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Council PKT 01-09-1998 to 01-10-1998 Retreat ~itJ ~~nn~il R~tr~at Port Ludlow, Washington January 9 & 10,1998 ST99 Federal Way,WA to Port Ludlow,WA . } ~ ~ 10 I 15 I 2,0 MI ~ '" Itinerary Road Direction Miles To Time Mileage Key Notes Day 1 Start in Federal Way,' ST99 Southwest 7 Fife,WA 0:12 7 P.102-103, G-8 1-5 South 5 1-5/ST16 0:17 12 P.102-103, G-8 ST16 Northwest 13 ST16/816 0:29 25 P.1 02-1 03, G-8 816 North 3 816/ST16 0:32 28 P.102-103, G-8 ST16 North 11 Gorst,WA 0:42 39 P.102-103, F-8 ST3 Northeast 24 ST3/ST1 04/HOOD C 1:10 63 P.102-103, E-8 ST104/HOOD CANAL BR West 2 Shine,WA 1:13 65 P.102-103, E-8 Local road 4 Port Ludlow,WA 1:19 69 P.102-103, E-8 Page 4 (C) 1994 by Rand McNally & Company. All rights reserved. ---- -------- ----------- --- ---_--____n -un_or -- __~n__- 0/ }> ------- --______n______~---- - ---~------- City Council Retreat-Port Ludlow Resort ~ \ ----------- Basalt Point "Colvos Rocks "Snake Rock Tala Point Port Ludlow Mag 14.00 Thu Jan 25 23:21 1996 Scale 1 :31 ,250 (at center) I 2000 Feet 1CXX> Meters I - Secondary SR, Road, Hwy Ramp - State Route 0 <> Point of Interest Town, Small City ~ Geographic Feature ~ Locale CJ Land >- -~,...- , , \ /,//\, City Council Retreat-Port Ludlow Resort 20) , V~{dœ\ ~r ,"'" ¿ I) --'-1 I ~.~" CWL(j)y La"."C¡ \ ~ UIb/!s'.ak~1 aglemount 1 f 'ì I / \ \ \ \ \ \ \ .U'/1/f",,!ty Inlct / / / / / / / / / / / / / / .o!,lth Point/' 00 // / )' / ; / / / / / / / // / / / / / / / / I I I I I f f I f l I I I ( I I I I I I I I I Brown 'point I I I I I / Case Shoal " 'I Mag 12.00 Thu Jan 25 23:08 1996 Scale 1 :125,CXX> (at center) 2 Miles 2KM - Secondary SR, Road, Hwy Ramp ~~ . * County Seat State Capitol '.') Town, Small City Large City I I~~ ~~,',-_.-- ~84 --;~~ _J~ f 1995 Dcl~OJll1c - -~~'-.. [503] ,~~- r--f ) sr'Hêlenfs .- ¡<'l,':.\.,_- JUu . . (, " 'ì n'1~-' Park or Reservation ) ood RiveL,--J 30 Port Ludlow Resort & Conference Center 9483 Oak Bay Road Port Ludlow, Washington 98365 (360) 437-2222 or 1- 800-732-1239 Nationwide FAX (360) 437-2482 Approximately a two hour drive from Federal Way to the Conference Center (See driving directions below) SOOI'H SEATrI.E OR TAmfA : I-5 to Tacana, Hwy 16 over Nar:row5 Br .idge to B.r:eIœrtDn Navy :;hipyard, Efwy 3 to .Hood C:Ín41 Bridge . Fran Hood canal Bridge, Hwy 104 to Hwy 19, Hwy 9 to Oak Bay Ril, Oak Bay al to Fesort. OR Right turn on Paradise Bay Ri at ~st end of H<fd eanal Bridge, Paradise Bay M'to Oak Bay Rd, right on Oak Bay ~, 1 mile to lèOOrt. I ~ SEA1'l'Œ PERRY : Bainbridgei'Wins~ Fen:y, ß.ly 305 to Hwy 3 /1 north on Hwy 3 to Hood Carml Bridge. NOTE: This notebook has been printed on one side so that the City Council can write notes on the left side. Additional paper is provided in the back of your notebook. Port, Ludlow Golf Course 751 Highland Drive Port Ludlow, W A 98365 ,,/ê',~ ' ~,r\\, ,;f'r ;C7"X'. ~x~j, ' ,'::f)?',"\ ,""', , U "'-" I, ',!' , 5' Ç) ',: ':" '(6; " 4,:/ ('-.. 0 I" ,- ,",~, " W,' ~O"O . i" o"\):t"'í!", -,:1 " 0 <> " ',' 0 0 ' ' 0 I I ' , , 0 ",t:?o ()D (J " ~, \" ',,~l .. ~ ¡«-""" 0' ,Î' ~;,Ç)l' 'Keso.rt .l<.ecreation & Amenities ,oor, l,ô.',~, " c' C) " c ~R",:,:,;,'"', :3 , '{.o ,ì '~,;;!)e¡.-, ""-I!¡ :':'tØl Q , ~-- '. ,:::7. "i= " if-¿P , .\\ ,,~ "<ÇJ¡,,;, ';' " " , ,'jt/ '.. C!}r.; TRAIL') ~'Ä:, Ct.~'?,Q¡ '" uœ. ".!.C? I ~~,.""" - .c:.',c' :"0 ,\)/\ , 'Pr"L'liü". 1 ",' : , r".', ' ",f{a:¡~L" !: , I , : ",¡:i"h , I; '9ì, ,';0 ,'UL 1"/1/, ,':,' ~",,' , ¡i;';%" '~,'.b",' ¿o. 0 """""',"d Ó~ ~j,' 'Õ\' , : ,'\';C)Q~ Pro Shnp ',I () " ",v'~ "',':,~::~¡~~"~ ::~ '~~hb,) 9,',':-" ':, ,,"O~V)'- J ,~, " ',v"C-,:,":4- "S,tÞ" ..,-.,'~"""O':bJ,~:.'&6,~, - "".-0 TL\IBER:-;', c' q' TIDE -~) , , ,~,':; 'o-::b ,,:";->:~è""" :c.~'", ::~.),: '¡Jd, >¿'~,~: ;; - ',(d, /( "~':g~~:"i .i <' ' '¡Y¿;i~n ',',""i~;~C!fi'",:;','~~'§" ~":~~"C;;¡ ,i:,-:' . ð"J .<~ &'--'" :Î~\'Jill' " ' ----" ~~':i:\ /1..",; ,(',""C: .cf'~ "/-(è'd",..,,."a CfiJ:JI c~tf:,,~ 'rloe-c: !h"h' ,'~' I ' GOLF PRO SHOP (206) 437-0272 (206) 437-0637 Fax 0 1993 ONE Itoø OnIphics, inc. 1,800-73~766 ~,':-^""- ,. "'Ii ',.," " ." W or ld Class 27. Hole Golf Course - Robert Muir Graves designed this 27 -hole course featuring fantastic water and mountain views, lush forests and challenging fairways. Consistendy rated as one of the top resort courses in the country. Harbormaster Restaurant - Offers gorgeous views of Port Ludlow Bay and the Olympic Mountains. Nautical in decor, the Harbormaster is a casual, gourmet dining experience. Open for breakfast, lunch, dinner and Sunday brunch. Casual resort attire is appropriate. Wreckroom Lounge - A full-service bar with an appetizer and light dinner menu available. Uve entertainment during the summer months. I' , Sundeck - Open in the summer months, located off the Wreckroom wunge, guests can enjoy cocktails and appetizers outdoors overlooking the bay. . " , Marina - A 300-slip marina offering both overnight and extended boat moorage. In addition the marina store has groceries, gifts & fishing licenses. The multi-purpose fuel dock can also be used for temporary float plane staging. I i , , I Beach Club - Guests can enjoy the outdoor pool in the summer months, and indoor lap . swimming in the winter. The club also has a game room, squa~h court & tennis courts. Tennis - Take advantage of our five complimentary outdoor tennis courts. Equipment Rental - Bicycle, croquet, volleyball, badminton, and board games are available through the Front Desk. r-. "".','~ Meeting Room Capacities Meetin~ Room Reception Banauet Conference Theater Classroom U-Shaoe Admiralty Suites 20 , 12 CO NFEREN CE CENTER Olympic Ballroom 250 200 210 148 Quinaulr/Olympus 200 110 160 120 Quinault Room 75 50 42 72 48 30 Olympus Room 75 50 42 72 ~ 48 30 Elwha/Kalaloch 75 24 14 32 24 Kalaloch Room 30 24 14 32 24 HARBORMASTER BUILDING ""u . ChartRoom 60 48 24 60 42 30 - Anchor Room 30 2-4 18 30 18 , Compass Room 40 30 20 36 18 BEACH CLUB Bayview Room 250 180 40 200, 100 46 Cove Room 125 78 30 125 60 30 ¡!r';~ 'Gazebo Room 12 "~' -:".-': RECREATION CENTER Auditorium 400 200 300 150 78 OUTDOOR FACILITIES Cascade Look-Out Tent 200 180 Patio Tent 60 48 ;, ,- Audio Visual Equipment Rental " 1/2" VHS Player 35mm Slide Projector . Overhead Projector 19" TV /Monitor 25" TV /Monitor Cordless Microphone :, , ~ -1 ._, Miscellaneous , , Flipchart Pad with Markers Standing Podium (with microphone) Whiteboards Facsimile Machine Acetate Sheets Table Podium (with microphone) , Extension Cords Speaker Phone ,'¡ , :' " - J ,.'Equiþment is amilable on a fir.H,comc, first,sen-c basis- If equi¡Jrncnt i~ nut available or.-vou Nwe adi!: CI{lJla 1 ,',¡t..fJ1n.:n, , ~-,;'i~/'-';. needs, YOIn Coordinator will assist you in r~nting cíjuiþment from an a~dio-\Jisua(equiþment rc:¡,;,[ mai.:", , iè;i~'t I ~. ~\ BEACH CLUB ~. .... D. l ,{ , O~.$> ~ ;~p~ !'4-~ f...v!po"i" OQiO'50-r ~ Cì ~~ . ,,0 :J. {v'r 1 , ~ \ ~. w . Si.O<?\~S \ -- .S ~þ.~\~ ~~~i. ~ - . . ¿ ~Oþ. ,./;.~ 0 ä: &. / .. < r-- :// . ¿ ~ "U 0 :u ~ r C 0 r 0 ~ OJ ~ )1 MICHAEL R. PENDLETÒN, Ph.D. ORGANIZATIONAL- MANAGEMENT CONSULTANT 34225 BRIDGEVIEW DR. N.E. KINGSTON, WASHINGTON 98346 Phone: (360) 638-1179 Fax: (360) 638-1779 CITY COUNCIL CITY OF FEDERAL WAY 1998 RETREAT AGENDA Friday January 9th, 1998 10:00 am Introduction: The Phases of Group Development Working Together: What are our Working Norms? 1. Council to Council: Informal Norms: "Heads Up rule" Media Relations rules Vote and Move On Other Formal Rules: Mayors Role Formal Council Rules Other 2. Council and Staff: Micro Management: What does that mean? Approaching Staff: The best way? Expressing all points of view: Staff's role? Expressing Council's concern with Staft. The best way? Other 3. Council and the Community: Respectful exchanges Effective listening Effective feedback Access Other MICHAEL R. PENDLETON, Ph.D. 11:00 11:15 am 12:00 pm 1:00 pm 2:00 pm 2:15 pm 3:15 pm 3:30 pm 5:00 pm 7:00 pm ORGANIZATIONAL- MANAGEMENT CONSULTANT Break Continuation of Discussion Lunch Four Year Projections: A Presentation and Discussion -Review of Vision Statement: Is it still valid? -Review of 1998 Budget Priorities: Are they OK for 1999-2000? -Resource Allocation Issues Break Continuation of Discussion: Recommendations for Excess Funds. - Human Resources -Other Break Selected Issues: Police Update: COP and the future Sign Code /Permitting Process Traffic & Transportation Other Adj ourn for the day Dinner * Times allotted for discussion will be adjusted to accommodate the nature and importance of the discussions. MICHAEL R. PENDLETON, Ph.D. 8:30 am 9:30 am 9:45 am 10:45 am 1030 am 11:30 12:00 am 1:00 pm ORGANIZATIONAL- MANAGEMENT CONSULTANT Saturday January 10, 1998 Working with Boards and Commissions Break The Image and Shared Meaning of Federal Way: What is it? What should it be? -City governments Role and Image in the City. -Role of the City in the Region. -Other. Break Other Issues Where Do We Go From Here? Lunch Adjourn COVER STORY (' \ 10 Habits Of High Y Effective Councils - . Car I . H. N e u; Jr. ocal government operations directly affect our daily exis- tence and experiences and the quality of life that we per- ceive we have within our communities. No local govern- ment deserves, nor should its citizens tolerate, a councilor governing body that isn't extraordi- narily effective and competent in leading the community. Thomas Cronin, a recognized authority on public policy, defines leadership as "making things happen that might not otherwise happen and preventing things from happening that ordinarily might happen. It is a process of getting peo- ple together to achieve common goals and aspirations. Lead- ership is a process that helps people transform intentions into positive action, visions into reality." The quality of leadership effectiveness demonstrated by a governing body and its ability to be a highly effective council are not attributes bestowed upon it by a swearing-in cere- mony. They are the results of disciplined adherence to a set of fundamental principles and skills that characterize highly effective governing bodies. Here, then, are 10 "habits" of highly effective councils, based upon the author's observa- tions of hundreds of governing bodies over the past 20 years. ( 4 NOVEMBER 1997 ,.. '......, ._--,....._...._------~------,-------,-'....._----_....-- - -- ----- ( 1 Think and Act strategically . A council's primary re- sponsibility is not just to make policy or to do its "Roman emperor" routine (thumbs down or thumbs up) on agenda items at public meetings. It is to determine and achieve the citizens' desires for the community's future. Councils and their administrative teams must accept responsibility for shaping the future of their communi- ties by expanding their mental hori- zons to identify and meet the chal- lenges that must be addressed through decisive leadership and through shared goals for the attainment of that future. A strategic leader always comes from the future and takes you "back to the future" from the present. This leadership adventure starts with a vi- sion and evolves into a definition of the strategic issues that must be mas- tered to achieve the vision. The next step is the development of long-range goals that address these strategic is- sues and that provide a decision-mak- ing and budgetary basis for the suc- cessful implementation of these goals. Living from one annual budget to an- other and from one council meeting to the next condemns your commu- nity and its futurë to happenstance and to the type of thinking that often befuddles national governance and policy. For this reason, polls show that an overwhelming majority of citizens want important issues affecting their lives to be decided at the local, home town level. Here, they expect leader- ship, sound thinking, and decisive ac- tion. In spite of this citizen expecta- tion, a 1996 survey -conducted by the International City/County Manage- ment Association (lCMA), "Survey of Current Practice in Council-Manager Governments," indicates that fewer than 40 percent of all councils set long-term strategic goals to guide their semimonthly forays into decision making. -' " (' \. \ PUBLIC MANAGEMENT 2 Understand and Demonstrate the . Elements of Teams and Teamwork By law, councils exist and have authority only when their members convene as bodies to do business. They also are components of corporate beings that must speak, act, and fulfill their commit- ments with one voice and in a mature, effective, and reliable manner. Councils are collections of diverse individuals who come together to constitute and act as an entity, and only when operating as an entity can they exercise authority and perform in fulfillment of their purpose. This is a classic definition of "team." Carl Larson and Frank LaFasto, two pre- eminent authorities on teams and team- work, define a team as an entity com- prising two or more people working together to accomplish a specific pur- pose that can be attained only through coordinated activity among the team members. In short, a team exists to ful- fill a specific function or purpose and is made up of disparate, interdependent people who collectively achieve a capac- ity that none of its members could demonstrate individually. Teams always have two components that we might call their S components: systemicness and synergy. All teams are systemic by definition, being made up of interdependent parts (people) who af- fect each other's performance and that of the team. Synergy is the ability to achieve an effect, when working to- gether as a team, that is more than the sum of the team members' individual ef- forts. While all teams are systemic, rela- tively few are genuinely synergistic un- less their members understand, master, and demonstrate the fundamentals of teamwork, which are: . A clear sense of purpose. . A clear definition of the roles and re- lationships that unite individual tal- ents and capacities to achieve team performance. . Integration of members who have basic technical, interpersonal, and decision-making competence. . A commitmt'!nt to team success and performance excellence. . A climate oftrust, openness, and mu- tual respect. . Clear standards of success and per- formance excellence. . The support, resources, and recogni- tion to achieve success. Principled and disciplined leader- ship. Highly effective councils spend time building their sense of being a team and enhancing their skills in productive teamwork. 3 Master Small- Group Decision . Making Most councils are classic small groups, with fewer than a dozen people. Small groups demonstrate certain skills and behaviors that link their members to- gether. They also have knowledge of the processes they must follow to make de- cisions in fulfillment of their purpose. Figure 1 summarizes the skill sets essen- tial to small-group effectiveness. 4 Clearly Define Roles and . Relationships Each team member, whether mayor or councilmember, makes a contribution to and has a relationship with the team. Contributions and relationships must be defined in terms of the role to be as- sumed and how that role is to be carried out through the behavior of the person in the role. A role has two elements: function, the specific responsibilities of that role, re- gardless of incumbency; and perfor- mance, the behavior of the person occu- pying the role in fulfilling his or her responsibilities. Councils, through char- ter, statute, or ordinance, have a clear definition of their function, The perfor- 5 Figure 1. Effedive Small-Group Decision Making ';! , i An EFFECTIVE Small Group 1 r I I In terpersonal Skills Task Skills Rational Skills The ability to work with others Knowledge to do a job Ability to de,!l with issues and problems rationally I I 1 . Listening to and understanding . Knowing the form and role of . Selecting and prioritizing the the views of others . Constructively confronting and the organization issues to be addressed resolving differences . Knowing law, policies, and . Analyzing issues and related facts . Supporting others and showing procedures . Identifying objectives and respect for their ideas . Showing civility and good outcomes . Participating actively in manners . Considering alternative discussions . Using professional and technical strategies and courses of action . Taking "time outs" to discuss knowledge . Assessing obstaclC5 and how well group members consequences interact . Reaching consensus decisions . Evaluating and following up mance component must be defined within the team through discussion and mutual definition of those behaviors nd practices expected of the mayor and uncilmembers in the conduct of their duties and interactions. Vince Lombardi, when asked what made a winning team, replied, "Start with the fundamentals. A player's got to know the basics of the game and how to play his (her] position. The players have to playas a team, not a bunch of indi- viduals, The difference between medi- ocrity and greatness is the feeling the players have for each other:' that is, their relationships. Teams talk about and de- fine expected roles and relationships and give constructive feedback to their members on the degree to which they are fulfilling these expectations. 5 Establish and Abide by a Council-Staff . Partnership We have all heard the saying "Council makes policy, staff implements policy." Well, this is a total misconception of re- ",ality. Policy making and policy imple- i ttation are not distinct and separate \ 6 functions. Policy making/implementa- tion is a continuum of thought and rela- tions that transforms ideas and abstrac- tions (visions, policies, goals, and plans) into defined, observable ends or out- comes (results, programs, buildings, streets, deliverable services). Council and staff share this continuum as part- ners ensuring each other's success. Each person plays an important role in mak- ing sound policies and in ensuring their effective implementation through reli- able administrative practices and perfor- mance. Figure 2 depicts this partnership and continuum. John Carver, a widely acclaimed au- thor who writes about boards that make a difference, discusses this partnership as one in which councils define the needs to be met and the outcomes to be achieved. He believes that councils should allow staff, within council-estab- lished limits, to define the means for achieving these ends. He sees a council- staff linkage that empowers staff to do its tasks and to be evaluated on the re- sults produced. Councils that accept and abide by this partnership focus their energy on estab- lishing vision, goals, and good policy and on empowering effective staff perfor- mance. Councils that do not do this will frequently fall into micromanaging, that is, they will perceive a need to become involved in, or retain approval over, even minor staff activity and plans. A critical element and important council task in this partnership is evalu- ation of the manager or administrator, based upon clearly defined goals, poli- cies, and established guidelines on exec- utive performance. According to the 1996 ICMA survey, only about 45 per- cent of all councils formally evaluate their managers' performance. 