seconded. Motion Passed. Council member Ferrell moved to have Item J presented after Item C. Short discussion was held. Council member Ferrell amended his motion to have Item J presented after Item D. Council member Park seconded. Motion passed. Finalize Federal Way Neighborhood Stabilization Program Ms. Hynden presented the background information. The total amount of money being offered by the Washington State CTED office is $651,688.00. The intent is to establish a financing mechanism to purchase foreclosed homes within Federal Way. Additional operating funds will not come with this money. The funding is to be used to purchase completely foreclosed properties. Ms. Hynden stated that there are not any completely foreclosed properties in Federal Way. The Human Services Commission put together a small committee to review all of the regulations, the program, and what this gift means to the City of Federal Way. The committee learned that there are limitations on the funding; we must have income levels at or below 120% of the median income. The money must be obligated within 18 months, which will be a challenge. The money must be tracked until 2013, 5% of the money can be used for Administrative costs, 25% of the funds have to benefit income levels of 50% or less the median income. They prefer that the money be used on vacant foreclosed bank owned properties. The committee came up with the option of establishing a financing mechanism. With this financing mechanism the city can leverage their funds, and by doing so they can potentially have the ability to take an inventory of approximately 14-20 homes that are currently foreclosed, and put first time home buyers into those homes. The families that want to participate in this program would need to go through an education process. The Washington State Housing Finance Commission has a 4% default with this program. The focus will be to stabilize the neighborhood and the home, and the other house values. Council member Park moved to accept option 1 Finalize the City of Federal Way Neighborhood Stabilization Program to provide financing mechanisms for homebuyers to purchase foreclosed residential properties in the Census Tracts identified as having a high-risk of foreclosure through an agreement with the Washington PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday March 10, 2009 Summary Page 3 State Housing Financing commission. It is further moved that the City Manager, or his designee, be authorized to enter into the required agreements to carry out Federal Way's Neighborhood Stabilization Program. Council member Ferrell seconded. Motion Passed. Knutzen Family Theatre Management and Operations Ms. Faber stated that an RFP for the Management of Knutzen Family Theatre (KFT) was issued in February 2009. Some of the primary goals listed in the RFP were to manage, preserve and maintain the facility as it is, provide a rental space for non-profit groups, provide good, and sound fiscal and organization management of the space, and to continue to serve as a location for civic activities and promote cultural arts growth in the community. There were two respondents to the RFP; they were Centerstage Theatre (CST), represented by Alan Bryce, the Artistic and Executive Director and Tacoma Musical Playhouse (TMP) represented by Jon Douglas Rake, the Founder and Managing Artistic Director. The panel that reviewed the proposals consisted of Charlie Rathbun, Cultural Arts Program Manager of 4Culture, Laurie Rose, Cultural Arts Manager with the City of Auburn, Heidi Horton, Financial Analyst with the City of Federal Way, and Mary Faber. The panel rated the proposals and then conducted oral interviews with the respondents. Some of the things the panel looked at were project approach, financial feasibility and cost effectiveness of the proposal, assigned key staff, experience and education that would relate to the management of KFT. The panel rated Tacoma Musical Playhouse as a higher respondent than Centerstage Theatre for a number of reasons. The panel felt that TMP fared better in the written and oral interviews, and they felt that TMP was a better match for the needs of the Theatre and growth of the Theatre. A financial analysis was also done. Ms. Faber introduced Tho Kraus, the Finance Director for the City of Federal Way. Ms. Kraus reviewed the five year Financial Analysis with the Committee. In summary, the total loss for KFT in 2004 was $118,000, 2005 was $90,000, 2006 was $49,000, 2007 was $100,000 and 2008 was $168,000. Mayor Dovey asked Ms. Faber a series of questions regarding the operating revenues and expenditures. Ms. Kraus then presented the comparison of the total City out of pocket costs, and the side by side comparison of the CST and the TMP proposal. Chair member Burbidge asked for Public Comments Jim Cannelli: Stated he enjoys the CST productions, he questioned the disparity in some of the numbers between the two proposals. He is concerned about the blanks in the TMP proposal Craig Wollan: Commissioner on 4Culture stated that CST has provided great services and he would like to see a full evaluation of what the full benefits of CST are exclusive of what the panel came up with. Glen Sawyer: CST Volunteer and he would like CST to remain at KFT. He is also concerned about the blanks in the TMP proposal. Lark Moore: TMP President Stated that the TMP Board of Directors is very supportive of TMP and sees that this is an operational issue. TMP has run in the black all 13 years, and they have the staff to run this facility. Dick Mayer: His place of employment has sponsored some plays for CST. He is in support of CST managing the Theatre. Jim Cannelli: He has been to the TMP and he has enjoyed it, but this is a Community, and doesn't think TMP should come to Federal Way. Maria Valenzuela: Patrons the KFT and is a patron of CST. She is the Marketing Manager for TMP and has a strong interest in establishing and perpetuating the Community of Federal Way and their Arts Programs. Susan Honda: Federal Way Arts Commission Chair stated that CST will still be able to perform at KFT, and she supports following what the panel suggested. Chair Burbidge asked for presentations from Mr. Douglas and Mr. Bryce Jon Douglas — stated that TMP has programs that fill their Theater year round, and they started a new Theater called Tacoma Childrens Musical Theater. This would be an opportunity for audiences in South King County and Pierce County to not have to travel to Seattle to see these kinds of productions. This is a large educational program, and a lot of the students come from Puyallup, Federal Way, Auburn, Milton and Fife. They would expand the educational program using the KFT. They have looked at the programming that is being done at KFT, and feel that it is not being utilized to its full potential, and they have a lot of ideas on classes, programs and shows that they would like to 5 PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday March 10, 2009 Summary Page 4 offer. They would like to partner with Federal Way Arts organizations. TMP would continue with the shows that are currently at KFT. They feel they could do a good job for the City Of Federal Way. Alan Bryce- Stated that he has worked in Federal Way for five years, and that CST had been pushing to manage KFT for the past four years. In order for Centerstage to sustain its performances at KFT, they need to operate it, and that is the only way it makes sound fiscal sense. He is frustrated because CST has been working on this for four years, and two weeks after the RFP comes out; another organization comes in, and gets the ok to manage the Theatre. He says that this process has not addressed the quality of work that CST does, and the value that they bring to the Federal Way Community. He is also concerned that there has not been a discussion with the consumers of the performing arts in Federal Way. He stated that TMP's rental fees are not realistic, and he is not sure who the other organizations are in Federal Way that would be renting the KFT. He also stated that the Mission and Vision statement for the KFT have not been taken into account. Mr. Bryce emphasized that if the City of Federal Way wants Centerstage Theatre to stay in Federal Way, then the City needs to award CST management of the facility. Council member Ferrell stated that he appreciates TMP making a proposal, and he is aware of the panels scoring and decision, but he agrees with Mr. Bryce and supports CST. Council member Ferrell moved to approve option 1, accept the request for Proposals from Centerstage Theatre Conservatory and authorize staff to negotiate a two year agreement for management and operations with a management fee of $70,000 for year one and $75,600 for year two. Council member Park stated that he was not able to 2"d the motion. Council member Ferrell stated that this has nothing to do with TMP, he is not prepared to think of the Community without CST. Council member Park stated that he appreciates CST, but KFT's subsidy has been growing. We need to look at the economy. There were 4 panelists that were respected and professional in this area of expertise, and we need to look at how they voted. There are a lot of different issues that he wants to look at. Council member Kochmar stated that whatever the decision is, she wants to ensure that there is an educational program for the children. Ms. Faber reviewed with the Committee how the written evaluations and the oral interviews were scored. Mayor Dovey asked CST if their budget numbers were conservative, and Mr. Bryce answered yes, and that they are based on what they have done in the past. TMP's numbers are based on ideas of programming that they would bring to the KFT. After several questions, it was clarified that TMP's proposal was for managing the KFT and anticipating that groups will book the KFT, and that's what their operating revenue is based on. CST's proposal is for producing plays and managing the KFT and that is what their operating revenue is based on. The two proposals are completely different — one is management, and the other is management and production. Chair Burbidge asked about the numbers that CST had plugged in for the Professional Services. Mr. Bryce answered that those are not his numbers, those numbers came from the City. Council member Ferrell stated that these are major numbers, and he would like to know what those numbers are. Ms. Faber stated that some of those costs are associated with artistic costs, community theatre, special events, and summer youth theatre. TMP's costs are reflected in the line item for education expenses. All of the CST's projections for the KFT were taken from the Johnson Study. Council member Ferrell stated that the finances of CST and TMP appear to be a wash, and that what it comes down to is if we want local public theater, to be sponsored locally or be the annex of the TMP. Council member Ferrell renewed his motion to move option 1 to support Centerstage Theatre to go before the full Council. Chair Burbidge seconded. Mayor Dovey stated that before we go to Council to vote there needs to be a clear understanding about the Youth Theatre and to clarify the $38,000 and $39,000 under the Professional Services for CST. Council member Park recommended forwarding this to full Council without a recommendation, because he would like to compare some numbers carefully. Council member Ferrell called to question the amendment. Option 1 motion carries and was approved by Council member Ferrell and Chair Burbidge, and opposed by Council member Park. This will go to Full Council on April 7. Council member Kochmar would like a presentation from staff that talks about the review by the panelist, she would like a better understanding on how CST and TMP will handle the issue of the KFT not being fully utilized. Council member Kochmar also would like to know if both organizations were responsive to what was in the RFP. Ms. Faber stated that the evaluations were broken down into several different things, and the oral interviews asked questions, and they were rated to how they responded to the RFP. Council member Park had to leave the meeting. M PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday March 10, 2009 Summary Page 5 Donation from Ms. Avako for a K-9 Vest Chief Wilson stated that the Federal Way Police Department received a call for service from Ms. Gibbs. She was looking for her dog. The Police Officers responded to the 911 call and discovered that her dog had died in an accident on her property. A relationship was established, to try and assist her in replacing the dog. With family consultation, the decision was made to not replace the dog. Ms. Gibbs decided to make a donation to the Canine Program in the amount of $500.00. This donation will be used to go towards the purchase of a K9 vest. Council member Ferrell moved to accept the donation. Chair Burbidge seconded. Motion passed. Crestwood Animal Hospital Chief Wilson stated that Crestwood Animal Hospital provides services to the City's canines. They raised funds to provide a ballistic vest. They have raised $2,000. Council member Ferrell moved to accept the Donation from Crestwood Animal Hospital for the purchase of a K9 vest. Chair Burbidge seconded. Motion passed. 2008 Bulletproof Vest Partnership Grant Chief Wilson stated that this is a standard grant. The Federal Way Police Department receives a 50% match for the bullet proof vets. This grant will enable the department to replace 22 bulletproof vests. The vests cost approximately $700 a piece. Council member Ferrell moved authorize the City Manager to accept the 2008 Bulletproof Vest Grant award in the amount of $8,426.00. Chair Burbidge seconded. Motion passed. Interlocal Agency Agreement with Seattle PD, WASPC, Gang Related Crime Chief Wilson stated that this agreement started as part of their work with Seattle Police Department in addressing youth violence and gang related issues. Seattle applied for a grant that is being administered through Washington Association of Sheriffs and Police Chiefs (WASPC). The Legislature is using WASPC to allocate funding to address gang related activity. The $5,000 in reimbursement will be used to pay for over -time for staff working cooperatively with the Seattle Police Department. Council member Ferrell moved to accept the Interlocal Agency Agreement. Chair Burbidge seconded. Motion passed. Red -Light Photo Enforcement Program Status Report Chief Wilson provided a 3 month status report. The dates of the report are for October —December, 2008. The photo enforcement takes place in two intersections. Not all of the lanes at these two intersections have cameras. The revenue from this program is being used to reinvest into the traffic related infrastructure, and to provide education prevention and enforcement with the Police Department. If the program is expanded in the future then the money will be used to address the operational costs of managing the program. There were a total of 4,154 citations issued. We were averaging 1300 a month, and we are now down to 900 a month. The system is performing as designed and is a very well run system. Chief Wilson stated that if there is any doubt or any question that an infraction occurred, it will go to the benefit of the driver. They are also very conservative in issuing citations for right hand turns. Council member Ferrell stated that a citizen wanted to pay their fine, but also wanted to discuss the situation. Chief Wilson stated that at this time, it is an either or situation. Chief Wilson stated that if there is anybody that has a question, to put them in the Court system, and give them an opportunity to present their issue. Council member Ferrell asked if there would-be communication with Court Staff about this. Ms. Richardson has spoken with the Court Administrator regarding this, and they stated that they do not schedule the mitigation hearing for the Red -Light Photo infractions. Those are sent to ATS, and they schedule the hearings. This occurs because there are a large number of infractions coming through, and there is not enough court staff to process all of them. This practice is consistent with Seattle and Renton — Federal Way is copying their program. Chief Wilson stated that they are starting to see compliance, which is the goal of the program. The pilot program will end in August, and there are recommendations to continue with the Red -Light Program at these two intersections on a permanent basis, and enhance the lane coverage at the intersections, and he would like to pilot three school zones, those zones are Campus Drive at Saghalie, 320th Twin Lakes, and Panther Lake. The statute allows for speed enforcement in school zones. Chief Wilson stated that he would like to present this at the next Council meeting, to explain the program, and show the results of the program. This would reach a broader group of people. Council member Ferrell moved to approve the status report. Chair Burbidge seconded. Motion passed. There will be a presentation at the March 17, Full Council meeting. PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Tuesday March 10, 2009 Summary Page 6 Federal Wav Conference and Cultural Center City Manager Neal Beets, stated that he needs a recommendation on two items; 1. The CTED contract needs to be amended, because it refers to Pal Do World as the site for the conference and cultural center. The Pal Do World site is no longer a consideration. CTED is in agreement with changing the language from Pal Do World to downtown Federal Way. 2. Use up to $75,000 of the CTED money to contract with an architect for the design of a prototype building that combines a performance hall and conference meeting room space; the prototype would include square footage, we would need the architect to apply the footprint to five downtown sites to see the pros and cons of each site. There is the architectural component, and then the business component where someone could look at the operating and construction costs for a combined Conference and Cultural Center. Staff would then come back to Committee with the Architectural information and the business information, and Council would be able to identify the preferred site. Council member Ferrell moved to authorize the expenditure of up to $75,000 from the $500,000 in State Pre -construction funds to develop additional architectural, site, and business information relating to a potential combined Conference and Cultural Center in downtown Federal Way, and authorize the City Manager to sign a conforming CTED contract amendment for such pre -construction services. Pending Items Animal Control Council member Kochmar asked that staff look into the National League of Cities providing discount pharmacy services to Federal Way citizens. NEXT MEETING — April 14, 2009 5:30 p.m. in the Hylebos Conference Room ADJOURNMENT - Meeting adjourned at 8:57 p.m. COUNCIL MEETING DATE: 04-21-09 ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: DONATION OF TWO (2) RETIRED POLICE VEHICLES TO CRIMINAL JUSTICE TRAINING COMMISSION POLICY QUESTION: Should the City of Federal Way, Federal Way Police Department authorize the donation of two (2) police vehicles to the Criminal Justice Training Commission for use in their Police Academy Training Program? COMMITTEE: PARKS, RECREATION, HUMAN SERVICES AND PUBLIC SAFETY COMItillTTEE MEETING DATE: April 14, 2009 CATEGORY: X Consent ❑ Ordinance ❑ Public Hearing ❑ City Council Business ❑ Resolution ❑ Other STAFF REPORT BY: Steve Neal, Administrative Commander DEPT: Police Attachments: PRHS&PS Staff Report Options Considered: 1. Authorize the donation of two (2) retired Police vehicles to the Washington State Criminal Justice Training Commission for their Police Academy Training Program. 2. Authorize the donation of one (1) retired Police vehicle to the training program. 3. Continue with current practice of sending retired vehicles to auction. STAFF RECOMMENDATION: Approval of option #i. CITY MANAGER APPROVAL: ---C m DIRECTOR APPROVAL:.j�J; e n . Coninwee Council COMMITTEE RECOMMENDATION: PRHS&PS RECOMMENDS OPTION Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION(S): I move to authorize the donation of two (2) retired Police (vehicles to the Washington State Criminal Justice Training Commission for their Police Academy Training Program. 9 (BELOW TO BE COMPLETED BY CITY CLERICS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL # ❑ DENIED IST reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ MOVED TO SECOND READING (ordinances only) _ ORDINANCE # REVISED - 02/06/2006 RESOLUTION # 9 10 CITY OF FEDERAL WAY STAFF REPORT DATE: April 14, 2009 TO: Parks, Recreation, Human Services and Public Safety Council Committee VIA: Neal J. Beets, City Manager FROM: Brian J. Wilson, Chief of Police SUBJECT: Car Donation to the Criminal Justice Training Commission BACKGROUND: Chief Brian Wilson has received a formal request from Rex Caldwell, Basic Law Enforcement Academy (BLEA) Commander, for consideration of donating vehicles to the Academy. The Federal Way Police Department and City of Federal Way have been supportive of the Academy in the past and recognize the work that is performed there. There is a continuing need for equipment such as cars and other related equipment that are difficult to obtain other than through donations. The Police Department has two retired Police cars that would fit the needs of the Academy, both are Crown Victoria's. The estimated value of these cars at auction is $1500 to $1600 each. 11 9�;�£TRAlrytN� i WASHINGTON WASHINGTON STATE CRIMINAL JUSTICE TRAINING COMMISSION Michael D. Parsons, Ph.D. Executive Director 19010 1st Ave. S. • Seattle, WA 98148 • (206) 835-7300 • Fax (206) 439-3752 • www.wa.gov/cjt February 11, 2009 Chief Brian Wilson Federal Way Police Department 33325 8th Avenue South Federal Way, WA 98003 Dear Chief Wilson, This letter is to confirm our request of a vehicle to the Washington State Criminal Justice Training Commission (WSCJTC). We appreciate vehicle and equipment donations as this is an area where we have serious needs. We utilize the vehicles in our mock scene scenarios where recruits perform traffic stops in our parking lot and are evaluated on their performance as to whether they have followed correct procedure, considered all of the legal issues involved, etc. We have had a problem obtaining good vehicles which, even though not used on the road, would work when needed. Your agency has been very supportive of the work performed by the WSCJTC, which is to provide quality training to our recruits who will in turn perform their work with excellence in the community to which they return. It is only with the support of organizations such as yours and individuals such as yourself that we are able to carry out this mission. Again, I would like to thank you for considering this request. I can assure you that any donated equipment would be put to good use. We continue to be in need of equipment and vehicles for training and would appreciate your assistance now or in the future. If I may be of any assistance in regards to any training in the criminal justice area, please let me know. Sincerely, Z�46f-&_ 6r � Rex D. Caldwell BLEA Commander C: Deputy Director Debbie Mealy Kristen Gregory Quartermaster Federal Way Police Department 12 COUNCIL MEETING DATE: April 21, 2009 ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: Agreement between City of Federal Way and Puget Sound Educational Service District Relating to Funding for Reinvesting in Youth POLICY QUESTION: Should the City of Federal Way / Federal Way Police Department continue to donate to Reinvesting in Youth? COMMITTEE: Parks, Recreation, and Public Safety Council Committee MEETING DATE: April 14, 2009 CATEGORY: ® Consent ❑ Ordinance ❑ Public Hearing ❑ City Council Business ❑ Resolution ❑ Other STAFF REPORT BY: Lynette A. Allen, Executive Assistant Office of Chief DEPT: Police Department Attachments: 1. PRHS&PS Memo 2. Agreement between Federal Way and Puget Sound Educational Service District Relating to Funding for Reinvesting in Youth Options Considered: 1. Accept Reinvesting in Youth Agreement 2. Reject Agreement STAFF RECOMMENDATION: Staff recommends Option 1. CITY MANAGER APPROVAL: DIRECTOR APPROVAL: 43 Lt,' �15 /J i✓I(t Co utteencd Committee Council COMMITTEE RECOMMENDATION: PRPS recommends Option Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: "I move approval of the Agreement between City of Federal Way and Puget Sound Educational Service District Relating to Funding for Reinvesting in Youth, and authorize City Manager, Neal J. Beets to sign such Agreement." (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL # ❑ DENIED 1ST reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ NIOVED TO SECOND READING (ordinances only) ORDINANCE # REVISED - 02"06"2006 RESOLUTION # 13 CITY OF FEDERAL WAY CITY COUNCIL COMMITTEE STAFF REPORT DATE: April 14, 2009 TO: Parks, Recreation, Human Services & Public Safety Council Committee VIA: Neal J. Beets, City Manager FROM: Brian J. Wilson, Chief of Poll SUBJECT: Agreement between City of Federal Way and Puget Sound Educational Service District relating to Funding for Reinvesting in Youth Background The Federal Way Police Department has been helping fund Reinvesting in Youth since 2003. It is a countywide effort that seeks to increase resources for proven cost-effective services for troubled youth that reduce youth crime and save criminal justice and other costs. They reinvest in research -based intervention and prevention programs, which will serve youth and families throughout King County. The annual cost to the City of Federal Way is $5,000.00. In the past funding has come from the seizure account, this year it will come from the Traffic School account #001-2100-112-521-73- 120 1 14 Agreement Between City of Federal Way and Puget Sound Educational Service District Relating to Funding for Reinvesting in Youth This agreement is entered into between the City of Federal Way and the Puget Sound Educational Service District / Reinvesting in Youth. 1. INTRODUCTION Launched by the Puget Sound Educational Service District, City of Seattle, King County and suburban city partners, Reinvesting in Youth (RIY) Phase 2 is a countywide effort that will work with King County local governments, school districts, community based providers and state policy makers to develop and implement comprehensive local strategies and programs to prevent and retrieve dropouts; it will also support state policy reforms focused on increased accountability and increased funding for dropout prevention and retrieval. It is anticipated that local government contributions to MY administrative costs will leverage -much larger amounts of support from private - foundations for program implementation. The Puget Sound Educational Service District is the fiscal agent for the MY project, and its director and deputy director are employed by Puget Sound Educational Service District. They are advised by an inter -governmental staff team and receive policy direction from a Steering Committee of elected officials from King County, the City of Seattle, suburban cities, school districts and other government and community leaders. Reinvesting in Youth will provide quarterly and year-end reports to all funders and other stakeholders. The parties enter into this agreement to allow the City of Federal Way to reimburse the Puget Sound Educational Service District for a portion of the management costs of the project. CITY OF FEDERAL WAY RESPONSIBILITIES The City of Federal Way serves as a key partner in RIY through its ongoing support of the MY mission and strategies. Upon receipt of an invoice the City of Federal Way shall pay $5,000.00 to Puget Sound Educational Services District for a portion of the MY management costs. III. PUGET SOUND EDUCATIONAL SERVICE DISTRICT REINVESTING IN YOUTH RESPONSIBILITIES The Puget Sound Educational Service District shall be responsible for hiring the MY management staff and providing administrative support to the project. 15 IV. AGREEMENT DURATION This agreement shall be effective from January 1, 2009 to December 31, 2009. This agreement may be extended by mutual agreement of the Puget Sound Educational Service District and the City of Federal Way. V. PAYMENT The Puget Sound Educational Service District / Reinvesting in Youth shall submit to the City of Federal Way an invoice for work to be completed under this agreement through the period specified in Section IV, in the amount of $5,000.00. VI. CORRESPONDENCE AND NOTICES All correspondence and notices related to this agreement shall be delivered or mailed to the following addresses: Reinvesting in Youth: Dana Boales Puget Sound Educational Service District 800 Oakesdale Avenue SW Renton, Washington 98057 (425) 917-7626 City of Federal Way: Brian Wilson Deputy Director of Public Safety City of Federal Way 33325 8th Ave S PO BOX 9718 Federal Way, WA 98040 (253) 661-4602 CITY OF FEDERAL WAY OFFICE OF THE CITY MANAGER Authorized Signature Date PUGET SOUND EDUCATIONAL SERVICE DISTRICT Authorized Signature Monte Bridges Superintendent, PSESD 2 - 2-,3 -0 5 Date 16 11 1 COUNCIL MEETING DATE: April 21, 2009 ITEM # CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: EDWARD BYRNE MEMORIAL JUSTICE ASSISTANCE GRANT (JAG) POLICY QUESTION: Should the City seek funding for new technology initiatives through the Edward Bryne Justice Assistance Grant (JAG) grant program? COMMITTEE: PRCS/HSIPS Committee MEETING DATE: April 14, 2009 CATEGORY: ❑ Consent ❑ Ordinance ❑ Public Hearing ❑ City Council Business ❑ Resolution ® Other_ Information Only STAFF REPORT BY: Cath M. Schrock, Civilian O _erations Man a .DEPT: Police Department .... _. _ _ Y __.... - --.Q ----.... _...$ _.... _ ATTACHMENTS: 1. PRHS&PS Staff Memo 2. Application Guidelines Summary & Allocations and Disparate Information 3. Byrne (JAG) Frequently asked Questions 4. Recovery Act: (JAG) Formula Program _ Application Timeline STAFF RECOMMENDATION: Continue to monitor thrQqghout the application timeline. CITY MANAGER APPROVAL: DIRECTOR APPROVAL �. i✓'l�I y�G %�'�"�`> t� itc,1 4�'1/; ('c;ruWittee I nCnci l Committee Council COMMITTEE RECOMMENDATION: N/A 1. PROPOSED COUNCIL MOTION: "I move for approval of the Informational Memorandum of the Edward Byrne Memorial Justice Assistance Grant (JAG). " (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL # ❑ DENIED tsT reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ MOVED TO SECOND READING (ordinances only) ORDINANCE # REVISED — 02/06/2006 RESOLUTION # 17 CITY OF FEDERAL WAY CITY COUNCIL COMMITTEE STAFF REPORT t'A DATE: April,?%2009 TO: Parks, Recreation, Human Services & Public Safety Council Committee VIA: Neal J. Beets, City Manager FROM: Brian J. Wilson, Chief of Police SUBJECT: 2009 Edward Byrne Memorial Justice Assistance Grant (JAG) — Informational Memo Background_ The grant is authorized by the American Recovery and Reinvestment Act of 2009 (public Law 1I I - 5) (the "Recovery Act") and by 42.U.S.C. 3751(a). The stated purposes are: to preserve and create jobs and promote economic recovery; to assist those most impacted by the recession; to provide investments needed to increase economic efficiency by spurring technological advances in science and health; to invest in transportation, environmental protection, and other infrastructure that will provide long-term economic benefits; and to stabilize State and local governments budgets, in order to minimize and avoid reductions in essential services and counterproductive State and local tax increases. The application period for this grant program ends May 18, 2009. The grant requires King County and 18 King County municipal law enforcement agencies to enter into an inter -local agreement, select a fiscal agent, and submit one grant application. The fiscal agent will have full responsibility for mandatory reporting and disbursement of funds to municipalities. The King County Grant award is $4,882,208 the federal allocation for City of Federal Way is $211,276 (allocation spreadsheet attached). The federal allocations are subject to negotiation with King County. These negotiations are predicted to begin on April 8, 2009. Staff seeks inform council of the current application timeline and pursuit of the grant funds. The City will not realize a financial impact or obligation by submitting the application. However, if an inter -local agreement cannot be reached between all participants, the entire King County grant award will be lost until the next application cycle in 2010 or later. 1 18 Recovery Act: JAG Formula Program Application Guidelines Summary All applications are due to. BJA by 8:00 p.m. Eastern Time on May 18, 2009 Jurisdictions certified as disparate must identify a fiscal agent that will submit a joint application for the total eligible allocation. All of the 18 jurisdictions listed along with King County on the distribution list are disparate, and must submit one joint application. The joint application must specify the award distribution to each unit of local government and the purposes for which the funds will be used. A Memorandum of Understanding (MOU) that identifies which jurisdiction will serve as the applicant/fiscal agent for joint funds, must be completed, and signed by the Authorized Representative for each participating jurisdiction. The signed MOU should be attached to the application. The fiscal agent is responsible for the administration of the funds including: distributing the funds; monitoring the award; submitting reports including performance measures and program assessment data; and providing ongoing oversight and assistance to any subrecipients of the funds. Disparate Status If your jurisdiction is listed with another city or county government, you are in a funding disparity. The 18 jurisdictions listed along with King County are in a disparate situation for purposes of submitting this JAG application. The JAG statute requires that if a city qualifies for one -and one- half times (150 percent) more funding or if multiple cities receive four times (400 percent) more funding than a county with concurrent jurisdiction, there is a funding disparity. In this situation, the units of local government must apply for an award with a single, joint application. The units of local government within the disparate jurisdiction must agree upon an allocation process. BJA. is not involved in that decision. - Purpose Areas JAG funds may be used for state and local initiatives, technical assistance, training, personnel, equipment, supplies, contractual support, information systems for criminal justice, and criminal justice -related research and evaluation activities that will improve or enhance: • Law enforcement programs. • Prosecution and court programs. • Prevention and education programs. • Corrections and community corrections programs. • Drug treatment and enforcement programs. • Planning, evaluation, and technology improvement programs. • Crime victim and witness programs (other than compensation). In addition to fulfilling program -specific purposes, projects funded under the Recovery Act should be designed to further one or more of the general purposes of the Recovery Act, which are to preserve and create jobs and promote economic recovery; to assist those most impacted by the recession; to provide investments needed to increase economic efficiency by spurring technological advances in science and health; to invest.in transportation, environmental protection, or other infrastructure that will provide long-term economic benefits; and to stabilize state and local government budgets, in order to minimize and avoid reductions in essential services and counterproductive state and local tax increases 19 Page 1 4/2/2009 Prohibited Uses No JAG funds may be expended outside of the JAG purpose areas. Even within the purpose areas, however, JAG funds may not be used directly or indirectly for security enhancements or equipment for nongovernmental entities not engaged in criminal justice or public safety. Nor may JAG funds be used directly or indirectly to provide for any of the following matters unless BJA certifies that extraordinary and exigent circumstances exist, making them essential to the maintenance of public safety and good order: • Vehicles (excluding police cruisers), vessels (excluding police boats), or aircraft (excluding police helicopters). • Luxury items. • Real estate. • Construction projects (other than penal or correctional institutions). • Any similar matters. Amount and Length of Awards Awards are made in the first fiscal year of the appropriation and may be expended during the following 3`years, for a total of 4 grant period years. (3/1/09 through 2/28/13) Performance Measures To assist in fulfilling the accountability objectives of the Recovery Act, as well as the Department's responsibilities under the Government Performance and Results Act of 1993 (GPRA), Public Law 103-62, applicants who receive funding under this solicitation must provide data that measure the results of their work. In addition, applicants must discuss their data collection methods in the application. The following are required measures for awards made under the Recovery Act: Objective Performance Measures Data the grantee provides for 3 -month reporting period Description (Plain language explanation of what exactly is being provided) Recovery Number of a) How many jobs were An unduplicated number of Act: jobs saved prevented from being jobs that would have been Preserving (by type) due eliminated with the Recovery eliminated if not for the jobs to Recovery Act funding during this Recovery Act funding during Act funding. reporting period? the three-month quarter. b) How many jobs that were Report this data for each eliminated within the last 12 position only once during the months were reinstated with grant. A job can include full Recovery Act funding? time, part time, contractual, or other employment relationship_ Recovery Number of How many jobs were created An unduplicated number of Act: jobs created with Recovery Act funding jobs created due to Recovery Creating (by type) due this reporting period? Act funding during the three jobs to Recovery month quarter. Report this Act funding. data for each position only once during the grant. A job can include full time, part time, contractual, or other employment relationship BJA has developed additional performance measures specific to selected projects. Specific performance measures will be provided to jurisdictions once their individual project has been selected. 