6 Make a Systematic Evaluation of Policy . Implementation Councils, like most legislative bodies, frequently exhibit the Jean Luc Picard syndrome (Star Trek II) and simply tell their staffs: "Make it so." They assume that council action equates to policy and program implementation. The next time the council hears about policy is when a problem or crisis arises. [n contrast, highly effective councils ¡: " NOVEMBER 1997 ................ """"----..""".""""""""'-"'" ., -""'."-"""-"""----,..-....,..-. " "'.~..:-~--,.,......."....,.., "....,.,.,...,_...._-~_.._......~_r'~~_-M~-_'-,.,._-,.....,...,...."""""""" .," , 0' Figurè',2. Council:-Ståff Pai(nel'ship '" ',.... . ,'¡¡c,. ", ,,' '"')?"">~"'("';¡"""'. ':~t,,' (To .,^!~~' Deg~"I~;~~~!iò~fa~I1C!~~ip.~~~(~~.rst~o~, Discussed, and Respected by Councilmembers?) "," 'of"""" , ,', "'; "" '\~ "';.:: :', ',' J. 'I" ¿;jr,'~'.~; S~~:~: GbVE'RNA'NCE/POLICY PROCESS , .: (,.::I,~~,~~I";l:~' ",t.' ,:,~~-~~'~- , , . , ~ ,', "~'" , ',,'. "~" " :'1': . Political factors ',<,:'~): ~~~:.,.I'" .." '¡\ continuull1/intcra-~t¡(;~'- '] ,0 . Values ""~'," ,,'..' \.',":"'" ,"" ..._----,- . Gratification f':'- >::"C:;':: ":..,..",,,~,",' I ' i:i!~)~ >:'" " :",;'i!;~~(;,"'~;,~~..3,~:;,¡: ~~ ~~ ! ,'~;E¡)":~'io!o:L'" -:-- ;;.¡¡~j¡,¡.lr"\~';'>~~;~;.NM'" ,~1 '~r,~, ,'.\,',!' " ':~,,~~¡:~.,:,~....,..(;.~:,::, ,~...,~. ¡\ [1,1 .,~,';1'~, <';"~~"~~:" ':, ,'.~",';'..tiil';~;~, ~":i,'-'.s.",',":;,~ir,:,C~¡~i,' M I. I ~ :~"1i'~ d '0;0"""" 'r ,...,.~~Jo "",~!',':'" ".\:þ, . "~;",'" ',-;"'!~... " '" ",OJ,' ...\<'.~.z¡.;i;J~,~.i ' " . 't.tr \~~~~¡::; ,';, :;',:.'" ,~~#~~~ïi~w~ Ì" - S P N ",~~,~,..,~~.~:"': .,~. ',,",a"~'~'~""!i!I"i~ S / "'O-" I ¡\ :,f~7' ,'-:!:;~"::: :~~~,~~~:~:~l?}'~~~:::":~~Y ~ ~ :' "~ ~:; '. '. '" " 0 S C R"'",:'\1 N U Y ,\ 'I':'" L T T I S I 0 ! N . -, .. .._J..n_______--.J \" ;',' ' ,~' " ',', ;,",' " ",: " '.. , expect periodic feedback on policy re- sults and on possible policy amend- ments that may be required, This feed- back can be provided through progress reports, status memos or newsletters, and policy reviews. 7 Allocate Council Time and Energy . Appropriately Councils, like other teams, play in a number of settings or arenas to achieve overall, peak performance. There are four council-staff arenas, and each must be appreciated for its purpose and for its contribution to a council's effectiveness: . Goal setting (retreats or "advances"). . Exploration and analysis (study sessions). Disposition/legislation (regular pub- lic meetings). . Community relations (interactions with constituents and with other agencies), PUBLIC MANAGEMENT :-..¡ T Figure 3 shows the purpose, typical setting, focus, and key characteristics of each arena, All four arenas are essential to highly effective councils' fulfillment of their leadership, policy-making, goal- setting, and empowering responsibilities. A highly effective council will hold at least one goal-setting retreat or "ad- vance" annually. It also will hold two study sessions monthly, usually between regularly scheduled public hearings. Here, councilmembers will confer with staff and other experts on significant items under consideration that will eventually require official actions, While these meetings should be open to the public as observers, the public should not participate in the council- staff dialogue. Many councils short- change this arena, pushing the opportu- nity for learning into the formal public hearing, which is not designed to pro- mote much in-depth analysis of complex issues, The arena of disposition/legislation is designed to get to a vote, not to pro- mote careful analysis of complex issues, .......,..........""......- A D M I N AD MINISTRATQ'W MANAGER'S SPHEIŒ ..,', . Staff and implementation . Performance issues . Values and expertise . Gratification :\ 1\ A D M I N I S T R A T I 0 N '.,' ' ,.,:~;~~i~~~':':;',~~~" ~:'~'~:;:~~~,~ ':::~J '~', :" - ':::, ',..' .' ',,".' " ,"', ::, ,:'i" ,; :,', "'" ,,-, The fourth arena, community rela- tions, is becoming more important. It is rapidly transforming the role of the council and how it spends its time. Communities today are more dependent upon sophisticated alliances and part- nerships among groups, both public and private entities. Jurisdictions are subject to multiple, profound changes in how public officials operate. Today, the com- munity arena requires more time spent in interactions outside city hall and puts greater time pressure on mayors and councilmembers, 8 Set Clear Rules and Procedures . for Council Meetings Council meetings exist for the purpose of doing the council's business, Litera- ture on how to conduct effective and productive meetings specifies the ne.xl for an adherence to clearly defined ruJa and procedures, 7 as,,\~!!'..9q~~r~~ng,IJ,odyand Staff,Performance' 'f',j"'". "',"',.' "',' ", '<7"'-"'1c:;' 'C ,., ,.." .'EXPloiíìÌ:ion and Disposition! . ~oaìSetting Analysis Legislation .;.\i(~ta?l~shvisibn"~Understan.ding the . Taking officiål action ~Èxplore potentials issue(s) . Voting on items . Set goals . Problem -Resolutions . Set direction! identification -Ordinances priorities . Selecting "best - Gathering public -Community options" input -Services . Building - Mobilizing support "Staff action commitment -Budgets ,F.igu "'He, .,"', ( Arena ,..;:~¡" . P'urpo~éS;~~i Typical Setting Retreat or advance- informal off-site workshop ,'..Eute<Ìfcommunity nof Focuses ;',,;~Ît~d1li .. '.;:~St~'1itégic issues '~GciriÚnunity desires ,.\~\;f4d:YälÚes' -ui3érship Study session- conferenCe room ~. Developing knowl- , edgeJòr decision ; making ;~Sortingof options ~'Examining . i consequences -. Setting strategies . Making competent and informed decisions Public-formal council meeting in chambers -Going through tl:¡,c::, agenda (formali~) -Showing authoriî:ý -, Ratifiyingladopt!iîg . Dealing with poli~<:aI , press\.l~es ;k.,' . Identifying psychological needs . ë<:~munity Relations . Interacting with constituents/citizens . Building alliances . Doing outreâch and liaison . 6pordinating with other entities Numerous- diverse formats . Communicating - Problein solving . Collaborating and co!>rdinating . Forming partner$hip(s) . Actìng'~ ~,., community Key Characteristics;;;".lnformality - Starting council-staff - Meeting formally' - Being "outside" city '4¿Sharing of options dialogue . Setting and following hall -:t~;øpen dialogue -Questioning and test-. rWes and procedtireS - Responding to ';~~~eativethinking.,ing ideas . Epc()uraging public requests '~'Ii~ímOrând . anging I~jnput'a,nd '. . " . Jjj;; ,.,.~. Startingioint ':.i'?\','¡',al"â;v"eo..l.u"r"e"..'" ,.¡('¡~"",,,. ",'. ;,'.:'.'f: ., ,;' ~~~;"'~""\:"'rf4"~' .r,-I .r:,. , \ matiQÍ1" mvoh'cll1ent,."[fi.'-:Ù ven.Wres: '::)~ce-to:facc'lgroup ~t ,'~gÒ~iiti;gand . Gåining high . '~V?, . FaëŒíì:ating '~iìitcraction ':;~'fg~~~~,~~~uilding,viSib~lilY . . int:r~ge~~acti.vity ~~~:,:. : '~. . No'~ôfjhg ,<. -Dealmg WIth, " - USIng multIple mter- ,..' . Fac~-io:face/group., ,:p~c;~surc/ad~ocacy,.. , action modes and :.,',',",',""'~"~".""'" " .,:,':~.",:~.:t,I',".:!,.',.,,."î."..~,'...;,:":':..:.::,,,.,'",...:.' "..:.',.,,:.',..,:..i,.r.li.'c:,~.~.c,'I,ion., '", 'frò,irigrou¡is' .'~~$.,.~':.;'coì'¡:¡mÚnication " - . .:. - ' , . )i::,~:&~i)J1gi :í~"1¡ti .,~¡'::t','tcéhniqd'~s:' ':, .. ~'-":<1..,:t.."i!.:"'~,'i;,"-'",{ .>\, , ~~'" ","...> ,'-'" "':~' ,~~ ~~"':" ""'\1 ~ .."~, """ "'~:"~~::-"':~~"I' ","):5'.'~..r". ;',< . ~',,:~~\ l.:', V' .' '" "~i",-" - '~Intcracting' as,'g" ro ' .i!,!!-~,~'~,:~:!;"'â.,::: '. >:' 'Æ~'.r" . ¡,ð~ ' . '0 " ...' " ~ . . ",,'~11t.~À ¡ .~~~. ' "', iii", ~ ,.t',~ .. £'1;'11;>" ,~ . ~ï-It,":'j',.. "':1'~-i!'.""'; , ,"'" ~l',','~,"~";(~ " ",";Al1'..'~"-.,,, ~~d '~';.,~..rtt,:. '..~".. :!.~;,14;i;.¡I.:~~.::";"~::')':' .t:'- . '.~;,. ,,",.ç;~;,;,',!}.;;¡ ,.,:~. -""";'~'Ïft(f'~';;"f3"","~i::"'.:oI'(j;..:\i ",Nf;,,;,'<'!iIö""'¡','-.,I.,'¡ ,.. ( Many councils, however, drift from these rules and procedures in pursuit of informality, collegiality, and "just being nice," They let their meetings drone on with a lack of focus, redundant com- ments, and endless discussion. Rules and procedures do not pre- clude citizen input, courtesy, or sensi- tivity to public concerns and view- points, They respect all these elements and the necessity to conduct business in an orderly, disciplined, and productive 1anner. 8 9 Get a Valid' Assessment of the Public's . Concerns and an Evaluation of the Council's Performance Elections are contests among individuals vying to become members of the coun- cil. They are not valid, objective assess- ments of the public's feeling about the quality of the council's performance as a governing body and about whether or .. .-..."'" not it is addressing issues effectively, HigWyeffective councils seek feedback through a number of market research tools such as focus groups, surveys, and questionnaires. Typically, the phone calls a councilmember receives or the com- ments made in public hearings are not valid or accurate reflections of the entire community's sentiments about issues and about the council's performance, "Market research feedback" should be ongoing and should be included in the annual goal-setting retreat or advance, NOVEMBER 1997 '..'"..'..... '-"'~-"-"""""-"""'-~----""'-""""-",,,- ,-- '------""'-.." ,- '.."'----~_.'"""""",-""",--""---"-"""",-,~,,,,,...,..._....,...,.-.......-~.,.....,.,.....,.._...,......_......_,.__.""""""""""""- ( 1 0 Practice Continuous . Personal Learning and Development as a Leader ( Leaders read, attend workshops, and constantly seek information, under- standing, and insight. Highly effective councils are composed of members who honestly know they don't know it all. They take advantage of the myriad of opportunities to learn and to perfect their skills by reading, going to state and national municipal league workshops, and attending every forum that can ex- pand their skills to lead and govern well. A highly effective council also learns as a council. It works closely with the manager to improve its leadership skills and the council-manager relationship, assessing objectively its performance on each of the 10 habits. This assessment should include the observations of coun- cilmembers, manager, department heads, and selected members of the community who have occasion to work and interact with councilmembers, The effective council should decide where gains can be made, then set up the opportunity through council workshops to learn the skills needed to make these gains. In 1990, Mayor Margaret Carpenter and City Manager Jack Ethredge of Thornton, Colorado, began a process with Thornton's council to increase the council's leadership skills and effective- ness that incorporated the 10 habits de- scribed in this article, First, the council conducted a careful reexamination of the city's mission and the role that it had to assume to ensure fulfillment of that mission, Then, in dis- cussions with the citY manager, coun- cilmembers made a commitment to lead- ership innovation and excellence that focused on long-term and strategic issues vital to the community's future. The pro- cess involved advances, close attention to community feedback through focus groups and surveys, and frequent self- evaluation of both council's and staff's ( PUBLIC MANAGEMENT The Manager's Role in Building a Highly Effective .Council ' . , . " Focus ,the: counciL. on lead~rship . and~athieving a qualîiy fuHire'for thec.cjmmunity. " '. , Seìe¿tâ\iITiè~Ì1d þlac~to cond).lct a facilitat;eq ~discussion ,about fac- torsâffecting the' council's effec- tiveness.It is recommended that the înanàger be involved in this discû$sion. I nvìt~~thiPcóhn cil" . to".åssess.can - 'did¡y\t;llì(î+:Óljjcdi~c1)':\t~"p~¡%r- . mance relative to' the 10 habits of :; highly effèétive còÚnCils in~chided .. in this article and other effective- ncss indicators that councilmem- bers feelåre'appropriate, . Have the council identify where significant gains in effectiveness are desired. . Develop specific strategies and op- portunities with the council to achieve desired goals. . Schedule specific skill-building workshops for the council. Include key staff members when the focus is on council-staff relationship issues. . Establish a process with the coun- cil to evaluate gains that hav~ been made and to target new opportu- nitiesfor improvement. . . Remember: peak performers con- stantly seek t? imW9v~i!?-~..g~.I?er- formance: They know th~ý3ire on an endless journ"eyof'gY6wth, performance effeCtiveness; and achievement. performance and sense of partnership. Now, the council holds multiple ad- vances each year to define and validate its strategic perspective and policy leader- ship. Skill development workshops ac- company these advances and focus on defined needs that are identified by coun- cilmembers, Specific "time-outs" are taken to evaluate how the council is func- tioning as a team, as well as how it func- tions with staff and with the community, The continuous quest for effectiveness al- ways begins with the question "Is there ,..,..__..--...._-~'-"-'.;. more we should be doing to improve our leadership performance and to ensure a quality future for our community?" As Jack Ethredge observes: "The entire process has helped Thornton's council to identify the issues that are essential to achieving our community's goals and to building collaborative relationships with citizens and with staff to agree about the goals, Thornton now is a community of partnerships, all focusing on a vision and using our combined resources to become the city we want to be in the future. There has been a real breakthrough in the amount of creatiye energy that is moving Thornton forward." The last, and probably most impor- tant, point: Keep your sense of humor. Governance is a serious business dealing with the vital issues affecting our com- munities and the quality of life we expe- rience within them, But humor reduces friction and stress, lets others know that we and they are human, and brings a pause that refreshes our insight and commitment. It is essential to forging and maintaining good relationships. Every community deserves nothing less than a highly effective council that embraces accountability for the commu- nity's performance in creating its future and in effectively addressing, in the pre- sent, those challenges vital to attaining that future. That is what is at stake: our communities' future, With few excep- tions, every council can be highly effec- tive and can provide strong leadership, but to become effective will require a good governance model and disciplined adherence to the fundamental habits of effectiveness, J¡J Carl Neu, Jr., is executive vice president of Neu and Company, Lakewood, Colorado, All rights are reserved to Nell and Com- pany and the Center for the Future of Local Governance, 1997, Contribute to the ICMA Endowment Fund Call 202/962-3648 9 MEMORANDUM TO: FROM: eth E. Nyberg, City Manager DATE: January 6, 1998 Telephone Frustrations One of the points I should have included in my letter on CouncillStaffrelations is the possible frustration of not reaching a human being when calling City Hall. There is a relatively sure-firè solution to the problem, but to understand how it works it is necessary to provide a little background information, Back in 1990 when the City Administration was forming, we purchased a telephone system that did not require a switchboard operator, as the Council felt a switchboard operator was an unnecessary expense, The system we purchased allowed for an individual employee to either: a) accept telephone calls directly; b) use voice mail; or, c) forward his/her telephone calls to another person. We began to experience frustrations with this arrangement from the beginning. Staff members who were researching and writing were frequently interrupted, so they went to voice mail. The voice mail system would take over when an employee was on the telephone or had left his or her desk. If an employee had his or her phone forwarded to another person who happens to be on the telephone, a caller has no way to break in and must dial another number or leave a voice mail message. Because staffis required to do a variety of tasks, only two work stations--661-4000 and 661-4600-- have working attendants. The 4000 number is the general number for the City and is staffed during business hours. The 4600 number rings the Public Safety Department's Records Division and is available on a continuous, 24-hour basis. All other telephone numbers are programmed according to individual employee preferences. The solution is, pagers have been issued to most key personnel in the City, with the pager numbers appearing on telephone cards issued to all Council members. This is the most certain way to contact the City Manager, or any ofhis key staff. We will promptly return your call unless it is physically impossible, in which case your call will be returned as soon as possible, We will continue to have telephone coverage in the City Manager's Office from 8:00 a.m to 5:00 p.m., Monday through Friday. If you are not successful in connecting with this number, please try again. The system may be full of calls we are trying to divert to the proper responder. I hope this will help in easing any possible frustrations caused when using the City's telephone system. CITY OF FEDERAL WAY MEMORANDUM Date: January 5, 1998 To: City Council From: Kenneth E. Nyberg, City Manager Re: Working with Staff / /998 Reflections DearCoundIMembe~: There have been quite a few Staff - Council experiences since I authored the enclosed memorandum of January 23, 1996, and I think most have been very positive for both parties. In preparing for this retreat, I thought it might be helpful to share some personal insights that bear merit when considered from the vantage point of time. Without any prioritization, I would offer these thoughts about how Council and Staff have worked together for the past four years: Tasking of staff by Council continues to be best done through the City Manager's office (CMO) or a Department Director depending on the magnitude of the request. Council inquiries about the delivery of services/programs again is best handled through the CMO or appropriate Director. Council Members continue to deal directly with the City Attorney in all appropriate situations. Timeliness continues to be a desirable goal tempered only by the practicality of previously established priorities and workloads. Changes in staff workloads, priorities, and levels of service frequently require additional changes extending the anticipated time period. Whenever possible the total impact of the proposed change needs to be considered prior to directing the change. It continues to be critical to evaluate the long-term impacts of short-term actions/decisions. Requests for information/action that occur during Council meetings will be recorded by the City Clerk's office. Department Directors responding to Council generated requests will report back to the individual Council member/Council as a whole at the completion of the staff action. Frequent (at least once a week) Council contact with the City Manager's office is important as is Council's monitoring of their AUDIX system. The City Manager or his designee will contact each Council member when there are matters that may effect the City, especially where Council may be contacted by the media. This is a judgement call on the part of the staff so we may err on the side of over rather than under informing. Council does not like to be surprised and neither does staff. Both are in full agreement on this subject. When it happens it is always accidental and is best treated that way by all concerned. Criticism about staff to Council from constituents almost always presents an incomplete picture to the elected official. Experience has taught that Council members best retort is "to have the City Manager look in to the complaint and report back to the constituent and the Council member". This continues to provide the most reliable way and professional method to handle these inevitable matters. I dare say there are other observations to be made for much of Council/staff relationships are personal and change with new people or sometimes just new events that enter peoples lives, If I were to write this memorandum in January of 2000, I am sure much of what I have stated would be repeated, but some new observations would probably be added. That is what makes the dynamic of this organization so fascinating. For both the elected officials and the staff we are joined together in an ever changing and ever adapting effort to accomplish our mission of service to the citizens of the City of Federal Way. Respectfully I ~ Kenneth E. Nyberg City Manager retreat\stafl98,wpd ( ( ( ) .,' CITY OF FEDERAL WAY MEMORANDUM Date: January 23, 1996 To: City Council From: Re: For this retreat, I am offering some thQughts on the subject of part-time people working in a full-time organization. This document can apply to volunteers, contract personnel, part- time employees, and full-time employees alike. Over the years, I have myself served as a part-time senior member of a full-time organization, as well as working as a full-time employee of an organization where there were senior part-time members. ) I have observed that there are certain rules that facilitate interaction between these two groups. These "rules" are generally quite simple and I think of help to periodically review. It is for that reason that I have prepared a few thoughts to share on the general subject of working together in an organization where there are both full and part-time members. PART-TIME PEOPLE HAVE SPECIAL NEEDS Part-time people have need to access the full-time organization for information, status, and personal reference. Information is needed to stay abreast and informed in order to properly perform their duties; status exercises the uniqueness of their place and describes the accomplishment of their duties; and, finally, personal reference is necessary to validate their position within the dynamics of the organization. Because part-time people have full-time interests outside the organization, their ability to access the organization on a regular basis is often unpredictable, sometimes unprepared, and usually unexpected. Considering this situation, a few guidelines are offered for reflection. Telephone calls from part-time people should be taken when received. The person may be calling from a telephone booth and unable to wait. If impossible to handle the call explain why a call-back is necessary. The same rationale applies to any personal visit by the part-time person. ) When presenting information, do not think the part-time person has the same level of detail or understanding of a subject as do you the full-time person. Always render a basic level of information exchange until the part-time person directs or experience teaches you otherwise. 1 ( \ Establish an information exchange on a need-to-know basis. Certain information may be extraneous and unwanted by the part-time person. ,../ Make an extra effort to understand what the part-time person wants in order to make a decision or carry out their duties. Do not assume, but ask and clarify so that the part-time persons expectations and your ability to service them are the same. Expect that requests for access to the full-time organization will come at non-traditional times of day and days of the week. FULL-TIME MEMBERS ALSO HAVE NEEDS Generally the full-time member of an organization has responsibilities which require duties to keep the organization functioning on a day-to-day basis. One of the by-products of this is the development of common routines, the establishment of certain systems and the creation of specific protocols to keep the organization capable of performing its assigned mission. Disruptions, exceptions, and interruptions all have an adverse effect on these functions and to the extent possible, should be respected by the part time person when accessing the organization. It is helpful if the part-time person develops a routine that is comfortable to them and can be inserted into the organization. Calling at the same time each day, visiting on the same day are examples of how this personal routine assimilated into the organization. ,j Part-time members of an organization need to be as clear as possible on what their needs are and where appropriate share the basis for their request. This is often helpful in a heavily codified organization (like the US Army or a municipality) where there may be ancillary information that is missed by asking an incomplete or incorrect question. Knowing the reason for the request will usually supply enough information that the full- time person can provide complete information. . Exercising patience if a request for information or assistance is not immediate. Notwithstanding emergencies, the request may require the full-time member to disengage and stabilize an activity before rendering a requested response. Whether or not a person is full-time or part-time, their value is important and necessary to make the organization function as it is intended. This in my opinion is the underlying basis for both individual and organization success. RETREA TìWKTOGTR.KEN ( ) 2 DATE: January 6, 1998 TO: Federal Way City Council Members f'il Daven Rosener, Community and Government Relations Specialist 1r.J-, Communication with the Community FROM: SUBJECT: For discussion sake, one of the most effective communication tools, regardless of what the newspaper prints or what is said on the local community bulletin board, is often face-to-face or person-to-person communication. For example, a school bus driver encountered in the grocery line is a more trusted source of information than a school newsletter. Accordingly, our frontline employees who interact with our customers on a day-to-day basis have a crucial bearing on our communications success. Members of the community tend to weight their opinion more on personal experience. Frontline employees who come into contact with the community, whether by answering phones or working out in the field, have a significant opportunity to help the City with its communication mission. These employees are critical to the City's success. It should also be noted that no single communications tool will completely take care of the City's communication needs. Each tool will generate different results and will most certainly reach different audiences. For example, it may be easy to argue that the newspaper is perhaps the best tool to communicate our message simply because of its distribution. But, no local newspaper reaches our entire audience. For this reason, a broad-based communication effort will likely serve the City best. As its communications foundation, the City should continue to use its front-line employees to link the City with the community. Such interaction will help reinforce other communication methods. In addition, multiple tools should be used to reach our community. Not everybody reads the paper, listens to the radio or reads everything left in their mailbox. Here are some options. For sake of explanation, I will categorize and explain them by type. Traditional, "written" tools (one-way communication): . Produce press releases for media: Press releases are strong vehicles for the City in that the local media is fairly responsive to using them. This is perhaps the most inexpensive (practically free) way to communicate with a large number of people in the community. The challenge with this method is that there is no guarantee of what will be printed. The City is at the whim of the editor or reporter. . Produce guest columns for newspaper: The Federal Way News has been very amenable to City guest columns, as long as there is space available. A standing column could also be arranged. Columns, as long as they are not more than 12 to 15 column inches, offer an unedited space under the City's control. The News seems to be the only paper with space available. The Tribune is not very interested in columns. . Provide information and experts to local radio stations. KH2O and Radio Hankook offer some communications opportunity, whether we send them press releases or do on- air interviews. . Purchase space in newspaper: The City already publishes notices in the newspapers. But, it could also purchase space to print its own articles (as it has done in the past). Essentially the City could publish its own newsletter in the local paper. . An ongoing information line could be broadcasted via the telephone while residents are on hold or when residents call in after hours. The City, for example, could tell residents about road construction projects or about upcoming public meetings. . Produce its own, printed brochure: The City recently published "City Works." The winter brochure was inserted into the Parks brochure. The Parks brochure goes to all Federal Way households. By publishing its own newsletter, the City can directly control the content. Further, by inserting the City Works brochure into th¥ Parks brochure, the distribution cost is negligible. The only cost is the actual printing of the City brochure. . Produce static brochures for City programs: Many City programs already have brochures. These brochures offer residents in the community very specialized information that is either picked up at one of the City's counters, included in mailings, or mailed out on request. Non-traditional written, methods (one-way communication): . Produce audience specific written communication: If reaching every resident is out of the question, there is a way to reach the groups of which individuals in our community are members. For example, the City could send information to our City's blockwatch leaders or neighborhood association leaders. A letter could be mailed to our church congregations. Other groups include school PfSAs, the Federal Way Chamber of Commerce, apartment managers, service club leaders. . Continue to use the fax machine to get specific information to the community, whether directly or through another organization. . Using the same groups as above, send "copy" from the City for inclusion in organization newsletters. Most PfSAs have newsletters. The Chamber of Commerce newsletter is a good example of a community-based newsletter. . Take advantage of public meeting spaces, and bulletin boards to post information about City programs and services. The libraries have significant space for brochures, posters and other publications. . Use community reader boards for getting the word out on meetings or events. 2 Traditional, person-to-person opportunities (two-wa.y communication): .' Communicate with the community through face-to-face meetings or events Use council meetings to inform and invite participation. Have informal displays set up for community to view at council meetings. Use special events, such as Family Fest, the Red, White and Blues Festival or other events in our community as an opportunity to communicate, . Use public events, such as Family Fest, Red, White and Blues and other events as a venue for communication, Another event that could be used is the City's own volunteer appreciation banquet, . Set up "coffee groups" with constituents. The council and City administration could set up an informal no-host breakfast meeting at a local restaurant once a month to communicate with the community, . Attend the meetings of other organizations, Bring the message to them. For example, a City director could speak about a City issue or program at a local service or business organization. But presenting a formal presentation isn't the only option, The visibility and the chance for community members to interact with City officials make simply attending a meeting a positive communication opportunity, Traditional electronic communication tools (one-wa.y): . The City could start a government access cable channel. A scrolling information screen could provide residents City news and event information. In addition, the City could broadcast taped events and programs. Another option would be the ability to broadcast live events. Nontraditional electronic communication tools {interactive): . A web site is one way to publish information to an audience that is growing in size. A web site allows the City to publish news 24-hours a day, allowing people an opportunity to access their government in the off-hours, after they get home from work. A web site is relatively inexpensive, when comparing material costs. Information on a web site can be instantly posted or changed. The same does not hold true to publishing in traditional paper and ink methods. Also, residents could get City news at the same time the newspapers get their press releases. The City could also provide residents Ulinks" to other important web sites, such as the county, the state, our legislators, etc., from the City's web page. In addition to producing traditional hard copies, existing City brochures and publications could be published on the City's web site. An archive of ready-to-use detailed information can be available to the community through a web site. Ultimately, the City's web site could provide residents the opportunity to do business with the City, whether it is registering for a recreation class or updating a business licence. The City could also survey residents using the web site. . Use the Internet to receive and send uE-mail" to residents. E-mail offers the opportunity to potentially broadcast information directly to residents. It also offers an opportunity to speed up the communication process. E-mail through the Internet offers the opportunity 3 to send information to key City audiences. For example, the City Council could send a letter to the City's legislative delegation without having to go through the time expense of sending items through the mail. Citizens could voice their opinion directly through E-mail commonly used by businesses today. 4 DATE: January 6, 1998 TO: Federal Way City Council Members , !'J1 Daven Rose""" Community & Government Relations specíOlis7(j l Winter 'City Works' survey FROM: SUBJECT: Background: A city survey was distributed to residents with the City's Winter Parks Brochure in late November. The Parks brochure is distributed to all Federal Way residents. In the month following the distribution, the City received 398 completed surveys, roughly 1.2 percent of the total number distributed. Because the survey method did not include a random response generating tool, such as a phone survey, the surveys are not statistically valid. However, these surveys do offer concrete feedback from the 398 respondents. Surveys were distnDuted one per household. General response: In general, the responses to the first three questions represent a typical bell curve, with a majority of the responses weighted in the neutral to the slightly positive side. For example, when asked about the quality of life in Federal Way, a majority (47 percent) of the respondents rated their quality of life "high" or "very high." A significant number of respondents (42 percent) gave their quality of life ratings a neutral rating, with the remainder offering "low" or "very low" rating. Similar ratings were expressed for the respondents' quality of life in their neighborhoods. When asked about how well the City of Federal Way government operates, roughly 50 percent of the respondents gave the City "very well" or "well" ratings. A significant number of respondents (45 percent) gave the City a neutral, "neither well nor poorly" rating. Approximately 13 percent of the respondents rated the City "poorly" or "very poorly." We asked people to give us lists of three items for the remainder of the questions. Familiar themes of traffic, crime, growth and other topics were evident in the remainder of the survey. See specific results on the attached page. About scaling: Questions 4, 5, 6, 7 and 8 asked respondents to provide a list of three items. To start to look at the relationships of information, results to questions 4, 5, 6, 7 and 8 are expressed in relation to how the respondents answered one of the first three questions. Categories of respondents, based on where they ranked the City's operations or their quality of life, are given at the top of the page with the "scale" question. The top three answers (based on frequency) for each category of respondents are listed. See the attached page. Survey themes: . We asked what respondents would improve about Federal Way. Traffic is the most frequently listed "improvement." Other themes that respondents would improve include police, streets and parks. We also asked people what three things they like most about living in Federal Way. Convenience, location, and shopping were perhaps the most frequent items listed. The three biggest problems facing Federal Way are traffic, crime, and growth. These three items were mentioned most frequently. As to what services respondents felt the City did the best job of providing, police, parks and streets were common items. As to what services respondents felt the city did the worst job of providing, the same themes appear. However, traffic and the related theme of streets were listed most frequently. . . . .. 