20 Page 2 4/2/2009 What You Must Provide for the Application (proposals must address these requirements) Program Narrative (Attachment 1) Applicants must submit a program narrative that describes the proposed program activities for the 4 -year grant period. The narrative must outline the type of programs to be funded by the JAG award and provide a brief analysis of the need for the programs. Narratives must also identify anticipated coordination efforts involving JAG and related justice funds. The program narrative must include: • Project objectives that are linked to meaningful and measurable outcomes consistent with the goals of the Recovery Act, and the likelihood of achieving such outcomes, such as job creation and preservation. • Organization capabilities and competencies, including a description of how the organization, will track all drawdowns and grant expenditures separately from other federal funding. • Activities that can be started and completed expeditiously, and in a manner that maximizes job creation and economic benefits. • Timeline or project plan identifying when the goals and objectives will be completed. • Performance measures established by the organization to assess whether grant objectives are being met. Budget and Budget Narrative (Attachment 2) Applicants must submit a budget and budget narrative outlining how JAG funds will be used to support and implement the program. Quarterly Financial and Programmatic Reporting Consistent with the Recovery Act emphasis on accountability and transparency, reporting requirements under Recovery Act grant programs will differ from and expand upon OJP's standard reporting requirements for grants. In particular, section 1512(c) of the Recovery Act sets out detailed requirements for quarterly reports that must be submitted within .10 days of the end of each calendar quarter. Receipt of funds will be contingent on meeting the Recovery Act porting requirements. Under this Recovery Act program, quarterly financial and Due Dates programmatic reporting will be required, and will be due within 10 calendar days after the end of each calendar quarter, starting July 10, 2009. Programmatic and Financial Reporting Periods October- December January 10 January- March Aril 10 April -June July 10 July -September October 10 In order to ensure the City of Seattle has adequate time to summarize reports from the 18 participating cities, activities will be due to the City of Seattle within 5 days after the end of each calendar quarter. 21 Page 3 4/2/2009 Hello Diane, I passed your question by my boss and he said that according to the rules for the JAG recovery funds and JAG in general, we expect only one application to be submitted for the 18 jurisdiction listed as disparate with King County and we also expect one MOU to be included signed by all jurisdictions involved. I'm so sorry for the confusion in this matter. I guess my mind still has not recovered from the monitoring I did last week and I hope this information clarifies everything for you. Fondly, Jeffrey S. Felten -Green State Program Advisor Bureau of Justice Assistance U.S. Department of Justice Telephone: 202.514.8874 Fax: 202.305.2542 22 Page 4 4/2/2009 23 State Jurisdiction Name Government Type Eligible Individual Eligible Joint Allocation Allocation WA ABERDEEN CITY 1111111 unici al $29,212 WA j ADAMS COUNTY County _ $15,172 WA T _ ANACORTES CITY Municipal $15,625 WA ARLINGTON CITY Municipal $15,851 WA WA - ASOTIN COUNTY T �BAINBRIDGE ISLAND CITY County Municipal _ $10,643 $17,663 WA BELLINGHAM CITY Municipal $126,131 WA BONNEY LAKE CITY Municipal $26,268 WA BREMERTON CITY Municipal $245,469 WA j BREWSTER CITY Municipal _ $11,775 i WA BURLINGTON CITY Municipal $22,645 WA CENTRALIA CITY Municipal $56,385 WA CHEHALIS CITY Municipal $23,777 WA CLALLAM COUNTY County $48,686 WA CLARKSTON CITY Municipal $12,002 WA DOUGLAS COUNTY County $27,853 WA EAST WENATCHEE CITY Municipal $24,003 WA EDGEWOOD CITY Municipal $12,228 WA EDMONDS CITY Municipal $39,175 WA EVERETT CITY Municipal $385,640 WA FERNDALE CITY Municipal $16,757 WA FIFE CITY Municipal $27,853 WA FIRCREST CITY Municipal $10,643 WA GIG HARBOR CITY Municipal $11,322 WA GRANT COUNTY County $54,347 WA WA GRAYS HARBOR COUNTY HOQUTAM CITY County Municipal $27,853 $12,681 - WA _ ISLAND COUNTY County $25,362 WA COUNTY County $35,099 WA _JEFFERSON KITSAP COUNTY County _$367,751 WA_ _ _ LACEY CITY _ Municipal j $61,141 WAS LAKE STEVENS CITY Municipal $13,134 WA LAKEWOOD CITY Municipal $340,124 WA LEWIS COUNTY County $38,043 WA WA - WA LUMMI TRIBAL POLICE DEPT TRIBAL -- LYNNWOOD CITY --- -_ ! MARYSVILLE CITY_ i Tribal Municipal Municipal _ __ j $35,326 - $73,143 - _ WA MASON COUNTY County T __$53,668 $77,445 WA ! MILL CREEK CITY_ Municipal $15,625 WA MILTON CITY T Municipal _ $16,757 _ WA _ MONROE CITY Municipal_ $23,551 WA WA _ MOSES LAKE CITY MOUNT VERNON CITY Municipal Municipal + 1 $51,630 $51,857 1 _ WA WA 1 MOUNTLAKE TERRACE CITY _ MUKILTEO CITY Municipal Municipal - _ $22,192 -- $14,946 WA OAK HARBOR CITY Municipal - $24,230 WA OKANOGAN COUNTY County $36,911 WA WA OLYMPIA CITY OMAK CITY Municipal Municipal $86,503 $12,228 24 State WA Jurisdiction Name Government Type Eligible Individual Eligible Joint Allocation I Allocation OTHELLO CITY Municipal $13,587 WA PACIFIC COUNTY Count $16,531 WA PORT ANGELES CITY Municipal $49,592 VVA PORT ORCHARD CITY Municipal —� $47,554 WA j PORT TOWNSEND CITY Munici al $14,493 WA POULSBO CITY _ Municipal $19,474 WA_ PUYALLUP CITY _ Municipal $83,106 WA WA _ QUINCY CITY_ SEDRO WOOLLEY CITY_ Municipal Municipal $15,625 WA WA WA SHELTON CITY _ _ SKAGIT COUNTY SKAMANIA COUNTY _ _$15,398 Municipal _ County _ _ County $43,251_ $56,385 $11,775 WA SNOHOMISH CITY Municipal $14,040 WA WA SNOHOMISH COUNTY STEVENSCOUNTY County County $323,367 $26,721 WAT SUMNER CITY Municipal $32,835 WA THURSTON COUNTY WA TUMWATER CITY j— WA UNIVERSITY PLACE CITY County Municipal Municipal— $193,386 $25,589 $63,179 WA WHATCOM COUNTY County $92,844 WA j YELM CITY _ Municipal $10,190 I i State of Washington 522,401,901 25 26 Recovery Act: Edward Byrne Memorial Justice Assistance Grant (JAG) Program Frequently Asked Questions Table of Contents Page Reference Information: Authorizing legislation for the Recovery Act JAG Awards ......................................... 1 Catalog of Federal Domestic Assistance (CFDA) number ........................................ 1 Award Eligibility/Formula Information: TransitionRule................................................................................................ 1 Eligibility....................................................................................................... 1 FormulaCalculation........................................................................................ 2 EligibleJurisdictions......................................................................................... 2 Resourcesif not eligible................................................................................... 2 FBI's Uniform Crime Report (UCR) website.......................................................... 2 SORNA penalties non-applicable....................................................................... 3 Jurisdictions not on the allocation list.................................................................. 3 Application Requirements: Data Universal Number System (DUNS) number .................................................. 3 Jurisdiction Central Contractor Registration (CCR) .................................................. 3 Recovery Act JAG vs FY 2008 or FY 2009 JAG funds ........................................... 4 Letterof declination......................................................................................... 4 Who must apply / application information............................................................. 4 Award amount and project period ................................................ .........I................ 4 Governing body and governing body review...............................................:........ 4 30 -day governing body review requirement.......................................................... 5 Public comment requirements............................................................................. 5 Matchnot required.....................................................................................:..... 5 Required certifications signatures........................................................................ 6 Use of Funds: Utilization and purpose of Recovery JAG funds ...................................................... 6 Prohibited use of Recovery JAG funds................................................................. 6 Supplanting.................................................................................................... 7 Disparate Information: Joint Application (Disparate) Award Amount........................................................... 7 Determining the fiscal agent............................................................................... 7 Disparate project or purpose area requirements..................................................... 7 Memorandum of Understanding (MOU)............................................................... 8 Determining split award amounts........................................................................ 8 Cannot agree on Recovery JAG funds distribution ................................................. 8 Determining a jurisdiction's potential allocation...................................................... 8 Providing the Recovery Act MOU to BJA.............................................................. 8 Reporting: Reporting requirements ........ . .................. . Performance measures..................................................................................... 9 27 Administration: Recovery JAG award payments.......................................................................... 9 GMSinstructions............................................................................................. 9 Awardnotification............................................................................................ 9 Post -award instructions..................................................................................... 9 Recovery Act staff contact information.................................................................. 9 ii 28 Reference Information: What is the authorizing legislation for the American Recovery and Reinvestment Act of 2009 JAG Awards? The awards are authorized by the American Recovery and Reinvestment Act of 2009, Public Law 111-5 (the "Recovery Act"), which was signed into law by President Obama on February 17, 2009. It is an unprecedented effort to jumpstart our economy, create or save millions of jobs, and put a down payment on addressing long -neglected challenges so our country can thrive in the 21 st century. The Act is an extraordinary response to a crisis unlike any since the Great Depression, and includes almost $2 billion in critical resources for state and local law enforcement and other criminal justice activities through the Recovery JAG program. The awards are also authorized by the JAG program, 42 U.S.C. §§ 3750-3758, which is found in subpart 1 of Part E of title I of the Omnibus Crime Control and Safe Streets Act of 1968. What is the Catalog of Federal Domestic Assistance (CFDA) number for the Recovery Act JAG Program? The CFDA number for the Recovery JAG Program (State) is 16.803, and for the Recovery JAG Program (Local), it is 16.804. Award Eligibility/Formula Information: What is the Transition Rule? The Recovery JAG statute requires that local governments that have not reported at least 3 years of data (within the last 10 years for which UCR data are available) on Part I violent crimes of the UCR to the FBI are ineligible for direct Recovery JAG local formula funding. As a transition to implementing the grant program, the law permitted Recovery JAG units of local government during 2006, 2007, and 2008 to qualify for Recovery JAG formula funds based on the last three years of UCR data which they had submitted, in any prior years. That Transition Rule, by statute, has expired. Who is eliaible? Applicants for Recovery JAG State awards are limited to all states, the District of Columbia, Guam, America Samoa, the Commonwealth of Puerto Rico, the Virgin Islands, and the Northern Mariana Islands. In addition, in order for states to be eligible to receive these funds, the Recovery Act requires that certain advance certifications must be made by governors or mayors, as appropriate. See section 1607 of the Recovery Act, which requires a Governor's certification regarding use of funds (or a concurrent resolution by a state legislature), and section 1511, which requires a detailed certification from a governor or mayor in connection with infrastructure projects. 29 Applicants for Recovery JAG local awards are limited to units of local government listed under the appropriate state or territory name at www.oip.usdoi.gov/BJA/recovervJAG/recovervallocations.html. For Recovery JAG Program purposes, a unit of local government is: a town, township, village, parish, city, county, or other general purpose political subdivision of a state; any law enforcement district or judicial enforcement district that is established under applicable state law and has authority to, in a manner independent of other state entities, establish a budget and impose taxes; or, a federally recognized Indian tribe or Alaskan Native organization that performs law enforcement functions as determined by the Secretary of the Interior. In Louisiana, a unit of local government means the office of a district attorney or a parish sheriff. How is the formula calculated? The Bureau of Justice Statistics (BJS) calculates for each state and territory a minimum base allocation which (based on the statutory JAG formula) may be enhanced by (1) the state's share of the national population and (2) the state's share of the country's Part 1 violent crime statistics. Once the state funding is calculated, 60 percent of the allocation is awarded to the state and 40 percent to eligible units of local government. States also have a variable percentage of the allocation that is required to "pass through"to units of local government. This amount, also calculated by BJS, is based on each state's crime expenditures. Additionally, the formula calculates direct allocations for local governments within each state, based on their share of the total violent crime reported within the state. Local governments that are entitled to at least $10,000 awards may apply directly to BJA for Local Recovery JAG grants. For those local governments whose direct allocation under the formula would be less than $10,000, the funding is provided directly to the state. How do I know if I am eligible for a direct Recovery JAG award from BJA? A list of eligible jurisdictions, as determined by the JAG formula and corresponding allocation amounts, is provided on the BJA Recovery JAG web site at www.o*p.usdoi.gov/BJA/recove[yJAG/recovervallocations.html. My city/county/parish/township/tribe is not listed as qualifying for a direct award Is there other Recovery JAG funding available? Yes. Your state government also receives a Recovery JAG award from BJA, and you may qualify for funding from the state. States are required to "pass-through" a percentage of their award to support local projects that support approved Recovery JAG purpose areas. To identify the state agency that administers the award in your area, visit the Office of Justice Programs SAA web page. State agencies that administer the Recovery JAG "pass-through" funds will be listed under the Bureau of Justice Assistance heading. Where can I find Uniform Crime Report (UCR) Part I violent crime data and crime expenditure data for my city or county? Data is available on the FBI's UCR web site. 2 30 Will the 10 Percent penalty for failure to comply with the Sex Offender Registration and Notification Act (SORNA) apply to the Recovery JAG funding? No. Any reduction required for failure to comply with SORNA (or to request an extension of time in which to do so) will be applied in the fiscal year following SORNA's deadline for compliance. Because the deadline for compliance is not until July 27, 2009 with the possibility for two one-year extensions—no Recovery JAG funding will be affected. I don't see my iurisdiction on the allocation list? Why? -If your city/county is not on the list, it does not qualify for a direct JAG award from Bureau of Justice Assistance. The JAG legislation specifies that allocations to local governments are based on their share of the total violent crime reported by the state's units of government to the FBI over 3 of the last 10 years. Either your jurisdiction did not submit 3 years of UCR data to the FBI since 1999, or the level of crime did not meet the threshold to be eligible for a JAG award. The 2005 Bureau of Justice Statistics Technical Report explains the entire formula that is statutorily -based. Application Requirements: How do I obtain a Data Universal Number System (DUNS) number? Ask the grant administrator, chief financial officer, or authorizing official of your organization to identify your DUNS number. If your organization does not know its DUNS number or needs to register for one, visit Dun & Bradstreet at hftp://fedgov.dnb.com/webform/disDIavHomePage.do. The federal government has adopted.the use of DUNS numbers to track how federal grant money is allocated. DUNS numbers identify your organization. The time it takes to request and obtain a DUNS number is approximately one day. How do I register my iurisdiction with the Central Contractor Registration (CCR)? Ask the grant administrator, chief financial officer, or authorizing official of your organization if your organization has registered with the CCR. If your organization is not registered, you can register and then renew your registration once a year. If your organization already has an Employment Identification Number (EIN) or Taxpayer Identification Number (TIN), then you should allow one to three business days to complete the entire registration process with the CCR. Your EIN and TIN should be provided by the Internal Revenue Service (IRS). If your organization does not have an EIN or TIN, then you should allow two weeks for obtaining the information from the IRS when requesting the EIN or TIN via phone or Internet. The additional number of days needed is a result of security information that needs to be mailed to the organization. You may apply by phone (1-888-227-2423) or register online at www.ccr.gov. CCR has developed a handbook (www.ccr.gov/handbook.aso) to help you with the process. When your organization registers with CCR, you must designate an E -Business Point of Contact (E -Biz POC). This person will identify a special password called an "M -PIN". This M -PIN gives the E - Biz POC authority to designate which staff member(s)'from your organization are allowed to submit applications electronically. Staff members from your organization designated to submit applications are called Authorized Organization Representatives (AORs). 3 31 How is my Recovery Act JAG award different from FY 2008 or FY 2009 JAG funds? Significant differences between the Recovery JAG awards and regular JAG funds include, but are not limited to: 1) an emphasis on job creation and job retention; 2) submission of particular Recovery certifications specified in the solicitation (e.g., an infrastructure certificate); 3) time - specific quarterly progress reports due 10 days after the end of a quarter; 4) specific Recovery Act performance measures; and 5) increased federal grant oversight. The American Recovery and Reinvestment Act of 2009 JAG solicitation includes specific information on these differences and additional requirements. How should I notify BJA if my iurisdiction, although eligible for funding, will not apply for funding? Send a letter of declination (on letterhead) via e-mail, or fax it to the BJA State Policy Advisor assigned to your state. The letter should indicate that your jurisdiction is declining the Recovery JAG funds, the reason(s) why, and should be signed by the jurisdiction's Chief Executive Officer or authorized representative. Our local iurisdiction (e.g.. city, county, parish, township, or tribe) is eligible to apply for a direct award from BJA Who must apply, and where do I find more information on how to apply? Only a unit of local government (e.g., city, county, parish, township, or tribe) may apply to BJA for Recovery Local JAG funding. The Chief Executive Officer (CEO) of a unit of local government is responsible for determining which government official will apply for funding, and may designate an agency head, such as a police chief or sheriff, to be the signing authority on the application. For example, if the applicant is a city and the project will be implemented by the police department, the chief of police can be designated, and the chief would then have signing authority for that application. In this instance, the city will be listed under the "Legal Name" section of the application, and the police department will be listed as the "Organizational Unit" on the application. The American Recovery and Reinvestment Act of 2009 Recovery JAG Awards solicitation will be posted on the BJA Recovery JAG web page. Applications for funding must be submitted via the online Grants Management System (GMS) within the prescribed application period. Detailed instructions on submitting an application, as well as guidance on managing your grant award, are available in the GMS computer-based training tool. Will our city/county receive the amount listed one time or for every year of the proiect period? The amount listed on the eligible jurisdiction list is a one-time award amount. The project start period is March 1, 2009, and there is a statutory 4 year period within which to spend funds. What is a "Governing Body," and what does the "Governing Body Review" entail? Examples of governing bodies are a state commission, city council, tribal council, county commission, county board of supervisors, or other legislative body at the local level. Follow your local laws and procedures for providing the application to the governing body. For example, based on your internal procedures, you may need to provide a copy of your grant application to the administrative assistant for the city to distribute to the city council. The manner in which you notified your governing body, and the date this was completed should then be included in the Review Narrative portion of your application (along with information regarding public comment). 4 32 Applicants for a Recovery JAG award must make the grant application available for review by the governing body of the state or unit of local government, or an organization designated by that governing body, not fewer than 30 days before the application is submitted to BJA. Our city council meets only once a month. How can I meet the 30 -day governing body review requirement and still submit my application before the application deadline? The application must be submitted for review by a governing body at least 30 days prior to submission to BJA. Governing body approval is not required in order to submit the application to BJA. Submit your application via GMS no later than the application deadline, regardless of whether the local review process is complete. If the application is not complete, or you do not meet the 30 -day governing body review requirement, BJA will add a special condition to the award that will withhold grant funds until you submit documentation confirming the requirement has been met. What is the "Public Comment" requirement? Applicants must provide an opportunity for the public to comment on their Recovery JAG application. The manner in which the public is notified and given an opportunity to comment, as well as the pertinent dates, should be included in the Review Narrative portion of the application (along with information regarding the governing body review). If the requirement is not met at the time of submission, BJA will process the application, but funds will be withheld until the grant recipient provides documentation that the public comment requirement is complete. Common forms of public notification include web site and newspaper postings, city council, tribal council, and county board hearings that are open to the public. Does the public comment requirement have to be completed 30 days prior to submittinq the application? No, the governing body notification must occur 30 days prior to application submission. This requirement should not be confused with the public comment requirement, which requires that the application be made public, with an opportunity for comment, anytime prior to application submission. Am I required to hold a public hearing or can I post a notice in our local newspaper or on our department's web site in order to satisfy the public comment requirement? The JAG statute does not specify how you notify the public. BJA recommends that you follow your local public notification process. Is there a requirement to have an advisory board review the application? No. There is no statutory requirement under JAG to have an advisory board review the application. Is match required? Match is not required. 5 33 Is the governor of a state required to sign the two certifications attached to the Recovery JAG solicitations? No. For the two certifications attached to the Recovery JAG solicitations (entitled "Certification as to Recovery Act Reporting Requirements" and "General Certification as to Requirements for Receipt of Funds for Infrastructure Investments") as indicated in the text of these certifications, the certifying official must be a person with legal authority to make the particular certification on behalf of the entity applying directly to OJP. Therefore, while the certifying official does not have to be the governor of a state, he or she must be a person with the ability to legally bind the applicant entity (i.e., the state or unit of local government that is applying directly to OJP for Recovery JAG funding). Use of Funds: What can Recovery JAG funds be used for? Grantees may utilize Recovery JAG funds for state and local initiatives, technical assistance, training, personnel, equipment, supplies, contractual support, and information systems for criminal justice, as well as research and evaluation activities that will improve or enhance law enforcement programs related to criminal justice. Some examples include: prosecution and court programs; prevention and education programs; corrections and community corrections programs; drug treatment and enforcement programs; planning, evaluation, and technology improvement programs; and crime victim and witness programs (other than compensation). In addition to fulfilling program -specific purposes, projects funded under the Recovery Act should be designed to further one or more of the general purposes of the Recovery Act, which are to preserve and create jobs and promote economic recovery; to assist those most impacted by the recession; to provide investments needed to increase economic efficiency by spurring technological advances in science and health; to invest in transportation, environmental protection, or other infrastructure that will provide long-term economic benefits; and to stabilize state and local government budgets, in order to minimize and avoid reductions in essential services and counterproductive state and local tax increases. For additional information on Office of Justice Programs' Recovery Act Grant Programs, please visit the OJP web site at www.oiD.usdoi.aov/BJA/recovervJAG/recoverviao.html. Is there anvthina that the Recovery JAG funds cannot be used for? Yes. Recovery JAG funds may not be expended outside of the JAG purpose areas. Even within the purpose areas, however, Recovery JAG funds may not be used directly or indirectly for security enhancements or equipment to nongovernmental entities not engaged in criminal justice or public safety. In addition, no Recovery JAG funds may be used directly or indirectly to provide for any of the following matters unless the Attorney General certifies, in advance, that extraordinary and exigent circumstances exist, making them essential to the maintenance of public safety and good order: vehicles (excluding police cruisers); vessels (excluding police boats); aircraft (excluding police helicopters); luxury items; real estate; construction projects (other than penal or correctional institutions); and any similar matters. s 34 Where can I find more information on supplantina? For additional guidance regarding supplanting, refer to the information provided at hftp:/ANww.oip.usdoi.gov/recovery/Supplantin-q-(iuidance.htm. The current JAG statute prohibits the use of -grant funds for vehicles vessels and aircraft (excluding police cruisers police boats and police helicopters) unless extraordinary and exigent circumstances exist. It also states that BJA must certify in writing that you may use the funds for these pumoses. How do I obtain this certification Submit a written request (email is acceptable) with your Recovery JAG application number or post -award grant number to your BJA State Policy Advisor. The written request must clea+i identify the circumstances that require the use of Recovery JAG funds to purchase a non -police vehicle, vessel, and/or aircraft, describe the purpose of the non -police vehicle, vessel, and/or aircraft, and how it relates to criminal justice. BJA will expeditiously review your request and notify you in writing. Funds should not be obligated or expended for these purposes until you have received this approval. Requests that are not linked to improvements in criminal justice will not be approved. Disparate Information: My city is listed along with my county under the column "Joint Application (Disparate) Award Amount." What does this mean? If your jurisdiction is listed with another city or county government, you are in a funding disparity. The JAG statute requires that if a city qualifies for one -and one-half times (150 percent) more funding or if multiple cities receive four times (400 percent) more funding than a county with concurrent jurisdiction, there is a funding disparity. In this situation, the units of local government must apply for an award with a single, joint application. Crime expenditure data for the units of local government is included in the disparity calculation. For more information about the disparate allocation process, see the Bureau of Justice Statistics Technical Report. How do we determine which single unit of local government will be the fiscal agent responsible for applying for the funds? This is a decision to be made by the units of local government. Consider which local government is most capable of adhering to the financial and programmatic requirements according to federal guidelines governing expenditure, monitoring, and reporting for Recovery Act funding. Are the city and the countv required to work on the same proiect or purpose area? No. All units of local government within the disparate jurisdiction may fund individual projects. For example, the city may choose to purchase equipment, and the county may wish to fund a drug task force. On the other hand, funds may also be combined to fund one joint project. 35 Are disparate jurisdictions required to submit a Memorandum of Understandinq NOW even if they agree to use the entire award amount for the same purpose? Yes. A Recovery Act MOU, signed by each jurisdiction's authorized representative, is required from all disparate applicants, regardless of the manner in which funds will be used or distributed. As an example, the county would like to administer a drug court that would benefit all cities listed as disparate. The cities agree with this strategy, and the total allocation is awarded to the county. In this scenario, each city must be included in the Recovery Act MOU, and indicate agreement that the county will receive the total allocation. The Recovery Act MOU must certify that the city or county that does not receive funds: 1) recognizes the funds in , question will be provided for a single project; 2) believes the proposed project will provide a direct local benefit to their city or county; and 3) agrees providing funding for a single project is in the best interest of their city/county. How do we determine how to split the award in a disparate situation? The units of local government within the disparate jurisdiction must agree upon an allocation process. BJA is not involved in that decision. What happens if the disparate jurisdictions cannot reach an agreement on how the Recovery JAG funds will be distributed? Recovery JAG funds are withheld until a Recovery Act MOU signed by the CEO, or the designee, of each unit of local government is submitted. How do I find out what my jurisdiction's potential allocation is within the disparate allocation rp Qcess? Each disparate jurisdiction's eligible amount (based on the formula) is available at www.oiD.usdoi.aov/BJA/recovervJAG/recovervallocations.html. How do I provide the Recovery Act MOU to BJA? When completing your application in GMS, upload the signed Recovery Act MOU as an attachment to that application. If your Recovery JAG grant has already been awarded, fax or email the signed Recovery Act MOU to your State Policy Advisor. Your Recovery JAG award will be withheld until the Recovery Act MOU is received and approved by BJA. Reporting: What will be the reporting requirements once the Recovery JAG grant is awarded? Consistent with the Recovery Act emphasis on accountability and transparency, reporting requirements under Recovery Act grant programs will differ from and expand upon OJP's standard reporting requirements for grants. In particular, section 1512(c) of the Recovery Act sets out detailed requirements for quarterly reports that must be submitted within 10 days of the end of each calendar quarter. The information from grantee reports will be posted on a public web site, and receipt of funds will be contingent on meeting the Recovery Act reporting 8 36 requirements. Accordingly, grant recipients under this program are required to file a "Certification as to Recovery Act Reporting Requirements." In addition, funds from a Recovery Act grant must be tracked, accounted for, and reported separately from all other funds (including DOJ grant funds from non -Recovery Act grants awarded for the same or similar purposes or programs). To the extent that grant funds are available to pay a grantee's administrative expenses, those funds may be used to assist the grantee in meeting the accelerated time -frame and extensive reporting requirements of the Recovery Act. In addition, all Recovery JAG recipients will be required to follow any applicable provisions of government -wide guidance that may be issued in the future, pursuant to the Recovery Ac'. For additional information regarding Recovery JAG Program reporting requirements, please refer to the Recovery JAG Program solicitations or the Recovery JAG web page. Are there performance measures? Yes. Please refer to the Recovery JAG Program solicitation or the Recovery JAG web page for the specific performance measures. Administration: How do I receive my Recovery JAG award payments? Payment requests are made through the Phone -Activated Paperless Request System (PAPRS). Once you request a payment, funds are electronically deposited to your bank account. You must have an up-to-date Automated Clearing House (ACH) banking form on file with the Office of the Chief Financial Officer prior to attempting to access funds. Please see Step 5 Accessing Payment in the Office of Justice Programs Post Award Instructions for step-by-step guidance. Where can I find instructions for submitting financial status reports Recovery JAG progress reports, grant adjustment notices (GAN) and/or closeouts in GMS? Detailed training guides are available on the GMS Computer -Based Training web page. How will I be notified when my award is made? Grantees are automatically notified by email after BJA awards your grant. Because of this, it is critical that contact information entered into your grant application is accurate. Now that I received my Recovery JAG award are there any written post -award instructions? Yes. The online Office of Justice Programs (OJP) Post -Award Instructions includes detailed guidance. Can I speak to a live person at BJA regarding my Recovery JAG award? Please refer to the BJA State Policy Advisor (SPA) list for the appropriate contact. Each state and territory has a designated BJA SPA. 37 Recovery Act: (JAG) Formula grogram Application Timeline Date: Milestone(s): April 20, 2009 Award distribution among 19 participating jurisdictions finalized. April 21, 2009 Fiscal Agent finalizes MOU and disperses to 19 participating jurisdictions for signature. Fiscal Agent disburses Grant/Project Templates to participating jurisdictions. April 27, 2009 Grant/Project Templates due to Fiscal Agent. May 4, 2009 Signed MOD's from 19 participating jurisdictions due to Fiscal Agent. May 11, 2009 Final Joint Grant Application Package due to Executive for Certification (the Chief Executive Officer for the Fiscal Agent must Certify (1)the joint application meets all Recovery Program Requirements and (2)the Fiscal Agent will comply with enhanced reporting requirements set forth in the Recovery Act. May 18, 2009 Fiscal Agent submits joint JAG Formula Grant Application to Bureau of Justice Assistance via Grants Management System. 38 COUNCIL MEETING DATE: April 21, 2009 CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL ITEM #: SUBJECT: Agreement between FWPD and Washington Auto Theft Prevention Authority (WATPA); Grant for an Automatic License Plate Reader (ALPR). POLICY QUESTION: Should the City of Federal Way, Federal Way Police Department accept the Washington Auto Theft Prevention Authority (WATPA) Grant for Automatic License Plate Reader (ALPR)? COMMITTEE: Parks, Recreation, and Public Safety Council Committee MEETING DATE: Apr)1 1=1, 2009 CATEGORY: ® Consent ❑ Ordinance ❑ Public Hearing ❑ City Council Business ❑ Resolution ❑ Other STAFF REPORT BY: Chief Brian Wilson DEPT: Police Department Attachments: 1. PRHS&PS Memo 2. WATPA Letter and Agreement Options Considered: 1. Accept Grant 2. Reject Grant STAFF RECOMMENDATION: Staff recommends Option L CITY MANAGER APPROVAL: DIRECTOR APPROVAL:8-IAhl-" Committee Council COMMITTEE RECOMMENDATION: PRPS recommends Option Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: "I move approval of the Agreement between the Federal Way Police Department and Washiiigton Auto Theft Prevention Authority to accept the Grant for Automatic License Plate Reader, and authorize City Manager Neal Beets to sign such Agreement.. " (BELOW TO BE COMPLETED BYCITYCLERKS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL # ❑ DENIED IST reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ MOVED TO SECOND READING (ordinances only) ORDINANCE # REVISED — 02/06/2006 RESOLUTION # 39 CITY OF FEDERAL WAY CITY COUNCIL COMMITTEE STAFF REPORT DATE: April 14, 2009 TO: Parks, Recreation, Human Services and Public Safety Council Committee VIA: Neal J. Beets, City Manager FROM: Brian J. Wilson, Chief of Police SUBJECT: Agreement between the Federal Way Police Department and the Washington Auto Theft Prevention Authority (WATPA); Grant for Automatic License Plate Reader (ALPR). Background The Federal Way Police Department applied for the Washington Auto Theft Prevention Authority (ATPA) Grant in order to purchase an Automatic License Plate Reader (ALPR). The ALPR device would be permanently mounted into a patrol vehicle. The ALPR vehicle would be deployed specifically to address auto theft issues within the City of Federal Way to achieve a greater rate of recovery for stolen vehicles, and to make more arrests associated with occupied stolen vehicles. The ALPR would cost $30,000, which is the amount that was awarded in the Grant. 