2 Survey Summary Sheet Taking all things into account, how would you rate your overall quality of life in Federal Way? Question 1: Overall Quality of Life of City of Federal Way /I Number of responses: 396 0 200 Very High High Neither Low High or Low Very Low 160 15 165 167 41 8 R 120 e 80 p 0 40 n 0 e Very Avcmgc 2,64 High Vcry lDw How do you rate the overall quality of life in your neighborhood? II Question 2: Overall Quality of Life in Your Neighborhood Number of responses: 395 200 0 160 '/ery High Neither Low Very Low R rligh High or Low e 120 p 80 44 179 131 33 8 0 n 40 e 0 Very High Avct1lgc 2,42 VcrylDw In general, how well does the Federal Way City Government operate? Question 3: City Govemement Operations Total responses: 396 II 200 120 Very Well Well Neither Well Poorly Very or Poorly Poorly 0 160 R 15 165 167 41 8 e 80 P 40 0 n 0 Very Well Avcrage 2.69 Very e Survey Summary Sheet Scale Question Taking all things into consideration, how would you rate your overall quality of life in Federal Way? In general, what three things would you improve about Federal Way? Very High, High Neither High nor Low 1) Traffic (48) 1) Traffic (60) 2) Police (21) 2) Streets (27) 3) Parks/streets (tie/19) 3) Police (26) Low, Very Low 1) Police (8) 2) Streets (6) 3) Traffic (6) What three things do you like most about living in Federal Way? Very High, High 1) Convenience (48) 2) Location (36) 3) Shopping (34) Neither High nor Low 1) Location (50) 2) Shopping (33) 3) Convenience (33) Low, Very Low 1) Location (9) 2) Nothing (7) 3) Convenience (7) . In general, how well does the Federal Way City Government operate? Very High, High Neither High nor Low Low, Very Low What do you think are 1) Traffic (134) 1) Traffic (86) 1) Traffic (38) the three biggest problems 2) Crime (60) 2) Crime (50) 2) Taxes (29) facing Federal Way? 3) Growth (38) 3) Growth (25) 3) Crime (25) Very Well, Well Neither Well nor Poorly Poorly. Very Poorly What three services do 1) Police (84) 1) Police (40) 1) Parks (14) you think the City of Federal 2) Parks (48) 2) Activities (39) 2) Streets (12) Way does the best job of 3) Streets (37) 3) Parks (26) 3) Fire (12) providing? Very Well, Well Neither Well nor Poorly Poorly, Very Poorly What three services do 1) Traffic (36) 1) Traffic(60) 1) Police (18) you think the City of Federal 2) Streets (19) 2) Streets (27) 2) Streets (15) Way does the worst job of 3) Police (13) 3) Parks (26) 3) Planning (14) providing? MEMORANDUM FROM: January 6, 1998 TO: DATE: SUBJECT: Four year projections: 1998-2002 The following section provides information on the City Council's adopted mission, vision, goals, and objectives, as well as a summary of the City's ongoing programs and projected financial situation for the years 1998 through 2002. As you are aware, projects currently underway limit our flexibility in revenues over the next four years. This section is a collection of material that is offered for Council's discussion about the direction it wishes the City to move in the next biennium. This discussion will include issues such as the City's current position, the direction the City is now headed, and future impacts on the City's resources, It is hoped that this discussion on the next biennium will provide general guidance for the development of the budget document. Please note that the development of the 1999-2000 biennial budget will follow the same general timeline used to develop the 1997-1998 budget. ( CITY OF FEDERAL WAY MISSION STATEMENT It is the mission of the government of the City of Federal Way to seek to achieve the purpose of the people of Federal Way as declared at the time of the City's incorporation, February 28, 1990, affirmed and revised January 26, 1996: . To take upon ourselves the governing of our own destiny; . To create a more habitable living environment to enhance both our work and recreation; . To maintain our many local governing bodies as small, locally based, and accessible; . To ensure that the special needs of Federal Way are addressed in a responsive and responsible manner. ( , k:\fin\9900bge\O lO9ccrt\mission.doc ( FEDERAL WAY'S FUTURE VISION (as edited in January 1996) Federal Way is a great place to live, work, and play because of its: Government for and by the people . Can-do attitude . Partnership with citizens often through volunteerism . Provide quality services . Value diversity, innovation, participation and unity . Sense of identity and ownership by neighborhoods . Fiscally conservative and innovative (contracting) with growth . Moderate tax rate and bonds for major projects . Maintain defined vision and continuity for staff and resources (, Responsible arowth . Some growth in all segments of community inevitable . Channel growth into specific development goals . Preserve quality of life by developing infrastructure with growth . Preserve a primarily residential community and open natural areas with concentrated urban development in the City's Center . Increase corporate headquarters and some annexation . Modest population growth (build out available single family, multi-family in City Center/SR- 99 corridor . Multi-use, pedestrian friendly City Center with plazas and structured parking . Preserve property rights balanced by community health, safety, and welfare Economic vitality . International and regional trade and employment center . Corporate headquarters and small business support services . Redevelop retail warehouse for office, retail, and light manufacturing consistent with market trends . Quality jobs to enhance tax base and quality of life Efficient traffic system . Link neighborhoods with City Center and other communities . Mass transit to connect corporate campus and City Center with economic and leisure hubs of other communities . New infrastructure mostly in City Center by concentrating growth there . Easy and safe transportation for youth to school k:\fin\9900bge\O IO9ccrt\mission,doc ( FEDERAL WAY'S FUTURE VISION (cont,) (as edited in January 1996) I Carina for our own . Government and social service agencies work in concert to build a sense of community . Provide caring and safe environment through community based policing . Support strong student achievement, educational institutions, and leadership . Coordinate human service systems . Require greater participation from clients in improving their individual situations Qualitv culture. environment and play . Parks, trails, sports, and cultural arts cater to active life styles . Partner with schools to develop facilities, parks, and services . Build performing and cultural arts center . Preserve our natural resources, scenery, vistas, lakes, streams, wetlands, and Spring Valley pastoral setting Reaional plaver . Participating regional partner in Puget Sound economic, political and cultural life . Participate regionally to yield funding opportunities . Safeguard against outside impacts that reduce quality of life . Support sister cities (cultural, educational and economic benefits) This vision will not be easily achieved. It will require difficult choices. Cooperation will be required between the public sector, neighborhood groups, business, schools and citizens to maintain the high quality of life, grow gracefully, remain a healthy and desirable community and improve urban life amenities with higher density, k:\fin\9900bge\O 1 09ccrt\mission. doc ÎP i}çQPN:GÎDGQAL8} .......... 1.&;m!.igIJfi!!I~§..~fPP.I)¡ 1~1 P ., ""P' ..'..P. .."......,.....................................,...,............." .,..,..... ...........................,.........,..............,.,.....," :.::'::î~W!.P.ßQG_Æ~- . . 1998 PROGRAM ACTIVITIES 1999 PROGRAM ACTIVITIES 2000 PROGRAM ACTIVITIES . Continue Program, . Continue Program, . Continue Program, . Police Facility Evaluation, . Continue Program, . Continue Program. . Continue Program, - . Complete construction of Phase III projects, . Update Street, Traffic and SWM C1I>, . Continue Program. . Continue PrograJ,¡. . Continue to seek Federal and Stale funding for Capital Projects, . Operate the sports fields and continue . Sustaining, . Sustaining, to seek grant funds for sports fields department. . Continue, . Sustaining, . Sust.¡ining, . Sustaining, . Sustaining, . Suslaining, . Implement Community Investment . Implement CommulÙty Investment . . . Programs, Program, P . .. Implement the Comprehensive Plan. \. Zoning regulations to be completed. . Update Street, Traffic, and SWM CIP. . Complete CDBG Sidewalk Improvements, . Continue to seek Federal and State funding for Capital Projects, . Support DCD staff on Code Amendments, . Operate the sports fields and continue to seek grant funds for sports fields department. . Mark Twain school field upgrade design to be completed in 1996, . Lake Grove school field upgrade completed in 1996. Implement neighborhood development I. Implement Olympic View program. Neighborhood Development Program. . Initiate a second Neighborhood Development Program. Implement affordable housing policy. I. Complete residential code revisions. . Completed. Implement the Police Department. 2 Contain contracting costs, including court and jail contracts. Implement 1995 bond issue projects, 3 4 5 Continue to develop sports fields and to include provisions for maintenance and operation, 6 7 8 EconollÙc Development Strategic Plan, k:\finl99OObgelD I 09ccrtlCOMBINE ¡,DOC . Start to operate own Police Department on 10/16/96, . Complete transition from King County, . Continue program. . Development & negotiation of consultant contracts, . Complete design phase for all projects, . Initiate Right-of-Way acquisition. . Complete construction of Phase I projects. . Develop EconollÙc Development Plan. . Continue program. . Continue program. . Complete Right-of-Way acquisition, as necessary. . Complete construction of Phase II projects. . Update Street, Traffic and SWM CIP. . Continue to seek Federal and State funding for Capital Projects, . Operate the sports fields and continue to seek grant funds for sports fields department. . Mark Twain school field to be constructed and completed in 1997. . Administer new programs, . 1997 Community Investment Projects. Sustaining: Continue: fucorporated into baseline services. Program/services continue to evolve, klfi11l99OObgelO I 09ccrtlCOMBfNE i.DOC . . '.;:" . City of Federal Way General Government Operation Timeline 1997 -2002 Financial (General & Street Funds Only) Total Revenues Total Expenditures Baseline Operating Balance + Council Adjustments Property Tax Millage City Hall Debt Retirement New Balance nNOYEARWoRKEROGRAM Budget Two.year budget cycle Develop Approve Recurring Budget Impacts Courts & jail agreements Negotiate Union Agreements - Work Plan Cycle Council Retreat ,.TO,"'" Council Approve Projects Utility Assumption Celebration Park Theatre at Dumas Bay Centre 1995 TIP Bond projects Downtown projects (5, 32Oth Sll Regional Transit (RT AI Transit Center DecisIon .I' Police Facility Existing Lease Renewal Policy Impacts Regional Governance New Council New Mayor t Replace City Manager city Manager redraft: 22 December 1997 ~ 2002 00, 4 atr, 1 00, 2 00, 3 00, 4 0 N 0 JIFIMIAIMIJIJIAISI~D $ "$ "$ ! $ ! $ $ "$ "$ "$ "$ "$ "$ ! $ "$ "$ "$ "$ "$ 28,431 23,486,876 23,195,283 291,593 288,669 23,953,436 ~ 153,614 310,895 224,350 24,671,649 24,580,757 90,892 351,526 232,203 - - - - 67,069 2,924 ..,........ -' .....,.....,..... ......,.......... ,..,.........,... ml :;:::;:::P.Efv~r(f :::'AAPr:o~if:.,... .'." ,...........,.,...",.,::::::ii#lI~t::(:::::::::::::I::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::/:::::::: ,.., .., ... ..... $ "$ "$ ! $ "$ "$ 25,411,856 25,385,804 26,052 411,225 240,330 144,843 - $ "$ "$ "$ "$ "$ "$ 26,156,824 26,203,392 (46,568 421,119 248,741 300,000 81,054 .... ::;:::X~ä~:::;:: ::::::::::mt,~M~tli'@'ii~:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::. + ì .., ., .... ..., ~ "'1 ....,..,..,.,.,...,.,.::::optjjji~::tfmëJiit::::::::::::::::::::::;:::::::::;;;:;(:;:::]::::::::::;;:;;;;;:;:;:::::::::;:;;:;;;:::;;:;:;:;:;:::;:;:::;:::::;;:;::::::::;:::::;::::;;:::::::;:;:;:;:;:: ::: "'.','.'. :;:::;:;::::;;:; ::::: (;:::::;:::::;::::::::::::;:::::;:::;:: :;:::::::::::::;:;:;;;:; t::;:::;:;;; :;::;;:;:;:;:;:;:::;:::::;:::;;:: /'të§ 1ëif5ttë: 11 iilë1Jiit;:;:;:;:::::::;:;:::::;:;::;;::;:::: ::::::;:;:::::::::::;:::;:;:::::;;;:::;:;:::;::: ::;::;;;:;;:;;::;;;:::;;;:;;::;:;;::;;;;;:;;;::;::::::::: :::::::::::::::;::::;::;;:;::;;;::::;;:;:;:;:;:: :::::::::::::;:;:::::::;:::::::::: ::::: ::::;:::::::::::::: ::::::::::: ::::::::::::::::: :::::;:::;:: ,','.', :::::::::::::oeSjgii:äm.:iiiinWüÇt:::::::::::::;:::::::::::::::::::::::::::::;f::::::::::::::;::::::::f\ëlif:lmjjliiìiö.jj::::::::::::::;:::::::: :::::::::::;::::::Oes~ii::::::::::::;:::::L::::;:::{:::::::::::@n~:::{{{:{:::: ì 1::::::::::::::::::::::::::::::::::::::':::::::::1:::::::::¡::::::::::r:::::!:Ü:::::::::':""::::::::-¡-:::;:,:::J::'::"::':,::':::::::I:::::,:::r:::,::::::!:::::::;;;:I;:;;;:;:::;I;;;:;:;:;I;~ .::::::::::::::::::::::::::::::: -'~@~~ ... ..... ............... ......",.........,.,.......,.."....... "..,...,.....,..,...."..,....,...........,.,...,.. ....... ,..,. ........,............,....."""""""""""'" .,..,. .... '.',','.'.'.'.'.'.'.','.'.','.'.'.','.','...'.'.'.','...'...'.'.'.'.'.'.'.'.','.'.',','.'.'.'.'.'.'.'.'.'.'.'. ::::::::::::::::::::::::::::::::::::: .....,..,."""...........()iIjj:¡ii¡;f:(::::::::::::::::::::::::;:::;:;:;;;:::::;:;:;:::::::::::::::::::::::::::::::" .'.','.',',','.',',', .'.'.....'.','..,','.',','... TI I {::::::(;ü!itl1t:CQjjiicII:: :::::::::::::::::: ::::::1:::::::::::::::::::::::::::::::: .... .... ...............,.. ,..... ................. .11"'" :::::::::::::.:,:::::::::::::::::::::::::::::;:::::;:::::::::::::::::::::::;:::::::::::::::::::;:;:",ew:<:Ø!ll!c :;:::::::.:.:.:.:,:.:,:.:,:.:.: ':':':':':",'.'.'.'. ì ¡ I I '.','.','.','. ,:.:.:,:,:,:,:,:;:;:::::::::;:::::::::;:::::;:::::;:;:;¡::::::::;;:¡::;:;:::::i'::;;;;::i':;;:::IiIi!W:;mäÿQt:::;:::,:,:-:.:':-:':. ""'.'...'.'.'.' .'.','.'. ':;:::::::;:::/::{,..,...........,., .." ......." ... ..... .......... ..,. .... ...,. TI R ,:.:::::::::::::::::;:::;:;;:;::;;::::::::;:;:::::::::::::::::::::;;::(:;::::;::::::::;:::;:::::::::::::::::::::::;:::;:::;:::::::(:::::::::;::::::::::;::::::::::;::::::::::;:;:::::::;;;:::::::::;:;; ;:;::::::: .,::::::::::::::::::::::::;;;;;;;;;:;:;:;:;;;:::;:::::::::::;:::::::::::::;::::::'::::::::::::::::::::::;:;:;:::::::::::;:;:;:;::::::::::::::::::}:::::::::::::::::::::::::::::::::::::::;::::::::::::: :::::::::::::::::::::: ì ,'.'.',' ..::::::::::::::::::::::::::::::::::::::::HëW:~i:U:::::::::::::::::::::::::::::::::::::::::::::::::::: 1 :::::::::::::::::::::::::::::::::;:::;:::;:::::::::JiiWt:~;::::::::;:::::::::::::;::::::::;:::::::::::::;:::::: j ~ ¡ Base-Line B. Jet Worksheet 1. Assumes property tax Increase at CPI and mllllage rate Increased to $1.6 , If needed, and reallocate of arterial street property tax to GF. 2, Including those special revenues used for operating purposes, 3, FTE counts do not include council. . Administer Citywide Operations and Budget . Coordinate Regional Affairs 1998 1999 2000 Contlnl!en 529,044 538,588 548,303 762.692 5.0 5,0 5,0 . Civillega\ services and litigation . Legislative support . Prosecution . Municipal Court . Provide legal counsel . Draft Contract and Ordinances . Negotiate contracts and Real estate transactions Civil Legal Prosecution/Pub, Defe Court DV Grant 476,159 593,067 472,200 30,000 . Economic Development . Land Use Management -Permit process -Legislative . Building Pennits &. Inspections . Code Compliance . Human Services . Community Development Block annt Program . Community invol. prog CD, Base Human Service. Nelghbrhd Dev . CDBG 99 Projected: 00 Projected: 2,400,451 150,000 25,000 599,149 . Citywide ftnancial management &. administration . City Clerk . Data Processing! GIS T elccommunications . Human Resources . Risk Management . Mail I Duplication Svcs . Fleet I Equipment . Hearing Examiner Coordination Mgmt Services P3/SaIary Adj, Debt Service 1,489,478 661,621 4,411,190 . Recreation &. Athletic Programs . Park: Maintenance, Operations &. Development . Community Events . Public Facility Management &. Development . Dumas Bay Center Operation . Open Space management PARCS Theater Dumas Bay 1999Add' Celebration Pk 2,525,193 100,000 379,107 98,000 . Development Services -Pennitting -Inspection -Legislation . Maintenance. operating, &. Development of -Public Right of Ways -Traffic Systems -Surface Water Mgmt . Solid WastelRecycling Programs Street Snowllce Arterial St. Recycling SWM 3,019,192 54,738 1,743,735 217,573 1,562,761 . Crime Analysis &. Prevention . Traffic Safety Education &. Enforcement . Investigation . Patrol . Emergency Communication . Community Based Safety and Education programs Jail Police GrantslFees 873,942 9,541,592 698,000 _u,- .. ."".""".'" Bolded operations are funded with one-time and/or specIal revenues. . One-time Items are included in 1998, but not in future projections, .. wlo temp or contracted positions, such as attorney, pw engineer, etc . . . Include 200k I-time in 1998. 980RG1.XLS 98 base 1/5198 1:55 PM LONG-RANGE I)RO.JECTION OPERATING FUND REVENUES AND EXPENDITURES (1995 - 2004) $39 i n $37 --------,---,----",-,-,----.._--,--,------,_...._----------------------_....._--_..,,--,---------------,--_....._,---_.-----..-,...-....------,--" ..'...-....------.------...--,..-...,-...---------..,-....-..-,-...,-...--..' $35 -"'--""-""-"-'_'____m__m__--__"'--""-'_'____m___.--.---..------"_____m_._---- M $33 -,,-,----_...._..._------ $31 i 0 n s . -----"--'------'----'-------""-"'-"_'__m__. ._-,_...,._...,---,------_._----_..---,-,---,-_..,,_..,--_.. . --......-...-.."-------... .-----------..--"-..-,-"......,-------------.-..--.--,-....--------..--..--,-,--.., -$- Projected Operating Revenues -Ð- Projected Operating Expenditures $25 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Projected ~ , ". '",' ',~'! : -: ,i'" :'. ': ¡ 1998 ¡ 1999 ¡ 2000 ¡ 2001 ¡ 2002 ¡ 2003 ¡ 2004 ¡ Projected ¡ Projected ¡ Projected ¡ Projected ¡ Projected ¡ Projected ¡ Projected ¡ $23,526.556 ¡ $24.145,288 ¡ $24,865.410 ¡ $25.609.057 ¡ $26,377.018 ¡ $27.170.109 ¡ $27,989,175 , ,,: .",,, " : " .. : " ', ~ .. " ::.:' " : "':: \"; ,,' ~:' ï .:' ," .,:: : ',',': . ,,' " " .. ,," 3oo,000! 3oo,000! 300,000 215 138 222,668 230 461 238 528 246 876 255517 General & Street Fund Total General Revenues City Hall Debt Retired Base Line GeneraUStreet Balance: Property Tax Milliage increase ¡ to $1,60 if needed ¡ i i i y City of a Federal Way �f Ken :.� es Mole Annexation Areas in King Y Count Federal i Way i Ems, l7afPuf Lake E Lake Lalte is 0bu LAM �J � fvo►H,w �4f 06 is Laker R M Geneva 4i s+ 1 iGit� � r i LU Flve Lake INA { I Legend' Cof Federal Way, January 2,1998. 33530 First Way City of [� Edgewood Algona-PAA Federal Way,WA 98003 Federal Way (253)e814000. N Federal Way Fife 0 Auburn-PAA i PAA Kent Des Moines-PAA This enap rintended for use as a graphical representation ONLY.The Federal WayMilian 0 Kent-PAA City of federal Way t vdm no Scale: l to 67200 waffmV as to Us accuracy. 1 Inch equals 5600 Feet I Algoma CLI PaCific Q MBmn-PAA Auburn 0 1 Mile Tacoma 0 PacificPAA Des Moines 0 Federal Way-PAA GIS DIVISION Annexation areas In Pierce Courtly are not shown. POTENTIAL IMPACT ON CITY RESOURCES A. REFERENDUM 47 Referendum 47 passed by the people on November 4, 1997, There are three major components to the referendum: 1. Permanently reduces the State levy collection by 4,7%; 2, Phases in large increases of assessed value by limiting increase to 15 % per year; 3. Reduces the 106% limit to 100% plus inflation, Inflation is defined as U.S. implicit price deflator for personal consumption published in September by the Bureau of Economic Analysis of the US Department of Commerce, While constitutionality may be challenged over the second component, the first item will be implemented by the State in 1998 and the third component was effective in 1997 for tax collection in 1998, .. The Different Inflation Indicators: 1. Consumer Price Index for All Urban Consumer (CPI-U) measures the percentage change in prices faced by urban consumers: United States: 2,3% Seattle/Everett: 4,0%, 2. Consumer Price Index for Wager Earners and Clerical Workers (CPI-W) is sometimes referred to as the "blue collar measure": United States: 2,1% Seattle/Everett: 3.7%. 3, The IPD for US personal consumption expenditures: United States: 1.9% Seattle/Everett: unknown Proiected Impact: The City's cost of doing business is tied to the CPI-U or CPI-W as they are the primary indices used for wage adjustments in both public and private sectors, Assuming that the difference between these inflation indicators continues, the potential impact on Federal Way by limiting property tax increases to national IPD for Personal Consumption Expenditures will be as follows: Year 1998 1999 2000 2001 2002 Impact to City Revenue $112,646 $382,713 $447,775 $516,714 $589,716 Savings Per Household (pervear. $150.000 AV) $ 5 $13 $15 $17 $19 B. CHANGE IN COUNCIL POLICY IN BASE-LINE HUMAN SERVICE FUNDING The current baseline human service funding level is established at $200,000 for 1998 and beyond. A $150,000 one-time supplement was added to the 1998 funding level when the 1997/98 Budget was initially adopted. Should this change be made in the long tenn, an ongoing resource needs to be identified. C. INCREASE IN CONTRACTING COSTS As discussed before, the cost increases for court and jail services still outpace inflation due to increase in unit costs as well as increase in utilization. The average increase for jail and court costs are 11 % and 15% respectively between 1993 and 1998. To accommodate these increases while trying to maintain an overall cost increase at approximately the rate of inflation means further limitation of costs of other services, D. LABOR CONTRACTS FOR PUBLIC SAFETY, PUBLIC WORKS AND PARKS PERSONNEL . The City is currently negotiating with the Police Guild for their first contract; . The Teamsters contract is up in 1998; a new contract is needed for 1999 and beyond; . A new union covering non-sworn support positions in the Department of Public Safety is in the process being fonned and will probably be negotiating a contract in 1998 as well, E. POPULATION INCREASE The city's population grew at approximately 1 % per year .over the last four years. Because the population is not increasing in large numbers, the impact to service levels is not obvious, However, small incremental changes over time will have an impact on service levels. F. ANNEXA TIONS (P AA map attached) G. OTHER GENERAL DEMAND FOR SERVICE (253) 661-4000 FEDERAL WAY, WA 98003-6210 MEMORANDUM DATE: TO: FROM: SUBJECT: December 30, 1997 City Council Members L.YUJ\ Greg Moore, Director, Community Development Services«J t. . Additional Funding for 1998 Human Services Programs' Introduction The Council retreat agenda covers additional one-time funding for Human Services programs in 1998. Enclosed you will find: 1. Summary of the 1998 Proposed One-Time Funding for Human Services (Attachment 1); Summary of 1998 Human Services Funding Recommendations (Attachment 2); The 1998 Human Services Funding Carry-Forward Plan (Attachment 3). 2. 3. I will be at your retreat to present the recommendations for additional funding and answer any questions you may have. . Backqround At their November 18, 1997 meeting, the Council approved the 1998 Human Services Recommendations, as presented by the Human Services Commission and revised by the Public Safety and Human Services (PS/HS) Committee (See Attachment 2). The approved recommendations address the Council's Goals and Priorities for Human Services funding and total $350,000, the amountavailable for 1998. At the December 2 Council meeting, Council Member Gintz proposed adding $13,680 from the one-time funding in the Manager's Continency Fund to fund three additional programs (See Attachment 1). The Council voted to send the proposal to the PS/HS Committee for their review and recommendation. The PS/HS Committee reviewed the proposal at their December 4 meeting and recommended (with a 2-1 vote) that the Council discuss the issue at their January retreat. Human Services Commission's Recommendations for Additional FundinQ Prior to the December 4 PS/HS Committee meeting, Committee Chair Park asked Human Services staff to poll the Commission regarding their recommendations for the additional funds. The Commission's recommendation was twofold. First, the Commission recommended that the Council restore funding to the two programs that were cut by the PS/HS Committee from the original recommendations -- ACAP Child and Family Services, Court Drop-In Child Care, $5,000 (Council Goal 2, Public Safety) and the Washington Women's Employment and Education, Computer Applications Program, $5,000 (Council Goal 3, Self-Sufficiency). Second, the Commission recommended that the Council refer to the Carry-Forward Plan (Attachment 3) to allocate the balance of additional human services funding available. As part of the allocations process this year, the Commission developed the plan in anticipation of additional funding available through carry-forward funding (level to be approved in March 1998), or through other sources, such as the potential one- time funding available for 1998. This plan was part of the overall recommendations approved by the PS/HS Committee and the full City Council in November. The carry- forward plan is a prioritized list for any additional 1998 Human Services funding. . . ' .. i:\1998allo\council.ret Summary 1998 Proposed One-Time Funding For Human Services (12/2/97) The Joseph Foundation - Noyes Transitional Home Washington Women's I 3 - Self-Sufficiency Employment & Education - Computer Applications Program 1 - Basic Needs $2,000 $5,000 World Vision - KidREACH 4 - Collaboration & Strong Neighborhoods $6,680 . ;Þ' c1" c1" PJ i ro ~ c1" ..... CITY OF Fr=".~ERAL WAY SUMMARY OF 1998 HUMAN SER éS FUNDING RECOMMENDATIONS (Revised 12/2/97) PROGRAM I 1997 I 1998 I 1998 RECOMM. . 1998.::p'ROPÇ>SED FUNDING REQUEST APPROVED BY ONE~iIME FUNDING , .... ...'" . COUNCIL (11/18/97) (1212197) + I I I BASIC NEEDS Emergency Assistance $5,000 $6,000 $5,000 $5,000 Dental Services $10,000 $20,000 $10,000 $10,000 Health Services I $20,000 $55,000 $20,000 $20,000 Emergency Feeding $0 $7,168 $0 $0 Community Suppers $3,000 $3,000 $2,000 $2,000 Emergency Shelter $8,000 $8,000 $8,0001 $8,000 Transitional Housing withdrew $2,000 $2,000 $2,000 app, Clothes for Kids I $5,000 $5,000 $4,500 $4,500 ..' - 0< .', .-".' Noyes Transitional Home I $0 $3,000 $0 . '~-;'~"~~;~\;l~t': .. After Hours Emergency Assistance $9,023 $7,000 $3,000 $3,000 Meals on Wheels $8,000 $8,000 $8,000 S8,000 Volunteer Transportation for Seniors $3,277 $3,297 $3,297 $3,297 Food/Clothing $24,000 $30,000 $24,0002 $24,000 Shelter $29,000 $35,000 $30,000 $30,000 BASIC NEEDS I $124,300 $192,465 $119,797 $121,797 CITY OF FJ--~RAL WAY SUMMARY OF 1998 HUMAN SER\I, -:S FUNDING RECOMMENDATIONS (Revised 12/2/97) PROGRAM 1997 1998 1998 RECOMM. FUNDING REQUEST APPROVED BY COUNCIL (11/18/97) I I I PUBLIC SAFETY AP,P,L.E, Parenting $4,500 $10,000 $5,000 I $5,000 Court Drop-In Child Care $0 $10,000 $03 $0 Family Services Program $19,000 $20,000 $19,000 $19,000 Counseling $4,500 $5,000 $4,500 $4,500 Community Advocacy $17,000 $42,527 $47,000 $47,000 Confidential Shelter $30,000 $9,500 1 recomm, 1 recomm, for all 3 programs General Agency I included I $30,000 I 1 recomm, I 1 recomm, for all 3 w/shelter programs contract Operating Support $9,000 $22,000 $9,000 $9,000 Child & Family Counseling $58,000' $75,000 $65,000 $65,000 Domestic Violence Services $0 $35,000 1 recomm, 1 recomm, for both programs Comprehensive Sexual Assault Services $28,000. $29,120 $28,000 $28,000 Comprehensive Counseling Services $4,500 $20,246 . $4,500 $4,500 PUBLIC SAFETY $184,500 $308,393 $182,000 $182,000 CITY OF f ERAL WAY SUMMARY OF 1998 HUMAN SERVICES FUNDING RECOMMENDATIONS (Revised 12/2/97) PROGRAM 1997 1998 1998 RECOMM. 1998 P'ROPOSED FUNDING REQUEST APPROVED BY ONE-TIME. COUNCil (11/18/97) FUNDING (12/2/97) + I I I SELF-SUFFICIENCY I Subsidized Child Care I $0 I $8,000 $5,000 55,000 Refugee Health Advocacy Project $0 $5,000 $0 $0 Resource and Referral $7,900 $12,000 $9,000 $9,000 Job Center I $1,300 $1,500 $1,340 $1,340 Parents Place I $0 $15,000 $0 $0 Literacy Program $14,000 $15,000 $12,273 512,273 Computer Applications $0 $5,000 $04 $5,000 .- Job Readiness $15,000 $17,500 $17,500 517,500 SELF-SUFFICIENCY I $38,200 $79,000 $45,113 $50,113 I COlLAB. & BUilD. STRONG NEIGHBOR. Telephone Services $3,000 $3,090 $3,090 $3,090 . , ,.~;6~0 f . " Kid REACH $0 $13,360 $0 .' COlLAB. & BUILD. I $3,000 I $16,720 I $3,090 I $9,770 STRONG NEIGHBOR. ALL APPLICANTS $340,000 $596,578 $350,000 $363,680 * * Note: Total proposed one-time funding is $13,680, City of Federal Way Summary of Human Services Funding Recommendations (Revised 12/2/97) Notes 1 Revised from 1998 Human Services Commission recommendation which was $0 2Revised from 1998 Human Services Commission recommendation which was $22,000 3Revised from 1998 Human Services Commission recommendation with was $5,000 4Revised from 1998 Human Services Commission recommendation which was $5,000 Attacnment 3 " ED EPCAL (?~)3) M 1-4000 fEDERAL WAY. WA 98003-6210 MEMORANDUM DATE: TO: FROM: SUBJECT: October 14, 1997 ..- Public Safety and Human Services Committee A~ Tracey Eide, Chair, Human Services CommissiQ1lj'L~lr 1998 Human Services General Fund Recommendations -- Carry-Forward Plan Introduction Attached is a chart outlining the Commission's recommendations for allocating any unexpended 1997 Human Services General Funds. This is the first time the Commission has prepared a carry-forward plan for the Council's consideration. This plan would be administered in early 1998, after the Council has approved the citywide carry-forward recommendations from the City Manager. The purpose of the plan is to actively anticipate any unexpended funds and to have an allocation plan in place, which can be immediately administered when the level of carry- forward funds is approved in early 1998. Having the plan approved now will eliminate the need for a second funding process to allocate the carry-forward funds. At this time, the Commission seeks approval for the plan to allocate the potential funds. The Commission is not seeking approval for the funding itself, as that issue will come before the Council at a later date, Amount Available Staff estimates having approximately $14,095 - $25,000 available in carry-forward funding for 1998 services. The bulk of the anticipated unexpenditurès is due to a 1997 contract the City has with Auburn Youth Resources for a homeless youth pilot project in Federal Way ($10,000). The agency has notified City staff that this project will not be implemented due to a number of agency staff transitions" including the hirin.9 of a new Executive Director. The balance of the carry-forward funds are due to small contract under expenditures, and any funds which may be withheld from agencies who do not meet their 1997 contract goals. Services to be Funded The carry-forward plan builds upon the services in the 1998 General Human Services Funding Plan ($350,000). In most cases, the carry-forward plan would increase the levels of 1998-funded agencies and in one case, would fund a new program. The plan has a Tier 1 in the total of $14,095, which is the amount of unexpended funds staff know will be available to carry forward, and a Tier 2, which is an estimate of possible additional unexpended funds, which mayor may not be available. The Commission looks forward to the opportunity to utilize any unexpended general human services funds and to maximize services available to Federal Way residents. If you have any questions about the plan, please call Ann Guenther, Human Services Manager at 661-4039. Ann and I will also be available to present the plan and answer your questions at the November 6th committee meeting. , TIER 1 , , , ,,' ' APPLICANT PROGRAM COUNCIL GOAL 1998 1998 HS 1998 CARRY 1998 TOTAL " , REQUEST REC. FORWARD REG.":', " REC. ,,' " .. ' South King County Multi-Service Food/Clothing 1 - Basic Needs $30,000 $22,000 $5,000 $27,000 Center $24,000** $29,000** Community Health Centers of KC Health Services 1- Basic Neetls $55,000 $20,000 $5,000 $25,000 Center for Multi-Cultural Health Refugee Health 3 - Self-Sufficiency $5,000 $0 $3,000 $3,000 Advocacy ACAP Child & Family Services. AP,P,L.E, Parenting 2- Public Safety $10,000 $5,000 $1,095 $6,095 TOTAL TIER 1 $14,095 .. ,,' ::.. ,:{/' /~ --, ". , TIER 2 APPLICANT PROGRAM COUNCIL GOAL 1998 1998 1998 CARRY 1998 TOTAL REQUEST REC. FORWARD REC. REC. ACAP Child & Family Services AP,P,L.E. Parenting 2 - Public Safety $10,000 $5,000 $1,095 (Tier 1) $10,qOO: $3,905 (Tier 2) , ACAP Child & Family Services Subsidized Child Care 3- Self-Sufficiency $8,000 $5,000 $3,000 $8,000 Community Health Centers of KC Dental Services 1- Basic Needs ,,- $20,000 $10,000 $4,095 $14,095 TOTAL TIER 2 . $11,000 TOTAL TIERS 1 & 2 $25,095 CITY OF FEDERAL WAY HUI\nAN SERVICES COMMISSION SUMMARY OF 1998 HUMAN SERVICES FUNDING RECOMMENDATIONS CARRY FORWARD PLAN* Programs Listed in Priority Order * Dependent on funds available (funding level to be approved 3/98), ** Revised to reflect change made by PS/HS Committee and approved by Council on 11-18-97, 76000 74000 72000 S 70000 .. ca :s Q. æ. 68000 66000 64000 62000 i:\..\fwpop,xls Federal Way Population Growth: 1990-1997 75960 75240 74320 74290 - ---~~ f-- ,..."...... - 72350 - I--- 70660 - - OI"t"H' - - - - - . 1990 1991 1992 1993 1994 1995 1996 1997 Years 1/2/98 Options Purposes Revenue and Amount Approval Requirement ./ = Pros & x = Cons 1. Excess Levy Capital Acquisition Property Tax, excess levy 60% approval, ./ Good source for capital improvements; (1% = $56K) and Improvement 40% turn-out ./ Easy to collect and administer; Projects j( Difficult to pass. 2. M&OLevy No specific purposes Property Tax, excess levy 60% approval, ./ Not subject to $1.6/000; (1% = $56K) required. I year only. 40% turn-out ./ Easy to collect and administer; j( Difficult to pass; j( One-year only. 3. Utility Tax, General Purposes, Electrical ($363K) Voter approval is not required if ./ Tax burden could be different (balancing 1% = $780K; both Operating and Phone/Cell Phone ($154K) tax rates stay under State's limit between residents and business); GaslPhoneÆlectric Capital Gas ($108K) (Council can ask for an ./ Use is flexible (capital & maintenance); max, to 6% without Cable TV ($77K) "advisory" vote), ./ Generally is self-indexed to inflation; voter approval, Solid Waste ($52K) j( Affect non-voted capacity (if Bond is used). SWM ($27K) 4. Special Improvement LID: Capital, Special assessment. 60% Owner Approval ./ Does not impact property tax or debt capacity; Districts (LID, BID) BID: Capital or Assessment is levied against Requires notices to property ./ Commonly used and is a fair (assess based on operating. property based on relative owner assessed, benefits received) way to pay for infrastructure; benefits from the improvement. Requires public hearings, j( Specific laws (billing, tenns refunding); j( Cost of administration. 