1 40 WASHINGTON AUTO THEN PREVENTION AUTHORITY WASHINGTON ASSOCIATION OF SHERIFFS AND POLICE CHIEFS 3060 Willamette Drive NE, Suite 101 — Lacey, WA 98516 — Phone: (360) 292-7900 — Fax: (360) 292-7269 -- Website: http://watpa.waspe-org "preventing and reducing motor vehicle theft and other associated crime in the State of Washington - March 20, 2009 Chief Brian Wilson Federal Way Police Department 33325 8th Ave. S PO Box 9718 Federal Way, WA 98063-9718 Dear Chief Wilson: PhohMgtm Auto rNA PmeMwn Auft ft I am pleased to inform you that the Washington Auto Theft Prevention Authority (WATPA) has approved an award of $30,000.00 for the Automatic License Plate Reader (ALPR). The grant award is effective March 19, 2009 and expires on June 30, 2009. If your award includes funding for an automated license plate recognition device, the WATPA expects you to adopt an ALPR use policy prior to deploying the equipment. We highly encourage you to develop your policy based on the ALPR Model Policy of the Washington Association of Sheriffs and Police Chiefs (WASPC). It can be found on the WASPC website at www.waspc.org. Enclosed is an award agreement. This agreement is to be signed and returned to the WATPA. No funds will be reimbursed until the signed agreement is received. Expenditures prior to the award effective date or after the grant expiration date are not authorized and will not be reimbursed. In addition, the grant award is subject to all Grant Policies and Procedures of the Washington Auto Theft Prevention Authority (available on the WATPA website at http://watpa.waspc.or�. Costs will be paid on a reimbursement basis. Appropriate invoices and receipts are to be submitted no more than once each month. You will be reimbursed for actual expenses only up to the limit of the award. Congratulations on your grant award approval. We look forward to seeing positive outcomes from your efforts toward improving the motor vehicle theft problem in Washington State. Sincerely, a nyon, Executive Director ashington Auto Theft Prevention Authority Encl: Award Agreement cc: Kristen Gregory, Quartermaster JOHN BATISTE Chief -WA State Putrol EMIL DAMMEL Insurance Industry Washington Auto Theft Prevention Authority HARVEY GJESDAL Sheriff—Douglas County MERLE PFIEFER DON PIERCE DAN SATIFRBERG Genet -at Public Executive Director - WASPC Prosecuting Ano King County JIM LAMUNYON Executive Director - WATPA KEN HOHENBERG CW—Kennewick STEVE STRACHAN Chief—Kent JOHN LOVICK Sheriff- Snohomish County MICHAEL WEST Automobile Industry AGREEMENT BETWEEN FEDERAL WAY POLICE DEPARTMENT AND WASHINGTON AUTO THEFT PREVENTION AUTHORITY WASHINGTON AUTO THEFT PREVENTION AUTHORITY 1. Award Recipient Name and Address: Federal Way Police Department 33325 8th Ave. S PO Box 9718 Federal Way, WA 98063-9718 2. Project Title Automatic License Plate Reader (ALPR) 3. Tax Identification No: 4. Grant No: 09-ET-WATPA-006 AUTO THEFT PREVENTION EQUIPMENT / TECHNOLOGY GRANT 5. Amt. Approved $30,000.00 6. Contact: Brian Wilson Title: Chief Telephone: 253-835-6711 7. Award Period: 03/19/09 - 06/30/09 8. Funding Authority: WASHINGTON AUTO THEFT PREVENTION AUTHORITY 9. Service Area: King Requests for reimbursement under this agreement are subject to the following budget: 10. EQUIPMENT & TECHNOLOGY $30,000.00 IN WITNESS WHEREOF, the WATPA and RECIPIENT acknowledge and accept the terms of this AGREEMENT and attachments hereto, and in witness whereof have executed this AGREEMENT as of the date and year last written below. The rights and obligations of both parties to this AGREEMENT are governed by the information on this Award Sheet and other documents incorporated herein by reference: Agreement Specific Terms and Conditions, and Agreement General Terms and Conditions. FOR THE WA Jim LaMunyon, Executive Director WA FOR THE RECIPIENT Signature Print Name/Title 42 3/2(1/0 Date AGREEMENT NO. 09-ET-WATPA-006 WASHINGTON AUTO THEFT PREVENTION AUTHORITY INTERAGENCY AGREEMENT SPECIFIC TERMS AND CONDITIONS Auto Theft Prevention Grant Program This AGREEMENT is entered into by and between the WASHINGTON AUTO THI"FT PREVENTION AUTHORITY (hereinafter referred to as the WATPA), and the Federal Way Police Department (hereinafter referred to as the RECIPIENT). NOW, THEREFORE, in consideration of the covenants, performances, and promises contained herein, the parties hereto agree as follows: FUNDING SOURCE Funding for this AGREEMENT is provided to the Washington Auto Theft Prevention Authority from the State of Washington Treasury, Washington Auto Theft Prevention Authority Account. Funding awarded to the RECIPIENT shall not exceed the amount reflected in item 5 of the AGREEMENT Face Sheet. SCOPE OF SERVICES The RECIPIENT shall use the state funds awarded hereunder solely for salary and benefits, goods and services, and travel and other essential costs to support the purposes further defined in the final and approved Activities Narrative, Performance Measurement, and Budget documents of its grant application. SCOPE OF WORK The RECIPIENT shall seek to implement the activities and to achieve the goals and objectives specified in its final approved activities, performance measurement, and budget proposals as well as the program SPECIAL CONDITIONS, Attachment A, which by reference are incorporated into this agreement. SCOPE OF WORK REVISIONS The RECIPIENT shall submit to the WATPA a written request to effect any significant change to its proposed activities or budget. Such requests shall be accompanied by a revised activities narrative, budget or other supporting documents, and shall be approved by the WATPA before the activities supporting the revisions qualify as part of the SCOPE OF SERVICES. 43 Special Conditions Washington Auto Theft Prevention Authority Grant Award 1. The funding under this project is for the purchase of equipment and technology. 2. Recipients of ALPR funding are expected to adopt an ALPR use policy prior to deployment of the equipment. You are highly encouraged to use the WASPC model policy found at www.waspc.or- as a guide. 3. In order to assist the WATPA in the monitoring of the award, your agency will be responsible for submitting quarterly Program Progress Reports. 4. The WATPA may conduct periodic reviews or audits (program and financial) of the Auto Theft Grant Program. The grantee agrees to cooperate with the auditors. 5. The grantee agrees to abide by the terms, conditions and regulations as found in the Washington Auto Theft Prevention Authority Grant Policies and Procedures. 6. The grantee agrees that no WATPA funding for grant activities will be used to supplant funding from other sources that is available for auto theft prevention. 44 COUNCIL MEETING DATE: 4/21/2009 ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: SUCCESSION FOR GOVERNING THE CITY OF FEDERAL WAY IN TIMES OF EMERGENCY POLICY QUESTION: SHOULD THE CITY OF FEDERAL WAY ESTABLISH A LINE OF SUCCESSION FOR GOVERNING THE CITY OF FEDERAL WAY IN TIMES OF EMERGENCY? COMMITTEE: PARKS, RECREATION AND PUBLIC SAFETY MEETING DATE: 4/14/2009 CATEGORY: ❑ Consent ❑ Ordinance ❑ Public Hearing E] City Council Business X Resolution ❑ Other STAFF REPORT BY: RAY GROSS — _ _ DEPT: PUBLIC WORKS Attachments: 1) DRAFT RESOLUTION Options Considered: 1) APPROVE DRAFT RESOLUTION STAFF. 2) DISAPPROVE DRAFT RESOLUTION AND PROVIDE DIRECTION TO STAFF RECOMMENDATION: APPROVE OPTION I CITY MANAGER APPROVAL: 6�,w,_ DIRECTOR APPROVAL: _�iN� Committee Council Committee Council COMMITTEE RECOMMENDATION: Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION(S): Move to approve resolution as written or as amended by committee (BELOW TO BE COMPLETED BYCIT YCLERKS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL # ❑ DENIED IsT reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ MOVED TO SECOND READING (ordinances only) ORDINANCE # REVISED — 02/06/2006 RESOLUTION # 45 46 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, ESTABLISHING THE SUCCESSION FOR GOVERNING THE CITY OF FEDERAL WAY IN TIMES OF EMERGENCY OR DISASTER. WHEREAS, the City Council of Federal Way has recognized the need to proactive(, prcr).m:., in the event of an emergency or disaster as shown by funding the regular full time position of Emergency Management Coordinator, by funding a generator at the Federal Way Community Center; and by funding the equipment for Emergency Operations Center; and WHEREAS, the City Council of Federal Way recognizes the need to formally establish a clear line of succession leadership in times of emergency or disaster to ensure that leadership will not falter during an emergency or disaster; and WHEREAS, in the event of an emergency or disaster the City of Federal Way may qualify for State and/or Federal relief monies if the Mayor issues a formal proclamation of emergency to King County and the State of Washington; and WHEREAS, the City Council recognizes that a clear line of succession for the leadership of Federal Way is necessary because when an emergency or disaster condition exists the Mayor not be available or able to lead the City. NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, RESOLVES AS FOLLOWS: Section 1. Succession. In the event of an emergency or disaster that impacts the City of Federal Way and the Mayor is not available; succession of leadership should be in the following RES # , Page 1 C1Fl order: 1. Deputy Mayor, 2. Council members by the respective position numbers commencing with number one; 3. City Manager; 4. Assistant City Manager/ Chief Operating Officer and/or Assistant City Manager/ Chief Financial Officer; 5. Police Chief; 6. Public Works Director; or 7. Emergency Manager. Section 2. Proclamation. The above line of succession shall be able to make a proclamation of emergency without the need of a quorum, and carry on business as necessary. Section 3. 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 4. Corrections. The City Clerk and the codifiers of this resolution are authorized to make necessary corrections to this resolution including, but not limited to, the correction of scrivener/clerical errors, references, resolution numbering, section/subsection numbers and any references thereto. Section 5. Ratification. Any act consistent with the authority and prior to the effective date of this resolution is hereby ratified and affirmed. RES # , Page 2 s9 Section 6. Effective Date. This resolution shall be effective immediately upon passage by the Federal Way City Council. RESOLVED BY THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON this day of .2009. CITY OF FEDERAL WAY MAYOR, JACK DOVEY ATTEST: CITY CLERK, CAROL MCNEILLY, CMC APPROVED AS TO FORM: CITY ATTORNEY, PATRICIA A. RICHARDSON FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: RESOLUTION NO.: RES # , Page 3 49 Off COUNCIL MEETING DATE: April 21, 2009 ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: INTERLOCAL AGREEMENT FOR SOUTH END ARCH POLICY QUESTION: Should the City of Federal Way consider entering into an Interlocal Agreement with South King County Cities to create the South End ARCH (SEARCH) — Regional Coalition for Housing? COMMITTEE: PRHS&PS MEETING DATE: April 14, 2009 ---__..-__.------- CATEGORY: ❑ Consent ❑ Ordinance ❑ Public Hearing ® City Council Business ❑ Resolution ❑ Other STAFF REPORT BY: Lynnette Hynden, Human Services Manager DEPT: Community Development ........ ...... .___._...._.._......._......_ . _. _._..__......__Services Department_.._.._._._._._--- ... ......... _..---....-.-.-- Attachments: • Staff memorandum with a recommendation. • The Interlocal Agreement for South End ARCH - A Regional Coalition for Housing. • City Of Federal Way CDBG Allocations to Housing 2000-2008 (Attachment A) • ARCH: East King County Trust Fund Summary 1993-2007 (Attachment B) • King County Homeless Housing and Services Fund (2163) and Section 8 Rental Subsidy Awards 2006, 2007 (Attachment C) • Sample Work Program: 2006 (Attachment D) • 2006 ARCH Administrative Budget (Attachment E) Background: The City of Federal Way was approached and asked to consider signing an Interlocal Agreement for the purposes of acting cooperatively with other South King County Cities to formulate affordable housing goals and policies to foster efforts to provide affordable housing by combining public funding with private -sector resources. Staff Recommendation: Option 1: Do not sign the Interlocal Agreement — SEARCH Option 2: Delay signing the Interlocal Agreement until further collaboration and exploration can determine whether a preliminary work plan can be developed and mutually agreed upon by key cities in position to take action on the work plan. For this work to be accomplished it will be necessary to allocate funds for staffing needs that cannot be met at this time. Option 3: Sign the Interlocal Agreement in conjunction with immediately allocating staffing resources to provided administrative support to create a functioning coalition. Staffing resources would be used to develop a work plan and continue efforts to include more and more South King County Cities. STAFF RECOMMENDATION: Staff Recommends Option 1, unless there are staffing resources readily available to the Human Services Division, then Option 2 would be the preferred plan. 51 CITY MANAGER APPROVAL: C4v/k DIRECTOR APPROVAL: W Conunince Council Committee Council COMMITTEE RECOMMENDATION: I move approval of option Jeanne Burbidge, Chair Jim Ferrell, Member Michael Park, Member PROPOSED COUNCIL MOTION: "I move approval of option " (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL# ❑ DENIED IST reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ MOVED TO SECOND READING (ordinances only) ORDINANCE # REVISED — 02/06/2006 RESOLUTION # 52 41kCITY OF 10'::tS;P Federal Way MEMORANDUM TO: Parks, Recreation, Human Services, and Public Safety Committee VIA: Cary Roe, P.E., Assistant City Manager/COO Greg Fewins, Community Development Services Di or FROM: Lynnette Hynden, Human Services Division Manager y DATE: March 24, 2009 RE: South End ARCH — Interlocal Agreement BACKGROUND March 10, 2009, a summary of the Interlocal Agreement known as "Interlocal Agreement for South End ARCH — A Regional Coalition for Housing," was presented to the Parks, Recreation, Human Services, and Public Safety (PRHS&PS) Committee. The City of Federal Way was approached and asked to consider signing an interlocal agreement for the purposes of acting cooperatively with other South King County cities to formulate affordable housing goals and policies to foster efforts to provide affordable housing by combining public funding with private -sector resources. After reviewing the document and exploring the comparisons between ARCH that is currently underway in East King County and the feasibility of creating a South King County ARCH, staff sought further direction and guidance from council. The policy question: "Should the City of Federal Way consider entering into an interlocal agreement with South King County cities to create the South End ARCH (SEARCH) — Regional Coalition for Housing" still remains. However, further examination raises some of the same structural issues if the City of Federal Way were to accept the interlocal agreement as written and presented. While this South End ARCH (SEARCH) agreement, as proposed, lacks the critical details that were noted in the previous memoranda, the broad nature of the agreement is intentional. The East -Side ARCH purposefully left the language out of the interlocal agreement, which is identical to the SEARCH agreement, so that it would be broad and expansive and without detail. The SEARCH Governing Board would direct the details of the agreement between the cities. Over 17 years ago in East King County, the cities of Bellevue, Redmond, and Kirkland came together; with the City of Bellevue leading the efforts as they had the resources dedicated to achieving the common goal of focusing on housing issues in East King County. The City of Bellevue used general funds and the cities of Redmond and Kirkland offered their Community Development Block Grant (CDBG) HUD funds to start the process once the work plan and trust fund was established. Within the last 10 years more and more cities joined the ARCH organization. The City of Bellevue still provides in- kind services by way of a paid housing planner that has been loaned to ARCH for 17 -years. As ARCH grew and the need for administrative support grew along with the organization, more staff was hired and salaries are paid from funds collected from the ARCH partnering cities. Funding is determined by the population totals for each city. 53 At the request of council members, staff contacted the MultiService Center's Chief Executive Officer, Dini Duclos. ARCH Managing Planner Arthur Sullivan was also contacted and he was equally informative. Further written documentation that was requested has been collected and is attached. The documentation demonstrates projects that have been funded by the City of Federal Way's CDBG Capital Funds, in addition to those funded at the regional level in King County. Finally, staff retrieved from the ARCH website a listing of East King County ARCH projects throughout the years. The attachments memorializing the projects funded by either the Federal Way/King County Consortium and/or the East -Side ARCH, demonstrate impressive efforts in funding housing resources throughout King County. The supply simply is not keeping up with the demand. Mr. Sullivan's insights to the argument that, "East -King County is somewhat different from South King County and therefore, an ARCH would not work" demonstrated his extensive knowledge in the area of housing. He is a "housing expert" and a planner employed by the City of Bellevue who has been on loan to ARCH for over 17 years. Simply put, Mr. Sullivan stated while the East -Side ARCH was created for "Economic Development" (meaning to increase affordable housing stock), that would not the case for South King County. SEARCH'S focus should be towards "Community Development" due to the declining condition of the housing stock in South King County. While South King County has "affordable" housing, attention needs to be paid towards keeping that housing stock in good condition. East -Side ARCH did not bloom over night and in fact, Mr. Sullivan expresses the concern that a housing coalition needs to start out gradually, "you do not want all cities to join at once." However, before the three initial cities executed the ARCH Interlocal Agreement, Mr. Sullivan and one other staff person worked endless hours providing administrative support and guidance to ensure the efforts were launched successfully. Developing the work plan that spanned over 1'/2 years was staff's first priority, and then the trust fund was set up before the agreement was signed. Dini Duclos, MultiService Center CEO, was asked about her opinion of a South King County ARCH and the impact to her agency. The MultiService Center is located in Federal Way and has housing programs inside and outside of Federal Way. She has over 14 -years experience in the housing field. Ms. Duclos believes, as several others in the housing field, that collaboration can happen but, "you first need to pull leaders/mayor/councils together" to equally be aware of all of the options and varied interests in South King County. Keeping in mind, she went on to say, "Federal Way can be a leader and bring cities together, we just need to be strategic about the opportunities." Specifically addressed is the comparison between the MultiService Center and the East -Side agency, Hopelink. Both agencies provide like services in their geographical locations. The difference is how each obtains funding. Hopelink's funding source is ARCH and this coalition is a pass through organization that allocates funds to agencies after the coalition reviews applications and makes a recommendation on which one to fund. As formality, ARCH then prepares the funding request for the individual city's council to approve, and they are approved because ARCH made the recommendation. The MultiService Center is a not-for-profit agency that applies for public and private funding to separate sources through grant processes. To explain the term "pass through" as it pertains to housing, ARCH pulls cities together to achieve housing goals; it does not provide the funding. Requests for funding still have to go to the individual city council for approval. Dini Duclos concluded her discussion emphasizing that if a coalition were to start, funding is essential for action. Operating dollars from the various cities' general funds need to be committed to support the necessary administrative staffing costs, and then capital dollars have to be at least a combined total of $600,000 to make an impact in the housing situation in South King County. Page 2 of 3 54 Mr. Sullivan wanted to make a distinction that after 17 years, ARCH hopes to achieve a not-for-profit status this next year. The purpose of the not-for-profit status is to shorten the approval time between the concept and funding a project. ARCH will then move from the pass through coalition status to a full fledge housing funder, whereby, eliminating the need to return back to the individual city for a "formal" approval. Staffing resources are very limited throughout King Countyand the general fund revenues for all cities have been impacted by the lack of revenue generating activities in the region. The Human Servi(.o, Division at the City of Federal Way does not have the capacity to assume such a significant administrative role and new duties. Mr. Sullivan was dedicated to the single task of ARCH start up at a full-time capacity 17 years ago. STAFF RECOMMENDATION Do not sign the agreement without further collaborative meetings with all South King County cities. In particular, not before a work plan can be develop that outlines the participation requirements and parameters. Above all, it is necessary to determine the mutual housing goals and objectives in South King County so that by consensus, the outcomes can be achieved. Due to the limited personnel resources and competing programming issues, staff would recommend not signing the interlocal agreement on behalf of the city. However, staff would be very enthusiastic to have dedicated staff resources in the Human Services Division that could engage the opportunity to lead the effort of developing a South End ARCH collaborated work plan and agreement that would be easier to sign. Unless it can be fully staffed equal to or greater than the efforts of what Mr. Sullivan performed when he developed the work plan and then set up the trust on the East -Side, the agreement is but a mere shell that records a commitment without the ability to act. Both Mr. Sullivan and Ms. Duclos were similar in their approach by seeing the value in organizing a few cities at a time, but choosing the cities and their commitment based on resourcing seemed better suited for a successful outcome. Staff asserts that signing the agreement prior to a more formal organizational structure being in place among the cities would not be beneficial. Alternatively, over the course of the next months to a year working collaboratively with the cities to identify a work plan concept and expectations for their participation would achieve a greater outcome, if dedicated funding can supply the administrative support necessary. Thank you for the opportunity to thoroughly examine and weigh the consideration of whether or not the City of Federal Way should execute the interlocal agreement as it was presented representing South King County cities. If you have any further questions or concerns, please feel free to contact me at 253-835- 2650, or lynnette.hynden@ci!yoffederalway.co Page 3 of 3 55 56 Interlocal Agreement for South End ARCH A Regional Coalition for Housing This Interlocal Agreement ("Agreement") is entered into by and between the Cities of Algona, Auburn, Enumclaw, Federal Way, and Pacific, municipal corporations organized under the laws of the State of Washington, and King County, a subdivision of state government (hereinafter referred to as "Parties"). This Agreement is made pursuant to the Interlocal Cooperation Act, chapter 39.34 RCW, and has been authorized by the legislative body of each jurisdiction. WHEREAS, the South End communities have a common goal to ensure the availability of housing that meets the needs of all income levels; and WHEREAS, the South End communities desire to provide a sound base of housing policies and programs in the South End and to complement the efforts of existing organizations to address South End housing needs; and WHEREAS, the citizen -advisory committees that support human and housing services in the South End cities have identified and desired to address the present and increasing need of supportive housing stock and programs to assist their residents; and WHEREAS, the Cities of Auburn, Enumclaw, and Federal Way adopted policies supporting an active approach to increasing the supply of affordable housing for their residents; and WHEREAS, the Parties have determined that the most efficient and expeditious way for the parties to address South End affordable housing needs is through cooperative action by the parties; and WHEREAS, the intent of this cooperative undertaking is not to duplicate efforts of non-profit corporations and other entities already providing affordable housing -related services; now therefore, IT IS HEREBY AGREED AS FOLLOWS: 1. PURPOSE. All Parties to this Agreement have responsibility for local and regional planning for the provision of housing affordable to citizens that work and/or live in the South End. The Parties desire to act cooperatively to formulate affordable housing goals and policies and to foster efforts to provide affordable housing by combining public funding with private -sector resources. The Parties further intend that this interlocal agreement serve as the legal basis for other communities within the SEARCH sphere of influence to cooperate in planning for and providing affordable housing; the Parties therefore encourage other South End communities to join the initial Parties in this endeavor. SEARCH interlocal - 1 - 02/26/09 57 2. STRUCTURE. To accomplish the purposes of this Agreement, the Parties hereby create an administrative entity to be called the South End A Regional Coalition for Housing ("SEARCH"). SEARCH shall be governed by an Executive Board composed of the chief executive officer from each Party. The Executive Board shall be assisted by an administrative staff and by a Citizen Advisory Board. 3. RESPONSIBILITIES AND AUTHORITY. In order to carry out the purposes of this Agreement, SEARCH shall have the following responsibilities and authority: a. To provide recommendations to the Parties regarding the allocation of public funding for affordable housing purposes. Those parties which request that SEARCH make allocation recommendations concerning the use of housing ILlnus either individually or jointly with any other party(s), may place conditions on the use of those funds. SEARCH shall, at least annually, report to the Parties on the geographic distribution of all housing funds as recommended by SEARCH. b. To provide recommendations to the Parties regarding local and regional affordable housing policies. SEARCH will assist the Parties in developing strategies and programs to achieve Growth Management Act housing goals. SEARCH will provide technical assistance to any Party adopting land use incentives or affordable housing programs. SEARCH staff will research model programs, develop draft legislation, prepare briefing materials and make presentations to planning commissions and councils upon request by a Party. SEARCH will assist Parties in developing strategies and programs to implement county -wide affordable housing policies to meet the Growth Management Act objective for an equitable and rational distribution of low - and moderate -income housing. C. To facilitate cooperation between the private and public sector with regard to the provision of affordable housing. SEARCH will work directly with private developers, financial institutions, non-profit corporations and other public entities to assist in the implementation of affordable housing projects. SEARCH will work directly with any Party to provide technical assistance with regard to the public funding of affordable housing projects and the implementation of affordable housing regulatory agreements for private developments. SEARCH will also provide assistance in making surplus sites available for affordable housing and in developing affordable housing alternatives for such sites. d. To develop standard regulatory agreements acceptable to private and public financial institutions to facilitate the availability of funding for private and public projects containing affordable housing. e. To provide other technical advice to any Party upon request and to enter into agreements to provide technical assistance to other public entities on a reimbursable basis. SEARCH interlocal - 2 - 02/26/09 58 f. To provide support and educational activities and to monitor legislative and regulatory activities related to affordable housing at the state and federal levels. g. To develop and to carry out procedures for monitoring of affordable units and to administer direct service housing programs on behalf of any Party. Such direct service housing programs may include but are not limited to relocation assistance programs, rent voucher and/or deposit loan programs, etc. h. To work directly with other public and private entities for the development of affordable housing policies and to encourage the provision of affordable housing. i. Pursuant to the direction of the Executive Board, to take other appropriate and necessary action to carry out the purposes of this Agreement. 4. EXECUTIVE BOARD. a. Membership. SEARCH shall be governed by an Executive Board composed of the chief executive officer of each Party. The Executive Board shall administer this cooperative undertaking pursuant to the terms of this Agreement and pursuant to any procedures adopted by the Executive Board. b. Chair. The Chair of the Executive Board shall be elected by the members of the Board from the Board membership; shall preside over all meetings of the Executive Board; and shall, in the absence of a Program Manager, process issues, organize meetings and provide for administrative support as required by the Executive Board. C. Alternate Member. Each member of the Executive Board shall be entitled to designate one alternate elected member who shall serve in the place of the member on the Executive Board during the member's absence or inability to serve. d. Powers. The Executive Board shall have the power to (1) develop and recommend a budget and work program to the Parties; (2) adopt procedures for the admin.istration of SEARCH and for the conduct of meetings; (3) make recommendations to the Parties concerning planning, policy and the funding of affordable housing projects; (4) establish policies for the expenditure of budgeted items; (5) establish a special fund with one of the participating cities as authorized by RCW 39.34.030; (6) hold regular meetings on such dates and at such places as the Executive Board may designate; (7) enter into contracts and agreements for the provision of personnel and other necessary services to SEARCH, including accounting and legal services and the purchase of insurance, and authorize the Chair or Program Manager of SEARCH, if any, to execute any such contracts, agreements or other legal documents necessary for SEARCH to carry out its purposes; (8) establish the responsibilities and direct and oversee the activities of the Program Manager; and (9) take whatever other action, SEARCH interlocal -593 - 02/26/09 consistent with and subject to the limitations of this Agreement and governing By-laws, is necessary to carry out the purposes of this Agreement. 5. ADMINISTRATION AND OVERSIGHT. The Executive Board shall have final decision-making authority over all legislative and administrative matters within the scope of this Agreement. The Executive Board may delegate responsibility for general oversight of the operations of SEARCH to a Program Manager. The Program Manager shall submit quarterly budget performance and progress reports on the status of the work program elements to the Executive Board and the governing body of each Party. Such reports and contents thereof shall be in a form acceptable to the Executive Board. The Executive Board may, with the consent of the Parties, designate one of the Parties to provide administrative support services on behalf of SEARCH. SEARCH shall be staffed with personnel provided by the Parties and/or independent contractors contracting directly with SEARCH. Any Party providing personnel to SEARCH shall remain solely responsible for the continued payment of any and all compensation and benefits to such personnel as well as for any worker's compensation claims or any other claims arising from the negligence or omissions of the employee in performing his duties for SEARCH.. In the case of personnel directly contracting with SEARCH, the Parties shall be jointly and severally responsible for any claims, not otherwise covered by insurance, arising as a result of the negligence or omissions of such personnel. All Parties shall cooperate fully in assisting SEARCH to provide the services authorized herein. 6. MEETINGS OF EXECUTIVE BOARD. a. Frequency. The Executive Board shall meet as often as it deems necessary, but not less often than quarterly. b. Quorum. A quorum at any meeting of the Executive Board shall consist of the Board members (or alternates) who represent a simple majority of the Board's membership. C. Action. No action may be taken except at a meeting where a quorum exists. Action by the Executive Board requires an affirmative vote by a majority of the Board's membership. No action shall be taken except at a meeting open to the public. 7. CITIZEN ADVISORY BOARD. A Citizen Advisory Board is hereby created to provide advice and recommendation to the Executive Board on land and/or money resource allocation for affordable housing projects and to provide public relations and educational outreach services. The Citizen Advisory Board shall consist of not more than fifteen (15) and not less than twelve (12) citizen members. The Executive Board shall recommend a list of citizens to the Parties for their confirmation. In the event a citizen(s) recommended by the Executive Board is not confirmed by each Party, the Executive Board shall recommend additional citizens for confirmation by the Parties. SEARCH interlocal - 4 - 02/26/09 60 Citizen members appointed to the Citizen Advisory Board must have a knowledge and understanding of affordable housing and be committed to the furtherance of affordable housing in the South End. Appointments shall be for a four-year term with service limited to a total of two consecutive terms. The Executive Board shall adopt procedures for the convening and administration of the Citizen Advisory Board. A citizen member may be removed from the Citizen Advisory Board by the Executive Board with or without cause upon a majority vote of membership of the Executive Board. 8. MEETINGS OF CITIZEN ADVISORY BOARD. a. Frequency. The Citizen Advisory Board shall meet as often as it deems necessary, but not less often than quarterly. b. Quorum. A quorum at any meeting of the Citizen Advisory Board shall consist of the Board members who represent a simple majority of the Board's membership. C. Action. No action may be taken except at a meeting where a quorum exists. Action by the Citizen Advisory Board requires an affirmative vote by a majority of those members attending a Board meeting where a quorum exists. No action shall be taken except at a meeting open to the public. 9. DURATION AND TERMINATION. This Agreement shall be of ten years' duration but shall continue in effect for subsequent five-year periods upon affirmative vote of a majority of the membership of the Executive Board. Any vote to continue the Agreement shall be taken not sooner than six months before, nor later than three months before, the end of the initial ten-year term or any subsequent five-year term. This Agreement may be terminated at any time by affirmative vote of a majority of the legislative bodies of the Parties to this Agreement. Upon termination of this Agreement, all property acquired during the life of the Agreement shall be disposed of in the following manner: (i) all property contributed without charge by any Party shall revert to the contributing Party; (ii) all property purchased by SEARCH after the effective date of this Agreement shall be distributed to the Parties based on each Party's pro rata contribution to the overall budget at the time the property was purchased; (iii) all unexpended or reserve funds shall be distributed to the Parties based on each Party's pro rata contribution to the overall budget in effect at the time the Agreement is terminated. 10. WITHDRAWAL. Any Party may withdraw from this Agreement by giving one year's written notice to the Executive Board, by December 31 in any year, of its intention to terminate, effective December 31 of the following year. Any Party withdrawing from this Agreement shall remain legally and financially responsible for any SEARCH interlocal - 5 02/26/09 61 obligation incurred by the Party pursuant to the terms of this Agreement during the time the withdrawing Party was a member of SEARCH. 