5, Admissions Tax General purposes Up to 5% of admissions to Council Discretion ./ Tax on discretionary spending; 1%= $24,000 entertainment establishment. ./ Comparable to surrounding jurisdiction; j( Limited amount; j( Susceptible to change in disposable income and other economic conditions. 6. B &OTax General purposes Up to 0.2% of gross business Council Discretion ./ Secured long-tenn source; receipts. j( Counter to economic development; j( Few local jurisdictions have the tax; j( High audit and collection cost, 7. Business License General purposes May be structured differently. Council Discretion ./ Secured long-tenn source; No specific limit. ./ Currently below average in King County; j( Counter to economic development; . j( High audit and collection cost. 8. Gambling Tax Gambling activity Card room max, at 20% Vs Council Discretion ./ Discretionary spending; enforcement current II %, Additional j( Unfair competition in Indian gambling facility; revenue: $80,000 j( Limited amount. FUND I1' . 1PTIONS klfinl9900bgelO 1 09C<rt\COMBINE I.DOC FUND n )PTIONS Options Purposes Revenue and Amount Approval Requirement ./ = Pros & x = Cons 9. Other Sources Most have designated Impact fees~ Carry-forward Grant requirement and Council .¡' Minimize use of debt by leveraging City funds; purposes fund balance; Grants; approval x Unpredictable and one time in nature~ Con trib u ti 0 nsID 0 nations; x Hard to provide a large sum in one year; Special purpose loans, x Mav take resource to secure new resources. 10, Regular Property Tax General Purposes, Property Tax Council Discretion ./ Use is flexible (capital & maintenance); Levy (1% = $56K) both Operating and .¡' Protect City's taxing base (w/o taking away Capital other taxing districts' levy)~ close to maximum x Subject to $1.60/000 limit. 11. Levy Lid Lift Designated operating Property tax 50% approval, .¡' Less restrictive than Excess Levy; (adjusting tax more and/or capital no turn out requirement .¡' Could be assessed indefinitely for M & 0 than the 6% lid in a purposes as approved purposes~ given year) by voter. x Levy still subject to $1.6/000 limit~ close maximum x Maximum 9 years when used to retire bond issue. 12. Sales Tax General Purposes, Local option sales tax 1 %; Council Discretion; ./ Self indexing to CPI~ both Operating and County-wide criminal justice Countywide voter approved. .¡' Broad tax base~ at maximum Capital 0.1% .¡' Paid by consumer, not necessarily resident~ x Susceotible to chan~es in economic condition, 13. REET Capital facilities Local option 0.5% total Council Discretion, must have .¡' Self indexing to CPI~ adopted capital facilities plan. x Susceptible to changes in economic condition, at maximum 14, Street Utility Street Capital M & O. Household and employee fees Council Discretion .¡' Designated for street improvement and (at $2/household or employee maintenance~ Residential portion per mo, $1.3 million a year, x Residential portion is considered was ruled to be appx. 50% from residential unconstitutional. unconstitutional and 50% from business) . k\finl99O0bge\O ¡ 09<:cn\COMB!NE \ ,DOC 1997-98 BIENNIAL BUDGET PROCESS SCHEDULE YEAR ONE (1996) Event Dates Budget fiscal policy review Ongoing. Council Retreat - Develop 1997/8 Goals 28-Jan . Eden biennial budget system implemented & tested ' 12-Apr . Biennial Budget Ordinance to FinlEcon Committee 25-Apr : IS Fund evaluate operational needs and prepare budget 5-May . Position control sheets due 6-May . First Reading Biennial Budget Ordinance 7-May . Position control completed 17-May . liS fund budgets due from managers and input into Eden 17-May . Allocate IS Fund charges to Operating Departments (MS) 28-May . Eden Budget Training (Biennial Budgeting) 28-May - 7-Jun . Budget kickoff 3-Jun . Departments begin Input into Eden 3-Jun . 1 st Preliminary Public Hearing 18-Jun . Council budget retreat II 28-Jun . Land Use Transportation Committee TIP presentation 1-Jul . Budget submittals due - 1997/8 operating/capital, 1996 year-end estimate & peñormance measures 3-Jul : Lock Out 5:00 PM 3-Jul. 's compiles and prepared dept. summary spreadsheets 8-Jul - 2-Aug . degin review of Human Service proposals 8-Jul. Revenue estimates - preliminary, departments & MS/input 12-Jul . New initiatives review 15 - 26-Jul : TIP plan to Council 16-Jul . TIP submitted to state 31-Jul . Hearing for 1997 CDBG Proposed Use of Funds 5-Aug . Revenue projection with Management Team 12-Aug . CM CIP review, operating and capital budget review 12 - 16-Aug . CM and MT budget decision 19-21-Aug. Final adjustments entered by MS 23-Aug : Second preliminary public hearing 17-Sep . Proposed budget printed 3D-Sep . 1997/8 Proposed Budget to Council 1-0ct. Clerk publishes notices 1 & 8-0ct . CIP Review/Department presentations to Council 2 & 3-0ct . Human Services funding recommendation to Full Council 15-0ct : Public Hearing 15-0ct . Council study sessions 6-7 Nov. Present Human Services Commission recommendation for funding to Public Safety/Human Services Committee 21-Nov . Council adopts budget/property tax levy 3-Dec . "'inal budget publication 31-Jan . DRAFT.. YEAR TWO (1997) Event : Close prior year financial records :. Complete 1996 carry forward .. 1st atr revenue, expenditure forecasts/update .. Review of Human Service proposals :. Tentative Budget Forecast to City Manager and MT .. LUTC TIP Presentation .. Operational Issues/Other long range planning issues :: TIP plan to Council .. :. 2nd atr update; Council review/revise 1998 priorities .: Evaluation of Programs .. Further development of performance measures : Hearing for 1998 CDBG Proposed Use of Funds .. TIP submitted to state :: Departments propose budget changes .. 3rd atr revenue & expenditure forecasts update .} Mid-Biennia adjustment - to FinlEco Dev Committee :::" Clerk publishes notice of public hearing .. .. Public Hearings ,.. .., .. Mid-Biennia adjustment/property tax levy Adoption Dates 28-Feb 1-Mar 15-Apr 28-Apr 1-Jun 3-Jun 1-June - 15-Aug 18-Jun 15-Jul 21-Jul 31-Jul 31-Aug 16-Sep 25-Sep 22 & 30- Sep 7 & 21-0ct 3-Dec CITY OF FEDERAL WAY MEMORANDUM From: December 31, 1997 Federal Way City Council Iwen Wang, Management Services Director Date: To: Subject: Continuation of Council Budget Discussion of Excess Funds This memorandum and the attached pages will provide a discussion of excess funds, the preliminary status on three primary areas that excess funds are projected for the year 1997, and the City's debt service requirements and the call dates for the applicable bonds, What are Excess Funds: Since a budget is merely a set of projections based on assumed operating and economic environment and anticipated activities and events in a given period, the differences between budget and actual are expected. "Excess Funds" occur when revenue exceeds projections and/or expenditures lag behind the amounts budgeted, Budget "shortfall" takes place when actual revenues come in below the projections and/or expenditures inccured beyond the amount allocated, A severe budget shortfall may require program reductions during a fiscal year which takes away productive energy from service delivery and could have devastating effects on citizens who rely on the services, Therefore, in pactice, most jurisdictions approach budget projections conservatively; thus, the excess fund at year-end is the normal condition and budget shortfalls are exceptions, In addition to the general practices, the City has a policy governing revenue projections: "Revenue estimates shall not assume any growth rate in excess of inflation. Real growth that occurs will be recognized through budgetary adjustments only after it takes place, This practice imposes short-term constraint on the level of pub lie goods or services. However, in the event that revenues are less than expected, it minimizes the likelihood of severe cutback actions which may be profoundly disruptive to the goal of providing a consistent level of quality services, " What Excess Funds can be used for: Excess funds can be allocated by the governing body of a municipality subject to legal/contractual restriction and self-imposed designations, The following are applicable to the City of Federal Way: 1) Legal/Contractual Restriction: Certain revenues are created by State Statute or through agreements to address specific services or activities, These revenues are accounted for in "Special Revenue Funds" and to the degree the General Fund subsidizes these services or activities, excess funds from these revenue sources cannot be used for general services, For example: real estate excise taxes can be used to fund capital improvements identified in the City's facilities plan. 2) Policy Designation: The City Council has from time to time established policy to designate the use of specific funds for specific purposes, These designations can be changed by the majority of Council at any time, For example, the City's utility taxes are designed by Council to fund specific capital programs and associated maintenance and operations, 3) Budget Policy: It has been the City's budget policy to match revenue streams with expenditures: . ongoing expenditures must have ongoing revenue support, or one-time sources can only be used to fund one-time expenditures, and . before committing to any new capital improvements, there must be ongoing funding for their maintenance and operations, k\fin19900bge\0 I 09ccrt\COMBrNE I.DOC 1997 PRELIMINARY J<:STIMA TE OF .EXCESS :FUNDS Proiected 1997 Year-End Unal/ocated General Fund balance: Restriction: Not restricted or otherwise designated, Can be used for one-time purposes, Budgeted: $139,000 ($150,140- $11,000 for sports field fee) Projected: $500,000, including $139,000 unallocated CM contingency fund. Available: $500,000, ifprojection realized. Real Estate Excise Tax: Restriction: Designation: 1997 Budget: Up to November: Projected 1997 total: Available: Utilitv Taxes: Designation: 1997 Budget: Up to November: Projected 1997 total: Available: k:\1in \99OObge\O 1 09ccrt\COMB INE (,DOC By State Statute for capital improvement projects that are included in the City's Capital Facilities Plan (including capital purchases, debt services for these facilities) Council designated the tax for debt service payment to capital financing. It is also used to meet debt service prefunding policy, $1,100,000 $1,700,000 $1,900,000 $640,000 ($800,000 more in tax revenue less the elimination of$16K GF transfer), if projection realized, By Council direction for 1995 street improvement projects, increase in overlay program, and 1997 community investment projects and M & 0 related to these projects, It has also been used to prefund debt service for 1995/96 bond issues, No amount is currently allocated to prefund debt service for the 1997 bond issue which is approximately $1.925 million. $3,477,395 $3,400,000 $3,800,000 $322,605, if projection realized. This Section Will Include Papers on Selected Subjects for Council Presentation. Þ- Community Oriented Policing Þ-- Sign Code Þ-- Permitting Process Þ-- Public Works Projects Þ-- Other ..... I f DEP ARTMENT OF PUBLIC SAFETY Memorandum TO: Kenneth E, Nyberg, City Manager FROM: Ronald T. Wood, Chief of Police DATE: 2 January 1998 SUBJ: Community Policing Status of the Federal Way Police Department With the completion of the first full year of police service delivery, the following summary reviews the community involvement initiatives ofthe new department in place at year end, and looks ahead, During the department's first year, primary emphasis was placed upon completing staffing processes, stabilizing departmental operations, and assuring basic police services. At the same time, community involvement in the department and its processes was considered critical to the early success of the department and to fulfillment of the City Council's vision for its government. In spite of the distractions of several high profile civil claims and the formation of two employee bargaining units, the department's development has progressed significantly toward operational stability and a community oriented service model; and is positioned for further development of professional capabilities and a true community-police partnership. The department is at full staffing with 93 sworn positions and 33 non-sworn employees, and has experienced virtually no turnover in any position during the first year. Beginning with selection processes emphasizing a strong service orientation and a commitment to community access and an interactive relationship with the community, the City Council's vision of a community oriented police department has been built into the new department's operating philosophy and program development. Programs developed during the past year in compliance with that philosophy include: * Citizen's Police Academy - conducted twice during 1997 for groups of20 plus with an alumni organization formed for graduates. * Store fronts opened in the SeaTac Mall, Westway residential area, and at 272nd Street and Military Road to address criminal conduct, increase public safety perceptions, and to add stability to affected areas, .' ¡i I To: RE: Kenneth E. Nyberg, City Manager Community Policing Status Page 2 2 January 1998 * Development of a broad based volunteer program involving approximately 40 community members in a wide range of department activities on a recurring basis. Some activities reduce staffing needs while others like Neighborhood Speed Watch partner residents, community business interests, and Police employees in supplemental traffic- crime prevention awareness efforts, * Creation of dedicated crime prevention positions to liaison with residential, business, and apartment-trailer park sub communities. * Citizen Ride-Along Program to expose community members to police services and community issues while interacting with officers. * Police Explorer Program sponsorship to involve community youth in departmental activities while providing leadership, civic, and community service training. * School classroom presentations, school lunch program, child fingerprint program, and traffic-pedestrian safety awareness projects to increase non-stress officer-youth interaction, and to involve officers in the school community on a non-incident basis. * Problem Oriented Projects addressing specific neighborhood issues in partnership with area residents, businesses, utilities, other government agencies or departments and the police. * Expanded format Neighborhood Watch Program. * Participation in community events, fund raising efforts, service clubs, and neighborhood activities to increase officer ownership of their community and to create community access opportunities to the department. * Involvement of community members in department employment selection processes as raters. While this summary is not all inclusive, it is indicative of the scope and variety in our efforts. I believe the new department has done a quality job in its first year of moving toward the creation of a professional, accessible, responsive, open, and accountable law enforcement agency. The definition of a community oriented policing approach is unique to each community, and ours is evolving as the department becomes enmeshed in our community's life and is shaped through interaction, feedback, and involvement. Current programming levels can probably be sustained into the future with current staffing levels. Community priorities, discretionary consumption of services, and the potential for emergent issues may all affect future capabilities, While the new department seems to be off to a good start, much remains to be done and the establishment of . .. ~--I .' TO: RE: Kenneth E. Nyberg, City manager Community Policing Status Page 3 2 January 1998 police services as envisioned will continue over the next several years as we become acquainted with the many communities within the city and they define our role as an agency. Further community involvement programming consistent with other department responsibilities is underway and will continue concurrently with departmental establishment and service delivery. I hope this infonnation is helpful and encourage you to contact me with any questions, comments, or directions, i:\manager\98status 1 " C~"C: ,c, >', "'} '-;,~ , - . ,. . '", " \'" . \ \" , ',' , , " >'" / ~ ';:; y , '/ >. .' -,,- '" , , -- ~'" ,,', /, !,¡, , , . " ',';' r.. I,:' ' "'\ "~.' . , x' ",¡ , ""\ V,, " \. ; r.~ - ( / .. " "'. -.. !' ;~ /' . .,-1 /L " / /. ,~ '¡ '\ / ¡'" . r ..,' ,¡~ "1 / / /' .. ,) I - , .j /¡ .. '/ " , )- , ~, , '/ I , , " .' / ~( (' CfTY OF ,--.. . 1=r1~ ~~ AY' DEPARTMENT OF PUBLIC SAFETY MEMORANDUM (" DATE: 19 December 1997 TO: Kenneth G, Nyberg, City Manager FROM: Ronald T. Wood, Police Chief SUBJECT: Police Department Impact of Five-Year Project Schedule With the decision to create its own Police Department, the City transition team developed a proposed organizational structure, a proposed rank: structure, and a proposed staffing model providing for 73 sworn officers and 20 non-sworn Police Support Officers. The staffing model was developed based upon King County Police contract staffing, King County Police available workload data under the service contract, recommendations from area police managers, and service quality and scope assumptions, The initial staffing model proposed provided 73 sworn officers per 1,000 population supplemented by the 20 Police Support Officers to provide all police services to a city of76,000, ( The award of a 20 officer federal grant in early 1996 added to sworn officer staffing and was partially offset by reducing the allocated Police Support Officers to ten, providing 1.22 sworn officers per 1,000 population supplemented by ten Police Support Officers, Population growth through in migration and annexation is projected to bring the City to 78,000 in 1998 and reduce the sworn officer ratio to 1.21 per 1,000 population in spite of two sworn positions added in the 1998 budget. A similarly lean clerical support staffing allocation is strained in attempting to maintain service levels, Unfortunately, several of the assumptions leading to the initial staffing model were incorrect. Dispatched police calls were projected at 40,000 (a 37% increase) while actual experience indicates an increase of roughly 80% to 53,000 police calls in 1997, Response times have been maintained at low levels by delay in implementing community involvement programs, focusing maximum staff resources in reactive call response, Police Records processing is delayed by limited staff resources to handle the unanticipated volume, Limited Police Officer staffing was planned with the expectation that the department would be heavily involved in community oriented policing and with such community involvement fewer officers would be needed. In actuality, to increase community involvement, more officers are needed to inform and coordinate community efforts and to take time from beat assignments to conduct meetings and assist with (' neighborhood problem resolution, The payoff is not in reduced costs for community involvement policing, but in increased community safety and satisfaction with police service delivery, Similarly, the assumption that the officers would be highly motivated professionals and would need little supervision led to reduced supervisory staffing, Again, while the officers are higWy motivated professionals, someone must train, coordinate efforts, assure quality control, direct resources toward community priorities, and provide staff support, ( The result of the incorrect assumptions is a staffing allocation that is insufficient to h'andle current service expectations and implement community policing as promised both to the community and to the officers recruited, Current service levels may be acceptable, but if the commuIÚty policing emphasis is ignored, we risk losing officers who accepted employment for that plúlosophy, Adding one or two officers per year will more or less maintain the current staffing and service levels provided that no serious community issues emerge. Conventional management thinking in the western United States suggests a miIÚmum officer to population ratio of 1,4 to 1,5 even in departments not attempting the more intensive community oriented policing. Locally, for 1998 Kent Police project a ratio of 1,8, Auburn is projecting 2,0, and Des Moines is at 1. 7, While it is not necessary to match other agencies, employees of the City are aware of these coverage levels and of the safety issues, workload levels, and specialized program opportunities they afford, The same considerations are involved in supervisory staffing and non-sworn support allocations, Generally, it is possible to maintain smaller staffs if they are allowed to share in the savings through higher compensation. Where compensation is lower, generally greater staffing is required to maintain service levels and quality over the intermediate term, It is not realistic to expect that fewer people will perform more work for less pay than surrounding jurisdictions, Both morale and service levels can be predicted to decline over time, and for better quality employees to leave the organization, The two Deputy Directors, for example, will enter 1998 with a salary level established in 1995, changed only by 2% cost ofliving adjustments which do not match market rates for this position. ( To maintain service levels and quality, and to continue to develop community involvement programming, it is strongly recommended that the City take advantage of COPS grant opportunities to add ten (10) Officer positions with three at the Lieutenant level which would bring the officer to population ratio to 1.34 per 1,000 and create both greater operational flexibility and greater accountability. There is a very high potential t9 contract all ten positions within the commuIÚty, offsetting all City cots for the three years of the grant and half cost thereafter, however, services can't be marketed without the staff on board, The City's benefit is shared costs for increased service levels and brings staffing levels near generally accepted standards, None of the work projects planned have specific impacts on Police Department operations which can be converted to specific numbers, The development of the Dumas Bay Center and Celebration Park sports fields are both intended to increase community events and activity levels which have security implications, Similarly, an energized downtown will require greater public safety resources as activity patterns increase, Finally, growth at 1,200 to 1,500 persons per year in the five years ahead suggest that six to eight officers, one Lieutenant, and three or four clerical employees will be necessary to maintain current staffing ratios to the population, If no unusual community expectations or issues emerge, the current 1.2 officer ratio may be sufficient if further community policing initiatives are not expected, Unfortunately, as communities grow, the calls for service level increases disproportionately more quickly than the population, Annexations and residential developments further impact staffing and service level considerations and as the City seems poised for both, moving closer to generally accepted standards would seem desirable in positioning the City for the next five years. ( (' ( I N R T E MEMO 0 F E To: From: Subject: Date: F c City Council r~ Greg Moore, AICP ,)Of.1 Director of Community Development Services City Council Retreat Sign Code DiscussionlPermit Processing December 30, 1997 Below is an outline of what will be presented as background to your discussion on sign code. This presentation will give a summary of where we have been and where we are going with sign code, The presentation will be eight minutes or less, followed by council discussion and direction, A. Original sign code and 1995 revisions. B. Amortization Process 1. Summer of 1996, Sign Inventory 2, Summer of 1996, Sending Notice (amortization and immediate compliance) 3, Summer of 1997, Sending Notice (amortization and immediate compliance) 4, Appeals of Immediate Compliance Notices, C. Sign Sweeps of Right of Way D. Downtown Sign Incentive Program E, Year 2000 Amortization F. City Council Discussion Pennit Processing: Enclosed for your infonnation are the typical handout materials that would be given for someone requesting infonnation about a new single family dwelling permit. The single family dwelling unit handouts are selected as an example of one kind of permit. The purpose of providing this material is two fold, First, that we try to provide the necessary infonnation to complete the application and construct a safe structure meeting building and land use codes. The handouts anticipate what questions might be raised so the applicant does not get a surprise later in the process, City Council Page 2 December 30, 1997 Second, the handouts also indicate, as can be seen by the detail, that the permitting requirements are complex and require attention to detail by both applicant and staff. The requirements are primarily mandated by state laws and to a minor extent by local regulations, We try to explain them as simply as possible and provide additional verbal explanation as needed, The typical handouts for a new single family dwelling unit would consist of the following: 1. Application for Building Permit (Attachment 1) 2, Single Family Building Permit Submittal Requirements (Attachment 2) 3. Residential Construction Guide, a listing of the most common unifonn building code requirements (Attachment 3) 4, Energy Code Calculations F onn, if source of heat is electricity (Attachment 4) 5, Energy Code Calculations Fonn for heat source other than electricity (Attachment 5) N 6, Single Family Residence Infiltration Systems (Attachment 6) 7, Right-of-Way Improvement Modification Request (Attachment 7) As Council members get inquiries about specific projects or permits please do not hesitate to call me and I will research the questions you have or the status of a project. We want to respond to inquiries you receive to clarify issues on timing, submittal requirements, conditions, etc. Att-~ CJ1 me !'1+ ..i. BUILDING DIVISION 33530 First Way South Fedeml Way, WA 98003 (253) 661-4000 Fax (253) 661-4129 -:;:~ ~~ERFfL APPLICATION FOR BUILDING PERMIT PLEASE PRINT APPLICA TJON # 1~~!W~!J¡;~'<iØ<'¡'>~""~~'j)Œ;tfi~i"'~\"""'\I, :SITE.lOCATrON:'~ þ~' J,.'. .. !;~ .,~ Addmss , "",., "'", ,.."" , " Tenant (if known) Lot # I Assessor's Tax # Building Owner's Name Address City I State Zip I Phone Nature of Work I~,¡o,~:"., 0' " / " ',?~::¥#F";":~~',:",:,', ,I ~þ.PLtC'ANT " ,', Name (F,M,L) ,. Address City State Zip Contact Person I Day Phone Other Phone Fax If liNG CONTRACTOR,', I _ompany Name Address City State Zip Contact Person Phone Fax Contractor's # (card must be presented) Expiration Date Veñfied 0 Yes 0 No po;. ,,', . " ' "h:"'" , " I 'ARCHITECT ',,', .:~ .f'::;,,~.,' ~ <;..." " Name Address City State Zip Contact Person Phone Fax LEGAL DESCRIPTION Please Complete Reverse Side l.STrUJ~~----,-----~---- ~~:.I~,'~ l~t:___- ---- ------- Proposed Use 0 Residential 0 Commercial 0 Buildin 0 New 0 Addition 0 Plumbin 0 Remodel 0 Gara e 0 Mechanical 0 Other Permit includes: Type of Work: 0 Number of Units - 0 Deck 0 Shed 0 Other Iter 1 st Roor Area Basement 2nd Roar - sq ft Decks s ft 0 sq ft s ft Zonin Lot Size IrENDER; ,.."""')"~~\~:"Y"',."", Name " ". I Address CitY State I Zip M'ECUANICAl CONTRACTOR' I Contractor Name Address City State Zip Contact Phone ~ Fax Ucense # Exoiration Date Verified 0 Yes 0 No I PLUMßlNG CONTRACTOR I Contractor Name Address f'.ity State Zip ntact Phone Fax , I Ucense # Expiration Date Verified 0 Yes 0 No piÚMBING FIXTURE COUNT " Water Closets Sinks Urinals Lawn Sprinklers Bathtubs Dish Washers Drinkina Fountains Other Showers Electric Water Heaters Sumps -- -, Lavatories \'JmmmtJ M,1Chin,! Dlllins Tot/II Fixture Count I~Ëëì)"ANiêAL'UNif COUNT MECHANICAL EVALUATION ONLY $ Fuel Type (electric/other) Gas Drver Air Handlina < = 10,000 CFM 15-30 Tons lenath of Gas Pipina Ranae Air Handlina > = 10,000 CFM 30-50 Tons Furn < lOOK BTUs Gas Loa Unit Heater 50+ Tons Furn > 100 BTUs Fans Miscellaneous Fuel Tanks Gas Hwt Hood Boilers Above Ground COllY nurlwr DIU:' Wnrk 0,3 Tons Undcrnround ---- BBO's \"outJ Swvt:!". 3-15 Tunr. Totol Unit Count DISCLAIMER: I certifY under penalty of pe¡jul)' that the infonnation furnished by me is true and correct to the best of my knowledge, and further, that I am authorized by the o\mer of the above premises to perfonn the work for wlúch permit application is made. I further agree to save hannless the City of Federal Way as to any claim (including costs, expenses, and &tV ' fees incurred in investigation and defense of such claim), which may be made by any person, including the undersigned, and filed against the City of Federal Way, but only wt. n claim arises out of the reliance of the city, including its officers and employees, upon the accuracy of the infonnation supplied to the city as a part of this applicatiolL Owner/Agent: Date: -.All' ........ .'26191 ,,' " , .' ":,(:H~ii"wt~:, , s,-N GL:È,'F~¥, "BUJL])INQ~ p~.RM1:i:" , ';:,:~;'r:',':'::/;~~i;~(~;CþNsmUciIONC: "",,'" 'c ' '::,'ÅJL,',',:."ch, ~en+',2 ,,',:rIe-:' ,I c:t ' ',,' " " , '.'.,:,:""~::;/'"i,/:\}:,:,:":"'"",',3':;>,;::,,y':>.;::. Step 1:', 'Wórnîati~Ji'~nd>~l!jn)I1âtyR~viewt~_,il~'~~./,'è, " , , "',', ,:"";:);':'~,',,:~';',;::r:;'f,::</":;",:; \;;);' ',;, ::J,:~:';<,':~dd' .: '" ""'",,, " Federal'Way>CitY,:{¡ep~eiìtS'~>åri<l?~~havei1tJti1iiY ~Ú~tQ.ct6ãn,:Ï11fòrmÿou of,rçqûlrements', for' buildit1 g an e~!eSitl~n çe):R~ tìirèd ;sëtb ackS, h êi g h t litIÛ tati Q tis ~ ,ânac) tl1 er zôhinginf 0 rmati on; may 'b~,,;obtairied ,J¡'qI)},Jh~.:r,:i~çl;jJs~:rij,YiãiQnj){ Comn1~rii~:;Ðþ'veiopm~ntServlèes;.,. BÙiJ,dmg.,,:, code', þ1fôÌ1nation'iha Y)J¿:;ijij tåi~~':';~tò ñt'~l1d '13 Ù~ding rH Y~$t()h>ö L 'boffim urntypevel op m ent ,~~~~~e~ ;::~ ;~~a~d~~~~;~;~r:~;:~~f. ~~:é:é~~~~~i~~j j~~~~~~:ned u~~~' District~' ',',d ",' ',', ,'. TelephoneNumbérs' , ',' ',' ,: ". ': ,r :', . ':"::: " ;:, ,:'" ' ": :', , ,"':"';" :,'b.omÌ1i.t.lrlity,pêýeloPID.~ht':; '", ~.""'~uild,ìIig'pi'1$~Óp~ ;:,:::,:",~:, 'Pl~ning' DiyisÜ;>il:':,~/ , Pu,blic.Works, pepâitmeÄt- LakehàveÍ1Utility :pis~ct", ,.,': " .,6614009' , '66f4000' 66h.4131: , :941~1516:~.~ ~'". Stép'2;.,ÇÒlllplet~flI~;AP~ij~tÙ)nS':and ,S~bIi1it,Req~h-~d.:Pla,ns : ,,: :,', ,,' , 'A~p~i;a~ó~¡'ïth'~~~~' ;~;,þ~~g~):~ mJSlliê'~ u~1~~~~,~i~~ø/skiD~~~o di~ifSt:9~,i}'~~ C';' ~ . .. prQvIØ~b~forethe)lþph~tlOn:,GaAb,~':;(lccepted..;. ' "':'l:, "", '," ' , , ' ',"'::,""~;;\'"""<,<'.'::':»::':"',,, ,;;,L/Buildihg and EleêtridII'Per~litAÞÍ>Jìtâ.lìon .:., , " ' , ',,' , ,.' , , ,',~n '. '~pO,;e~r;m~l;t~afp~p'I"'liC~a!t~l¡o~n~gt~V}l¡nig~,:,;t.""'~h',;".,Oe',','",n,:,C'.':'~O~"'Cl:"'l¡'.OO'~':W"'."':l-,',n",Cgl,.;:,:,:,:",',.,;,J,.,:,',;,',:,:,:;',',:,:,':',.":,.-,,,,~" ' , B.:, 'Forrn.'YoÜ'n;iÜ$t:.sû,b~i,t,th~;~O,ô1:Ple:tèd"Þl.lilding 11, iriformátion:' ':: ';,>, ',,' ": ' "" '," ' ' " " 'c' ": "", ,', , . " 1. " " ' " Owner' sOlime, addréss, and telephone' number'; description of WÖfk, job location, and" " who the'property is owned by' (i.e. partnership, corporation, single, married), 33530 1ST WAVSOUTH'. FEDERAL WA,Y, WASHINGTON 98003 . (206)661-4000' Recycled Paper, " , . , , .,' , 2." ,ContraptPr'~na,me, address, telephone 'nllmber,and ,registIëlti()n nl1mber' ~ri<;>t:the!::,,~:~:,,:;Ð<-:L;,<~; maStetlibense' number). <A -copyof"thecoritractor's registration card is required., :,~<:;,;, ,;;;,;::::':'}" )'. ;,~: ,', ,', ,',' '""',<,, " """;">?X<~?~:::"" Conta9t per~on~ø daytime tetephone, number. ' ,0" " ":' ,"" ,'), ",':<';;'~,,':.':'?~')X("':"i:;' Indicate ,sewer ,and water, district ::whi~h,will'providesçwer' s~rvlée 'tç, ',' t~is'ParceL;~'.2tJi'~~:/"~ :".' "',',\ , . '. 'Indicate if sîtè is'on septic system or sewêrsysJem. Beparilte approý~ is :i~uiFed IrØ'¡)i\i':::.\:{,.:" ..t King,çoul1tyEnvironm~nt:ålHeaÌth{29ó-4666J.¡ , ' ',,', "', -- 'r<\~:,'~:;:h/,:~' .":,::~ '""':"',,,,,"",: """'::';:"':',"',"",' ,...,:."",,,'»::::"::,:;~ìJ/;~:'~',:,,::~;; ~:', Estimatedpro]ect costs and valuatión 'of'~yeXiSting' bùild~g~':onsitë' ~xçíuding J<iI1~'::~"':'~t,""¡":'\,,,\:,'::, ':}; value.t;" , "",', "', "":" ':"':~:"'::;';)ij-;::":~ ",'" ,6. ' Propertytax;ccoimtnumber(fou~d onpropéity~státeri1entr~c;ÌlègaldescnptioI{.<.~':,~T '(found>óri.titlereport or deed, orca1l:r<ing .Còùnqi. As~sOr' s'òffiœ : arid proVldd,'; ,:.';~'{: '.:,àddtessj 296:-7~OO): Attach copy of legaldes-çnptipn to, the' buiICling ,pednitif iti~. t0~:" , ". '<\'¡~:/:~' l~:>ng t()~t9n:the fomt " "",' ' " , , " ',' ",' ,', 7. :' , ':8., , , ,'",' "'~\'i.tl:rm';(cV"j¡/" ."t'\f\~h~] , ,," '" , ",', ' 3. 4., "" '; , , ',' "',' ",,', ' ,'" ' , ..' , ,",' 'Existing and þ(o¡}òsed square' footage byJloor.:(bYoutsìde dimênsionsr , ',,' " ;.- " " , '..' ' """ ,<C,:,- ' ,~ , , " , ...' , Type ofbuudinga-Ììd total area of property in squåie'fèet" ',J .,,' " ,'c,' , ' " " * *" ,", ': ' :.. >'\~,'~, , ,"';Ct, ,'9. ,Number: ,of plumbing 'fIXtures (including ròugh~ins) and' ÎnèChanicål appiiânces to be' :'installed.""" """ ",",'"',,, , - "'Yoú;\mÙ~t.subITlit:twô::sea; :ofthe following: ' " ", "'.' , ," " A. 'Site Plan. 'A.,Îl;,oVerallslçeþlan (24" X 36" maximumsizepàper 'ata~Cale"()f 20; .:...' I") showing the~pr9Posed.s~cture in plan view indiC(lting{see,site pþÛ1 example); , " ..,' ",.', , "';":'::;"¡, ",,"',', , "":" .. ' '2:.,::":biih;~ds16rts~Òf :thé. 'huildirtg(s). :~" ~~~~~(1~ ~:'~~ .. ::5 '~":',':.Dri v~way/;walk\va ys,'pårki.og",' areø.s .,þatiosipr ;,Qé9J,s: ,~B~i.fY' isÜrface 'njàtêria1~" t '::~{; E ;' ':, "". ,~¡~~~~,~øt¡~~ ~ §:,áifi ~ i'fòO t' ~~ò~i;~~1s~~.fu~~~ ~ ;;~~;t¡:~~e4.~ii/;"< ' "':withirWe~~dja.cent pÙb1!ò rÌght:'of;\yay oCÖther.fixedp,oÌnt apprQYêd bfthe Planning' ç " 'Departme'nt" ,',' ",' ':" " , ',' 'Ì. .. ': ,~, -', ',' ¡ :2 " ' , ' " , ' ,,11. Existinggiöi.mde.le~ati~ns:atinidpòint .ofwa11Seg~entS,~aãVetag~"b~ildii1g:,~le~ati.o~', , ' 'calclÌlatìOns(s~J~a1clllating A verageBuilding' Elevati9riáttáçhIju~4t)r<.':, ,,'" " " "" '~', "", , " :"" ' ,,' " " ' " .',',"," .r,""'" ", .. , , '" , , ' , ' ,', 1" ':". '" ,', , ' ,-<""",,' , B. VžcžnžtyPlan.,A,ç.opy.ofå.Il asseSsor',s map, plat, map, 'or: <ls1cei¿hshQw~ngärådiûs :.of 300 ' , feet.on allsides.of thepròj~t"sitèindièatingthe f.oll.owirig:";" ",' ",'.:',' " '" " , , ' " . ' , ",' .: "', . , , ", ".,' ,,' -, " ' " ' ,,', , , , , 'c,' "'," " " "', ;, 7. , I "-"""" ",,'..' 'Labelallsignifieant, trees"~iUhèpr.opèrty and ,.on .or'rtèarilie,âdja~~t'dghi4>f:.wäyiri~-j,::,/:,:,:c.'::, ;:> ,/,~:,{ indicate' whether tree, will remain'.or' be remove~L ,'Significant' ,tr~,'~~4ep.nêd~':' '~':::,:,:'.';':, " ", """, , '" " >:"",""<"',",':'!,""-"",,,',--,,':,:';'," a. , ,Twelve inch~s in diameter .or 37inchesin circumferenœ:lneasure(j-föuran<Í"oilG.' ,', b. ~al~::t:~~~::nd; and', ,,' ,":;.:~,~.'~:,,::--:::,,'~~,;~::,:,\;;":-:]':;'L:\::{' N.ot cl.ettirriental t.othe communitY (e~g. is :n():tdiseas¥;:dyirig,';or.!fk~Íy:òç\ falling int.o,public <>.penspacè .orright-.of~way,:etc:-)cQr'obs~ulji1gi'safesight.~", , diståI1cerequirementS~, Signifjcant treeS shay'notjnéI~d~ ied,åiM{/cPttòhwood~' ',',',~." , , p.oplar, or bi~,1eaf maple..' " ' ',' ,- , ' , Watertoursesor wetlands"Œl'or 'adjaèent :tÔ"the$ubject'pr()~rty.,,:<):, ~ c. 8; ~. E7Cisting iITIprovement within the right-of-way sh.owin~:, ,a. Sidewalk. '.' , ' b. ,Curb.orcurb'(lI1dgutter. c. Storm,drainJpipe. ' d~Catch.båsin.,,"', ",' ""'" ,'",'-", e. ' Overheåd and undergr.ound Utility lines,åndp.ower p.oles:>',. , ' " ',' , ," ',iT '. . , 10. Pr.oposedgås,water, 'électrical,and septic locati.oIl,sas wèU as ,wh6rèthey W!1Lconnect ' t.o thepubÍlc syitem'in the right-.of-way. "",' ", . . ", :" ' Lot lòcatiôn. , " ' ',2. ,"'."Lo.catiòn~f nèåres,t d.åtc;~~~iri,st.orm.Qrain~pipe;.',~~rþ,qrc~fÞ~4:g11t~r;,si~~w~,:', ' , "'.'~1s!~;~~~1~1~~i~~ii~g~~",~gj:Úi4"~'~;'i~~:~~1¡",';;;;,: '.:" :5;;~' ' , ',Q,; ( .p.i$ta.l1~,fr9rp.,p~y~~nt:~nr1gN:{>f-way t():;p~op~#y1in~? ,"'<'.; ::" '" "ii'" ,i.e, ;,,': ~:~:~~~~;~~~ï~~r~~~,~.:.,.'~:?G;;;;~~{ :::"$~,~;u..i;~;,~;;" ", . ",' , ,e~:'.' ,'.Ofhe.f. Plän:;. 'J)râwìngs';Qflfie:resideriÇè:{24 ,~".)( f36~; maxim tiin:si:re:þaper'at'1ß, ~!þi. ~~'sêaJ.ðr,' ;"'" , ','showirigt~~J.oÙ'6wrÍ1g: '" 'I,', ';"',~, ,""""ò""',' "" ,'. ;'.,-- L , ' , , , , Floof, pIan .of each flòor and basement Indicating thef.ollowing: , á. ',Location of aHwalls, partitions, door sizes, and window sizes. 3 " .. 00 - ',' b): ' 'LÓêationorall,þerman6ntiy'.instal1~equipmeIit, such as p111~ iDrtures, , wateì-neaters, furnaceS, appliances, and wOOd stoves. " , I?ú:êè~~n,::siZe, årid spacing Of all' floor and ceiling fumin~ pt"ß.loc=.