11. BUDGET. The budget year for SEARCH shall be January 1 to December 31 of any year. On or before June 1 st of each year, a recommended budget and work plan for SEARCH for the next budget year shall be prepared, reviewed and recommended by the Executive Board and transmitted to each Party. The recommended budget shall contain an itemization of all categories of budgeted expenses and shall contain an itemization of the amount of each Party's contribution, including in-kind services, toward that budget. No recommended budget or work plan shall become effective unless and until approved by the legislative body of each Party and finally adopted by the Executive Board. Approval of the budget by a Party shall obligate that Party to make whatever contribution(s) is budgeted for that Party. Such contribution(s) shall be transmitted to SEARCH on a quarterly basis at the beginning of each quarter unless otherwise provided in the budget document. In the event that any party is delinquent by more than three months in the payment of its budgeted contribution, such party shall not be entitled to vote on matters before the Executive Board until such delinquency has been paid. 12. DUES, ASSESSMENTS AND BUDGET AMENDMENTS. Funding for the activities of SEARCH shall be provided solely through the budgetary process. No separate dues or assessments shall be imposed or required of the Parties except upon unanimous vote of the membership of the Executive Board and ratification by the legislative body of each Party to the Agreement. An approved budget shall not be modified unless and until approved by the legislative body of each Party and finally adopted . by the Executive Board; provided that, in the event a Party agrees to totally fund an additional task to the work program, not currently approved in the budget, the task may be added to the work plan and the budget amended to reflect the funding of the total cost of such task by the requesting Party, upon approval by a majority of the membership of the Executive Board without approval by the individual Parties. 13. LIABILITY OF MEMBERS. Each Party shall be jointly and severally liable for any claims, damages or other causes of action arising from the activities of SEARCH, its officers, employees and agents except as expressly set forth in Section 5 of this Agreement with regard to personnel directly provided to SEARCH by such Party; provided that, SEARCH shall take all steps reasonably possible to minimize the potential liability of the Parties, including but not limited to the purchase of liability, casualty and errors and omissions insurance and the utilization of sound risk management techniques. To the extent reasonably practicable, all Parties shall be named as additional insured on all insurance policies. 14. AMENDMENTS. Any amendments to this Agreement must be in writing, authorized by the legislative bodies of all Parties to this Agreement, and evidenced by the Authorized signatures of all Parties as of the effective date of the amendment. SEARCH interlocal - 6 - 02/26/09 62 15. ADDITIONAL PARTIES. Any South End jurisdiction having responsibility for planning or for providing affordable housing may, upon execution of the Agreement and approval of the budget and work plan by its legislative body, become a Party to this Agreement upon affirmative vote of a majority of the membership of the Executive Board. The Executive Board shall determine by a vote of a majority of its membership what, if any, funding obligations such additional Party shall commit to as a condition of becoming a Party to this Agreement. 16. SEVERABILITY. The invalidity of any clause, sentence, paragraph, subdivision, section or portion thereof, shall not affect the validity of the ra,'➢3,,;r�r provisions of the Agreement. 17. COUNTERPARTS. This Agreement may be signed in counte.,..i so signed, shall be deemed one integrated Agreement. 18. FILING AND EFFECTIVE DATE. This Agreement shall become effective upon approval by the legislative bodies of at least three cities and upon filing with the city clerk of each city which is a party to this Agreement, the King County Clerk, and the Secretary of State. Approved and executed this day of 200. Name of Party Approved as to form By: City of SEARCH interlocal - 7 - 02/26/09 63 City Attorney 64 xxxxxxxxxxxxxxxxx 0 �TTt(�C�DD m o �• c c c c c 9 j o - C O d c v 0 m o c= EF 3 0 tnm `4 s v c O1 Q _. (D 000 d O p C N 3 - O (D m N (D d O O N y Z N � O - o? Z, :2 Z 3 c ?(a oCD 0 Z n n o O CL 3 N m 0 m m D ffi.e l - (D o c (D C N o o N N (D o c o � O O G •� m 0 3 3 3 3 0 N 9 3< p (D O y 3 m m m m$>> 3 o 3 N V (0 c C N c 3 o w'N Z`N°D m o 0 - m o o o (D u _ _0 (D m N O O 0 l O co N O N m O `G `G C fp D) O > > cn IV (O f0 (D O 2 2 0 O C N ^' o o�o ZTO� O d o O N opCD - (D .N. (D (D j 0 (D '< nm x_ O -(D 1< N -{ N N 7 N O N j 7 D 0 Gi0 coN O U3 x .. 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Award: $203,750 in 2163 funding for non time-limited case management services and $100,350 in Section 8 rental subsidies from Seattle Housing Authority. • City of Seattle — Provide operating support to the Safe Harbors Homeless Management Information System hosted by the City of Seattle Human Services Department. Award: $300,000 in 2163 funding for program operations for one year. • Congregations for the Homeless — Create 18 units of permanent housing (eight units subsidized by state 2060 rent buy -down funding and 10 units subsidized by 2163) with on-site case management services in East King County for homeless adults leaving emergency shelter. Award: $409,000 in 2163 funding for rental subsidies and non time-limited case management services. • Domestic Abuse Women's Network (DAWN) — Create extended on-site case management and links to permanent housing for homeless survivors of domestic violence and their families in South King County. Award: $300,000 in 2163 funding for non time-limited housing stabilization and case management services. • Friends of Youth — Create six units of permanent housing subsidized by state 2060 rent buy -down funding with intensive on-site case management services for homeless young adults ages 18-24 in East King County. Award: $177,652 in 2163 funding for non time-limited case management services. • Solid Ground — Create extended on-site case management services and mental health support to formerly homeless families with children throughout King County who are at high risk of becoming homeless again. Award: $477,690 in 2163 funding for non time-limited case management and mental health services provided by Valley Cities Counseling and Consultation. • Valley Cities Counseling and Consultation — Create 14 units of permanent housing with intensive on-site support services for families with long histories of homelessness and multiple healthcare needs in South King County. Award: $640,500 in 2163 funding for rental subsidies. The project was jointly awarded funding from United Way of King County for case management services. • YMCA of Greater Seattle — Create 15 new units of permanent housing with on-site case management services located throughout King County and support services at a community based resource center in South Seattle for up to 200 homeless young adults ages 18-24 annually. Award: $400,000 in 2163 funding for rental subsidies and case management services and $66,900 in Section 8 rental subsidies from Seattle Housing Authority and $96,120 in Section 8 rental subsidies from King County Housing Authority. YWCA of Seattle -King County -Snohomish County — Create extended on-site case management services and links to permanent housing for homeless families with multiple barriers to housing stability that are moving from temporary housing to permanent housing throughout King County. Award: $352,735 in 2163 funding for case management services. c rIn meii Spring 2006 Funding Round • Archdiocesan Housing Authority - Create 15 units of permanent supportive housing at the Josephinum Apartments for chronically homeless, hard -to -engage women in downtown Seattle. Units are subsidized by state 2060 rent buy -down funding and mental health services are provided on-site through a subcontract with. Downtown Emergency Service Center (DESC). Award: $562,500 in 2163 funding for intensive on-site case management and mental health services. • Asian Counseling and Referral Service — Create 30 units of permanent housing with housing search assistance and on-site case management services, including bilingual case management to individuals struggling with mental illness and/or substance abuse issues in Seattle and King County. Award: $675,205 in 2163 funding for case management services, $792,000 in Section 8 rental subsidies from Seattle Housing Authority and $320,400 in Section 8 rental subsidies from King County Housing Authority. • Community House Mental Health — Create 15 units of permanent supportive housing at the Leighton Apartments in Seattle for adults with chronic mental illness. Award: $125,000 in 2163 funding for on-site case management services that will leverage Medicaid funding for mental health services and $486,900 in Section 8 rental subsidies from Seattle Housing Authority. • -Evergreen Treatment Services — Create 20 units of permanent housing in Seattle and new non time-limited intensive case management services to clients of the Public Health/Health Care for the Homeless Medical Respite Program. Clients will be low-income, chronically homeless disabled individuals who have histories of co-occurring substance use and mental health disorders. Award: $241,100 in 2163 funding for case management services and $792,000 Section 8 rental subsidies from Seattle Housing Authority. • Family Services of King County — Create 10 units of permanent "housing first" supportive housing for families with concurrent mental health and chemical dependency disorders in South King County. Award: $375,000 in 2163 funding for intensive case management services and $372,000 Section 8 rental subsides from King County Housing Authority. • Hopelink — Create ten units of permanent housing with on-site case management services to families exiting shelter and transitional housing in East King County. Award: $244,000 in 2163 funding for case management services. • Plymouth Housing Group — Create 95 units of permanent housing for homeless adults with multiple and complex disabilities and long histories of homelessness by graduating 95 long-term stable tenants out of their downtown Seattle service -rich "homeless" buildings into conventionally staffed but affordable units that recently received state 2060 rent buy -down funding. Award: $971,500 in 2163 funding for on-site case management services. • YWCA of Seattle -King County -Snohomish County - Create on-site case management services and links to permanent housing for some of the hardest to serve homeless families referred to the King County Housing Authority tenant -based Section 8 program, as well as to formerly homeless families that need case management support to maintain housing. Award: $143,000 in 2163 funding for housing search and case management services. 70 Page 2 of 2 King County Homeless Housing and Services Fund (HHSF), King County Veterans' and Human Services Levy (V -HS Levy), King County Housing Authority (KCHA), and Seattle Housing Authority (SHA) Section 8 Rental Assistance Awards Fall 2007 Funding Round • Archdiocesan Housing Authority — Create 15 units of affordable permanent housing and case ma h ement services Apartn Seattle. for hoadults exiting transitional housing at the Aloha Inn and moving o Award: $86,828 of HHSF funding annually for five years for case management services and rental assistance (8 units of housing) and 7 SHA Section 8 vouchers. • Archdiocesan Housing Authority — Create case management services linked to 25 neve units of permanent housing for homeless families at the Holden Street Apartments in Seattle. Award: $59,700 of HHSF funding annually for five years for case management services. • Catholic Community Services — Create 10 new units of affordable permanent housing and extended case management services for homeless young adults connected with the University District Youth Center in Seattle. Award: $45,113 of HHSF funding annually for five years for case management services and 10 SHA Section 8 vouchers. • City of Seattle — Provide operating support to the Safe Harbors Homeless Management Information System hosted by the City of Seattle Human Services Department. Award: $300,000 of HHSF for one year for program operations. • Domestic Abuse Women's Network — Create case management services linked to 6 new units of permanent housing in South King County. Award: $30,000 of HHSF funding annually for five years for case management services. • Downtown Emergency Service Center — Create onsite support services linked to 75 units of permanent supportive housing for chronically homeless adults at the Evans House Apartments in Seattle. Award: $114,006 of HHSF funding annually for five years for support services. • Downtown Emergency Service Center — Create onsite support services linked to 50 units of permanent supportive housing for chronically homeless adults, including veterans at the Rainier Apartments in Seattle. Award: $241,785 of V -HS Levy funding annually for five years for support services. • Eastside Interfaith Social Concerns — Create 10 new units of permanent affordable housing and case management services for homeless adults in East King County. Award: $85,690 of HHSF funding annually for five years for rental assistance and case management services. • Evergreen Treatment Services — Create 20 new units of permanent affordable housing and case management services (services will also be linked to an additional 37 units of housing paid for through other fund sources) for chronically homeless adults, including veterans in Seattle and King County. Award: $150,000 of HHSF funding for rental assistance and $185,246 of V -HS Levy funding for case management services annually for five years. 71 • Family Services of King County — Create 10 new units of permanent affordable housing for homeless adults and families in North and South King County. Award: $100,000 of HHSF funding annually for five years for rental assistance. • Hopelink — Create case management services linked to 8 new units of permanent housing for homeless families at a new apartment complex in Duvall in East King County. Award: $40,000 of HHSF funding annually for five years for case management services. • Saint Andrew's Housing Group — Create 8 new units of permanent affordable housing and case management services for homeless families at the 280 Clark Apartments in East King County. Award: $87,904 of HHSF funding annually for five years for rental assistance and case management services. • Sound Mental Health — Create 15 new units of permanent affordable housing and case management services for chronically homeless families in South King County. Award: $112,500 of HHSF funding annually for five years for case management servic 3s and 15 KCHA Section 8 vouchers. ■ Valley Cities Counseling and Consultation —Create 10 new units of permanent affordable housing, case management and employment services for homeless families and veterans in South King County. Award: $36,241 in HHSF funding and $26,729 in V -HS Levy funding annually for five years for case management and employment services and 10 KCHA Section 8 vouchers. ■ Vashon Youth and Family Services —Create 10 new units of permanent affordable housing and case management services for adults, families and young adults with mental health and chemical dependency issues on Vashon Island. Award: $80,000 of HHSF funding annually for five years for case management services and 10 KCHA Section 8 vouchers. ■ YMCA of Greater Seattle — Create 20 new units of permanent affordable housing and case management services for homeless young adults with mental health and chemical dependency issues in Seattle and King County. Award: $191,930 of HHSF funding annually for five years for case management services, 10 KCHA Section 8 vouchers, and 10 SHA Section 8 vouchers. ■ YWCA of Seattle -King -Snohomish County — Create 13 new units of permanent affordable housing and case management services for homeless families in Seattle. Award: $55,000 of HHSF funding annually for five years for case management services and13 SHA Section 8 vouchers. Page 2 of122 Final 12/05 ARCH WORK PROGRAM: 2006 PROJECT ASSISTANCE A. Oversight of Local Monetary Assistance ARCH Trust Fund. Review applications and make recommendations for requests of local monetary funds through the ARCH Housing Trust Fund process. Includes helping to coordinate the application process and use of funds for various programs. Also assist with preparing contracts for awarded projects and do quarterly progress reports on funded projects. Objective: Allocation of $1,000,000 or more through the ARCH Housing Trust Fund Process. Funding commitments to create or preserve a minimum of 75 units For the 'Parity Program', provide updated annual information to members, and achieve the base line goal for levels of direct assistance. Provide a variety of types of affordable housing as specified in the ARCH Trust Fund Criteria. For projects requesting Bellevue funds, provide housing which is consistent with the priorities set by the Bellevue Council in 1998. Evaluation of ARCH Trust Fund. Based on information collected during 2005, complete evaluation of Trust Fund in terms of maximizing local objectives, and if necessary, consider changes to the Trust Fund to respond to local conditions and address local needs. Centralized Trust Fund Account. Initiate a centralized trust fund that will consolidate all affordable housing trust fund monies in a single account and allow loan repayments to revolve back into affordable housing. Funded Proiects Follow-up. Monitor progress of funded projects and assist local staff with contracting and distributing funds, and ongoing monitoring of loans. King County / State Funding Programs Review and provide input to other funders for Eastside projects that apply for County (HOF, RAHP, HOME, etc) and State (Tax Credit, DCTED) funds. Includes providing input to the King County Home Consortium on behalf of participating Eastside jurisdictions. Participate in the 3 -year evaluation of the RAHP program. Objective: In consultation with County, local staff and housing providers, seek to have funds allocated on a countywide basis by the County and State allocated proportionately throughout the County including the ARCH Sphere of Influence. B. Special Projects This includes a range of activities where ARCH staff assist local staff with specific projects. Activities can range from feasibility analysis, assisting with requests for 73 A44cA,w,emf D proposals, to preparation of legal documents (e.g. contracts, covenants). Following is -a list of several specific projects that are already underway. One of ARCH's priorities for the coming year is to be available to assist cities as they assess other potential special projects that arise. Surplus Property. Several members have expressed interest in doing a more detailed analysis of publicly owned properties that would include analysis of sites that are not formally surplus but may become surplus in the near future or are underutilized in their current use. One potential use of surplus property is for the HomeChoice Way NE ownership initiative. Objective: Identify one or more specific sites on the eastside to be made available for housing. Preserving HUD Financed Housing ARCH will continue to monitor changes affected by Congress, and, if needed, will work with local staff to assess potential ways to preserve existing affordable housing. ARCH will continue to actively pursue efforts to directly assist developments in order to preserve existing affordable housing. Objective: Continue to explore potential roles and opportunities for local government to preserve affordability. Solicit support from federal legislators to maintain funding for Section 8 and other HUD housing programs. Metro Park n' Ride/Transit Sites. ARCH staff will continue to work with local staff on exploring the feasibility of pursuing housing projects on Park n: Ride or transit oriented lots. Sites in Woodinville, Redmond, and Kenmore are communities -with specific sites that were being evaluated in 2005. As needed ARCH staff will assist City, County and transit staff with feasibility analysis, and if applicable, project development. Objective: Complete feasibility work for the Kenmore, and have a development team and project proposal selected for one or both sites. Assist Redmond with administering affordability requirements associated with the downtown Redmond Park n Ride site. Issaquah Master Planned Development Sites. Both the Issaquah Highlands and Talus master planned developments (MPD) include 'land set-aside' that are reserved for the development of affordable housing for a specified period of time. ARCH will work with City staff to identify. developers of the land 'set-aside' parcels and assist as needed with specific aspects of these parcels. Objective: To assist as needed with privately developed portion of the affordable housing required in Talus, and begin work on a second set aside parcel in Issaquah Highlands. Reserve Fund Innovative Program. In the past, ARCH has used its reserve funds to provide unsecured predevelopment loans for innovative projects being sponsored by communities (e.g. Greenbrier (Woodinville), Coast Guard Site). In addition to these projects, ARCH will work with local staff and the broader community to identify other potential new innovative projects. 2 �. 74 Objective: Identify a site for the ownership initiative and begin community design process. Foreclosure Sales. ARCH staff will continue to attempt to monitor foreclosures in east King County. In the past, foreclosures have been infrequent in east King County. Given changes in lending practices the past few years, this could potentially become more of an issue for affordable ownership housing created through local land use regulations. Strategies to proactively respond to such foreclosure could be developed In 2006 Objective: In the event of known foreclosures, contact local jurisdiction and potentially interested developers, and to preserve existing affordable homes. Develop a strategy to respond to foreclosures in affordable ownership unii<_= created through local regulatory efforts. II. HOUSING POLICY PLANNING A. Local Planning Activities Community Forum/Discussions. Local housing providers are interested in holding conversations with local elected officials and community leaders to discuss local housing issues and potential local actions. These forum(s) would be scheduled by the housing providers, and ARCH staff would attend and assist city staff with following up on ideas generated from these forums. In addition to these forums, each member jurisdiction will schedule study session time to allow councils to discuss local housing issues and potential responses. For several cities this could coincide with adopting a housing strategy plan. Objective: Provide opportunity for elected officials to remain updated on housing issues and provide direction for local housing efforts. Legislative Items a) State property tax exemption program Revisions to existing legislation (RCW 84.14) that allows a ten-year exemption for multifamily housing in mixed use areas could increase the effectiveness of this program in East King County cities. ARCH is exploring two changes: 1) to reduce the minimum city size that can use this program (currently 30,000); and 2) allow cities to offer partial exemptions. ARCH staff will work with local and State officials to propose legislative changes to RCW 84.14. b) State Legislation related to regulatory strategies for affordable housing. Several bills were introduced last year related to density incentive programs for affordable housing, and accessory dwelling units. These bills, or other forms of these bills could significantly impact local communities. ARCH staff will track progress on this issue and report key developments to member cities. c.) Federal Funding Support. (See Special Project, Preserving HUD Financed Housing 75 Housing Background Information. Historically, ARCH has provided a range of housing and demographic information for its members. On an annual basis, ARCH will continue to provide updated housing data information as available. Objective: Continue to keep member jurisdictions and the broader community aware of local housing conditions as input for jurisdictions to evaluate current and future efforts to meet local housing objectives. ADU Community Outreach. Several years ago, ARCH took the initial steps to develop a marketing and technical assistance program for Accessory Dwelling Units (ADU). The goal for the upcoming year is to broaden the scope of the program by using information from the ADU demonstration project, and working with the County to develop a ADU loan program to in;;; -ease ADU opportunities for lower income and/or disabled persons. In addition, as needed, ARCH staff will assist local staff with assessing and modifying existing local ADU regulations. Objective Increase general community awareness of ADU's and provide basic information to help those interested in creating an ADU. Eastside Homebuyer Assistance Program. In late 20x5 the House Key Plus ARCH downpayment assistance program was launched with funding from many East King County cities, King County and the Washington. Housing Commission. In 2006 the objective is to complete the first round of loans, assess the effectiveness of the program, and if shown to be effective, seek additional funding. Objective Allocate all funds set-aside for the downpayment program and assess long term viability and potential modifications to the program. If deemed successful, seek additional funding to extend the program. Local Code Updates: ARCH jurisdictions are updating land use, zoning and other codes in order to implement policies identified in their Comprehensive Plans. ARCH staff will continue to assist local staffs in these efforts. Following are specifically identified areas that ARCH will assist local staff with accomplishing. Objective: Assist local staff with completion of the following updates of local codes and specific plans: Bellevue Assist City staff as needed with Bellevue's planning initiatives that emerge from the update of the Housing Element. (e.g. updates to ADU regulations, more innovative forms. of housing.) Assist City staff with researching potential incentives to encourage work force housing in the Downtown. Assist City staff to evaluate long term options for the Landmark property which was purchased in 2002 by the King County Housing Authority. This may not occur until after 2006. 4 irl Bothell Clyde Hill Issaquah Assist City staff with revising their Housing Element and with preparing a Housing Strategy Plan. Assist City staff and Planning Commission with update to the Downtown Plan, specifically providing assistance on components related to housing and affordable housing. This will include ARCH staff participating in the Downtown Resources Group and the Housing/Affordable Housing Round Table. Assist City staff with a general review of housing regulations. Assist City with rental of City's affordable rental unit. Assistance is anticipated for the following projects: Talus: Assist in administering the first group of the Phase If affordable rental and owner units. Issaquah Highlands: Monitor the implementation of the Issaquah Highlands affordable housing development agreement. This includes monitoring annual progress toward achieving affordability goals; providing information to developers on -details about how the program is implemented, beginning work on a second set-aside parcel Assist City staff with the implementation of policies outlined in the Comprehensive Plan Housing Element, such as incorporating cottage housing into the Land Use Code, providing incentives for special needs housing in the Land Use Code, and creating and implementing a work plan for providing sufficient land for housing. Kenmore Downtown Site. Assist with the review of responses to the City's RFQ for their Downtown site. Also assist staff with the public process associated with the design and feasibility work associated with the Downtown site. Kirkland Downtown Plan /LakePointe: As needed, work with City staff to implement the requirement to provide affordable units in the downtown area and/or the LakePointe master planned development. Housing Regulations: Assist city staff with their update of its zoning and subdivision codes as they relate to housing and housing affordability. Assist City staff with follow-up work related to the recommendations of the Housing Task Force. This will include developing regulations to encourage affordable housing as part of market rate housing development, analyzing the. outcome of the innovative housing demonstration projects and preparing 5 77 Mercer Is. Newcastle Redmond permanent innovative housing regulations, preserving existing affordable housing, developing regulations for duplexes and triplexes that fit in single-family zones, and using a small surplus city property for innovative housing (e.g. cottages). Assist City staff with housing issues as part of neighborhood plan updates. Assist staff to evaluate incentive programs to include affordable housing within new developments, particularly in the Town center. . Assist City Staff and Planning Commission with updating the Housing Strategy Plan, and with initial implementation of high priority strategies. Assist City staff with final adoption of the Housing Strategy Plan and with initiai implementation of high priority strategies. Assist City staff in reviewing development agreements for any project that would include an affordable housing requirement, including those related to the Community Business Center. Help with update of housing regulations related to the update in the Housing Element of the Comprehensive Plan that -are part an overall housing initiative, that will result in the development of a package of policy and regulatory reforms to help increase the supply and diversity of new housing. Continue to assist with negotiating, and administering the provision of affordable housing in developments required to provide affordable housing units pursuant to city regulations. Help with the development of an incentive package to encourage affordable housing. May include help with convening a panel of builders and developers to speak to the Planning Commission. Assist in making ADU presentation to Grass Lawn Neighborhood Association pursuant to Neighborhood Plan policy. Assist in implementing and analyzing the outcome of an innovative housing ordinance and pilot program and preparing regulatory amendments to allow innovative styles or housing products that are deemed appropriate in Redmond. Woodinville Continue work to assist City staff and Planning Commission with ways to encourage housing in the Downtown/Little Bear Creek Master Plan area. Sammamish The City has completed its Housing Plan as part of adopting its first 78 Comprehensive Plan and is now working on a number of related initiatives . ARCH staff will assist City staff on several of these efforts including: • Prepare a Housing Strategy Plan which will identify and prioritize strategies the City can take to achieve policies in their housing element. • Assist with background research and community process associated with housing components of the Town Center plan. • Assist with initial implementation of high priority strategies identified in the Housing Strategy Plan. These may include items such as evaluating existing regulations and efforts to encourage Accessory Dwelling regulatory incentives to include affordable units within private developments, innovative housing demonstration program. King County See Regional/Planning Activities below. Complete standard covenants, and monitor the implementation of the Northridge/Blakely Ridge affordable housing development agreement. This includes monitoring annual progress toward achieving affordability goals; and providing information to developers on details about how the program is implemented. General Assistance. In the past, there have been numerous situations where member staffs have had requests for support on issues not explicitly listed in the Work Program.. Requests range from technical clarifications, to assisting with negotiating agreements for specific development proposals, to more substantial assistance on unforeseen work. ARCH sees this as t: a valuable service to. its members and will continue to accommodate such requests to the extent they do not jeopardize active work program items. B. Regional/Countywide Planning Activities Affordable Housing Tracking System The Growth Management Act/Countywide affordable Housing Policies call for jurisdictions to track the development/preservation of housing affordable to low and moderate income families. This work is being coordinated through the Benchmarks Task Force. ARCH staff will continue to assist cities and the County with collecting data needed for Benchmarks. Objective: Collection and analysis of data as specified in Benchmark Task Force report. Maintain an eastside housing database for storing benchmark and related housing data. The database should allow the creation of standardized reports, yet be flexible enough to also meet the individual reporting needs of members. This database will be updated to include permit data and funding activities from 2005. County -Wide Housing Committees. Support local staff by providing staff support as needed to 'regional'/statewide working groups/committees, and disseminating key information back to local staffs. Groups include the Growth Management Planning Council (GMPC), the McKinney review team, and DCTED Housing Trust Fund Policy Advisory Team. 79 Committee to End Homelessness (CEH). Anticipated work of the CEH in the coming year include: endorsements of the 10 Year plan by local governments and other groups; evaluating ways to more effectively use existing resources; develop guidelines and allocate the initial round of HS 2163 funds, and initiating several specific proposals for East King County. ARCH staff work on the 10 Year Plan could include providing staff support to cities who are reviewing the plan and/or providing staff support to the Interagency Council. Another role could be to assist With creating an ongoing dialogue and planning effort within East King County of agencies and providers to better coordinate local efforts to tie into the work of CEH. Objective: Keep member jurisdictions informed of significant regional issues and pending legislation that could affect providing housing in East King County. Ensure that perspectives of communities in East King County are addresse-: in regional housing activities, including the Committee to End Homelessness. Have one or more specific local programs initiated as part of the 10 Year Pian to End Homelessness. III. HOUSING PROGRAM IMPLEMENTATION Monitoring Affordable Units. Administer ongoing compliance of affordability requirements. This includes affordable housing created through land use approvals and through direct assistance (e.g. Trust Fund allocation, land donations) from member jurisdictions. Some projects also require monitoring of project cash flow related to loans made by jurisdictions to projects. Other public funders are becoming increasingly interested in monitoring efforts, and are exploring ways to cooperate with one another with monitoring. Objective: Ensure projects are in compliance with affordability requirements which involves collecting annual reports from projects; screening information forrcompliance, and preparing summary reports for local staffs. To the extent possible this work shall: o Minimize efforts by both owners and public jurisdictions; o Coordinate ARCH's monitoring efforts with efforts by other funding sources such as using shared monitoring reports; o Utilize similar documents and methods for monitoring developments throughout East King County. o Ensure accurate records for affordable ownership units, including audit units for owner occupancy and proper recording of necessary documentation. o Establish working relationship with other public organizations that can help assess how well properties are maintained and operated (e.g. code compliance, police, and schools). Mailing List of Low/Moderate Income Households Maintain a list of families potentially interested in affordable housing (both rental and ownership) created through the efforts of the participating jurisdictions. Objective:. Maintain lists of affordable housing in East King County, and making that available as needed to people looking for affordable housing. M Maximize use of the ARCH web site to assist persons looking for affordable housing. Relocation Plans. Assist as necessary with preparing relocation plans and coordinate monitoring procedures for developments required to prepare relocation plans pursuant to local or state funding requirements. Objective: Maximize efforts to ensure that existing households are not unreasonably displaced as a result of the financing or development of new or existing ho gs i <; IV. SUPPORT/EDUCATION/ADMINISTRATIVE ACTIVITIES Education/Outreach. Education efforts should include 'Big Picture' subject matters and, rn so. -Ile cases, tie into efforts related to public outreachfinput on regional housing issues. Howey , much of ARCH's outreach/education work will occur through work with individual members on local housing efforts. Potential outreach tools include the ARCH video, a display board, a portfolio of successful projects, ARCH brochure, and housing tours. Objective: With the assistance of the broader community, develop education tools to inform councils, staffs and the broader community of current housing conditions, and of successful efforts achieved in recent years. ARCH Web site. This site will be primarily geared to those utilizing programs administered through ARCH (e.g. listing of available rental and ownership affordable units, application for Trust Fund, consumer information on Accessory Dwelling Units, linkages to other housing related services in the community). There is some information on the site related to local housing issues and efforts, and it is hoped that this will be expanded in the coming year through materials developed as part of ARCH's grant from the Innovations in American Government Award. Objective: Maintain the ARCH web site and complete the community outreach portion. Make presentations, including housing tours, to at least 10 community organizations. Media coverage on at least six topics related to affordable housing in East King County related to work done by Cities/ARCH and articles in local city newsletters. Advice to Interested Groups Provide short-term technical assistance to community groups, churches and developers interested in community housing efforts. Meet with groups and provide suggestions on ways they could become more involved. Objective: Increase awareness of existing funding programs (e.g. rental rehab) by potential users. Increase opportunities of private developers and Realtors working in partnership with local communities on innovative/affordable housing. 81 Administrative Procedures. Prepare quarterly budget performance and work program progress reports. Prepare the Annual Budget and Work Program. Staff the Executive and Citizen Advisory Boards. Objective: Maintain a cost effective administrative budget for ARCH, and keep expenses within budget. Administrative costs should be equitably allocated among ARCH's members. Maintain membership on the ARCH Citizen Advisory Board that includes broad geographic representation and wide range of housing and community perspectives. C:\Data\ARTF1LES\GENERAL\Monitor&Workprogram&Budget\2006\Workprogram06 Final 12-2-05.Doc 10 2006 ARCH Administrative Budget Final 12/3/05 I. ANNUAL OPERATING EXPENSES Item 2005 2006 Change Change Budget Budget Budget Percent Staffing s Housing Manager $90,672 $95,244 $4,571 5% Benefits $18,611 $21,360 $2,749 15% Housing Planner $67,856 $70,698 $2,842 4% Benefits $16,493 $18,656 $2,163 13% Housing Planner II $53,944 $57,809 $3,865 7% Benefits $15,317 $17,347 $2,030 13% Clerkl $50,014 $44,094 ($5,920) -12% Benefits $14,934 $15,846 $912 6% Part time ClerkR $20,521 $21,190 $668 3% Benefits $11,790 $12,847 $1,057 9°/U Sub -Total $360,153 $375,091 $14,938 4% Rent at Family Resource Center $10,630 $11,120 $490 5% Utilities Incl ^ Incl ^ NA NA Telephone $2,575 $2,575 $0 00/0 Other Expenses TraveVrraining $2,000 $2,000 $0 00/0 Auto Mileage $2,060 $2,225 $165 8"/u Copier Costs $2,000 $2,090 $90 5% Office Supplies $1,970 $2,029 $59 3% Office Equipment $4,400 $4,400 $0 00/0 Fax/Postage $2,266 $2,334 $68 3% Periodical/Membership $3,358 $3,450 $92 3% Misc.(e.g. events,etc) $2,000 $2,000 $0 0°/U Insurance $5,096 $5,800 $704 14% Capital Equipment $0 $2,870 $2,870 NA Sub -Total $25,150 $29,198 $4,048 16% TOTAL $398,508 $417,983 $19,476 5% • Actual salary increases based on Bellevue's approved Cost of Living Adjustment. (Draft budget COLA= 2.07%) �1-�- 83 II. ARCH ADMINISTRATIVE BUDGET: 2005 IN-KIND CONTRIBUTIONS Salary Manager Benefits Associate Planner Benefits Assistant Planner Benefits ClerkI Benefits ClerkIl Benefits Sub -Total Rent at Family Resource Center Utilities Telephone Sub -Total TravelfFraining Auto Mileage Copier Costs Office Supplies Office Equipment Fax/Postage Periodical/Membership Misc. Insurance Annual Cost $95,244 $21,360 $70,698 $18,656 $57,809 $17,347 $44,094 $15,846 $21,190 $12,847 $375,091 $2,575 $2,000 $2,225 $2,090 $2,029 $4,400 $2,334 $3,450 $2,000 $5,800 $29,198 $417,983 Value of In -Kind Contribution Bellevue King County $95,244 $21,360 $116,603 84 $0 Required Cash $0 $0 570;598 518,656 $57,809 $17,347 $44,094 $15,546 $21,190 $12,847 $258,487 $11,120 NA $2,575 $2,000 $2,225 $2,090 $2,029 $4,400 $2,334 $3,450 $2,000 $5,800 $26,328 $301,380 III. ARCH ADMINISTATIVE BUDGET: RESOURCE DISTRIBUTION A. Cash Contributions 2005 2006 Change Percent Change Bothell $31,490 $33,064 $1,574 5.0% Issaquah $11,810 $12,400 $590 5.0% King County $40,757 $42,795 $2,038 5.00le Kirkland $48,024 $50,425 $2,401 5.00/0 Mercer Island $24,011 $25,211 $1,201 5.00/0 Newcastle $8,003 $8,403 $400 5.0% Redmond $48,024 $50,425 $2,401 5.0010 Woodinville $9,560 $10,038 $478 5.0010 Beaux Arts Village 51,261 $1,324 $63 5.00/° Clyde Hill $2,137 $2,244 $107 5.0010 Hunts Point $1,261 $1,324 S63 5.0% Medina $2,137 $2,244 5107 5.0010 Yarrow Point S1,261 51,324 $63 5.0010 Sammamish $37,113 $38,968 $1,856 5.0% Kenmore $20,243 $21,256 $1,012 5.0010 TOTAL $287,091 $301,445 $14,355 B. In -Kind Contributions 2005 2006 Change Percent Change Bellevue $111,371 $116,603 55,232 4.7% Newcastle SO $0 $0 Redmond $0 $0 $0 Woodinville $0 $0 SO Yarrow Point" $0 $0 $0 TOTAL $111,371 $116,603 $5,232 4.7% C. Total Contributions 2005 2006 Change Percent Change Bellevue $111,371 $116,603 $5,232 4.7% Bothell $31,490 $33,064 $1,574 5.0% Issaquah $11,810 $12,400 $590 5.0% King County $40,757 $42,795 $2,038 5.0019 Kirkland $48,024 $50,425 $2,401 5.0% Mercer Island $24,011 $25,211 $1,201 5.0% Newcastle $8,003 $8,403 $400 5.0% Redmond $48,024 $50,425 $2,401 5.0% Woodinville $9,560 $10,038 $478 5.0010 Beaux Arts Village $1,261 $1,324 $63 5.0% Clyde Hill 52,137 $2,244 $107 5.0% Hunts Point $1,261 $1,324 $63 5.0% Medina $2,137 $2,244 $107 5.0% Yarrow Point $1,261 $1,324 $63 5.0% Sammarriish $37,113 $38,968 $1,856 5.0% Kenmore $20,243 $21,256 $1,012 5.0% TOTAL $398,462 $418,049 $19,587 4.9% TOTAL COSTS $398,508 $417,983 $19,476 4.9% BALANCE ($46) $65 L.*m 86 COUNCIL MEETING DATE: April 21, 2009 ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: FEDERAL WAY COMMUNITY CENTER MARKETING AND STRATEGIC COMMUNICATIONS PLAN IMPLEMENTATION POLICY QUESTION: Should the Council approve the proposal from Cipalla Communications for the Federal Way Community Center Marketing and Strategic Communications Plan implementation? COMMITTEE: PRHSPSC MEETING DATE: April 14, 2009 CATEGORY: ❑ Consent ❑ Ordinance ❑ Public Hearing ® City Council Business ❑ Resolution ❑ Other STAFF REPORTBY: Mary Faber, Recreation and Cultural Svcs. Sunt. DEPT: PRCS On June 17, 2008, the Federal Way City Council approved the idea of creating a Strategic Communications and Marketing Plan and Budget for the Federal Way Community Center. The City hired Cipalla Communications for $30K and the firm worked with an internal team of City staff to complete the work between July and December 2008. On February 3, 2009 the City Council approved the request to move forward with the implementation of the plan with an approved budget of $80k. A Request for Proposals (RFP) for the development of creative materials for print and electronic communications was completed. Cipalla Communications Inc. scored the highest of the submittals. The budget for this element of the plan is $50k. The remaining balance of $30k will be used for printing, mailing and advertising costs. Attachments:. 1. Staff background Memo 2. RFP 3. RFP Submittals Options Considered: 1. Authorize acceptance of the Cipalla Communications Inc. Request for Proposal and authorize staff to negotiate an agreement for $50k for the development of creative materials for print and electronic communications. 2. Provide alternate direction to staff. ........._._._......... _.............._... _._......._......... --- ...... _.... _.___....____..___.._ ____.._..._...__..... STAFF RECOMMENDATION: Staff recommends Council approval of option 1. CITY MANAGER APPROVAL: DIRECTOR APPROVAL: ✓.i -- to Committee to Council to Committee To Council COMMITTEE RECOMMENDATION: Forward the proposal to City Council for approval on April 21, 2009. Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: "I move approval of option 1, and authorize staff to negotiate an agreement for $50k with Cipalla Communications, Inc. for the development of creative materials for print and electronic communications. " (BELOW TO BE COMPLETED BYCITY CLERKS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL # ❑ DENIED tsT reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ MOVED TO SECOND READING (ordinances only) 87 ORDINANCE # REVISED — 02/06/2006 RESOLUTION 9 RIM CITY OF Federal Way PARKS, RECREATION AND CULTURAL SERVICES MEMORANDUM DATE: April 6, 2009 TO: Parks, Recreation, Human Services & Police Council Committee FROM: Mary Faber, Recreation and Cultural Services Superintendent VIA: Neal J. Beets, City Manager SUBJECT: Federal Way Communications and Strategic Plan Implementation Background: At the February 3, 2009 Council meeting City Council approved moving forward with the implementation of the Federal Way Community Center Marketing and Strategic Plan Implementation. A Request for Proposal was completed for the creative development of the visual look and feel, a visual library; development of print communications including flyers, brochures, rack cards and schedules; development of electronic communications such as web pages, e -newsletter and development of an advertising plan. Following a public submittal period, six proposals were submitted: Market Me Now Cipalla Communications, Inc. Yvonne San Luis Design Enhanced Visual Images, Inc. in house communications studiovertex A selection panel comprised of three members evaluated the written proposal and participated in an oral interview with each of the respondents. The review committee was: Doug Nelson, Recreation Supervisor Linda Farmer, Communications and Government Affairs Manager Mary Faber, Recreation and Cultural Services Supt., City of Federal Way The following table outlines the outcome of the evaluation of the Request for Proposals 89 a - LL IL ^M I..L U N cu L VJ 70 c cu 0) L ccu G U U LL N M Cl) N N N .- .- r` .- ti M Cl) LO J U N N c C O } O (n l0 O (n 0 O O O CO (P a1 M O O O 7 U) O (- N (0 O N (f) N (O O to (O m 00 O O 3 O 00 Z a� Q) Y O (f) i-(0 N O aD r- O N O 1� O (f') .4 N O N O O O N N O � O O S c O O (O O a0 r O N O 00 e0 (O (O O r O N N O (O N 4) N V C w cd M M M N N N M O to (O N M d' 00 I U N C_ Cl) N O a N rn coO a a C: o ` d CL o 0 v � m E 0 0 CL 0 o m a. o m c m — m E c O o U � o N L > w c O 3 m > d M 'U) N M N M U N M t N M N M %n N in %n N in N _in N %n C _tn to C in in _in QY N N 41 O () N N N d N N O 0 Vl d w c (4 a C (6 s c (0 n. 'i a. C (O a C (9 s C (4 o- E i= C (4 a C (6 a c (Q a i a C m a C (6 a C (4 a W L o C (6 a C m a C (6 a- ��.. O 04 N M 90 AT (n I. H. Q CITY OF FEDERAL WAY REQUEST FOR PROPOSALS FEDERAL WAY COMMUNITY CENTER MARKETING AND STRATEGIC PLAN? IMPLEMENTATION PURPOSE OF REQUEST. The City of Federal Way, Washington, ("City") is requesting proposals to contract with a marketing firm to design creative materials for the Federal Way Community Center's Marketing and Strategic Plan. The City's needs are outlined in the following Reddest Proposals ("RFP"). TIME SCHEDULE. The City will follow the following timetable, which should result in a selection o a rig. mid-April. Issue RFP Deadline for Submittal of Proposals 2:00 pm Interview Finalists Preliminary Selection of Firm Notify Firm Selected INSTRUCTIONS TO PROPOSERS. A. All proposals should be sent to: Jeri -Lynn Clark City of Federal Way Purchasing 33325 8th Ave. S. P.O. Box 9718 Federal Way, WA 98063-9718 (253) 835-2526 March 10, 2009 March 24, 2009 March 27, 2009 April 1, 2009 April 22, 2009 B. All proposals must be in a sealed envelope and clearly marked in the lower left-hand corner: `.`RFP — Federal Way Community Center Marketing and Strategic Plan Implementation" C. All proposals must be received by March 24, 2009 at 2:00 p.m. PST, at which time they will be opened. Three (3) copies of the RFP must be presented. No faxed, telephone, or e- mail proposals will be accepted. D. Proposals should be prepared simply and economically, providing a straightforward, concise description of provider capabilities to satisfy the requirements of the request. Special bindings, colored displays, promotional materials, etc. are not desired. Emphasis should be on completeness and clarity of content. Use of recycled paper for requests and -1- 91 any printed or photocopied material created pursuant to a contract with the City is desirable whenever practicable. Use of both sides of paper sheets for any submittals to the City is desirable whenever practicable. E. The Recreation and Cultural Services Superintendent or representative will notify the preliminary selection of firm selected on April 1, 2009. F. All proposals must include the following information: a. The names of individuals from those firms who will be working on the project and their areas of responsibility, including the individual(s) responsible for administering the Federal Way contract, designing creative materials, and maintaining contact with the City. b. Specific experience of individuals relative to the proposed project, including the individual(s) responsible for administering the Federal Way contract, designing creative materials, and maintaining contact with the City. c. A proposed outline of tasks, products and project schedule, including the number of hours required to complete each task or product. d. A proposed budget based on the above outline of tasks, products and schedules. e. References. W. SELECTION CRITERIA. Factor Weight Given 1. Responsiveness of the written proposal to the scope of service. .35% 2. Price. 20% 3. Time Schedule for Completion of Tasks 15% 4. Proven history of successfully of completing contracts of this type, sample materials, meeting projected deadlines and experience in similar work. 15% 5. Oral Interviews 15% Total Criteria Weight 100% Each proposal will be independently evaluated on factors 1 through 5. -2- 92 V. TERMS AND CONDITIONS. A. The successful proponent will be required to possess or to obtain a City Business License. B. The City reserves the right to reject any and all proposals, and to waive minor irregularities in any proposal. C. The City reserves the right to request clarification of information submitted, and to request additional information from the respondent. D. The City reserves the right to award the contract to the next most qualified entity, i i, !J- awardee vendor does not execute a contract within thirty (30) days after being awarded as' ie most qualified entity. E. Any proposal may be withdrawn up until the date and time set above for suhiiiit-,i proposal. Any proposal not so timely withdrawn shall constitute an irrevocable oll.�'t., period of ninety (90) days to sell to the City the services described in the =. t ;; _; .i specifications, or until one or more of the proposals have been approved by the City administration, whichever occurs first. F. The City shall not be responsible for any costs incurred by the respondent in preparing, submitting or presenting its response to the RFP. G. If no single proposal satisfactorily meets the criteria above, the City may choose to award this proposal to more than one proponent, or to award only part of this proposal, whichever is in the City's best interests. VI. SCOPE OF SERVICES. Background In March of 2007, the City of Federal Way (City) opened the Federal Way Community Center (Center). The 72,000 square -foot facility features two pools, a climbing pinnacle, gym bays, community rooms, class space, daycare, a fitness center, group exercise classes, rental space for special events and meetings, and much more. An abundance of natural light showcases the building's modern architecture and sets off its location in wooded Celebration Park. Although overall attendance was good and most visitors to the Center ranked the building and its offerings as excellent, first year of revenue fell below City expectations. In order to increase the Center's visibility and stature in the community, the City in 2008 hired an outside firm to complete a communications audit and to craft a Strategic Communications Plan that would work hand-in-hand with its business model which is designed to increase pass sales, daily drop -ins and rentals. Research shows the Center needs to develop a stronger, more consistent brand and implement a comprehensive communications strategy that standardizes its fragmented communications as well as integrates its print, broadcast and interactive marketing efforts. As part of the Strategic Communications Plan, a new identity was established in the form of a logo and -3- 93 tagline: "It all happens here. " The Strategic Communications Plan also identified four key audiences and a set of key messages tailored to each of those audiences: • Pass -holders and drop -ins • Rental customers • Community Center patrons (those who use the free side of the facility) • Media The Strategic Communications Plan has more detail about the key messages and other work done to support the Center's new identity. The City strongly encourages responders to this RFP to use the plan as a basis for their submissions. SuIII!ested Production Schedule The Center is headed into its second -busiest time of year: summer. The production schedule submitted should be designed to get visibility in time for the summer rush. Focus should be on strategies that can promote summer specials and can highlight awareness of the facility among Federal Way area residents as a great drop-in center for families with children or out-of-town visitors. While the Center's business objectives include goals to increase the number of pass -holders, drop -ins and rentals, the summer is a perfect time to capture the drop-in market. Deliverables Task 1: Visual Look and Feel. Create a visual look and feel for Center communications based on the identity work done in the Strategic Communications Plan and specifically the new logo and tagline, "it all happens here." The look and feel should be lively, creative and represent the excitement, passion and care for the community that exists at the Center. The visual look and feel will be applied across all communications vehicles. • The Contractor will provide an assortment of different examples of a look and feel to the City for approval, but not less than two choices. • The look and feel should include a recommended set of fonts, a color palette (to complement the color used in the Center's logo), and other graphic elements as warranted. Once a final look and feel has been chosen, the contractor will provide usage guidelines. These usage guidelines will complement the City's new Graphic Standards Guide that governs the City's logo as well as co -branded applications (City and Center, for example). Task 2: Visual Library. Working with a professional photographer, develop a base of original images that captures the vibrant offerings of the Center, the diversity of people who enjoy the facility, and the building itself. Based on planning for tasks 1 through 6, identify a list of key images needed, and work with Center staff to create an initial bank of signature photos that can be used over the next few years on key communication pieces and the Web site. For example, photos that illustrate the personal or human element inherent in activities at the Center including but not limited to sports activities, weddings and business rentals, senior gatherings, teen activities and community life. Custom shots that embody the tagline are also desired. Original high quality photography will be a key element of communications from the Center. 94 Task 3: Boilerplate description of the Community Center. Create boilerplate language for the Center that can be used in a variety of settings from news releases and rack cards to flyers and coupons. Task 4: Print Communications. Develop a full suite of print communication materials that will help the Center reach its goals of raising visibility and stature in the community as well as meet its business revenue expectations. Note: all communications should embody the chosen look and feel in some manner to signify they are all part of the same family of communications. 4.1. Seasonal Pass Holder Promotions (4): The Center offers four seasonal pron �)tlor, the year. Write and design four oversized (9 x 6) direct-mail postcards specifically addres 111s these promotions, with the emphasis on completing the summer promotion first: • Summer 2009 • Fall 2009 • Winter 2009-2010 • Spring 2010 4.2. Community Center Presentation Folder (1). Develop a standard -size, pre-printed, fully branded folder with business card cutout that can be used for all types of event activities such as rentals (family birthdays, weddings, and corporate meetings), and sporting events (swim meets basketball tournaments) in addition to special packages, parties and promotions. The presentation folder would be ordered in mass quantities to save on printing costs. 4.3 Community Center Rack cards (4). Write and design four separate, standard -size rack cards that are activity and audience -focused. Photography and text should focus on the specific activity/audience and encourage a call to action. • Swimming • Fitness and Recreation (Group exercise, fitness center, climbing wall, gym, jogging track) • Teens • Seniors 4.4 Community Center Schedule templates (24). Re -write and re -design the current facility schedule to be professional, yet simply designed templates that staff without a graphic design background can easily update and re -print. Include boilerplate language. Recommend a standard size. Both 8.5 x 11 and half -sheets have been used in the past. Design four seasonal versions of each schedule template so it is easier for patrons to tell that they have the updated version. The schedules are: • Pool • Swimming Lessons • Group Fitness • Gymnasium • Climbing Pinnacle • Walk/Jog Track -5- 95 4.5. Community Center Rate -sheet template (1). Re -write and re -design the current rate sheet that covers pass -holder and drop-in fees (not rental charges). Include promotional introductory copy that highlights at least one of the premiere benefits of being a pass -holder no joining or initiation fees, for example. Streamline the presentation of rates. List only the resident prices and include a footnote that states non-residents will be charged slightly higher rates. The template design should be professional, yet simple enough that staff without a graphic design background can easily update and re -print. Recommend a standard size. Both 8.5 x 11 and half - sheets have been used in the past. 4.6. Community Center Templates for coupons and passes (2). Create two different templates for regular coupon promotions and pass deals. The templates should be consistent with the current size (6.5 x 2.78) and should be cleanly designed for easy modification to smaller formats—such as when the coupons/passes appears in the City's quarterly newsletter. 4.7. Community Center Facility tour card (1). Write and design a tour card that focuses on the Center's fitness capabilities and can work as a self -guided tour when staff is not available. It should be well designed with an attractive illustrated map of the Center and a specific call to action. Although it can have a few bullets to cross -sell other Center services such as rentals, its focus should be on fitness and the benefits of being a pass -holder. Key benefits should be clearly and prominently highlighted. The rate sheet (see Task 4.5) would work as a companion piece to the tour card so that someone who visits the Center can walk away with all the information he or she needs to make a membership decision. 4.8 Rental materials. Develop a suite of print and electronic outreach communications to serve the Center's distinct rental markets. Printed pieces will be placed in the presentation folder (Task 4.2) as dictated by the clients' needs. Some materials should be duplicated in Spanish. Original professional photography of actual and staged events in the Center will play a key role in rental communications. A. Youth birthday party packages. • Direct mail postcard (1). Write and design a 9 x 6 full-color direct-mail postcard focusing on birthday party packages for young children. The Center offers three types of parties: pool, climbing pinnacle or gym -based. • Flyer (1). Write and design a comprehensive 8.x 5 x 11 color flyer for youth birthday party packages. B. General birthday parties. • Direct mail postcard (1). Write and design a 9 x 6 full-color direct-mail postcard focusing on the Center's unique rental experiences for older teen and adult birthdays. The pool, climbing pinnacle, gym or community rooms can be rented for longer periods of time with fewer restrictions that with the youth party packages. Flyer (1). Write and design a comprehensive 8.x 5 x 11 color flyer older teen and adult birthdays. WIS C. Rental rate sheet. Write and design an 8.x 5 x 11 flyer listing the rates for those portions of the building that can be rented (other than for the youth birthday party packages). Each part of the building should be accompanied by appropriate photos. • Community Rooms (photos of special events and business meetings) • Senior Lounge • Classrooms • Climbing Pinnacle • Pool • Gym D. Fundraisers and auctions (1). Write and design an 8.5 x 11 flyer aimed at growing the business from groups or organizations that hold yearly'fundraising events and auctions. These types of groups include but are not limited to Little League, the Chamber Commerce, Friends of the Hylebos, Rotary and Kiwams. E. Corporate clients: business meetings, trainings, retreats (1). Write and design an 8.5 x 11 flyer focused on cultivating corporate business activities such as meetings and trainings. A secondary focus on business retreats is desirable. For example, the bulk of the flyer could feature photography of speaker/audience or classroom training sessions but also include a shot of business men and women at the pool table or climbing the pinnacle (samples of actual events held at the Center). F. Special occasion rentals (weddings, quinceaneras, bah mitzvahs, family reunions, etc.). • Overview flyer (1/English, 1/Spanish*). Write and design an 8.5 x 11 double -sided flyer focused on special event rentals. Copy should be warm and friendly and target the special nature of these once-in-a-lifetime events. Copy should highlight not only the quality of the facility but also the professional and caring staff who are willing to go that extra mile. Photography should stand out. • Cover letter (1/English, 1/Spanish*). Write a single -page generic cover letter with key attributes of the Center for special events. This letter can be customized by staff for particular inquiries or bookings and can be economically printed on letterhead. • Addendum to contract (1/English, 1/Spanish*). Edit and format text supplied by staff for a single -sided 8.5 x 11 addendum to a rental contract. Format to match special event rental materials. • Checklist of do's and don'ts (1/English, 1/Spanish*). Edit and format text supplied by staff for a single -sided 8.5 x 11 checklist of do's and don'ts tailored to the Center's most popular special events. Format to match special event rental materials. • Post -event survey form (1/English electronic, 1/Spanish—printed). Edit and format text supplied by staff to match special event rental materials. Suggest best format for electronic survey. -7- 97 Task 5. Electronic Communications. 5.1. Overall Website. Re -write and re -design the Center's current Web site to be visually engaging and easy to navigate. Use the City's existing Content Management System (access will be granted to the contractor). Web work should be all-inclusive: site architecture, storyboarding, written content (Tasks 3 & 4), photography (Task 2), usability testing, brief how-to manuals and staff training. The Center already has databases, class registration systems and other e-commerce features built into the site. User testing should include current and prospective patrons. 5.2 Rentals sections with the Web site. In addition to the above elements, the Center's Web site should include a number of virtual tours. These tours should cover rooms when they are empty and then feature a variety of different types of events in those same rooms. Suggcst Lhe best format for the virtual tours: stitched photography, videography, etc. Rooms to be included in the virtual tours include but are not limited to: • Community Rooms, all three bays open as one room • Community Room 1 • Community Room 2 • Community Room 3 • Classrooms • Senior Lounge • Gym Bays 5.3 Fitness e -newsletter template (1). The fitness staff at the Center earn high marks from the community (and from competing fitness facilities). They have the ability to market their expertise to a wide range of audiences through a fitness e -newsletter. Develop three suggested names for the newsletter, a simple HTML format, and brainstorm suggested topic headings. Staff will write the newsletter, either on a monthly, bi-monthly or quarterly basis. Task 6. Advertising plan. In order to conserve the Center's limited advertising dollars and to increase effectiveness with timely placements, create an advertising plan to span Summer 2009 through Summer 2010. The plan should take into account the other types of advertising being used (rack cards, direct mail, email promotions) and should focus on those outlets and avenues that offer the highest visibility and the best chance of return on investment. Consider a focus on awareness building, special offers, citywide celebrations and various rental markets. Include the following elements in the plan: • Strategy and goals for advertising explaining why and how this plan meets these goals. • Breakdown of target audiences by demographics or lifestyle. • Outlets and avenues that should be targeted (consider print, electronic and other forms such as bus advertising. Also consider general media vs. species c trades). • Budget and calendar outlining what money is to be spent where, and when. Build in ad creation time in order to ensure the placement deadlines are met. M *The City will provide Spanish translations for all materials created by the -contractor in English. VII. COMPENSATION. A. Please present detailed information on the firm's proposed fee schedule for the specifications proposed and for any variation for non -routine services, inclusive of applicable sales tax and any other applicable governmental charges. Please provide specifics as to definitions of routine versus non -routines tasks, what is fixed as opposed to variable, and how costs are adjusted according to that classification. B. Payment by the City for the services will only be made after the services Piave 00,0 performed, an itemized billing statement is submitted in the form specified'-. approved by the appropriate City representative, which shall specifically services performed, the name of the person performing such services, and the hoL11 charge rate for such person. Payment shall be made on a monthly basis, the L k after receipt of such billing statement. C. The City's budget for this contract is $50,000. VIII. REQUIRED FORMS Before the City can award any contract, that contractor must file the following forms: 1. W-9 Taxpayer Identification Number and Certification. 2. Signature Authority. 3. Certificate of Insurance showing sufficient type of coverage and coverage amount as required. IX. PUBLICATION. Name of Publication: Daily Journal of Commerce Federal Way Mirror City of FederalWay Web site, Federal Way, Washington www.cityoffederalway.com X. APPENDIX A. Federal Way Community Center Strategic Communications Plan Dates: 3/10/09 & 3/17/09 3/11/09 & 3/18/09 3/10/09 thru 3/24/09 100 Market Me [Now* ter, Re: RFP — Federal Way Community Center Marketing and Strategic Plan PRESENTED TO: Ms. Jeri -Lynn Clark Implementation City of Federal Way Purchasing 33325 8th Avenue South I PO Box 9718 March 24, 2009 Federal Way, WA 988063-9718 SUBMITTED BY: Jason DeLauder. Market Me Now! 34310 9th Ave S. Suite 110 Federal Way, WA 98003 253.835.1777 101 Market Me NOW! Proposal for Federal Way Community Center's Marketing and Strategic Plan Implementation We are pleased to present our response to the request for a marketing and strategic plan implementation for the Federal Way Community Center. "It all happens here."Federal Way has a wealth of opportunities for its residents and surrounding community members. From urban attractions to the gifts of nature, there is something for everyone. And in this atmosphere of economic uncertainty, it is imperative that people spend their money wisely. The Federal Way Community Center is where it's at. With options for individuals and families, people can have fun, get fit, and make new friends while not emptying their wallets. With this in mind, it is it portant i remember that to make money, we must spend money. Market Me Now! understands the need to maximize marketing dollars that will yield the highest return possible_ In business since 2005, Market Me NOW! (MMN) is a full-service marketing and advertising agency serving clients in Federal Way and the greater Puget Sound. MMN's goal is to provide the highest quality service at a cost-effective rate that maximizes the growth of its customer. Through time -tested campaigns, we've developed new and powerful advertising solutions utilizing various advertising products: Internet, brochures, flyers, and magazine advertising. Using a unique strategy called Cross Media Paradigm Marketing, MMN is able to combine all marketing avenues into one cohesive strategy—ideal for the Federal Way Community Center. This means that print and electronic media work hand-in-hand to provide the best coverage to the target audience. For example, MMN has the ability to implement a direct mail campaign that utilizes a personalized URL to capture real-time data from users that builds a deeper customer profile. This allows us to redefine marketing objectives as a program develops. By doing this, we are able to adjust the call -to -action to reach the goals faster or more cost-effectively. The following is just a sample of successful campaigns designed and implemented by MMN: Christian Faith Center Schools Goal: To increase student enrollment for the 2008-09 year. Solution: Implemented a demographic study of their target market and produced and mailed a direct mail piece. Result: They enrolled 10 new students, resulting in a 1000% return on investment. Westcom Broadband Goal: Target specific rural areas in order to convert dial-up Internet users to wireless broadband. Solution: Demographic and map study.... created an appealing design to attract new customers using variable data to capture the attention of the recipient. Result: 2% response rate with a 200+% return on investment. Most of the MMN team work, live and play in Federal Way, giving us first-hand knowledge of the wants and needs of your customers—because we are your customers! We have all enjoyed the activities at the Federal Way Community Center and are excited to help it grow and maximize its potential. The Team Market Me NOW!'s team has variety, experience, and most of all, dedication to creating and implementing innovative ideas. Here's a snapshot of the players: 102 Jason DeLauder, President, CEO and Founder of Market Me Now! Inc. Jason launched Market Me NOW! from his family room in 2005. Now in a 4,000 square foot facility, Jason has elevated MMN to a full-service advertising and marketing agency. With his roots in Federal Way, he has combined his knowledge of the area and his business acumen to provide effective print and electronic media to local customers, maximizing their business potential. He leads the team of quality players with forward -thinking, cutting-edge ideas. Jason lives in Federal Way where his children attend school and play sports. Adam DeLauder, Corporate Vice President Adam joined his older brother in June 2007 to ensure stable growth and to maintain exceptional custorne satisfaction. A graduate of DeVry University, Adam'uses his business savvy to help grow MMN and maximize its talents. Jamey Sing, VP of Sales & Marketing Jamey's ability to understand a client's needs combined with his top-notch customer service skil;s ensures an effective deliverable every time. A resident of Federal Way, Jamey is tied directly into his local community. He is a member of the Federal Way Chamber of Commerce, on the Board of Directors or the Federal Way Symphony, and currently president of his homeowner's association. Together, Jason, Adam, and Jamey will administer the contract with the City of Federal Way. Jason will serve as the project manager and Jamey will handle day-to-day contact. Michael DeVencenzi, Creative Director Michael has over 17 years experience in branding and advertising as a creative director. He has received national and international recognition for his work. He specializes in brand refurbishing and has worked on brands like Nike, Brand Jordan and Radio Shack. Lisa Pacini, Copywriter After more than 15 years in marketing and advertising, Lisa turned to writing full-time, everything from marketing to public relations to creative. She has written newsletters, direct mail pieces, web content and how-to manuals for World Vision. Lisa spent three years as the Communications Manager at Seattle Southside Visitor Services, the City of Tukwila's marketing and tourism department. She helped develop "The Pacific Northwest Starts Here" brand along with its coordinating website and travel planner. A resident of Des Moines, she is actively involved in her son's school and church in Federal Way. Ed Streit, Photographer Ed has been taking pictures nearly his whole life. Photographing people is his passion and he fulfills that passion by participating in community events. He strives to showcase people as they are, capturing compelling moments that captivate viewers. A member of the Federal Way Chamber of Commerce, Ed is immersed in the daily activities of Federal Way residents and business owners. Patricia Woods, Production Artist Patricia holds a BFA in graphic design from the International Academy of Design in Technology, Seattle. She joined Market Me NOW! in September 2008 after a successful internship in her last quarter of college. Patricia's forte is layout design as she enjoys finding the perfect visual balance of all the different elements in one piece. Jonathan Chicquette, Website Designer Jonathan has more than 10 years of website design and development experience. He has worked on projects such as the Lakewood Water District, Pierce County Regional Water Association, and The Weyerhaeuser Family Foundation. Jonathan has also built interactive media widgets for sporting events such as Super Bowl XVII. He combines his deep understanding of usability and his artistic training to create user-friendly websites. Michael Dziak, Videographer 103 Michael has a pioneering and entrepreneurial spirit that crosses over into his adventures as a Director/Producer/WriterNideographer. He brings 25 years experience writing, producing and videotaping award-winning programming and television ads and over 12 years experience directing news, sports, and infotainment programs. Creative & Production Focus & Timeline Market Me NOW! has the ability to turn around effective marketing strategies in a short time frame. To achieve the primary goal of increased patrons and rental usage, MMN will develop a plan utilizing Cross Media Paradigm Marketing. A strategy and technique that is exclusive to Market Me NOW! The Focus To implement an effective advertising program, an overall level of expectation must be established for goals to be set and maintained. At our kick off meeting, we will discuss the percent of growth desired and the current rate of attrition in order to set a base line for reasonable growth. A demographic study of Federal Way residents, businesses and local tourism trends will allow us to segment the target audience and choose the most effective methods of marketing to the most desirable groups. The advertising plan will focus on deliverable results by developing key indicators for measuring the success of the campaign—by developing real-time triggers that automatically alert key supervisors of new prospective *members and *rentals. Based upon the established growth, we can then develop a budget and timeline to direct the frequency and placement of the advertising for maximum Return on Investment. The focal point is to educate the Federal Way community that "it all happens here" at the Community Center with particular emphasis on special offers, citywide celebrations and various rental markets MMN utilizes many forms of marketing to achieve the highest Return on Investment. Taking into consideration placement of rack cards, traditional direct mail, cross media -direct mail, and email promotions, we will also propose targeted Internet, radio, local publications, and online viral and social networking, transit advertising, i.e., buses, Movie Theater or On -Screen Advertising, and key placement of signage. Proposed Creative & Production Timeline "It all happens here." To create excitement and interest in the community of Federal Way and surrounding areas by branding Federal Way Community Center as the place to take a break from the rush of daily life to enhance and enjoy your life whether you are a member of the community or just stopping by for a short visit. April 22 Contractor awarded the bid. April 27 The initial kickoff meeting will be a discovery meeting between Federal Way Community Center and Market Me NOW! in order to establish or "discover" the desired look and feel of the Federal Way Community Center. This meeting will consist of a list of questions we have comprised to help the customer visualize their look and feel verbally. (Task 1) May 1 Photographer will begin the visual library. (Task 2) Copywriter begins the boilerplate description of the Community Center. (Task 3) May 12 First proofs of the visual look and feel provided for review. (Task 1) May 18 Final visual look and feel approved. (Task 1) May 19 Implement design among all marketing pieces (Task 4) making the seasonal pass holder promotions and rack cards a priority (4.1 and 4.3) in order to mail initial campaign by May 29. May 24 First proofs of seasonal pass holder promotions postcard for the summer 2009 and 1 of 4 rack cards submitted for review. May 25 First phase of photos presented for review. (Task 2) 104 May 27 Final design of submitted proofs (4.1 and 4.3) approved in order to mail and display by May 29. May 29 Recommended implementation of seasonal pass holder promotions postcard and key placement of rack card to "promote summer specials" and "highlight awareness of the facility." June 1 Website re -design and development begins. (Task 5) Community Center Presentation Folder design begins. (4.2) June 8 First proof of presentation folder. (4.2) June 10 Final design of presentation folder approved. (4.2) June11 Begin design for 2 of 4 rack cards. (4.3) June 17 First proof of 2 of 4 rack card submitted for review. (4.3) June19 Final design for 2 of 4 rack card approved. (4.3) June 22 2 of 4 rack card placed in key areas. (4.3) Begin design for 3 of 4 and 4 of 4 rack cards. (4.3) June 29 First proof of 3 of 4 and 4 of 4 rack cards. (4.3) July 1 Final design for 3 of 4 and 4 of 4 rack cards approved. (4.3) July 3 3 of 4 rack card placed in key areas. (4.3) July 6 Begin design of Community Center Schedule templates. (4.4) July 13 First proof of Community Center Schedule submitted for review. (4.4) July 15 Final design for Community Center Schedule approved. (4.4) July 20 Begin design of Community Center Rate -sheet template. (4.5) July 27 First proof of Community Center Rate -sheet submitted for review. (4.5) July 29 Final design for Community Center Rate -sheet approved. (4.5) August 3 Begin design of Community Center Templates for coupons and passes. (4.6) August 10 First proof of Community Center Templates submitted for review. (4.6) August 12 Final design for Community Center Templates approved. (4.6) August 13 Begin design for seasonal pass holder promotions postcard for the Fall 2009 campaign. (4.1) August 21 First proof of seasonal pass holder promotions postcard for the Fall 2009 campaign submitted for review. (4.1) August 25 Final design for seasonal pass holder promotions postcard for the Fall 2009 campaign approved. (4.1) August 27 Recommended implementation of seasonal pass holder promotions postcard for Fall 2009 campaign (4.1) August 31 Begin design of Community Center Facility Tour Card. (4.7) September 4 First proof of Community Center Facility Tour Card submitted for review. (4.7) September 8 Final design for Community Center Facility Tour Card approved. (4.7) September 10 First review of Web development and design. (5.1-5.3) September 14 Begin design for Rental Materials (A -B). (4.8) September 21 First proof of Rental Materials (A -B) submitted for review. (4.8) September 23 Final design for Rental Materials (A -B) approved. (4.8) September 28 Begin design for Rental Materials (C -E). (4.8) October 19 First proof of Rental Materials (C -E) submitted for review. (4.8) October 22 Final design for Rental Materials (C -E) approved. (4.8) October 26 Begin design for Rental Materials (F). (4.8) November 9 First proof of Rental Material (F) submitted for review. (4.8) November 12 Final design of Rental Materials (F) approved. (4.8) November 16 Begin design for seasonal pass holder promotions postcard for the Winter 2009-2010 campaign. (4.1) November 23 First proof of seasonal pass holder promotions postcard for the Winter 2009-2010 campaign submitted for review. (4.1) November 25 Final design for seasonal pass holder promotions postcard for the Winter 2009-2010 campaign approved. (4.1) November 27 Recommended implementation of seasonal pass holder promotions postcard for the Winter 2009-2010 campaign (4.1) December 2 Second review of website development and re -design. 105 February 8 Begin design for seasonal pass holder promotions postcard for the Spring 2010 campaign. (4.1) February 15 First proof of seasonal pass holder promotions postcard for the Spring 2010 campaign submitted for review. (4.1) Februaryl 7 Final design for seasonal pass holder promotions postcard for the Spring 2010 campaign approved. (4.1) February 23 Recommended implementation of seasonal pass holder promotions postcard for the Spring 2010 campaign (4.1) `Targeting our Hispanic audience is very important. We also believe it is imperative that we market to our Korean and Russian/Ukrainian population as well. Budget — please see attached Clients & Testimonials Since our inception, Market Me NOW! has seen an unprecedented growth of 75% over the last three years. Clients include: 24/7 Flood Response Federal Way Chamber of Commerce Federal Way Lions Club Friends of the Hylebos Fuller Electric, Inc. Green Conversion Systems H&R Block Jex Chiropractic Health Center McKinstry Multi -Service Center NW Coffee News Puget Sound Business Journal St. Vincent de Paul School Tacoma Elks Lakewood Elks Seattle Elks Trotter and Morton Twin Lakes Golf & Country Club Valley Cities Counseling & Consultation Westcom Broadband WTA Log Truckers Conference 106 Here's what they say about Market Me NOW! services: "Market Me NOW.+ created a fundraising piece that drove in donations. They put together a design that was subtle, yet classy—all on recycled paper products. We were ecstatic when the donations kept coming in, one after another. To this date, it has been the most successful campaign we have ever done. " Chris Carrel, Friends of the Hylebos From the minute l said go, Market Me NOW! took insightful care in taking our monthly newsletter to the next level. They accommodated our tight deadlines and exceeded my expectations by putting i,'ae magazine in our members' hands in a timely and cost-effective manner. Market Me NOW! Inc. ga -)car newsletter the look and feel of a high-end publication. The staff at Market Me NOW! goes that extra .sn that your project turns out perfect the first time." Tom Pierso:i , Federal Way Chamber of ;'carp "We trusted Jason and his team at Market Me NOW! with the new edition of our highly acclaimed Resource Guide. They helped us with our redesign and layout, and then expertly published and mailed to over 5, 000 of our clients, without a hitch! And they made the process pleasant and painless. Their friendly professionalism and attention to detail, along with their true caring for their clients, makes them a wonderful Dream Team—they truly listened to us!" Julie Wasson Executive Director Pierce County Coalition for Developmental Disabilities Market smarter! Market effectively! Market Me NOW! 107 Market Me Now!. CONFIDENTIAL . Page 7 Proposed Budget Federal Way Community Center It all happens here Task Hours Cost Task 1: Visual Look and Feel 26.12 $ 3,265.00 Task 2: Visual Library 600 photos 57.96 $ 7,245.00 Task 3: Boilerplate Description 14.36 $ 1,795.00 Task 4: Print Communications Task 4.1 Seasonal Pass Holder Promotions (4) 19.20 $ 2,400.00 Task 4.2 Community Center Presentation Folder 7.80 $ 975.00 Task 4.3 Community Center Rack Cards (4) 10.20 $ 1,275.00 Task 4.4 Community Center Schedule Templates (24) 17.80 $ 2,225.00 Task 4.5 Community Center Rate -Sheet Template 4.96 $ 620.00 Task 4.6 Community Center Coupon & Pass Templates (2) 6.80 $ 850.00 Task 4.7 Community Center Facility Tour Card 7.80 $ 975.00 Task 4.8 Rental Materials A. Youth Birthday Party Packages • Direct Mail Postcard (1) • Flyer(1) 10.00 $ 1,250.00 4.8 B. General Birthday Parties. • Direct Mail postcard (1) • Flyer (1) 10.00 $ 1,250.00 4.8 C. Rental Rate Sheet. • Community Rooms • Classrooms • Climbing Pinnacle • Pool • Gym 9.00 $ 1,125.00 4.8 D. Fundraisers & Auctions (1) 7.56 $ 945.00 4.8 E. Corporate Clients: business meetings, trainings, retreats (1) 7.56 $ 945.00 4.8 F. Special Occasion Rentals Overview flyer (1/English, 1/Spanish*) Cover letter (1/English, 1/Spanish*) Addendum to contract (1/English, 1/Spanish*) Checklist of Do's and Don'ts (1/English, 1/Spanish*) Post -event survey form (1/English-electronic, 1/Spanish-printed) 10.80 $ 1,350.00 Task 5.1 Overall Website 34.04 $ 4,255.00 Task 5.2 Video (2) 30 ads, 1 -tour video with 3 seasonal updates 38.33 $ 5,750.00 Task 5.3 Fitness e -Newsletter Template 11.20 $ 1,400.00 Task 6: Advertising Plan 55.86 $ 9,775.00 367.35 $ 49,670.00 Submitted by MjrMt Me NOW! March 2009 CITY OF FEDERAL WAY: MARKETING AND STRATEGIC PLAN IMPLEMENTATION Contact information Rita Cipalla, President Cipalla Communications Inc. 2620 2nd Avenue N Seattle, WA 98109 T: 206-281-9021 E: cipcom@earthlink.net UBI# 601-916-963 Tax ID# 91-1940111 WBE Certification: W2F9619899 Introduction: Marketing the Federal Way Community Center Cipalla Communications Inc., a local woman -owned business, is pleased to submit this proposal to implement a series of marketing recommendations that grew out of the Federal Way Community Centers Marketing and Strategic Plan, submitted by this firm to the City of Federal Way in November 2008. My team of professionals is ideally suited to the tasks outlined in this proposal. We combine strong marketing and communications backgrounds with a solid grounding in the Federal Way community and its municipal government. We will bring an informed and innovative approach to implementing the Community Center's plan, as we create materials that will inform, excite and persuade current users to continue and expand their relationship with the center, and entice new audiences to sample, enjoy and recommend to others the myriad of programming and activities- offered. In addition to our professional qualifications, we believe we are also ideally suited for this project because of our personal interest in fitness and exercise. Our team has two members who were competitive swimmers. We have two rock climbers, one serious cyclist, and all of us are dedicated fitness enthusiasts. We are familiar with the family uses of a community center, such as birthday parties and swimming lessons, and value easy -to -read schedules and programming information. We understand the mind set of this audience and know our passion for a healthy lifestyle will translate to creative and effective communications The Strategic Communications Plan was designed to create a strong, effective and consistent communications strategy that will not only integrate print, broadcast and interactive media but will also support the Community Center's mission and its business goals. We will know that our efforts have been successful when we have not only increased pass sales, drop -ins and rentals, but also when the Federal Way Community Center becomes the place where the community gathers for exercise, fitness instruction, socializing and plain old fun. Cipalla Communications Federal Way Community Center Proposal —1 OUR FOCUS ON FEDERAL WAY Cipalla Communications has created tourism marketing strategies and materials, public relations and media campaigns, and special events for Federal Way since 2006, working closely with the City's Economic Development Division, Communications & Government Affairs Office, and the Federal Way Community Center. In addition to developing the strategic communications plan for the Federal Way Community Center upon which this RFP is based, Cipalla Communications also created: • A strategic communications plan that identified key tourism audiences and methods to reach those audiences, and a cross -promotional marketing strategy. • Logo and tagline for the Federal Way Community Center. • Custom -illustrated tourism map, visitor brochure and quarterly calendar letterhead. • Promotion plan, media campaign, identity and collateral for the 2008 Buds & Blooms Festival. • Media outreach campaign for both the 2007 and 2009 Han Woo-Ri Korean Festival, and advertising recommendations for this year's festival. • Business development and tourism advertising in regional trade, business and general interest magazines and newspapers. • Full-page tourism ad (copywriting and design) for the 2009 Washington State Travel Planner. • An 8 -page template for a revised quarterly newsletter to be sent to all city households. Who we are Cipalla Communications is a marketing and public relations company with extensive experience in travel promotion, media outreach and special events. Rita Cipalla has promoted visitor attractions — museums, aquariums, theatres and performing arts venues — to local and national media, and orchestrated award-winning events for such major tourism attractions as the Smithsonian Institution, Seattle Repertory Theatre, Seattle Symphony and The Seattle Aquarium. Cipalla Communications will team with Scott Marlow of Marketing by Marlow, a marketing and multi -media consultant with expertise in Web site development, online marketing and search engine optimization; Joan van den Berg of van den Berg Design, known for her clean and contemporary graphic design, and Bruce Betz of Betz & Company, a marketing communications consultant. Photography services will be provided by Kim Zumwalt, who has scheduled several photo shoots in Federal Way as part of the City's tourism and economic development efforts. Our expertise Our team has created marketing strategies and materials, public relations and media campaigns and special events for public sector and nonprofit clients as well as for major museums, art venues and key regional visitor attractions. We have extensive experience in the following areas and can bring these value-added services to bear on our work with the City of Federal Way. Communications: We are skilled communicators who work to identify compelling messages and develop creative collateral in a direct and uncomplicated way. We have extensive experience in writing and editing communication materials that are distributed through a variety of communication channels — print and electronic, Web sites, media outreach and special -events promotions. Cipalla Communications Federal Waytbmmunity Center Proposal —2 Messaging. We have extensive messaging experience and know how to identify distinctive attributes, either for a venue, an event or a city. We are skilled in packaging those attributes in such, a way that they are recognizable, memorable and motivational. Our experience includes creating successful positioning statements and identity materials for city and county marketing programs, nonprofit organizations and employee campaigns. We have positioned Braided River/The Mountaineers Books, Campion Foundation, King County's LinkUp Program, and the Center for Courage & Renewal, among others. Look and feel. Our most immediate task will be to take current brand and develop a cohesive, creative and energetic look and feel to all Community Center communications. Fully integtated, clearly branded communications with consistent look and strong messaging are essential to cteating memorable and effective marketing collateral. Collateral. Our team is skilled at writing crisp and creative copy, with strong headlines ul J calls action to spark interest and excitement. Key messages developed as part of the Strategic Communications Plan will be applied to concepts, headlines and copy to ensure high -impact communications that will resonate with your audiences and motivate them to act. We will incorporate electronic communications to reach diverse audiences who look to the Internet for sources of information and activity planning. Web site: We have created information architecture (IA), navigation, Web branding, content and Web site design for clients — as well as managed the online reviews, refinements, hosting services and launch. Our approach to Web site development is to integrate the messaging, brand promise, target audiences and other marketing research and recommendations into the Web site design and content for a fully branded and coherent Internet presence. Our recent Web site work includes: • The Mountaineers Books, a new conservation -focused imprint called Braided River • Campion Foundation, a family foundation on environmental and homeless issues — www.carnpionfoundation.org ■ AIDS Housing Association of Tacoma — www.aidshousingtacoma.org Our experience Project lead Rita Cipalla, Cipalla Communications Since 1991, Cipalla Communications has created and successfully promoted events in Washington state with high media and public visibility. The firm has orchestrated media campaigns (targeting both local and national media, including in-flight magazines and national media such as USA Today and NPR) for the Frye Art Museum, Burke Museum of Natural History, Bellevue Art Museum, The Seattle Aquarium, The Mountaineers Books and Tacoma Art Museum. Cipalla created and implemented a local publicity campaign for the opening of Seattle Symphony's Benaroya Hall, and developed four days of activities to highlight the "Best of Puget Sound" for more than 60 international and national media who came to Seattle for the opening of the hall. Cipalla Communications Federal Way Community Center Proposal —3 She has planned major media campaigns for the Smithsonian Institution in Washington, D.C., including exhibition openings and film premieres, and managed intemational press events for the White House, U.S. State Department, Cabinet level officials and visiting heads of state. Team members Scott Marlow, Marketing by Marlow — Scott Marlow has a B.S. degree in marketing from the Indiana University School of Business, one of the nation's top ten business schools. As former director of sales for Nootka Hotels, Marlow worked extensively with the Northwest tourism industry. He has also worked with a range of regional partners in his role as marketing director for Cascade Bicycle Club. Marlow has seven years of Web site development experience and is well versed in search engine optimization strategies. One of the sites he designed is ranked in the top -ten in Google, and another site is ranked number one. He keeps abreast about social media issues, maintaining his own blog and participating in online communities. He began his consulting practice, Marketing by Marlow, in 2005, where he has worked with AIDS Housing of Tacoma, University of Washington and Cascade Bicycle Club. In 2001, he redesigned Cascade Bicycle Club's Web site, and was also responsible for managing and maintaining the site, which served 100,000 visitors per month. Marlow is a volunteer rock -climbing instructor for The Mountaineers and also manages a popular website for regional volleyball enthusiasts. Joan Van den berg, Van den Berg Design — Joan Van den Berg has been a graphic designer for nearly 20 years. Her company offers an extensive range of creative services and design skills, including art direction, design theme, layout, and production experience. She has designed advertising, brochures, direct mail, logos, illustration, web pages and newsletters for corporations, nonprofit organizations, and small businesses. Van den Berg has worked on several projects with the City of Federal Way, including the city tourism map and a full-page ad for the 2009 Washington State Trip Planner. She opened her own design studio in 1998. Bruce Betz, Betz & Co. Inc. — As a marketing, publications and advertising professional with more than 15 years experience, Betz & Co. has provided writing and project management support to leading Northwest corporate clients including, Weyerhaeuser, Microsoft and Safeco, and to foundations, governmental agencies and philanthropic organizations, including the University of Washington Foundation, United Way of King County and the Seattle Art Museum. He has also has contributed newspaper and magazine articles on business, regional and international travel, local tourism and consumer and legal issues to The Seattle Weekd#, Puget Sound Business Journal, The Settle Times, The Spokesman Resew and Chronicle, the Robb Report, Seattle Best Places and Expedia. com. How we work Our team members are seasoned professionals with a minimum 15 years' experience in his or her area of expertise. We do not use principals simply to pitch businesses and make initial contacts with clients. Unlike many of our competitors, we do the work and we do not re -package work done for previous clients. When you call Cipalla Communications, you will have immediate access to the lead team member, who will be actively involved in the day-to-day activities of this project. We pride ourselves on Cipalla Communications Federal Wa]rb�6mmunity Center Proposal —4 listening to our clients and checking in with them regularly, seeking feedback on our personal performance as well as that of our campaign tactics. We consider ourselves skilled communicators, both visually or verbally, whether it's through advertising, written materials, media outreach, promotion or electronic avenues. We believe our messages and collateral are created in a way that is direct and uncomplicated but also compelling and informative. As a team, we have successfully collaborated on a number of projects over the years. Because of these relationships, we understand and value each other's strengths and we have developed efficient, smooth working mechanisms that result in highly creative, effective campaigns. Our approach to this work Our process to successf dly complete this contract will follow these steps: TASK is Create the visual look and feel for future communications. We will create a "look and feel" that extends the Community Center logo and tagline, which our team developed in 2008 in partnership with Community Center staff. We will provide two design approaches, including recommended fonts and full color palette that builds on the Center's signature purple. (This work is based on a finished and approved logo.) We will write graphic standards that govern the use of the logo in print and electronic communications, signage and apparel. These standards will be incorporated into the City's overall Graphic Standards Guide and work in concert with the City's brand objectives. Our budget allows for up to six pages of graphic standards. The "look and feel," which is codified in the graphic standards, will streamline future communications materials, whether print or electronic, and ensure a cohesive, distinctive and coordinated look for all Community Center marketing materials. Design files will be handed off to the Center's inhouse designer. TASK 2: Begin developing the visual library We will hire a professional photographer (Kim Zumwalt) who will schedule two half-day shoots in late spring/summer to capture images documenting Center amenities and offerings, the diversity of its users, and the building itself. We will begin this work by developing a shot list of images, which will be approved by a designated Community Center staff member. One half-day shoot will be split between static building shots and images showing children and adults enjoying the facility's main attractions (pools, climbing pinnacle, gyms, weight rooms and senior lounges, for example). A second half-day shoot can be used for additional images of the facility and its customers, or — depending on the availability and scheduling of rental events — for event -specific photography, perhaps of a birthday party, wedding or business luncheon. These event photos might show an empty room set-up with tables, linens and floral arrangements in place, or they might show happy and excited children celebrating a friend's birthday. The challenge here will be selecting a day when several diverse and colorful events are scheduled to maximize the parameters of the photo shoot. Cipalla Communications Federal IIVa113- ommunity Center Proposal —5 Photo rights will be for unlimited use of the images in print collateral, advertising or the City's Web site. In addition to the two half-day shoots, we will also provide basic digital processing. The deliverable will be large JPG images provided on a CD. Further digital enhancements (i.e., for a custom print job) are not included as part of this proposal and will be billed at the consultant's hourly rate. Obtaining all model releases will be the responsibility of Community Center staff. TASKS 3 & 4: Boilerplate and print collateral Our team will write a crisp and creative boilerplate descriptive paragraph that can be used in print and electronic communications, in press releases, in speeches given by City officials, or in presentations delivered at conferences, trade shows or other public forums. We will also write and design the following key marketing materials: 4.1 Four direct-mail seasonal postcards 4.2 Presentation folder 4.3 Four rack cards, audience -specific 4.7 Facility tour card, with illustrated map. Tasks 4.4, 4.5, 4.6 and 4.8C All communication materials, print and electronic, will flow out of the look and feel developed as part of Task 1. To accommodate the variety of templates specified under Task 4, we will design a banner or framework to accommodate introductory copy, content and schedule matrices with appropriate typography and color palette. We will write promotional introductory copy, as requested, for these four sub -tasks. Files will be built in InDesign and handed off to the Center's inhouse designer for future updates. Please note: In Task 4.4, we will create four templates, not six. We believe the Center should combine the gym, climbing pinnacle and jog track schedules on one sheet for maximum cross - promotional benefits, particularly since individuals (many teens and young adults) using one of these features would likely be inclined to use another. Task 4.8: Rental materials We are prepared to write and design the materials specified in the RFP for the rental audience: 2 direct mail cards and 5 flyers, and we will write and ,format the cover letter, contract addendum, checklist and survey. However, we recommend that this assortment of materials be assessed in light of what is best for each specific audience, rather than a one -size -fits -all approach. If we are chosen for this work, we will work with the Center to suggest alternate communications for some of these audiences without an undue burden on the budget. TASK 5: Create content and design for Web pages For this task, we will develop the site architecture, write site content, design the wire frames and build up to ten (10) site pages describing the Community Center and its Rental program in Content Management System. We will conduct usability testing with up to four (4) individuals, and will provide a one-hour training session with 1 to 3 staff members responsible for updating the site. Cipalla Communications Federal W*Idommunity Center Proposal —6 Because of budget restrictions, the site will not include dynamic components or ACP scripting. Website cross -browser compatibility, W3C compliance and other feature performance will be dependent on the city's Content Management System (CMS). Our budget is based on being allowed remote access to the City's CMS (after an initial training session). If development must be performed onsite, we will need to adjust our budget accordingly to allow for additional time spent in travel and on site. We will also provide a finished Quicktime/Flash VR tour of seven (7) "rooms" as specified in the RFP, that will include shooting on location and preparing all files needed to post to tic f . Finally, we will create an newsletter template for the Centers fitness program and provi; HTML coding. Distribution will be the responsibility of the Community Center. We wiii civate 1 IL"Ce names for the newsletter and suggest titles for recurring columns or editorial departrnc , , TASK 6: Advertising plan We will create an advertising plan that helps the Center maximize its budget with creati placements of ads. The plan will include the following elements: • An overarching strategy statement that will guide our media buys. • A breakdown of target audiences to ensure we are reaching the right audience with the right message. • A matrix of media outlets covering print, broadcast and electronic media. We will take a look at general media versus trade media (such as Seattle Bride Magazine or Seattle's Child), as well as other modes of advertising, such as mass transit. • A budget and calendar that outlines what money is to be spent where, and when. Our calendar will include deadline dates for creative that will help ensure that placement deadlines are met. As recommended in the Community Center Strategic Communications Plan, we will look at purchasing media to support the following. awareness -building; special offers; citywide celebrations/events, and corporate/community rentals. Cipalla Communications Federal Way Community Center Proposal —7 Suggested project timeline DATES TASK ACTIVITY April 27- May 1 Kick off team meeting . Review scope of work, schedule, deliverables May 4 -15 Task 1 . Begin work on brand look and feel Task 3 . Write boilerplate description May 18-29 Task 1 . Feedback from staff on Round 1 brand look and feel. Round 2 presented and finalized. Task 2 . Begin developing shot list for June photo shoots Task 3 I . Boilerplate written and approved Task 4.1 . Summer 2009 direct mail: copy written & approved. Task 6 • Start developing ad plan June 1-12 Task 1 . Graphic standards written & approved Task 2 . Photographer scheduled. Shot list approved Task 4.1 . Design begins: Summer 2009 direct mail Task 4.6 . Write coupon/pass templates Task 6 . Ad plan finalized and submitted to client June 15-26 Task 2 Half-day photo shoot scheduled. Task 4.2 Presentation folder designed and approved Task 4.6 Finalize scope of rental materials; begin copywriting Task 6 . Ad plan reviewed and approved Task 4.3 . Copywriting begins: 4 audience -specific rack cards June 29 -July Task 4.4 and 4.5 . Schedule & rate sheet templates 10 Task 4.8 . Work on rental materials continues Task 5.1 . Web site work started July 13-24 Task 4.1 . Copy written: fall 2009 direct mail Task 4.3 . Begin design: 4 rack cards Task 4.8 . Copywriting continues for rental materials Task 5.1 . Web site work continues July 27 -Aug. 7 Task 4.1 . Design Fall 2009 direct mail Task 4.8 . Begin design of rental materials Task 5.1 . Web site work continues Aug. 10-21 Task 4.8 . Design completed for rental materials. Task 5.1 0 Web site work continues Aug. 24 -Sept. 4 Task 5.2 . Web site work continues, virtual tours Task 5.3 . Work begins on fitness e -newsletter Sept. 7-18 Task 5.1 . Web site design finalized; staff trained. Task 5.3 . Fitness e -newsletter design finalized; newsletter names and column ideas are submitted Cipalla Communications Federal Way6ommunity Center Proposal —8 Sept. 21 -Oct. 2 Task 4.7 Task 4.1 Task 5.1 . Copywriting for tour card begins • Begin copy: winter 2009 direct mail • Website launched Oct. 5-16 Task 4.7 Task 4.1 • Map research begun for tour card • Begin design: winter 2009 direct mail Oct. 19-30 Task 4.7 • Map finalized for tour card Nov. 2-13 Task 4.7 • Design continues for tour card 1 Nov. 16-30 Task 4.7 • Tour card design finalized Dec. 1-11 Task 4.1 • Begin copy: spring 2010 direct mail i Dec. 14-31 Task 4.1 Begin design: spring 2010 direct mail Cipalla Communications Federal Way Community Center Proposal —9 PROJECT BUDGET and HOURS Cipalla Communications Federal WayCommunityCenter Proposal —10 STRATEGY & COPY DESIGN ELECTRONIC TOTAL CONSULTING & PHOTO HOURS 1.0 VISUAL LOOK AND FEEL; GRAPHIC STANDARDS $1,200 $1,200 $2,000 44 HRS 2.0 VISUAL LIBRARY 18 HRS 1000 N/A 2,000 3.O BOILERPLATE 10 HRS N/A 750 N/A 4.1 FOUR DIRECT-MAIL 42 HRS CARDS $260 $1,200 $2,000 4.2 FOLDER 10.5 HRS 65 N/A 850 4.3 FOUR RACK CARDS 45 HRS 260 $1,200 4.4 FOUR SCHEDULE _$2,300 20.5 HRS TEMPLATES $65 $350 $1,400 4.5 ONE RATE SHEET N/A 8 HRS TEMPLATE 350 $350 4:6 ONE COUPON TEMPLATE/ 8 HRS ONE PASS TEMPLATE $65 $350 $325 4.7 TOUR CARD WITH MAP $260 $1,300 $3,250 54 HRS 4.8 RENTAL MATERIALS $650 $2,100 $2,000 53 HRS 5.1 WES PAGES (10) $1,000 $2,300 $1,500 $2,000 74 HRS DESIGN/CONTENT/TRAINING $2,750 57 HRS S.Z VIRTUAL TOURS $650 5.3 FITNESS E -NEWSLETTER $260 $350 $170 9 HRS 6.0 AD PLAN $3,560 27 HRS ACCOUNT/CLIENT $4,000 MANAGEMENT (8 MOS) 4 CLIENT MEETINGS $2,000 OUT-OF-POCKET (TRAVEL, $360 POSTAGE XEROXING ETC. SUBTOTALS $15,655 $11,100 $18,325 $4,920 TOTAL $50,000 Cipalla Communications Federal WayCommunityCenter Proposal —10 References 1. Patrick Doherty, Economic Development Director City of Federal Way 253-835-2612 Patrick. Doherty@cityoffederalway.com Summary of services: Created a strategic tourism -marketing plan to enhance economic development in the number of visitors to the city and its key venues. Also provided marketing and media support and strategic plan for economic development initiatives, including a campaign to encourage businesses to relocate to the City, using the slogan, "Federal w,; Businesses on the Move." 2. Dave Goodwin Science Applications Intemational Inc. (SAIC) 360-415-5758 david.s.goodvAn@saic.com Summary of services: Served as a subconsultant to SAIC on a six-year contract to provide strategic planning, project coordination and writing services to King County's Department of Natural Resources for the LinkUp program, Construction Works program and other county environmental initiatives. 3. Helen Cherullo Braided River/The Mountaineers Books 206-223-6303 x122 helenc@mountaineersbooks.org Summary of services: Developed the brand and tagline for a new line of books called Braided River and created the promotional launch strategy. Wrote content and provided design for Braided River's launch Web site, including an electronic press kit which was housed on the site. Also handled media outreach for Braided River's newest book, The Last Polar Bear, including national media outreach and media training for the author and publisher. Cipalla Communications Federal Way Community Center Proposal —11 APPENDIX A - TEAM BIOS CIPALLA COMMUNICATIONS INC. - RITA CIPALLA 2620 2nd Avenue North, Seattle, WA 98109 T: 206-281-9021 E: cipcom@earthlink.net PROFESSIONAL HIGHLIGHTS • Provides strategic consulting to government agencies, foundations, tourism venues and nonprofit organizations on marketing communications, public relations and media outreach. Has developed creative media pitches and worked with regional and national media, generating coverage for clients "at broadcast and print media, such as USA Today, NPR, TODAY, Good Morning America, Washington Post and New York Times. • Successfully creates and promotes events and venues with high media and public visibility. Orchestrated media campaigns (local and national) for Frye Art Museum, Burke Museum of Natural History, Bellevue Art Museum, Seattle Aquarium, Seattle Symphony, Seattle Repertory Theatre, King County and Odyssey: The Maritime Discovery Center. Managed international press events for the White House, U.S. State Department. • Develops communications materials — brochures, newsletters, press kits and reports — to clients including Washington Dental Service Foundation, San Francisco Foundation, United Indians for All Tribes Foundation, American Cancer Society, The Mountaineers Books, Philanthropy Northwest, Campion Foundation, Weyerhaeuser and more. • Writes award-winning feature stories on science, history and travel topics, published in Air & Space/Smithsonian Magazine, New York Daily Port, Chicago Tribune, Seattle Times, LA Times, others. PROFESSIONAL EXPERIENCE 1991 -Present President, Cipalla Communications Inc., Seattle, Wash. 1982-1990 Assistant Director for Communications National Air and Space Museum, Smithsonian Institution, Washington, D.0 1978-1982 Public Information Officer National Air and Space Museum, Smithsonian Institution, Washington, D.0 EDUCATION University of Dayton: B.A., English/Journalism. Cum laude University of Dayton: M.A., English. Awarded 2 -year graduate assistantship AWARDS Public Relations Society of America, Puget Sound chapter • 2000 Award of Excellence for Linkup launch. Client: King County Solid Waste Division • 1997 Award of Excellence for sponsor kit. Client: American Cancer Society • 1995 Totem Award for media event. Client: Seattle Repertory Theatre • 1994 Totem Award for feature writing. Client: Smithsonian Institution • International Association of Business Communicators, Puget Sound chapter • 2000 Certificate of Merit for feature writing. Client: Smithsonian Institution Cipalla Communications Federal Wai boommunity Center Proposal —12 BETZ & COMPANY INC. — BRUCE BETZ www.brucebetz.com 814 W McGraw St. / Seattle, Washington USA 98119 PROFESSIONAL FOCUS Marketing communications consultant with 15+ years experience producing print and interactive communications for business, government and philanthropic organizations PROFESSIONAL STRENGTHS • Developing strategic communication plans and creative approaches that produce rc., _ t • Writing concise and compelling copy that connects with and motivates target audiences. • Integrating print, electronic and Web content and messaging for maximum impar • Coordinating multiple projects among diverse players with a strong collaborative sf,I.> CLIENT LIST — Businesses, foundations, nonprofits and municipalities • Safeco ■ Intel ■ IBM ■ Capital One ■ Frank Russell Company • Puget Sound Energy ■ Equarious Technology ■ Precor USA ■ Seattle Federal Credit Union • Exploration Cruise Lines • W.S. Wilson (aviation) • Campion Foundation • Starflower Foundation • Weyerhaeuser Company Foundation • REI ■ Microsoft • Medalia Healthcare ■ Weyerhaeuser Company • Cedar River Paper Company ■ Baron International Aviation • Science Applications International Corp. (SAIC) ■ Department of Natural Resources — King County, Washington ■ Department of Economic Development — Federal Way, Washington • University of Washington Foundation PUBLICATIONS Researched, pitched and wrote newspaper, magazine and op-ed articles on legal, consumer, business and travel for print and online publications including The Nationall aur Journa4 The Seattle Weekly, Puget Sound Business Jour== The Seattle Times, Vancouver Columbian, Spokesman Review & Cbmnide, Seattle Best Places, Northwest Best Places and Expedia. com. EDUCATION Master of Sdence, Communications University of Oregon, Eugene, Oregon Bachelor of Arts, History, cum laude Kenyon College, Gambier, Ohio AWARDS/PROFESSIONAL AFFILIATIONS • International Association of Business Communicators (IABC): Judge, 2007 Gold Quill Awards • Creativity, Inc., 2001 "Creativity 31" Award, Safeco's Web -based product services brochure • Public Relations Society of America, 2000 Award of Excellence. King County LinkUp program Cipalla Communications Federal V 41community Center Proposal —13 Scott Wesley Marlow— MARKETING BY MARLOW 6047 42nd Ave SW I Seattle, WA 98136 Professional Experience PRINCIPAL, 2005 - present, MARKETING BY MARLOW, Seattle, Washington Services focus on business development, communications, online marketing, promotions, and project management. MARKETING DIRECTOR, 2001 - 2005, CASCADE BICYCLE CLUB, Seattle, Washington Largest recreational bicycle club in the nation - serving over 6,000 Puget Sound members Responsible for recruiting and managing title, presenting and other sponsors for nine events. Developed and coordinated club wide marketing campaigns that increased event partial}a ,-,.L, aj;ci promoted bicycle safety. Redesigned web site; coordinated RFP process with 20+ vendors, aiia site requirements with eight standing committees, plus staff. Managed and maintained website for 27,006; unique visitors per month and 100,000 visitors per month. DIRECTOR BUSINESS DEVELOPMENT, 2000 - 2001 360 POWERED CORPORATION, Seattle, Washington 360 developed a distributed search and indexing technology. BUSINESS DEVELOPMENT MANAGER, 1999 - 2000, DRIVEWAY CORP., Seattle, WA ACCOUNT EXECUTIVE, 1998, CHINOOK PRESS, Seattle, Washington MARKETING DIRECTOR, 1997 - 1998, PROGRESSIVE TRAVELS, Seattle, Washington Active tour operator offering European adventure vacations to consumers. Managed consumer and trade advertising - including monthly direct mail program; annual trade shows; and public relations through comprehensive editorial calendar and marketing of media kits. Developed annual marketing budget. Managed Filemaker database and website. DIRECTOR OF SALES & MARKETING, 1993 - 1997 NOOTKA HOTELS, INC., Seattle, Washington Independent hotel management cnmparry. Developed marketing department for new 102 room hotel. Responsibilities included advertising, market research, promotions, public relations and sales. Developed marketing strategies and programs and produced marketing collateral and Internet advertising. Developed MS Access customer database and automated sales process. Implemented Computer Reservation System to market to travel agencies. Published quarterly newsletter. SALES REPRESENTATIVE, 1991 - 1993, CCME, Indianapolis, Indiana Education Bachelor of Science Degree, Marketing, Indiana University School of Business, Bloomington, IN, University Honors Division, GPA 3.2 Executive Effectiveness Workshop, Compass Management Group, 1997 Cipalla Communications Federal WWIZommunity Center Proposal —14 van den Berg Design 10023 NE 155th Street, Bothell, WA 98011 Professional Experience Principal/Designer van den Berg Design, 199 -8 -present My range of creative services results in successful design projects from concept through completion. Extensive design skills include art direction, design theme, layout, and production experience in rl,{� creation of advertising, brochures, direct mail, logo design, illustration, web pages and n for corporations, non-profit organizations, and small businesses. Graphic Designer/Production Manager Danger Island Design, 1996-1998 Collaborated with clients to create a design vision for all types of marketing and sales no _ . Managed design, production, estimating, project/print management and freelance desig,,.: Graphic Designer Automated Graphic Imaging, 1993-1995 Responsible for creative design. of a large customer base for a $30 million printing company. Established procedures for design department, to create and produce artwork for book covers, marketing and promotional materials. Advertising Graphic Artist Hi -Gear Auto, 1991-1993 Designed ad inserts placed in The Washington Post for a chain of 64 stores. Scanned, illustrated and colored product lineart. Produced final stats and created extensive library of product lineart. Graphic Artist/Illustrator Marcom Design Co., 1990-1991 Created ads, designed logos, marketing materials, corporate identity packages, and illustrations. Education Bachelor of Arts Degree, State University of N.Y. at Geneseo (Cum Laude) Select client list Big Shrimpy Climate Solutions CityClub DJR Environmental Media Services Federal Way Tourism Grundens Hearst Corporation Innisbrook Mason & Crown Catering Cipalla Communications Northwest Concrete Masonry Association Nussbaum Group Pyramid Communications Seattle P -I StarFlower Foundation Swedish Cultural Center WACAP Washington Water Trust Vv Federal ay Community Center Proposal —15 124 Opp 1 N O INrAF 4+ P%k P, 1 H rZ4 *V 0 It. T 1, A CI0 00 0 30 passport df vaf6i oop a r 16� i ng AIRPO't" AIR?0 0 Of. I I Nre 4+ GO k#L 'mrr 4+ + + LM 11 premier pre-pai AIRIO'�S corporate AIRPO* A Traveling just got easier. "'^tisk VI o R41u !t HA U4L4� 0 156 Enhanced Visual Images, Inc. I 1 RFP FWCC FEDERAL WAY COMMUNITY CENTER MARKETING AND STRATEGIC PLAN IMPLEMENTATION PROJECT SYNOPSIS AND COST PROPOSAL Submitted by: Enhanced Visual Images, Inc. March 24, 2009 Wvj Submitted to: City of Federal Way Enhanced Visual Images, Inc. 2 RFP FWCC March 24, 2009 City of Federal Way P.O. Box 9718 Federal Way, WA 98063-9718 Dear Recreation and Cultural Services Superintendent, Enhanced Visual Images has a varied and highly successful track record working with government entities. Based in Federal Way, we are uniquely qualified to fulfill the deliverables set forth in this proposal. We lead an active community life, understand the demographics of our fellow citizens and can put together an effective mix of new (social networks) and traditional media so that our citizens take action; action that leads to the Federal Way Community Center. Our team has produced marketing materials for the Washington Traffic Safety Commission, Governor Gregoire's Get Healthy campaign with the Washington Health Foundation, and worked for political bodies such as the Washington Realtors Association and the Washington Restaurant Association. One key element in our proposal includes a professional video and still record of the Second Annual Birthday Bash on March 29. We believe strongly in giving back to the community and this service, provided free of charge, demonstrates our commitment to this project. With your blessing, we intend to capture the spirit of the FWCC like no one before. In short, we have a proven public service track record, offer the best marketing value per dollar and welcome the opportunity to work with your staff in establishing the Federal Way Community Center as the'destination for fun, fitness and family. It all happens here! Sincerely Mike Dziak, President Enhanced Visual Images, Inc. 1112 South 344th Ste. 305 Federal Way, WA 98003 253-661-6500 158 Table of Contents Enhanced Visual Images, Inc. 3 RFP FWCC Page CoverLetter............................................................... 2 Table of Contents...................................................... 3 Section I — Summary ................................................. 4 Section II — Contact Sheet ......................................... 6 Section III — Program Schedule ................................. 7 Section IV — Firm Organization .................................. 8 Section V — Project Organization ............................. lo Section VI — Assigned Personnel ............................ 11 Section VII — Cost Proposal ..................................... 12 159 Enhanced Visual Images, Inc. 14 RFP FWCC Section I — Summary Objectives Our efforts will develop a strong, cohesive brand, a comprehensive communications strategy that standardizes the currently fragmented communications, and integrates print, broadcast and interactive marketing efforts. Based on the Strategic Communications Plan our efforts will result in: 1. More passholder sales - target increase of 10-15% 2. Increased daily admission sales — target increase 20% 3. Increased rental sales — target increase 15% Scope of Work This proposal encompasses the following program elements: Task 1: Visual look and feel Task 2: Visual library Task 3: Boilerplate description of the Community Center Task 4: Print communications: o 4.1. Seasonal pass holder promotions o 4.2. Community center presentation folder o 4.3. Community center rack cards o 4.4. Community center schedule templates o 4.5. Community center rate -sheet template o 4.6. Community center templates for coupons and passes o 4.7. Community center facility tour card o 4.8. Rental materials: A & B. Youth & general birthday party packages. o Direct mail postcard o Flyer C. Rental rate sheet D. Fundraiser and auctions E. Corporate clients: o Business meetings, trainings retreats F. Special occasion rentals (English/Spanish/Korean) o Overview flyer o Cover letter o Addendum to contract o Checklist do's, don'ts o Post -event survey form 160 Enhanced Visual Images, Inc. 5 RFP FWCC Task 5. Electronic Communications o 5.1. Overall Website o 5.2 Rentals sections with the Web site Rooms to be included in the virtual tours include but are not limited to: Community Rooms, all three bays open as one room Community Room 1 Community Room 2 Community Room 3 Classrooms Senior Lounge Gym Bays o 5.3 Fitness e -newsletter template Task 6. Advertising plan — Initial six months o Revise and update web site o Work on 1 viral video promoting new and improved community center o Revive sponsored street banners that will hang at key intersections and Celebration Park. Banners will be seasonal and show various aspects of FWCC (rental, sports, fitness, kids). Local businesses will be given an opportunity to sponsor banners to help offset production costs. Graphics will mirror already developed pieces. o Develop viral/web/email campaigns to take advantage of free delivery of materials. Highlight the following: ■ Facility rentals • Promotion of summer programs ■ Citywide special events Mid May '09 to August 2009 o Use direct email campaigns with video inserted into monthly newsletter o Weekly blasts of what's happening this week; short web ad to email group... posted on web site, highlight: • Facilities/rental ■ Membership drive ■ Upcoming fall programs and citywide events Sept 09 to December 09 o Use email/web/point of purchase events to promote: • Membership drive • Year end facilities rentals/parry's etc • Winter programs Jan 10 to March 2010 o Market through events/pop/direct emails and web promotions to grow: ■ Membership, rentals, spring programs and citywide events Our team will conceptualize, design, produce and implement all six tasks. 161 Section II — Contact Sheet Mike Dziak — President Enhanced Visual Images, Inc. 1112 South 344th Street, Suite 305 Federal Way, WA 98003 mike@eviproductions.com Phone: 253.661.6500 Fax: 253.661.6803 Federal Tax ID: 91-2034655 est. February 2000 UBI: 602 040 619 City License No. 20 -07 -102 -757 -00 -BL Kevin Hayes — Project Creative Lead/Manger Kevinmhaves @ comcast. net Phone: 253-678-2617 Pat Eldridge — Graphic Designer eldy@comcast.net Phone: 253-632-0381 162 Enhanced Visual Images, Inc. 6 RFP FWCC Section III — Program Schedule Highlights Date Milestone Enhanced Visual Images, Inc. 7 RFP FWCC March 29 Video, interviews, picture shoot, FWCC 2nd Birthda; party End -April Initial consult with staff: -work-up of Task 1 visual look and feel; -discuss print quantities for 4.2, 4.3, 4.7; -discuss in-house vs. contract print; -review signage per new graphics standards; -discuss advertising calendar May (ongoing) Begin Task 2 visual library, catalogue and storage; Begin boilerplate development May 10 Work-up Task 4 elements: 4.1 Seasonal pass holder promotions 4.2 Community center presentation folder 4.3 Community center rack cards 4:4 Community center schedule templates 4.5 Community center rate -sheet template 4.6 Community center templates for coupons and passes 4.7 Community center facility tour card new look for FWCC web site May 15 Finalize Task 4 elements send to print 4.2, 4.3, 4.7; present boilerplate May 20 Begin redesign of FWCC pages within parks brochure; Work-up of 4.8 rental market communications print and electronic; May 25 Present 4.8; present new web designs; translate rental materials into Spanish/Korean May 29 Final 4.8 elements to print; launch redesigned website June 1 Begin creative for survey card, signage improvements; 163 Enhanced Visual Images, Inc. 8 RFP FWCC Mid June Begin information kiosk design; begin creative on direct mail rental postcard; develop mailing lists among target audiences; solicit street banner sponsors End -June Review early measurable with FWCC team; plan 3`d and 4`h quarter activities; develop media kit; Begin developing direct mail postcards for 3`d and 4th quarter. Section IV - Firm Organization Experience EVI's annual production includes hundreds of commercials/Public Service Announcements, and content for broadcast television, the Internet, and public and private uses. Content includes: • Complete design and copywriting for print, web, TV and radio ■ Educational and informational programs • Live and reality TV programs ■ Electronic Press Kits (EPK) for 3 feature films. Government/Agency Clientele ■ Washington Traffic Safety Commission ■ Washington Health Foundation (PSA's for The Healthiest State campaign that featured Governor Gregoire • Multi -Service Center of South King County • Washington Realtor Association • Made in Washington • Kitsap Mental Health National Clientele ■ McGraw-Hill • Oprah Winfrey (The Big Give) ■ America's Most Wanted ■ APA — The Engineered Wood Association 164 Section IV - Firm Organization (cont.) References: Enhanced Visual Images, Inc. 1 9 RFP FWCC APA/American Plywood Association Dennis Hardman/Marilyn LeMoine 7011 South 19th St, Tacoma, WA. 98411-0700 (253) 565-6600 dennis.hardman@apawood.org Marilyn.lemoine@apawood.org MHLG Center for Digital Innovation Thad Salesky 19201 120th Ave NE, Bothell, WA 98011 425.806.3468 thad saleska@mccgraw-hill.com Multi -Service Center Pam Taylor 1200 So 336th Street, Federal Way, WA 98003 (253) 820-9879 Ptaylor—agape@hotmail.com 165 Enhanced Visual Images, Inc. 10 RFP FWCC Section V - Project Organization The project manager will have ultimate responsibility for the following: • Development and coordination of short/long term schedules • Creation of the work flow • Identification of digital assets and resources previously used • Keep timelines current with Federal Way team • Provide weekly e -updates • Schedule and organize all meetings and conference calls Our company uses proprietary project tracking software. Federal Way team members will have access to all creative work through a secure online portal. This feature -laden system will keep track of digital assets, media placements, hours, schedules, traffic reports, budgets and more. In addition to this extensive online system, we will follow-up with hard copies of all working papers, proofs, ad schedules and related project docs. All documents will be retained for a period of five years. Compensation Our firm will present itemized invoices in the form specified by the City and its authorized representatives. Our invoices shall include the services performed, name of the person or firm performing such services and the hourly labor charge rate for all such work. Whenever possible, variable costs coming in below estimates in this proposal shall be passed along to the City in the form of discounts. 166 Enhanced Visual Images, Inc. 11 RFP FWCC Section VI — Assigned Personnel Michael Dziak, President Background: 2000 -Present, President, EVI Digital in Federal Way, WA. Reality show production Major Clients: HARPO Productions `The Big Give", Food Network, Discovery, & Travel Chanr� ; 1988-2000, Prod ucer/Videog rapher, Pacific Communications/TCI Cable Advertising/Comcas` Spotlight. Responsible for selling, developing, bidding, writing, producing, videotaping, recon announcer/VO's, directing talent for local TV commercials, producing award winning corporate visual presentations, marketing and point of purchase visual presentations Areas of Skills and Expertise: Writing, producing, directing; videog raphy/di rector of photography; HD and SD; budget management and implementation; crew/location and management; editing, post production, duplication, graphic design and layout; encoding, dvd authoring. Kevin Hayes, Project Manager/Creative Lead Background: 2000-2009 Advertising and Publicity Manager, APA — The Engineered Wood Association. Managed all aspects of print, web, direct mail and tradeshow advertising and publicity programs for this national trade association. Areas of Skills and Expertise: Creative copywriting; strategic marketing planning and implementation; media coaching, public relations and event coordination; media buying, spokesperson, public speaking; webinar design and delivery; photographer; adept at all Microsoft Office productivity software including budgeting, timelines, project reporting and measurables. Pat Eldridge, Lead Graphic Designer Background: 2007 -Present Owner/Operator of Seattle Media Lab. Providing a multitude of services to regional and national clients including web design, mobile web design, printed materials, book cover design, editing and layout, authoring DVDs, long form video, television commercials media buying, 3D visualization for litigations, special effects for web video and HD. Major Clients: Bumbershoot, 5th Avenue Theatre Comcast Spotlight, Wave Broadband, LG, Lucent, Best Buy, Coldwell Banker Bain Areas of Skills and Expertise: Expert in most Adobe products, including Photoshop, After Effects, Illustrator, Premiere, Encore and Flash; seasoned Avid Composer editor; experienced 3D artist with Newtek Lightwave and Maxon Cinema 4D; expert in green screen and particle effects. 167 Enhanced Visual Images, Inc. 1 12 RFP FWCC Section VII — Cost Proposal Production and Rates Task Hours RateHourly Total $ Fixed/Variable Birthday Bash Video, interviews, still photos 20 125.00 N/C 1.2 Direct Mail Card (two) 16 100.00 1,600 V Printing (10K) = —3;000 ; - V Distribution 3,700 V 3.1 Schedule and Rate Sheets 15 100.00 1,500 V 3.2 Coupon and Pass Templates 8 100.00 800 V 3.3 Flyers 6 100.00 600 V 3.4 Facility Tour Cards 16 100.00 1,600 V 3.5 Rack Cards (4) 20 100.00 2,000 V 3.6 Boilerplate 6 100.00 600 V Printing (60K) 5,000 • V Korean translation 850 V Subtotal 21,250 4.0 Advertising Plan 30 100.00 3,000 V Campaigns (two) Creative/Scripting 20 100.00 2,000 V Video production 12 125.00 1,500 V Talent V/O 1,000 V Edit 20 125.00 2,500 V Media Buy 10,000 F Street Banners N/C Subtotal 20,000 5.0 Folder 15 100.00 1,500 V Printing (10k) 7,000 V Subtotal 8,500 GRAND TOTAL $49,750 168 March 23, 2009 Dear Ms. Clark: Let's build some excitement about the Federal Way Community Center. Let's create an experience for the Center's audiences that drives them to action. Let's increase membership, drop -ins, rentals, access, and awareness about the Center's many offerings. Let's sho%n; the community that it all happens here. Located in Federal Way, in I house communications is a multi -faceted market rife communications agency that excels in providing strategic and tactical creative servic.&= behalf of its clients. We believe that because we are a "home grown"team of communicatiol -- professionals, we can provide results -driven success based on our knowledge of the community, other local health facilities, and the Community Center. With in I house, you'll receive priority treatment and a team approach to all aspects of your campaign. Our experts have dozens of years experience in their respective fields and apply creativity and ingenuity to their work. The project lead and your primary contact will be Kelly Maloney, owner of in I house communications. Joni Atkinson, professional photographer, will do the photography and create the visual library. Linda Sholberg, graphic designer and artist, will work with Kelly to create the overall "look and feel" of the campaign. Kelly will incorporate the look into all components for consistent and easily recognizable materials. Linda will create the usage guidelines. Mike Dziak, professional videographer and web designer, will do the technical aspects of the videos and web. Kelly will write the boiler plate and do all other writing. Please see AttachmentA for details on our experience and Attachment B for a timeline with breakdown of fees/hours, deliverables and responsibilities. Our projected fee of $50,000 reflects a significant reduction in charges. We recognize this is the maximum budget under the RFP and hope our bid is competitive in all of the categories. We are trimming our fees because we believe it is to our benefit, as business owners and residents, to help the Community Center achieve success. Thank you for this opportunity to respond to the Federal Way Community Center Strategic Plan Implementation RFP. We are excited about the prospect of working with you on this important and exciting campaign! Sincerely, / rn Kelly Maloney, owner, in 1 house communications rir-sol 170 in I house communications 409 SW 348th Court Federal Way, WA 98023 T: 253.632.0381 F: 253.835.6158 Sole Proprietorship: Washington State, 2005 U61: 602 458 909 Contact: Kelly Maloney kmaloney@inhousecomm.com Project Coordination in I house communications owes its success in part to strict project organization. As the project lead, Kelly will develop more concise short and long term schedules (after meeting with FWCC). Kelly will provide written updates if desired, and will meet with FWCC on a pre-set or, if needed, spur -of -the moment timeframe. in I house communications conducts a broad array of projects from concept to delivery, including major advertising and branding campaigns, with elements such as: • branding, brand dissemination, messaging, positioning • marketing communications, public relations, media relations • collaterals • web site development • multi -media (Radio, TV, Web 2.0, Video, In -theater) • outdoor/transit • direct mail, copy development, headlines, content • government affairs Please visit inhousecomm.com to view our portfolio. 171 T (D Q. (D dC_ G n 0 3 3 C n (D (D n T O O H W cr 3 S C n O 3 3 C 7 (1 O 0 IA C. C% J J T•.J r F g^'J� IN 00 00 11 03 W Q -o R 5 0 (D(WA (� 'O U C (W/1 W 0 a .�. N O Q W O O 7 O 172 SA W W 0 °- 3 :. °7 i c y -a G) 1n n 0 N -n O (0 m o° 3 3 6 o (D C)o m Cl W� `WG O O O: 0,,%, 3 m• 3:; (D cO ( 3.. _.-; d (D � fD W "3 W (D `� a m O O N m N pr N N N \ �< W `G N W n n � n (7 References (Kelly Maloney) Highline Community College 2400 South 240th St Des Moines, WA 98198 T: 206.878.3710 Lisa Skari, VP Institutional Advancement Iskari@highline.edu (Kelly Maloney) Westside Dermatology 4740 44th Avenue SW Suite 200 Seattle, WA 98116 T. 206.937.8954 Joe Erickson, Founder/Owner JoeErickson@Westside-Derm.com (Kelly Maloney) Franciscan Health System Holly Byrne HollyByrne@fhshealth.org (Mike Dziak) MHLG Center for Digital Innovation Thad Salesky 19201 120th Ave NE, Bothell, WA 98011 425.806.3468 thad_saleska@mcgraw-hill.com (Mike Dziak) Multi -Service Center Pam Taylor (try Tricia Schug if you can't get Pam at the email address below since Pam is now at Valley Cities) 1200 S 336th Street, Federal Way, WA 98003 253.820.9879 Ptaylor_agape@hotmail.com 173 T (D Q (D 07 G O1 n 0 3 3 c r« n m x T 0 0 s S O c N (D 0 3 3 C 0 to 5 v c v :E (n m (o (p me m m W O' O i7 C m m m i7 l7 c: X 37 M O W O. p (D Cr to W N s 3 O (my *'< N O aa] (O m SO 3 3 I(a c ? p m A) m m lD 3 N w O N N O W 3 W � K (D W a 3 (D 7 NN (D W N (D CD `G N (D (D (D (D- 0 ri (D x 7 R (D (a (OD W Q Q O C). w o n. i (D� io 3 O O O to (D W � < N (D Q 174 Ln•C'i m a m m pa tD ° a a O` m a c ; CD (DN m : m; K (D y m o: o 6 3 CA 0 N0 : 7 A A A A to A 1\ is P, OD CO 47 9D OD N 00 V O) t71 'ri m a n ao Wa a a w 3 O � m• H 3 a o� o cpi f m a< m j Ls' 3�- 7 N S -p `° ni N 7K `° mN `= j. .1 czr < Q lD c m (? a w o O' ° a lbtP N Q(D `� A C N 4b C ? ro 3 W OI TO J y W 0J O _ 0 N a O N J O O c0 ? v m O W } fn w n O ~ O -Oi. l) 1 A O U y 7 174 in I house team --experience Kelly Maloney, owner Kelly has been offering integrated marketing communications for nearly two decades in her roles as employee and business owner. Her experience includes marketing strategy and implementation for Valley Medical Center's Fitness Center and marketing strategy for Puget Sound Adventure Boot Camp. Kelly oversaw the creative, development, and dissemination of two successful integrated, multi -media campaigns for Highline Community College—a branding car and a targeted advertising campaign. Both needed to reach diverse audiences with specialized messages. This was accomplished using direct mail, outdoor, transit, radio, web, posters, copy development, scripted videos for Web 2.0 dissemination, collaterals, in -theater advertising, and radio and TV ads with a very small budget. The success of the campaigns was measured by"driving" students to the college's web site, which increased the experience for the audience with fun quizzes, ways for them to identify with other higher education students, and a link to a Highline page to help them figure out their career interests. Web hits reached record highs, and registrations and enrollments.of male students --the key audience for the ad campaign --was significantly increased. Kelly has been working with Franciscan Health System and Franciscan Medical Group for the past five years, writing hundreds of headlines, ad copy and other content for advertising, direct mail and annual reports. In this consultancy relationship, Kelly works with and oversees the work of various professionals, such as graphic designers and photographers. Kelly held the position of Director of Marketing Communications for Provider Services, Inc., Puget Sound Physicians Association (PSPA), and Insignia TPA. For all of these organizations, she was the creative, strategic leader on branding, messaging, and all facets of marketing communications. An example of the success of these efforts is the increase in physician memberships for PSPA, which increased by more than 200 percent. Kelly has a BA (Magnum Cum Laude) in Communications with a minor in Journalism from the University of Houston and continues her education through seminars, workshops, conferences and self -training. Attachment A 175 n N W N O O 176 o m`o Cf) W�'�m 3 3 _; 616 c; H m :o i- p D 3 voi. -N 3 < Oh 'O O N p S (D co (D a N ; 0 O S 6VN. u) 3 M OL 0NC 0 CD rt .' `O 3Am,a .R.0:r (Cl O (00 ll N N S d m 0 0 � O `G 0 (D O m Ci x R N N �, n; ?.•R,O .� � O (:) N � n n n 0 v CO. ..a N (A R N Nto y N O OJ . 0 O. d flt Ot (O O d cn N 3 1 O p 0 O (D O N N O O O F S CL _fir y v CD ° $" w �' (D # prx N H \ w n as ((D_ (D' 0 n 00 n (D O Q - 7 S = C � r - n N W N O O 176 Mike Dziak, videographer/web designer Mike owns and operates EVI Digital. His experience includes reality show production for HARPO Productions"'The Big Give," the Food Network, Discovery, and the Travel Channel. He was a ProducerNideographer for Pacific Communications/TCI Cable Advertising, Comcast Spotlight. Mike was responsible for selling, developing, bidding, writing, producing, videotaping, recording announcerNOs, directing talent for local TV commercials, producing award-winning corporate visual presentations, marketing and point of purchase vis, �11 presentations. Mike's expertise includes web design, writing, producing, directing; videograp y' director of photography; HD and SD; budget management and implementation; crew/ location and management; editing, post production, duplication, graphic design and layout; and encoding and dvd authoring. Joni Atkinson, photographer Joni has been working behind the camera for more than 10 years. Her approach is relaxed and informal. Joni is adept at personal as well as professional photography. She believes catching her subjects in candid moments result in the most realistic images. Along with the mechanical process and technical skill required for optimal results, Joni loves to compose unique images that capture the personalities of the people she photographs. For inanimate subjects, she applies an artistic approach that captures how it is seen in real life. Linda Sholberg, graphic designer/artist Linda's expertise in design, illustration and production is highlighted by her intense love of creating art, particularly oils. �indo's experience includes workingds bhp f it pirect0 f for Smith/Walker Design. Having worked for such industry giants as Eagle Hardware and Multiple Zones International, Linda has also created and designed as a consultant for Diadora U.S., Polyform U.S., Samson/The American Group, Union Bay Label and many more. Linda received her degree from the Art Institute of Seattle. Attachment A 177 0' a w c' n 0 w rt yH b O rt O 00 H b 11 f%i Hi CO EA EA N ( ) V (T O O O O O O O O O O O O O O O O O O O O Cl) V A Ch U7 C) CA O n S N A N O O %0 178 I studiowertex 180 Marketing and Strategic Plan Proposal Contents 102 About Us 103 Project Team 104 Identity Work 105 106 107 108 Websites 109 110 Multilingual Work 111 Methodology 113 Estimate 114 115 116 References 117 Summary 118 studiovertex Marketing and Strategic Plan Proposal About Us 103 Located in downtown Seattle's historical Pioneer Square, studiovertex incorporated was founded in 2002 by Michael Lindsay. The company provides rational strategy -based visual solutions for nonprofit organizations and socially responsible corporations. What do we do best? We are a small and efficient visual communications firm. You have direct contact with the principaUcreative director who leads and participates in providing appropriate visual solutions_ We provide an intelligent, rational approach to message communication - based upon characteristics and values of the organization. We are successful in developing, growing and reinforcing brand. Our communication differentiates your organization. We connect emotionally with the audience and clearly deliver the key message with the voice of the organization. We are successful at fulfilling strategic objectives. What do we offer that others don't? We specialize in visual solutions for nonprofits. We offer experience with solid educational backgrounds, two members of the team have Master of Design degrees. We fulfill the brief objectives with appropriate and intelligent solutions that are representative of the organization. With our smaller size, we deliver on-time, with short revision cycles. 181 stud Lm ertex mmaw undsey Karen Cheng Eric Ridwnis Eric Knudson Marketing and Strategic Plan Proposat Project Team 104 Michael Lindsay, creative director, has more than 25 years of visual communication experience. He has received international design recognition, his work appearing in CA, Tokyo TQC, and 1000 Icons, Symbols, Pictograms. Michael received a Master of Design Degree from the University of Cincinnati and founded studiovertex in 2002. Karen Cheng, designer/consultant is associate professor of the Visual Communications program at the University of Washington and author of Designing Type, Yale University Press, 2006. Karen has received international recognition for design excellence. Hutya Akca, is a designer with solid web and print experience. She received a Bachelor of Fine Arts in Visual Communication Design from the University of Washington. Eric Richards, web developer, has a BFA in Visual Communications from the University of Washington, as well as Computer Information Systems training. Eric Knudson, creative writer, has 17 plus years of agency experience for profits and nonprofit clients. He has a Bachelor of Arts from Pamona College. 182 Marketing and Strategic Ptan Proposal Identity Work 105 Below area few of the initial concepts for the UNAIDS identity refresh. The brand characteristics are courageous, dedicated, progressive, calm and firm. Preview the online brand builder at: http://studio-vertex.com/unaids/ UNAIDS Identity EVI_,W n UIQD' S AIDS Joint United tlationa Programme e : HAVAMS 183 UNAIDS Visual elements and samples of folder and bushws card Avenir 35 Light ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz Avenir 65 Medium ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz Avenir 95 Black ABCDEFG H IJKLM NOPORSTU VWXYZ abcdefghijklmnopqrstuvwxyz ............ QDUNAIDS E- RE NMI 09-A-1- 1% 0 U NAI DS JOINT UNITED NATIONS PROGRAMME ON HIV/AIDS . e � 0 PW WMX A I ..... "2200"N eel eb,sm"aw -f-f-m— rr 22, 110110,11,112 & a,A`owgv M�Ekmz %QC,,Mz off;as Asagg: INI"'Nswr 9� .............. *UNMDSrrE *UNAIDS ------- ------ Marketing and Strategic Plan Proposal Identity Work 107 Healionics provides engineered biomateriats that aid in the healing process, mainly through surface coatings. Below is a sample of an identity exploration with a brief rationale of form, typography and color usage. Brand characteristics are modem, clean, collaborative, ethical and intelligent. Hmfionics Identity Eiptomtion Abstraction of medical cross with element interacting. Accentuation of -heal". Uses all capital as tetters. Clean, modern typography with character. The simplest of togomark options. H E A l I 0 N I C s® Typography: Sansa Normal ■ if ■ Color characteristics: settled, ease, fresh, clean, neat, quite, modern, rational Usage of the letter -h" symmetrically rotated to form a collaborative circle. Simulates surface coating with interaction. Typography is modern, organic and highly individual. Also shape of mark is similar to sun (Helios). healionics. Typography: GE Inspira ■■ Color characteristics: dynamic, vibrant, cerebral, modern, rational Mark is indicative of dynamic healing process and also shows surface modification at a molecular level. Typography is modern, clean with personality. Inh e a l i o n i c s® Typography: DIN Light Color characteristics: spontaneous, cerebral, clean, modern 185 Healundcs Usual dements and samples ► DIN Light ► ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopgrstuvwxyz I DIN Regular ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopgrstuvwxyz ' DIN Botd ABCDEFGHIJKLMNOPORSTUVWXYZ abcdefghijklmnopgrstuvwxyz 0 * healionics. VCK OD Ev -mr,,a heal ionics. Marketing and Strategic Plan Proposal Websites I o4 UNAIDS needed an website portal geared for a younger audience to promote selected UNAIDS information in an engaging way and facilitate access to more specific information on the main site. Visually the site is much more dynamic and lively for the target audience with content being more advocacy related and less scientific and technical as their main site. The primary content is divided into four easy to navigate sections: The Epidemic, Prevention, Treatment, Care +Support. The prototype is viewable at: http://studio-vertex.com/unaids/portal/ Y�••p tlw wwW M)Wss wins 1M �ti5�•1w�b• � wvr AIDS in Arica 0 s/w.s�ss'r,wpaq•, I:ewwx kosau s.s.�.oa.sy4 `.ea.saa.K. s�•�.• an� �.�rw•M:=gym. maw.. s.n or. a�peua ao rw. gym•. spa. f UNAIDS= M ................ UNAIDS Adwaxy PorW u•u•ov..•.ma�w.e.uos wvsaas•ia�u•iage: uw.rea.nrr.. cwa.awa•n•dw.v.uw•rmaa.wn w••�r�.w•.mt+me•oa M w+9 ww•�••re www. a•a� a aM a� bw�sr Fauw���i0�m•rb4Ntlw..yae�y a•r•r•..vwa,y Lwa y m"Is a ysl0n- mV MW. �•V bwan� MAbq•�Ywa�aiMp••�auY+tlapW e•Ypwr•neo anrwr.pn•sew tdq•r•••oa.awm•ma .wnryou•.,.w: bfaelil•1WRO4srwsww.� Wq/Mob{w[bowv ti Dorm a �a w aw•u m+. •w1wo ro! rwe� m v'a®.s.�awwrman.o s• wwawovrwa nw•.tawwvgsswvv�•K- �+•o �Id•o weR a! w am b ••a supr. n.w+i.no w� ad a�e•�wwarwwys F�n•.t•V uomwweeaalw•m w�uV+waea•aeaativ ar a rse wru wraYo a w•r..� o•.n•.a N�1 � ie•r •itne�•wwr sr 9 "UNAIDS= = a Marketing and Strategic Plan Proposal Websites 1 010 The primary objective of the Hearst Corporation website is to educate the general public about the breadth and depth of brand offerings and to function as a news and public relations tool. The project was a total redesign replacing a legacy site that was about 8 years old. The site integrates scripted flash components that allow easy updates to new images, for instance, monthly updates of magazine covers. To view website prototype visit: http://studio-vertex.com/hearst/webreview/ ■ ■ A ■ f T rorparatioa A a—_ ABOUT HEARST® PRESS ROOMO audio rn...pur n. Ir. muprm. , m9� me{aa ��k � � ""`YiiOoiO a.d raJ;a b..ad. as emn b,u. r. TV, -d man a..d !'mlban... alr-frary.xs dumbu.ne ad -d..w.r. ,.a.Pa+.w.wusn 188 Hearst Coiporwdan website rre —ation — o,„,— — a ea«Hc�X.>. �� mooa.aw :wtTr..,..: rain �awa+m Eaebu.aa4mr. eHm.TRraeaRHe. vaa H.aXCdpbaM ar.Hamxnm wraas d®�amrw. aab. cEombra Rn>e.saa-+ado,daxwx�mn HVYa CFO bro5r 33eNa aasaPo Pa,ro,tl. GearP R Naw., X. >. N.aq Urpa.Wr eeemrv» fraw.PwWaq,Yn iambHeal CaOwym 1 ErH.am.adm... u ao TNs aana i Orac�eratlah RAOL.eet Ra�OubA �� ErX.tbnap Hv9 Ck,OvNm dAe.n ,sm.f amlb'aY %Ca .Oe mt.nYm ..... ........ ... .R4" NII aIO.YN 1a'Adm RarteN NavA A.aaW Re,.v .. dales bpxY,Nu9 wo wseaam.wa'. Cbmm.w aAugm axasTXPb H.EervEX.aH, PmR+. To]aears amn1 wz51 .NirACamWr9 Wry MbviilnrL mrpa.ei basic m4xeb MMe avw mwW pMevcb trara.q sire 'b6rFN� ^�a4NV oxeeV Marketing and Strategic plan Proposal Multilingual Work 111 Multilingual work includes projects for Corbis, Getty Images and UNAIDS. We produce 10-12 language versions for Corbis campaign components. Below are examples of the Corbis Integrated Entertainment Launch booklet. A printed sample of versions are included in this packet. Preview the multilingual flash web promos for this campaign at: http://studio-vertex.com/corbis/review/ Cabs Entertainm"d Bookidt 189 Marketing and Strategic Plan Proposal Methodology 112 The methodology initiated for a specific project is flexible. Below is one proposed scenario. Input Meet with client stakeholders. Research and understand the project and the organization, competitors and best practices. Review current communications. Creative Brief Create a clear, concise, creative brief, which will articulate the strategy, objectives, brand values and characteristics. The brief will also state any requirements and list the deliverables. Planning Create a timeline for presentation and task phases. Create an efficient workflow process for approval and handoff. Create an refined estimate for project_ Presentation Present solution options and rationale that fulfill the creative brief, articulating chosen concept, voice, form, color, typeface selection. Selection After review and selection by client, scale and expand the solution strategy to materiats/mediums listed on the task sheet. Output Creation and delivery of tasks items following the timeline and workflow process established. Creation of visual guidelines that articulates rationale and documents examples. The visual guidelines would educate internally to maintain consistency in verbal and visual language. 190 studiot,ertex Marketing and Strategic Ptan Proposat Estimate 113 Task 1 vsuat look and Feel ��tdll<iesrnrdc Objectives Values Characteristics Rationale Messaging Voice Grid Color Typography Design examples Templates Graphic Elements and Symbols Estimated time 60 hours Tota(cost $t Wo Task 2 Visual e images capture the vibrant offerings of the Center, the diversity of people who enjoy the facility, and the building itself. Estimated time 86 hours Total cost -*p Includes planning, art direction, delivery of high resolution digital imagery and all usage rights. Does not include expenses such as props or model fees if needed. Task 3 Boiterptate 4J4&+�aa,fbtre The boilerplate copy will be used in a variety of settings from news releases and rack cards to flyers and coupons. Estimated time 18 hours Total cost $18W- 191 studiowertex Marketing and Strategic Plan Proposal Estimate 114 Task 4 Print Communications fixe'�ttt corninnrcatior�natertats The materials wilt help the Center reach its goals of raising visibitiity and stature in the community as well as meet its business revenue expectations_ 4.1 Seasonal Pass Holder Promotions (4) Summer 2009 Fall 2009 Winter 2009-2010 Spring 2010 Estimated time 32 hours Total. cast $32W 4.2 Community Center Folder (1 Standard size die -cut 2 pocket folder design, production. Does not include printing. Estimated time 20 hours Total cast .$20W 4.3 Community Center Rads Cards (4) Write and design fourseparate, standard -size rack canis that are activity and audience focused. Estimated time 38 hours Total cost $3800 4b Community Center Schedule Templates (24) Rewrite and redesign templates that can be easily updated internally. Four seasonal templates of six activities Estimated time 42 hours T3talcost.$4200 4.5 Community Center Rate Sheet (11 Rewrite and redesign the current rate sheet to be updated internally. Estimated time 16 hours Total cost$1`600 192 studiovertex Marketing and Strategic Plan Provos, It Estimate 1 15 4.6 Community Center Templates for coupons and passes (Z) Create two different templates for coupon promotions and pass deals, consistent with current size (6.5 x 2.78). Estimated time 18 hours • Tatal.'Cost._ $1800 4.7 Community Center Tour Card Write and design tour card that focuses on fitness capabilities that can work as a self -guided tour. Estimated time 20 hours Total cost $2000 4.8 Rental Materials Develop a suite of print and electronic materials to promote rental of facility. Youth Birthday Party Packages Direct Mail postcard Flyer General Birthday Part Packages Direct Mail Postcard Flyer Rental Rate Sheet Fundraisers and Auctions Corporate Meetings, Training and Retreats Special Occasions (Weddings, Reunions) Flyer (English and Spanish) Cover Letter (English and Spanish) Addendum to Contract (English and Spanish) Checklist (English and Spanish) Survey (English and Spanishl Estimated time 166 hours Total,oust $16,600. 193 studiowertex Marketing and Strategic Plan Proposal Estimate 116 5.1 Overall Website Rewrite and redesign current Centers website. Site will use existing CMS, databases, class registration and e-commerce features_ Includes initial design options, design of up to 16 pages, web development, one round of corrections, browser testing and documentation. Estimated time 78 hours Totat cost- $— Xw 5.2 Virtual Tours of Rental Sections Create virtual tours for the following areas as empty rooms, then feature types of events within the rooms. Community Room (all3 areas open as one) Room 1 Room 2 Room 3 Classrooms Senior Lounge Gym Bays Estimated time 80 hours Total cost $,M 5.3 Fitness e -newsletter Template Develop three names, design and build html template, and brainstorm topics. Estimated time 30 hours Total cost X3000, 6.0 Advertising Plan Create an advertising plan for Summer 2009 through Summer 2010. The plan should take into account the other types of advertising being used and should focus on those outlets and avenues that offer the highest visibility and the best chance of return. Strategy and goals for advertising explaining why and how this plan meets these goals. Breakdown of target audiences by demographics or lifestyle. Outlets and avenues that should be targeted Budget and calendar outlining Estimated time 48 hours Total cost $4,800 194 studioWertex Annemarie Hou Chief of Communications UNAIDS United Nations Geneva houa(dunaids.org (+41122 7914577 Carmen Cano Director of Product Development Hearst Corporation carm en.cano(dhearst.com (7131362-7035 "L%ll Marketing and Strategic Plan Propnsd', References 117 Etten Morgan Vice President Marketing &Brand Manager First Independent Bank elten.m organ(afirsti ndy.com (360) 619-5722 Kathleen Woodward Director Simpson Center for the Humanities University of Washington kwl (du.washington.edu (206) 543-3920 I studiowertex Marketing and Strategic Plan Proposal Summary 118 Thank you for considering studiovertex incorporated for this project. Please feel free to contact me with any questions or clarification at: michael Lindsay studiovertex incorporated 108 s. washington street suite 310 seattle, wa 98104 +1206.838.7240 m ichael(dstudio-vertex.com www.studio-vertex.com This is an early estimate based on our understanding of the Request for Proposals document dated 10 March 2009. This estimate may change if scope of project changes over the duration of project. Sincerely, Michael Linds President studiovertex incorporated EIN# 84-1627027 UBI# 602 340 582 196 studiowertex studiwMfUx lna wporaWd 108 South Washington Street Suite 310 Seattle, WA USA +1 206.838.7240 studio-vertex.com 197 198 COUNCIL MEETING DATE: April 21, 2009 ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: COMMUNITY FIREWORKS RFP POLICY QUESTION: Should the Council approve the proposal from Entertainment Fireworks for- the community fireworks display at the Red, White and Blues Festival? COMMITTEE: PRHSPSC MEETING DATE: April 14, 26109 CATEGORY: ® Consent ❑ Ordinance ❑ Public Hearing ❑ City Council Business ❑ Resolution ❑ Other STAFF REPORT BY:Mary Faber, Recreation and Cultural Svcs. Supt. DEPT: PRCS _....... Every two years the City seeks vendors to produce the community fireworks display at the Red, White and Blues Festival. In February, the first Request for Proposals (RFP) for fireworks was advertised and sent to regional vendors. One late proposal was received by Entertainment Fireworks Inc. who had mistaken the date RFP's were due. The RFP was advertised a second time and sent to regional vendors, one proposal from Entertainment Fireworks, Inc. was received. Attachments: 1. 2009-10 Fireworks Request for Proposals 2. Entertainment Fireworks Inc. Submittal Options Considered: 1. Authorize acceptance of the Entertainment Fireworks Request for Proposal and authorize staff to negotiate a two year agreement for $32k for the community fireworks display at the Red, White and Blues Festival. 2. Provide alternate direction to staff. STAFF RECOMMENDATION: Staff recommends Council approval of option 1 CITY MANAGER APPROVAL: 94411 DIRECTOR APPROVAL:_ to Committee to Council to Committee To Council COMMITTEE RECOMMENDATION: Forward the proposal to City Council for approval on April 21, 2009. Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: `I move approval of option 1, and authorize staff to negotiate a two year agreement for $32k for the communityfireworks display at the Red, White and Blues Festival. " 199 fBELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL # ❑ DENIED IST reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ MOVED TO SECOND READING (ordinances only) ORDINANCE # REVISED — 02/06/2006 RESOLUTION # 199 CITY OF FEDERAL WAY RECREATION AND CULTURAL SERVICES DIVISION REQUEST FOR PROPOSAL I. PURPOSE OF REQUEST The City of Federal Way ("City") is requesting proposals for the purpose of providing community fireworks display on July 4, 2009 and July 4, 2010 at Celebration Park (i 09 S 324th St.) in Federal Way. The City's needs are outlined in the following Request for Proposal ("RFP"). The selected firm will be issued a two-year contract for services. II. TIME SCHEDULE The City will follow the following timetable, which should result in a preliminary selection of a firm on March 27, 2009. Issue RFP March 7, 2009 Deadline for Submittal of RFP's March 20, 2009 Preliminary Selection of Firm March 27, 2009 Notify Firm April 22, 2009 III. INSTRUCTIONS TO PROPOSERS A. All proposals should be sent to: Jeri -Lynn Clark, Purchasing City of Federal Way 333258 1h Avenue South P.O. Box 9718 Federal Way, WA 98063-9718 (253)835-2526 B. All proposals must be in a sealed envelope and clearly marked in the lower left- hand corner: "RFP - Community Fireworks Display". C. All proposals must be received by 5:00 p.m. on March 20, 2009. Postmarks will not be considered in judging the timeliness of submissions. Proposals must be delivered in person or by courier or by mail to: Federal Way City Hall, 33325 8th Ave S, 98003. All proposals must be signed in ink by an authorized representative. Three copies of the RFP must be presented. No faxed or telephone proposals will be accepted. 200 D. Proposals should be prepared simply and economically, providing a straight forward, concise description of provider capabilities to satisfy the requirements of the request. Special bindings, colored displays, promotional materials, etc. are not desired. Emphasis should be on completeness and clarity of content. Use of recycled paper for requests and any printed or photocopied material created pursuant to a contract with the City is desirable whenever practicable. Use of both sides of paper sheets for any submittals to the City is desirable whenever practicable. E. The Recreation & Cultural Services Superintendent or representative wil, flf�l i .. the firm selected, in writing, by March 3, 2009. E. All proposals must include the following information: • Length of show. The City requires that the show be 20-22 minutes in length. • The names of individuals from those firms who will be working on the project and their areas of responsibility. • Specific experience of individuals relative to the proposed project. • A proposed outline of tasks, products and project schedule, including the number of hours required to complete each task or product. • A proposed budget based on the above outline of tasks, products and schedules for a total of $16,000.00 for 2009 and $16,000.00 for 2010. Budget to include all customary costs including but not limited to product, shipping cost & delivery costs, choreography, music, performance, set-up and clean up. • References, including at least three (3) current references with contact names, addresses and telephone numbers. • A site map, including fireworks staging area and safety zone. Inventory of products to be used. IV. SELECTION CRITERIA Factor Weight Given 1. Responsiveness: The City will consider the 20% materials submitted by the proposer to N 201 determine whether the proposer is in compliance with the RFP. 2. Creativity, variety and content of 20% fireworks display. Review of detailed show description. 3. Price. 30% 4. Responsibility: The City will consider the 30% materials submitted by the proposer and other evidence it may obtain to determine the company's ability and history of successfully completing contracts of this type, meeting projected deadlines and experience in similar work. TOTAL CRITERIA WEIGHT 100% Each proposal will be independently evaluated on factors 1 through 3. IV. COMPENSATION A. Please present detailed information on the firm's proposed fee schedule for the specifications proposed and for any variation for non -routine services, inclusive of Washington state sales tax and any other applicable governmental charges. Please provide specifics as to definitions of routine versus non -routine tasks, what is fixed as opposed to variable, and how costs are adjusted according to that classification. B. Payment by the City for the services will only be made after the services have been performed, an itemized billing statement is submitted in the form specified by the City and approved by the appropriate City representative, which shall specifically set forth the services performed, the name of the person performing such services, and the hourly labor charge rate for such person. Payment shall be made on a monthly basis, thirty (30) days after receipt of such billing statement. V. TERMS AND CONDITIONS. A. The City reserves the right to reject any and all proposals, and to waive minor irregularities in any proposal. B. The City reserves the right to request clarification of information submitted, and to request additional information from any proposer. 3 202 C. The City reserves the right to award any contract to the next most qualified contractor, if the successful contractor does not execute a contract within thirty (30) days after the award of the proposal. D. Any proposal may be withdrawn up until the date and time set above for opening of the proposals. Any proposal not so timely withdrawn shall constitute an irrevocable offer, for a period of ninety (90) days to sell to the City, the services described in the attached specifications, or until one or more of the proposals have been appro ' :y the City administration, whichever occurs first. E. The contract resulting from acceptance of a proposal by the city shall be i f, supplied or approved by the City, and shall reflect the specifications in thi copy of the contract is available for review. The City reserves the right to rej eCt <M., proposed agreement or contract that does not conform to the specifications corilainc in this RFP, and which is not approved by the City Attorney's office. F. The City shall not be responsible for any costs incurred by the firm in preparing, submitting or presenting its response to the RFP. VI. SCOPE OF SERVICES Submission of proposal for community fireworks for up to $16,000.00. Proposal should include choreography to music with a welcoming address to the citizens of Federal Way and a grand finale display. The length of the display should be identified with a minimum length of 20 and maximum length of 22 minutes accepted. The show will take place at 10:15 p.m. at the location of Celebration Park, Federal Way, Washington. Attendance for the 2008 event was approximately 16,000-18,000. Please identify the relationship between price and length of program. Each proposal should include a description of all fireworks to be included and any visuals and explanation that assist in describing the show. Services to be performed must be in compliance with all provisions of Chapter 70.77 RCW, including, without limitation, using one licensed pyrotechnic operator in connection with the handling or display of fireworks, combing the grounds for any live materials around the site immediately preceding the fireworks display and again during daylight hours on July 5 to be completed by 10:00 a.m., providing sufficient personnel at fireworks discharge site in order to ensure a safe public display, and obtaining all necessary licenses and permits; provided, however, that the City agrees to waive the local business license fee and agrees to provide for crowd control and fire personnel. 0 203 VII. INSURANCE Proposer agrees to carry as a minimum, the following insurance, in such forms and with such carriers who have a rating, which is satisfactory to the City: A. Workers' compensation and employer's liability insurance in amounts sufficient pursuant to the laws of the State of Washington; B. Commercial general liability insurance with combined single limits of liability not less than $3,000,000 for bodily injury, including personal injury or death, products liability and property damage. C. Automobile liability insurance with combined single limits of liability not less than $1,000,000 for bodily injury, including personal injury or death and property damage. The City shall be named as additional insured on all such insurance policies, with the exception of workers' compensation coverage(s). Contractor shall provide a certificate of insurance and a copy of additional insured endorsement concurrent with the execution of a contract with the City, evidencing such coverage and, at City's request, furnish the City with copies of all insurance policies and with evidence of payment of premiums or fees of such policies. Publication: Federal Way Mirror, March 7, March 11 k: \rwb (\logistics\firewkrfpRev.0910 S 204 1 VI 009-10 ment Fi xce//ence e rr aing n Y ��W ger 2007 tin �a'dcast - Coeur ort, Crty��/ene, Idaho. j veItail?, Wrco�� Entertainment Fireworks, Inc. F A Place of Excellence in Pyrotechnics V P.O. Box 7160 G �r Olympia, Washington USA 98507-7160 March 17, 2009 Jeri -Lynn Clark, Purchasing City of Federal Way 33325 8th Avenue South PO Box 9718 Federal Way, WA 98063 RE: RFP Community Fireworks Display Dear Jeri Lynn: Thank you for the invitation to participate in this process. As you know, Entertainment Fireworks, Inc. has been your production vendor in the past. Enclosed for your review and consideration is our Proposal "A" in the amount of $16,000 per year for your July 4, 2009-10 fireworks displays. The price is all-inclusive per the following proposal, produced using 35% Recycled EnvirocopyTM paper. It is our understanding of your "Scope of Work" that you wish to engage with a Display Company to prepare and produce a July 4th program for years' 2009 and 2010. The Program will be launched from Celebration Park - 1095 South 324"' Street, Federal Way, WA, at approximately 10:15 PM each of the respective years of the agreement. The Program should include choreography to music with a welcoming address to the citizens of Federal Way. Implied in this "Scope of Work" is your desire to have this program produced in a safe, secure, and professional manner and to have the activity managed and assembled so as to be ready to initiate the display as defined in the RFP. We have also noted and understand your request for the event to be performed in compliance with all provisions of Chapter 70.77 RCW, and other applicable laws and standards, notwithstanding NFPA (National Fire Protection Association) Standard 1123, as identified by reference in WAC 212.17. You have also requested an identification between price and length of program. The RFP targets a minimum length of 20 and a maximum length of 22 minutes. It is important to perceive that what you are purchasing is the "opportunity to be entertained". Albeit, a potentially shorter program that features design and entertaining presentation, and makes use of your material and service that you have the budget to purchase, may garner more positive response from all, vs. a longer program with large gaps between launches and effects. 206 Phone 360-352-8911 * Fax 360-352-0205 * efi@pyrotech.com * www.pyrotech.com ref `81 �r %� Entertainment Fireworks, Inc. F1 A Place of Excellence in Pyrotechnics (� P.O. Box 7160 -� 1r Olympia, Washington USA 98507-7160 �0rks, Yet, relying upon our past service, we have achieved or adequately serviced this target through careful music selection and collaboration with the City Event Director. We have included with this proposal the quantities of each respective size of item that will be furnished to the programs. The full "laundry list" of ca item and description would consume the majority of space allowed for this RFP and possibly serves little purpose in the broad scope of the information wish to evaluate to make your choice. You will note that the product inventory for your successive programs is close to a "carbon copy" of materials used during the previous RFP cycle, and is sufficient to support the RFP's "length" target and design objectives. RFP Element PERSONNEL - Entertainment Fireworks, Inc. administrative personnel to provide production services: Ken Julian, VP Operations/Choreographer/Music Director (15 years), Judy Julian, EFI President (15 years), Terri Schuette, EFI Admin Director (20 years). Scott Steinmetz (15 years) - Washington State Licensed Pyrotechnician. By trade, Mr. Steinmetz is a practicing Civil Engineer, and has avocationally coordinated the City of Federal Way display production for many recent years. RFP Element OUTLINE OF TASKS - Please refer to the observations and interaction City officials have had with Entertainment Fireworks, Inc. and Mr. Steinmetz during past presentations for achievement of a quality outcome. RFP Element REFERENCES: (provide 3) Sarah Olson City of Lynnwood Parks & Recreation PO Box 5008 Lynnwood, WA 98046 425-771-6447 Mike Ogliore, Events Director Bellevue Downtown Association 500- 108th Avenue NE Suite 210 Bellevue, WA 98004 425-453-3110 Phone 360-352-8911 * Fax 360-352-0205 *Oefi@pyrotech.com * www.pyrotech.com �e�taihhi r �o W Entertainment Fireworks, Inc. F A Place of Excellence in Pyrotechnics V P.O. Box 7160 Go r Olympia, Washington USA 98507-7160 tvorwse Adrian Buchan, Marketing Director Emerald Downs Racetrack PO Box 617 Auburn, WA 98071 253-288-7719 RFP Element SITE MAP - Please find current SITE MAP after the Display Agreements in this proposal. RFP Element INVENTORY OF PRODUCT - as follows. For any questions you may have, please contact us at 360-352-8911, fax to 360-352-0205 (email: efi@pyrotech.com). Also, visit Entertainment Fireworks, Inc. on the worldwide web at: www.pyrotech.com. Entertainment Fireworks, Inc. is providing its standardized "Display Agreement" for review. We understand that modifications may be requested to more appropriately fit the contract culture of the City of Federal Way. I believe we have successfully completed those requests in the past, and will certainly strive to meet any reasonable suggestion again. Entertainment Fireworks, Inc. will provide the City of Federal Way with a Liability Certificate of Accord in the amount of $5,000,000 as a value added service. Upon advice from the City of Federal Way, Entertainment Fireworks, Inc. will also list "additional insureds" who are directly involved in the production or administration of the program. Entertainment Fireworks, Inc. is underwritten by the Lexington Insurance Company, currently rated by A.M. Best at "A 15". Brokerage contact information for Risk Management inquires can be provided upon request. Thank you for the opportunity to submit this proposal. It would be a privilege to work with you. Sincerely, ENTERT FIREWORRf� - r Ken Julian Vice -President 208 Phone 360-352-89 H * Fax 360-352-0205 * efi@pyrotech.com * www.pyrotech.com City of Federal Way July 4, 2009-10 Entertainment Fireworks, Inc. is pleased to present this proposal for the City of Federal 2009-10 fireworks productions. This is a complete - program and includes: • Licensed Operator and Crew • Transportation • Worker's Compensation • Liability Insurance Coverage • All Equipment to Fire Display • Administrative Coordination (all necessary permits and licenses) Entertainment Fireworks purchases quality pyrotechnic materials from select sources in the United States, Europe, and Asia to provide your event with the best varieties possible. These products have been selected with consideration of your budget, location and display to achieve, in our professional opinion, the maximum variety of color, size and overall effect. If you wish to make any adjustment to quantities suggested, we would be happy to make changes of equivalent values at your request. The following descriptions are representations of the types of aerial shells and other pyrotechnic materials to be used in your fireworks display. And now to introduce your program... Pagel 209 City Of Federal Way July 4, 2009-10 Fireworks Display Proposal Aerial Display Shells 3 -inch Aerial Shells Color 120 Fancy 70 Special 15 4 -inch Aerial Shells Color 120 Fancy 70 Special 15 5 -inch Aerial Shells Color 70 Fancy 20 Special 6 Page 2 210 City of Federal Way July 4, 2009-10 Fireworks Display Proposal Comets Page 3 211 Comets 2.00 -inch - (varieties selected from) Blue with 30 Silver Tail, Firefly Gold Strobe, Firefly Silver Strobe, Firefly (Wizard), Red Glitter, Kamuro (Wizard), Green Glitter, Purple, Orange Glitter Comets 3.00 -inch - (varieties selected from) Blue with Silver Tail, Golden Tailed, Firefly Gold Strobe, Golden Tailed, 2 O Firefly Silver Strobe, Red Glitter, Green Glitter, Green with Silver Tail, Red and Silver Tailed, Silver Tailed, Yellow with Silver Tail, Orange Glitter Page 3 211 City of Federal Way July 4,,2009-10 Fireworks Display Proposal Specialty Display Products 2 C Salutes: 3 -inch Titanium Flash Heavy Report (total of chained J or single salutes) 2 Mines - 12 3 -inch Aerial Canister Mines, 8 4 -inch Aerial Canister Mines, 2 5 -inch Aerial Canister Mines Multiple Shot Aerial Display Devices (Description of 6 Varieties): 3 - 50 -shot 2 -inch varieties; 2 - 36 -shot 2.5 -inch varieties; 1 - 25 -shot 3 -inch variety. Multiple Shot Ground Display Devices (Description of 1 2 Varieties): 6 - 100 -shot varieties; 4 - 100 -shot "fan pattern" varieties; 2 - 150 -shot varieties Performance Candle Batteries (Description of Varieties): 6 26 -8-ball 1 -inch varieties; 16 - 8 -ball 1-1/2 inch varieties; 4- 2 -inch 8 -ball varieties Page 4 212 City of Federal Way July 4, 2009-10 Fireworks Display Proposal Display Shell Recap Total 3" Shells 205 Total 4" Shells 205 Total 5" Shells 96 Total Comets 50 Total Specialty Display Products 91 TOTAL FINALE SHELLS 131 GRAND TOTAL 647 + Grand Finale Finale Shells: A magnificent display of fantasy in the sky. Sounds of bursting barrages and a star break of spectacular colors. Shells simultaneously bursting in the sky, spreading a glorious rainbow of colors and lighting up the heavens with breathtaking beauty. A very special ending to your evening of a grand display of fireworks. Quantity 21/2" Finale Shells 60 3" Finale Shells 60 4" Finale Shells 5 5" Finale Shells 6 TOTAL FINALE SHELLS 131 Page 5 213 City of Federal Way July 4, 2009-10 Fireworks Display Proposal FIREWORKS ITEMS VS. SHELL COUNT OR SHOTS This proposal is calculated on actual pyrotechnic units planned for display at the event, NOT on volume of shots. 18 are included in the pyrotechnic unit count as the basis for this proposal. These 18 units are capable of projecting 1547 shots. In preparing your DISPLAY SHELL RECAP, 18 devices are used to give you a practical sum of the total units, and does not total the number of shots these devices can perform. Page 6 214 City of Federal Way July 4, 2009-10 Fireworks Display Proposal RECAP DISPLAY INVESTMENT: $16,000 USD PER YEAR. Includes all expenses, plus choreography/music fees if applicable, except police or other protection to prevent intrusion of the public onto the firing grounds, and/or services of a standby fireman. LIABILITY INSURANCE: Public liability and property damage insurance in the sum of $1,000,000 and provided compensation insurance for all help and assistance as required by state laws governing Fireworks Displays. Additional insurance coverage in the amount of $4,000,000 is being included with this proposal. NOTE: Customer to provide sand (if applicable) and security. Charges for barges and tugs, if applicable to the event, will be billed directly to the sponsor. Page 7 CONTRACTS AND DELIVERIES MAY BE SUSPENDED OR CANCELLED PENDING ANY CONTINGENCIES BEYOND THE FIRM'S CONTROL, E.G. FORCE MAJEURE, LOCKOUTS, STRIKES, ACCIDENTS, TEMPORARY STOPPAGES, WAR, OR THE LIKE. Refer to enclosed contract for specific terms of this agreement. Entertainment Fireworks, Inc.° 215 ENTERTAINMENT FIREWORKS, INC. DISPLAY AGREEMENT 1. This agreement, entered into this 16th day of March, 2009, and between Entertainment Fireworks, Inc., hereinafter referred to as "EFI", and City of Federal Way, herein after referred to as PURCHASER. 2. EFI agrees to furnish PURCHASER, in accordance with terms and conditions hereinafter set forth, 2 fireworks displays per PROGRAM A, proposed, accepted and made part hereof, together with the services of a pyrotechnic operator licensed for the state of the display to be in charge of, and along with sufficient crew to safely discharge the display. Said display is scheduled to be performed on the 4th day of July, 2009-10, at Celebration Park, Federal Way, WA. PURCHASER, at it's own expense, agrees to provide to EFI: A) A suitable DISPLAY SITE in which to stage the fireworks display, including a firing and a fallout zone acceptable to EFI in which the fireworks and fireworks debris may be exhibited, rise and fall safely. B) Adequate policing, guard protection, roping, fencing, and/or other crowd control measures to prevent the access of the public, or it's property not authorized by EFI into the display site. C) The services and cost of standby firemen and/or applicable permit fees as required by state and local statutes, ordinances or regulations. D) Access by EFI, at all times to the DISPLAY SITE to set up the display. If PURCHASER fails to fully comply with all requirements of A, B, C, and/or D set forth above, EFI shall have no obligation to perform and PURCHASER agrees to pay EFI the entire contract price plus any additional expenses incurred because of said failure. If in it's sole discretion, PURCHASER designates an area for members of the public to view the display ("spectator area") and/or area for parking vehicles, ("parking area"), the PURCHASER shall: E) Ensure that the Spectator Area does not infringe on the Display Area; F) Have sole responsibility for insuring that the terrain of the Spectator Area and any structures thereon, including, but not limited to grandstands and bleachers are safe for use by spectators; G) Have sole responsibility for insuring that the Parking Area is safe for use; H) Have sole responsibility to police, monitor, and appropriately control spectator access to the Spectator Area and Parking Area and police, monitor and appropriately control the behavior of persons in these areas. It is expressly agreed that EFI, (including its operators and crew) shall not inspect, police, monitor or otherwise supervise any area of the site other then the Display Area, except to insure: I) That any Spectator or Parking Area are outside the Display Area; and 1) After completion of the Display, that the Display Area is cleared of any live fireworks debris originating from the program. 4. PURCHASER shall pay to EFI Sixteen Thousand Dollars ($16,000.00), plus a $25.00 fuel surcharge if applicable. Full final payment is due within ten (10) calendar days after the date of the display. A finance charge at a periodic rate of 1.5% per month, 18% annual percentage rate, or the maximum rate permitted by law, whichever is less, will be charged on the unpaid balance after 10 days from the date of the display. PURCHASER, by signing this agreement, authorizes EFI to receive and verify financial information concerning PURCHASER from any person or entity. 5. PURCHASER agrees to assume the risk of weather, or causes beyond the control of EFI which may prevent the display from being safely discharged on the scheduled date, which may cause the cancellation of any event for which PURCHASER has purchased the display, or which may or effect or damage such portion of the exhibits as must be placed and exposed a necessary time before the display. It shall be within EFI's sole discretion to determine whether or not the display may be safely discharged on the scheduled date and at the scheduled time. If for any reason beyond EFI's control, including, without limitation, inclement weather, EFI is unable to safely discharge the display on the scheduled date or should any event for which PURCHASER has purchased the display be canceled, the parties shall attempt to negotiate a new display date, which shall be within 60 days of the original display date. PURCHASER further agrees to pay EFI for any reasonable additional expenses made necessary by this postponement. If they are unable to agree on a new display date, EFI shall be entitled to liquidated damages from PURCHASER as if PURCHASER had canceled the display on the date set for the display, as provided in the following paragraph. 6. PURCHASER shall have the option of unilaterally canceling this display prior to the date of the display. If PURCHASER exercises this option, PURCHASER agrees to pay EFI, as liquidated damages, the following percentages of the agreed contract price: 1) 25% if cancellation occurs three (3) or more days before the date scheduled for the display, 2) 50% if cancellation occurs within two (2) days of the actual date set for the display, 3) 75% if the cancellation occurs on the date set for the display but prior to the time physical set-up of the display actually begins, 100% thereafter. If cancellation occurs prior to the date of the display, PURCHASER agrees to pay EFI, in addition to the above percentages, the reasonable value associated with any specific custom work performed by EFI or it's agents including but not limited to music, narration tape, production and/or sponsor logo. mill 7. In the event the PURCHASER cancels the display, it will be impractical or extremely difficult to fix the actual amount of EFI's damages. The foregoing represents a reasonable estimate of the damages EFI will suffer if PURCHASER cancels the display. 8. EFI reserves the ownership rights and trade names used in or a product of the pyrotechnic display to be performed herein. Any reproduction by sound, video or other duplication or recording process without the express written permission of EFI is prohibited. 9. EFI agrees to furnish insurance coverage in connection with the display only, for the following risks and amounts: bodily injury and property damage, including products liability FIVE MILLION DOLLARS ($5,000,000) combined single limits. Such insurance shall include PURCHASER as an additional insured regarding claims made against PURCHASER for bodily injury or property damage arising from the operations of EFI in performing the Display provided for in this Agreement. Such insurance afforded by EFI shall not include claims made against PURCHASER for hod 'y inj;.r, cr property damage arising from A) Failure of PURCHASER, including through or by it's employees, agents, or independent contractors, to perform it's obligations under this Agreement, including, without limit : !.,,r; thr;e, contained in paragraph 3 of this Agreement: B) Failure of the PURCHASER to provide discretionary spectator and parking areas referred to in paragraph 3 of this Agreement. PURCHASER shall indemnify and hold all claims and suits made against EFI for bodily injury or property damage arising from A) and B) of the parr:ai;: aph. 10. If any legal action is brought to enforce or interpret the terms or provisions of this agreement, the revailing ,)arty shall be entitled to reasonable attorney fees and costs in addition to any other relief to which they may be entitled. This agreement shall be interpreted under the laws of the State of Washington. It is further agreed that if the courts of the State Of Washington shall have exclusive jurisdiction to adjudicate any disputes arising out of this contract or the performance of the display provided for herein. It is further agreed that the Superior Court of Thurston County, Washington, shall be the proper venue for any such action. 11. In the event EFI breaches this agreement, or is otherwise negligent in performing the fireworks display provided herein, PURCHASER shall, under no circumstances be entitled to recover monetary damages from EFI beyond the amount PURCHASER agreed to pay EFI under this agreement. PURCHASER shall not, under any circumstances, be entitled to recover any consequential damages from EFI including, without limitation, for loss of income, business, or profits. Nothing in the paragraph shall be construed as a modification or limit to the insurance afforded in paragraph 9) above. 12. It is agreed, nothing in this Agreement or in EFI's performance of the display provided for herein, shall be construed as forming a partnership or joint venture between PURCHASER and EFI. The parties hereto shall be severally responsible for their own separate debts and obligations and neither party shall be held responsible for any agreements or obligations not expressly provided for herein. All terms of this agreement are in writing and may only be modified by written agreement of both parties hereto. Both parties acknowledge that they have received a copy of said written Agreement and agree to be bound by said terms of written agreement only. 13. Any notice to the parties required under this agreement shall be given by mailing such notice in the U.S. Mail, postage prepaid, first class, addressed as follows: ENTERTAINMENT FIREWORKS, INC., P.O. Box 7160, Olympia, Washington 98507. PURCHASER's address shall be PO Box 7918, Federal Way, WA 98063-9718. 14. If there is more than one PURCHASER, they shall be jointly and severally responsible to perform PURCHASER's obligations under this agreement. This agreement shall become effective after it is executed and accepted by the PURCHASER and then after it is executed by EFI at EFI's offices in Olympia, Washington. This agreement may be executed in several counter parts, including faxed copies, each one of which shall be deemed an original against the party executing same. This agreement shall be binding upon the parties hereto and upon their heirs, successors, executors, administraturs, and assigns. PURCHASER recognizes that because of the nature of fireworks, an industry accepted level of 3% of the product used in any display may not function as designed and this level of nonperformance is accepted as full performance. SIGNED ON THIS DATE . Pricing herein is firm through April 30, 2009. FOR PURCHASER: City of Federal Way; Display Date: July 4, 2009-10 XI Title: FOR ENTERTAINMENT FIREWORKS, INC. X Title: 217 218 COUNCIL MEETING DATE: April 21, 2009 ITEM #: CITY OF FEDERAL WAY CITY COUNCIL AGENDA BILL SUBJECT: 2009 PARKS COMMISSION WORK PLAN POLICY QUESTION: Should the Council approve the 2009 Parks Commission Work -Plan? COMMITTEE: PRHSPSC CATEGORY: ® Consent ❑ Ordinance ❑ City Council Business ❑ Resolution MEETING DATE: April 14, 2009 ❑ Public Hearin,, ❑ Other STAFF REPORT BY: STEPHEN IKERD, Interim P ... . ___ _ ... ___ __ _._...... The Parks Commission reviewed and discussed the proposed work plan during their February' 5, 2009 Commission meeting and approved the final attached Work Plan. During the March Commission meeting further discussion around changes to the Work Plan occurred due to recent budget reduction discussions in the City, but the Commission voted to proceed without any changes to the February version. Attachments: 2009 Park Commission Work Plan Options Considered: I. Approved the proposed Parks Commission 2009 Work Plan. 2. Decline the proposed Parks Commission 2009 Work Plan, and request the Parks Commission to make revisions. STAFF COMMENDATION: Staff recommends the approval of the 2009 Parks Commission Work Plan. CITY MANAGER APPROVAL: e 1 DIRECTOR APPROVAL: Conunittee Council Committee Council COMMITTEE RECOMMENDATION: OPTION # Committee Chair Committee Member Committee Member PROPOSED COUNCIL MOTION: "I move approval of option 1, acceptance of the 2009 Parks Commission workplan " (BELOW TO BE COMPLETED BY CITY CLERKS OFFICE) COUNCIL ACTION: ❑ APPROVED COUNCIL BILL It ❑ DENIED IST reading ❑ TABLED/DEFERRED/NO ACTION Enactment reading ❑ MOVED TO SECOND READING (ordinances only) ORDINANCE # RE V IS ED — 02/06/2006 RESOLUTION t# 219 I q \ $ \ g c / c 2 a 7z , f� � 2cu k \ CU 0- | �± N_ N# &w . 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