- , , , , ~' ' , ' Élevation ,'I>i~>shov.dng"th~elevàtions of all sides of the bmùfmg m.n. ,..~;~ the follòwmg . (see"',ÇaJ.culating Average :Building Elevation" attachmeot). , ,,'," '" ,a. ,Whéréthe-ave~ge building'elevation strikes, the residence.. Firiišhed'grade~ " ' '-' ' ' Existing:gÍ1lde; ,', " , Elevåtio~'óf'th~,pe3.k diroof., '" ',Cross-SeCtíonplan' Øfone cross ,section ,through exterior wall showing aŒ~11s.of, 'Collstructionfrçtn:footiriglo higheStpoint of roof (see typical cross secrinm =--II~p!e); - ' :-Fouhdation'pl~s :in<l~êåting,th~ follmving:, , ; á~ ',Under,floor ventiÌation ' , b.', : A~fiìl~lìaniïng,.,::~\,~> - "" , ~l1Ugiipel1,siorisqrfooti#g,s aJ1dwalls. - 'Fól1rd*tion'steèl{n~"ITIþêr',ândsize',()f bars)~ , , " ' , , - , , 'Truss Layout~diagram,Ì1ldiCatinglhe following: 'a. The lOcation oftriIsses. ' - " , b. Mahu(acturer being used., , if , ' - , " ' , 'DewlsilidicatiIÎg the JQlloWirig:,', - ',a. ',StaiiWays.,,~', ;;«~, ',: ,," " b~GiIåidiailsarouÍ1dl?a1cÞnies,etc. " , " CantilevèÎ"ed beam,s, floof, 'or ceiling joists (submit calcuIatioas fuE- .~"r~lever situati()ns):'" , , l -III.', 'Storm Drainâge , -- ~ - , ~.~i1i:jl{~':~~~1~s.~~~3~~"t;1~~a~~~~:::~ ,'j , - . :,i~<: :r.,'" ',èo#diti()h'ssh()uld'b~'o' iÌ1ý~stigåt~(l)td;cidermiriethë feisibi)ity.of using 'an 0Il-SÏ1e :;.';I1J ¡ atìo!Í, ':~:~"~:' "."sy~~ernfor,stormwaterriInoft£Qritr9E:':S.Qillögsan{infi1tratió~.I4feS sbaß. be l.n~- £::iJ,'hy':a< ' ::':;:~:;~~~~;";><i"þ#;>f~sí()n~;:eIigìneer"ôr,geotè'çh.ti~c;ål,'èrgiri~¡' ;""4Çénsbiiii,.ihè.'Statê()I w~;.~~~- ÐDI,:'py;a" "'" :,~,;,,;[.;~~:,:,; certifiêd:s6píic: system:ileSigner >~fliet~bi1hiedto,b¿fe<Íslblè;:suhinit a' design fur tfn-:;..='ll 'a.tioh ',". , '.-;,,; "'d' '.,", "o" , . "~o'" -""'-.' '",'," , . .,' " ;', ' 'c"'" ," - ' , -,' ..:_- ~'>;;¡-:'.'.:~~i'~::,~¥~tÿrnI()i;re,y!ew.~f<J~~~imiØ~,~~f~iÞWj.@e':pl~~Ileed.:t9,s~o~ a tight lined ~lIi.,frQfi1'.' '- '. <:~::::'<'i:::i.(~:¿:'(þe:~2h:þ}í~~ ::tö' artÓtl1er;: âPPF.()PP:å~e::sto¡:riI:: dr<iÏhagë,:. ,fa#ljtY:;t":P:J:oVide --me... ..~t:-'u- 8m :-sÞi!~;,: ':,;; ,;.i'7':::;(çla,s~ifiÇatiolljllèìthèr'GaSe/,A;Síngle"Fâniilý .Residence -ïrifiltràtioÌ1 System ~R- =- -~~1'1~þlÿ"-', .:',::','<. ,-,'. for'y6Urconvenié~c¿;'Þleas~ê6ritäcf,the.:PúblicWorkSlj~påftment for fmtbe£mh;......~I~cìn.'..':{,': '," 4 ~. , ;:,;;':~~:: - - ",_.. .. ",' ,:, ,,'.. ',"" " ;', ,"'C' , '. HI'., . . Undergrounding Electrical and Communicàtiol1"'LineS. , " ' , " . ~~'I*:~~ , -~,~' i: ' , , , Pmjectsexceeding $20,000 must Unde~gro~!1d~tiltty setvi~,connec~óns. Other You Inustalso submit the föllowmg: <'~,:', ;;'t:~-'".~,~{ ,- -' ' . " .. ,.""','.;,':.::':,-, ':,;'~ , ,'- ',:~,', .. .. " ' , '. .." v. '-'~ , L ',',,' , , , A.' Lot coverage calculations , walkwaýs,and driveway. " .. iOlpelVious surface)-dnClude gài-age,,' ::reSi~œ,-'..' " , _n ,'- -, ,'B. ,Heat loss ca1culationsand" size of' ,furriiÍce, or,' heat~Ì"s ,to show ' compllance:with thê' ":- .. Washington>State,EnergyÇode.' "', " , , "C. IftheBuildingOfficialorAssistantCOlrl.IrllJnìtYDeve19P~ertt SetVices D.ïrecroiâetenniÌ1.ês-', -: -, , ,thatthe building site is a 'hàiardoú'S'lòCatiòn, ådditìórial#îformatioIlwiU be'requïred(e.g.,;',"'~" , soils report, environmentaLchecklist, hold håiInless ;,å~reemellt, special inSpection). '," " , , "..' ", " ' , ".r', " .. " , 'c, D.; If water, or sewer' sérÝice is 'prpvidedhyådl#iî.ctotIier 'thanthecity~ ,Cöntact .:r~~en':_:"" Utility District{941 ~ 1516) fotutility-availåbîÏityformstl1ätmustba-approved by thè seiVmg, , utility. ' , , , 0', Step }:'Fees", , ' ,", :.. -' , :;"J., . WheIlth~bUildingperínitappli&tion3pdpl~sare'ai>proyèd;'ilie' following'fees must be'Paíd' ,: "pnorto'tl1èissÜanceof,theBuil,oing'reì-rhit:' ," ",";', ",', , '.. ' ',' " ' , ' , ' -- ' >. ' ': '; ,'" , A. The ref1)alndêr of thep~an' cheCk'f~, if any. B. 'Building pernÜt fee. ' , , "C.'Plumbing fee; D~ MechaniC:al f~~ ",', : ,'" " ", ";::q:>$J~t~::,~h3Ì.~~š.:,~.,..,.,. ':, ";;'" ;",¿":'~o,<,:2,<:","'.:",,, ",.;<,',U,", ':'::(". ' ,F:"::Righ~-:.Of~w~Y'p'èrmit:~f~(ìf. nÒt:qÍi'i>riy~te'pi<>PertY);':' \,:,,:f ' '" "'.Gr:'p,Ùblíê"W()f~Reviêw';fèei-" ':,::..-,:';:;;, ", ';" "',~:,:>.,,:<,::.i, ' " '" , "',,' , '.'",i..?~t~";!Ì;;~P¥èti~Î1åtÌd;e~rt~~r!~,,:,';,;(~;;f~t"j;';;;:1,,'>',' . " "',,' " , . t: , ,;,Còdê.' CóinpIlanêe.: All"êQn$tI1Jctiori":shaih6~, iIJ' ::~éêOidåPbe<witll' tlte" U nifonn ,B,uilding' Codé" ' , '~ ;',~':,~, ,",:199413<11 tiØ"ri ;Uhifofri1:Meóha1ÍiCåì!.ëqdè'~:;;199~i;Editiôrî~;Unffdrm..;p'r~ ni 1) ißgCOO&, :1991JJ3ditiôn;:: <, "",:,,; ".'i':~~ ~:;¡~~~Ì) t<1.lii,¿\o/ oittlI1#q,'Ó?~!Ì~C?i~~;th~:W~ÍÛÌ)gton State lò)eigýèóde "is." ' , , :", " , - - ," ',' ". " ,5 "..' , . , \ 'Y',;}?u, ~,~:?~;;:>'c. , 'j~Þrij¡i¡"~~~iIMínspectidns . . .' , '.' . "<;::;",:',f.";':",::Å}:>;i~öra'l'building, plumbing,: mechanicaJ. and electrical inspections, notify the Building ',:,\"';::,',:;\::CY'-:\,DJvision at,661-4140. Please'give, the following information: ;~(l1l¡~'~"':;'à::b~:' ~~~~.' ....,~: ~fuo7 ~~~ ~=-on~ needed !:¡~7~'¡.;..:t . .t1~~~~~~~~trieeded, . 7. Contact person and phone number, ' <;'~'>,~,;!; "','~:Jt:",InspectiônsarëSGheduled ONLY,b'yca1ling 661-4140. Please do not ask the Buil<Ìi.ng :" :", " ' "':'J~spectôrs, toschedûlean inspection requeSt-they are not permitted to receive inspection "",',' ,"','":.,<,,t,',,~,',," uests~ ,,' , , ' " "','"',, '<~;;'(:/""'>::~"" "," :<,;,J: :':;: :':,', "C.\,:r\V.enty~(ourhour advance notice, isr~uired for all inspections. Calls received before 3:30 '<~;:"\:<';""';:;'<,::~"~il(be,inspected' the, :foIlowingday .'Calls, received after 3:30 will be inspected the next ,\" ',:':\f':;st~?rkingday~: "",','" ' ' , ,'b>, ,,:'F~r aI~saI1iœry.sewer âp.d water systeriï, ifuprovem~t inspections, notify I;:¡ ~aven Utility , " " ""'District(941,-'1516). Twenty"-fòurhôuradvanœnotice is required",f~r inspection. .. ~. .. ::- \':4: 'Mechanical.Inspection: N~tîfytheBÜildingDivision ~er the furnace is installed and , v~ntsand :g~s"pip'ing' iscomplete.':Thè gas piping must be on test with a pressure " gauge,' , ::)¿t;¥;i~11:Yt¡~i~:;~lj;,,;' i ì1g ï~ si*cti orì:,;,¡;ioJfy\l1~.,~ui1ding Division ',~ the roügh. p 1umbi"l\ 'js , ':~';< t¡'>~,::'C'""~¡::':,,'.::: "'complete. The, drainag~,~yst~mJ1'1û$tbe< filled ,with, water'for test. The potable water " " ' ",,': ,should~so b~ cha~ge(ro/it~dô~esÞ:p,water presslirefot test. ", 1. 'Footing ,and/or Foundation.Inspections: Notify the Building Division for inspections , when forh1~andreinfòrctngsteel:~ein place prior to placing any concrete~ . ' 'PlûmbinfGroundwo~k!NòtitytÍie'BuildiI)g Division after any under sIabplumbing , ':': is',¥î ylaceiin'da,stackteSt 'ts',òÄ.Þo not backfill until' this, inspection if approved. , , "",' ,", , " , , , , , ' , , " ' ',; , ',' " ,', .. ~,<",t",6.,' < Electrical' Inspection:!Nòti(y:the.:ij~i1ding Division after ,tough wiring is complete and, .",>,,::>".,"thðš~rvice,panelis:;i~s,~~~L:""-:;'/"'F' ,'::,'", ",',' , 'H,""' "'~'" ,~ ' , ' , ;, C' '" :',';':'" :,; , " , . . ".- , :, ,', ":' '" " , " ",', ' , <}':;<'<:ll~:~:r.rimLfÜ~]illmÇGtJmJ.à:N<>ti(y:tl1e',~ûil,dirig ,DiVÏ$ion, for fuSpection", afterthe::roOf,,',~ ":- ':\}:::,'/';'<framing, fire blocking,:~a:bracipg';are itÎ pIåœ; aÍìda1(:pipes" chimnèys, and'ventS::,,' , "" "'", " ,,' ,,' ,',' , ',", , "'" ,..' ~ , " "::< < ',åre cômplete:Also,electriciù~pl~m9ing, and mechaniCal inspections have been made' " ,'and work is approved forcover: ' , ' ' " ' , , , , 8. InsulationlnspectÏons:, NotifytheBúilding Division after the insulation specified in the State Energy Code isinstalled,:but prior to wallboard installation- 6 ,.J . " " , " ,,' , 9. ' Water, Service Linelnspectión: Notify the Building,Divisiøn :'aft~¿~nl1P '*'-- ID dIe'~::. -- meterandbeforebaG~U.-' ",' , '," '", "',::> ' , , , , ,.' " ,. , , ' ,. , 10. Wall Boardlnspection:,~Notifythe Building Di~isioIlf"oÍ"insþectiÓö~fi~r. ~ --~.d- , is in plate, butpriår~fó:'taping'ándfinishing~ ,", °~,:;'~:::.i"'.:':.~:~'>'};~::'" ",,",\"',,' """"':::':"~')::'-"~." , , . 11. ,Sanitary'Sewer:Notifý',LakebavenUtility DistÌicf'fòr,:1(1ŠpettÎøn, prior to &-tI.. ~-~ " 'trench;""'" ", ,", "':,'",' - , , , " Side-Sewêfs,~Töe contractor'must:," , J) Pêrfo.r~ 'a, water o.r air teSt' : ,-' - " ,\.~ > ' - ',2) "Instâ11 a ,back-flow valvë'if the lowesl:sewet,dtainjs;lè$s)iJam two iC:I: , ' . abo.yetheùpstréamordo.wnstream Sanita1y~~~wer:.#1Mhoj~1ïd.. - 3) , Provide anas-bÙilt <lra'Yingfdftheinsþêct()Ò;ho~ifthè:3lir;r-'l~ _A œCDe sewer line'in,relatio.nto. o.bjectso.ri th~prôPerty,thafiì1deS@~ (Am2S- - hùilt dra~gfromcan be'fo,ul1dwith,these\Vérpet~f~41Ì1iImit be ~ ,to. ,.thecontra.ctor p~rfol"ming the :~iélè:sëwer'Y~!~);::,"':~:":i' - - 'Sewer Maìhs'- It'main wo.rkis tõ:b.e;döhe,ple<Ïsë:ciintdä'l'~~~ UbIi1y , Districtconçerning inspection requirements. " " ; . '12. Sto.rm Systems:' Prior to backfilling; notify,the Bui.lding])ivision}ôiihs~I~-:;(.tit afany , storm, systemjmp.roY~l1Ìent. ' , , ' - a., .13. .,"'Right~f':WåYlrn'proJeinent~:Ifright:"of-"wayi[11ÞiÖ~émehts~~/tÖ'~Þ~dÖ~ -..61y añe c' ::1?ub~cW or.ksÞepCl#nientco.~œrningin~¡>eCtlon'recl uiréro~~ts:'; -,'~J~! , .' , ' , :' A1l' pre~',~ork'-mu~tbe'insPeCtè(i,before'th~'\IppfòV~~e;tŠ,àrefuS~1Wæñ (Nøæ: Any,cÖpêäqJts in;the,'street must be patchêclap(l'maintaj.i.1oo;with n-...A~n~t.Y ,asphålt"co.ldpatcl1" until, finalpåyiIÍg."A¡30:d~ytimè1iri!~t'.is, ~u:d Oil temporaryJ?àtch~). - ' , . .," " . , ' " , ':, ,', " ' , , "', ;/14(:~,wât~r:'SystèfhArhprO\,~ìnents: Tlîè:'co.ntcictØi,:rh~i~t 'n.otify.Ukel1âvtiri;;üii.iñy ~oH ;'1 - , ' ":, ",;::j~pföy~rytèO,tS:'ßùPPW~,:~s-builtd~'r'iI1g'ö.f:the.apprpvþ<i,plans ~ ;;a]I ,; ,cbanØêsjriade iI1:ihéfiêlq i~C1uèlihg s~w,erstûb.1o<¿1ti9n~ahdd~pths.. 7 OJ 0 ",,' ,,; , Any deficiericie~"iri~Ì1d¡durìng;æn inspection will be noted on a "Correction Notice- CYellòWSh.~t}ånct'wi1l~be'p<mœd on the job site. NofurtJÌer work will be ápproved untilall,deficiériciesa:fe!C()rremted and a re~on has been mad~. ' ..,' ',0>" "",,' ",' " , ' ',', ' " " >,,', .' ",:.., , ,'À ,,"StopWorkOrder~'(red' cæril) will 'be issued if a gross violation is found'to exist.. , All work'must:-stop irnmediatErily! No further work may be done until this notice is reIÎÎ<)VedônlY~rt4eM,sPec.taIL " .' 3. 'The 'defa~iÌ1gor'I"emovæI of a Correction Notice or Stop Work Ordec shall ,.> 'coQsptÜtèà~saeìnean<DT;pursuant to the Federal Way Municipal Code. " , " ' '"",, "", ' :' ,,"', .. Ariy,de~ci,enci~Jöl1nd;dl1fÍ.n!gæ.n inspection will be given verbally to the contractoc- Thè, improvemé'ntš: \v.ilLnot fire approved :until 'the deficiencies' are coITeCted and reins¡)ectèéL ',' , ': ~'" ' , , - . , " .. , , AnY:4èAciènéi~s'JouhclWiÙ bæ:noted on a Notice of Zoning Violation and/or Ceàse , àn'çl))esisfNotiêþ. AlLwork nnust,stop immediately. No furt:her:work may be done ,un~ :tlûs~no'ti~~,isJemp"ed hynthe'Code Comp1iai1œOffiœr. "- ' "",,-,,:,,;,,,,' '. ': :, " , ,,' , ,', ' A. ' Water meter, sidesewer,',a,ndlawm .sprinkler meter ~ts must be obtained from the )_alœh~ý<,;~UtìlityJ)fstrict af:thesamæ time the building permit is issued~ ' .. , , ' , , , , ". .. , '::::~-':::'" :a:,,~l~tri'1Ù: .p~y.mits I11~.st.be()~cijne& ffromthe City of Federal Way, Building Division,J,)e[° i&¡:.~f¡Jåf.::,¡£~~¡æ<ifè,t#~~~~. ' , ", " ',' , ' , " .,¿\ ' ~ ,'. ",' .. .. - "r .. ,.. u-, , , ", .;",..e\t/':;ß,:'~,i';;." Ii -, "..' ,'", ..' , ; ;\,' :: '::':S(~().FAIoC;HAN,', , " , ;REy¡sEQ 419/96 , " "" " , 0, ,', ',' " " , " 8 i. , , , ,,' 'GeneraL:T~e bui1f1~go.ffièiaima}ÚeqUirepl~štohepreparedal'ldß~i~,þyiili~#~~;:'::,/,:",¡~<-" :' " " 'or archit~ct lice~edbttl1e. St8:teofWas~gto.n,+'ypica1ly, ,c9nVen~o.~:light-fTame~pÅd_::;,:::~+ :~" ' , Structures less tlÙUl.4,000 ,squåre feet, of gro.ssfIøor areàarid designe<iID acpô¡'dånceWiÛ1#i~,;:>: .. , ' prescriptive metho.ds 'outlined in SèctiOIic2326.1 óftheUnifoniz13uildingçddeåreexen,ip( ';>"" . from this requirement: , " ,""" ", :,'" ,".: i'.:,.",,';;: ttH-ttGl1 meò+ ", ,,)'" , RES I D ENTIALCO,N STRU CTI 0 N ,GUIDE. .uNIFORM BUILDING CODE 199.4 EDITION' , .. , , " , , 2.: Information on, Plans 'andSpecificatíons. }>lans and specificatio.ns s~aIlbeßta,W1,to S<:al~~:~ upon ~ubstaIltia1' pap'~I; or Clo.th; shall be of suffiCient .clarity to. indicate thelocaiion, nawie" and extent o.fthe w()rkproposed; and sho.W in'detail that itwillconfOnnto',thèpr()Visio.~&iqf: ; this code, and all re~evaIlt la1Vs, ordinances,' rules, andregulatio.ns.: ," ' , ':':' ,'.,' ':;, " .. , " , ' . " , , " ,', ' , 3: " Validity of Permit.:TIi'è isstiån<?e 9c,graritirig o{~ pènnit,o.r ~ppto~~~fplåns,':~peçificatiofis;"\' arid computatio.ns shallno.tbe co.nstruedtò he a, pennit for, or anapþrovarot: a ViòhitioIÎ of 'any of the pro.visions o.fthis'code, o.rany o.thero.rdinance of the City o.ffederal Way. ' ' ' ,. ,';' , , "', ",' " ',The issuance o.f a'p~IThitba;sÿduPo.nplahs; sp~ificatio.ns, and o.therdata sha1lno~preyenfthe';: , building official ftomthere¥ter requirin$the cotrectio~.of eqors irisaid pl~s~,sp~êi1:ìèåti6Í1s; ,"', 0,,: 8.Ild o.ther data,'pr,ftoInpr~Y'~niingtþébuildingto..beo@pied~henin yio.la!ioD.,',2ftl1e,::': ,,'.;',:' , , ' .:' ~;~:e~l~~~~~{~~t$~~~~t~ ~~~¿r.~~j~~:,~~ ~~,V:.."':"" .,," " ' , , " , ".. " , , ... , , FOUNbATIQ"" ¡ÅNDu'NDERfLC>OR:ReQUIREMENTS,: '.. .. , " ,...; ';: ',,"'j> ...':, ':::~':/, '. ":, :,' "., r ,;;:<:::<::,,':::~>: ',) , ,Sectiofl18(j6.6.:~òuiiø(ltiöÏt.þìate~shai1h~bo.lt~ to thèlÒundåfionW1tþnc;t)~ssJha:t.~", ,,":~, ,,'., ,..' ,"'" "",',""""""",'","....,,':"""',;,',,"",',' ""'","""""""""""""',,,,"',',""""""'-",',~",.';. " " ~-steeLb'olts'" embedqêd!:sev~Ír fuqþe's ~rtium int9 'Cò,ncre~~; ~d.sbaIIQ~;, sP3çed. no..tItìoré:th~ >,::,::: ' , .. , .: ;;~;,'six feet"apariwli1Ì:~t.1~ftWg.þôltS,p~djiec~~tliin'or~loöt'ôí'~~d,s.\VaSl1êrs":áf~trécìúir~'~::" ".. ': ' , , " between' théwo.Ödând":nut:(N'ot~:See tb'e';átlached,:çÓpy' ôi a fo.oting:arid fo.ú~datio.riwåu" '.. ',' design, andofTable18.:r;.D'fofIllulti-storybuildings for more stringentànchor bolt, ' .. placements.) .. " ' , , ' ' .. ' 335301 ST WAY ,SOUTH. FEDERAL WAY, WASHINGTON 98003. (253) 661-4000 Recycled Paper --c",' " '," :. ,'" , I ; , r", '.. ,'~,',:~~(;i!°'J :3~/7;~~:Sr~~{~p.~~e ~~?eE#~,or:j~ists;:Qr:.fl?8~~~t,hoJtjoists,shall bè ~tl~t):~,ï:<:.';: '"..,'" ,x,;.~çiá~~nJ;~()~12~';;tO:~b~qIl1"oftþeØ!der,otshâllbe'ofpre~sure Jreatedwood; Ynde~' '; ,'" " ",: ,': floor'areà shålt:fjépröYÏdW)Vith,a iriinunlimof J 8~(x 24'( :àècess crawl hole, and shall be ':', ' ,. ':" "screenèd ~f.êòYerea;Pipes,'ducts, ~tc~;.sha11 not intetfeie wltbaccessibility. 'Locate aCcess ::' ",! , ,..' ". ;,'; ~i~)20:f~~,'fÞ"r~"pl~njbin.g.,,~~~~b,' ui~,ì>er' $~94, ~6fJ!,),1991 Uniform P/um?ing ,Çrx!e:,"" ',',:", ' , "', , ,: ..': .',,' ' ", ê: . """.::':""""'("""'.:':.',::.::,',:, :"",i:',-",." ',",,' ','",'::':""'" .>,~;,'Sec!iQ,n7.3J7.,4.,:!Jlv.;90d incóntaçtWith,concr~teþf masomyshallbe pressure ~œated, wpo.d',: > " ' ,"'" ,, :pf mY specieS;foùndattòn'grade,cedàt,orreâwood.ai¡(iîmu'ke<Lor, branded by anappròÝeà, '~':, ~. "~genÇy-~':~,:,'::':"""~".""""""":"'""",::"""P' , ',:,',,"" '" , ,',' ,.' , " , , ,'", , '", ,§ec~i~~,~3.1~~~fS~ppö~s,~håÎl be"~~~gtl,#It?h?ld,tÞ~:~iu~6rpost s~curelYÏ1\ positi~I1;~:' .'. " ,'andtÓÞrÞte¿ri~sbasë',P-onl d~tëri<?ratioñ" ,Ç()lunm~3D;d'pgstS:löcat~ on concrete, or: m~Qnry '.. ': ,fl()0¡'~~:;?f'Ï!JÞ~~~~~ts,'ånd;:W,hi~4.~~PJ?or(p~nÛ~~Ì1tstnictù'r~s~' ~d,dèckSexpo,sed t(),!b~:',;, '~" " -':'wêäthêf,çr'yl;i.tersplas~shållbe$uþpórtêd by. concrete piers, or nìetalpedesta.lsprojecting/, ,cr , ',;aboýê,~~90i-s,~~ss'appróv~,w.o.òdþt~àilifal'resistàIJ.Cêt6 deêayortreateq woodi~ ,6sêq",':' '," , , .The;pè(têstéMs~allþrpjectât.Jeåst sÏiÙlçhes above'~~PQsoo, ~~andâí,least ql1e inch, :i '~ ' , ,,':,.ab,9Y~:~*(;h,~Þ9~à~,In9iYi~t1~cê~pf~t~:~f:I1ì~,onryp'i~ts;~~~l'þroject ,at leasi eig~tii1êh~s,...;':. ,,' ";'âbQ,,~'e~osed,;grdllqd'Ìliùe-šstheèc>lûnmsorpostSwhich .they,..s1.Ipport~e 'bf approy~ ~ood, ,~", ,'" ~ "ôfrtâ~taIre~istârÌœtö:de~ay, 'ór.tr~tedW:oodlsusêd:NùietY' pollnd'roofing ispenmtted ",~ ' lln~er~?stS1Qf~~edi~.~rawlspace~.'" " "',,'" " d, ,', " . , ' .. ,',', ' ,', ", " .. ' " " ".. ",,' ,', ,,' ", ", ' :8: "Secijoh, 231t~.: W ooê1g4de~s, entenng'mås°llryor con~r.ète shan6epróvided wìth,Yz ~',aîr' , , "spaêe'Op.sidës:'tops~and-ènê1s.":.' ' '. ", ", " " """:'~).i~:.::,:~:.c'~:'"""'.,,,:"',,, '..,,~',:' ,;:>':':' , """",,' 9.,' ,:,SéctiÒll.2317;7:Miriinu:mì;fdufidati<:>Ilventilátion;sh3:Ubeonesquåfefoot forèåch ßÖ:square, ' ,"" '"téêfÓfÜnder~flo9r.ai~~ Op~ilings.sl1~,b~ ,10~t~d'as:¿lôše'to,'corIters aspra9ticablê"åìld,,~~,::: 'årrang~êÌic{pr():Y¡dë éró'ssve,ntiÍaÍioii,oh~Úe~ttWôopþösite sides. They,sh~i be"co\reœa':,: "::" wit1iêôrtôsionresistaÏ1t:wire'mesh'riÓtIess th~'~";" ' "", " " ,c" c,' ' ,., .- ' " , , , \ , , "F.LOÇ>R,WÂlL,'ANO' ROOFCON.~TRUéTION , , .. '", " , " : .;-> :' """:"> ",."""",..,!;:":'.c,>:;,:'",~.,;,J:':,'"",<,,',,'<',>,',""::',,<' "'""":.';c~,;,, "" ~,,: "."" ::/:~; .lþ':.,Séçii9ilJ~ 1:7.. !2.J)iessuf~,:tfe~ied' w.Qôd,shaIVbe,u~~ 'fQrjhpsê. PPI1Îòhspf iwqodmeÍI1Þe~,:,f:.:',~" / " )'~,~\ <;,::;;;;;.,:;:::.;:,/w.W¿~tôi1~i'th~;~~~~~~f~øpp.ç>rt.ö~tju~4iÌí~~,.b,~~ìUés~,:pbich~$;::~tf.::'~Þ~~:~~c.h 'fui~þ,~r:~~;'.":-~:~,', :;2', \;.;, ,'" ~' : ,';:':',~,: ";r. \: ',' ""ar<fexpdsèd to;theweather'witnöut'adequate'protection:fi-òñiJÚÒof;:éave,Ò",erhahg~:or;;/';'./~:;, :, :.,. ", > "Oili~(;çÖ~eriÞg~S~¿hmðmb~I"s:tÎìâ.y;i~dÚdeg¡rødr~,joísis'~nd;decIciitg~pdst~;poles,,~Ø"',,: ; ,;~".. ,.",:,', :c()lumri~;;:",,;'" "',"'. "":":""":;:' ',"",' ":'~'\;"",:,:;",o:,:\;;"',:,,j;-:',«",}, ""';,::,:,:",,,:'::~;~,,:,,'.:':,'::,:-,::,,: .l,1:'Settioh:7(ig;'1:Fireblocksshitlrb.e:ÎI\StaUedtö cut'òfråll<X)nê~éädrå1rQP.epings(bQth'.'~,,' '. c" '., ' 'J " v~~i6#:'~d ,li?B~o.~t~Í)årt({~'~~I(f<?~ ~:~~è9tiye,'~élffÌ~~ ~þ~~~:pqor~~,:?,~fu,eè~,~F~P:~" ¿¡~:,:::1/:;~'~,,' , 'storý:án.(:Là.ioøf.Ør,~tticsp~çe,:andsþaU,sÌ1bØi\dde ~~tk,sþâc;eS~'CQnc~lèdè()ofspace~;"à.ri:d;:,""'" ;-. "', , ',' flôôr~~~Üing'c!ss.ewblÍes:'The{nt~g¡jty,pr ~I;tire,þlöc~siuid':draft. st(>pš" ~hal(6en1airitél.Í11êd;: ',:} , " '<' , ...'~ " " , ' , , 2 .. ,:'::}~i";;"';",;?Y~i~~ 'Seçtiøn:,2~20.~; Biding'$hat(h~ye a IlÛniinumtlùckriess ',Of%N, uniess plàced over an approved'" , ;::,<~-i"" ,,>,'_:.'i;;r;,'tYPecsh~thing;:Th~w~thérbo'~diÍ1gorsidingshâll~esecurelynâi1ed to eachsttid,'or to :, "', ',~ :~~~tg:,,~~; ':.','<:,'soijd'Òneilich),ônûnal wood sheathing or~ N'pl:YWO9d.A1l weatlìer eXposed' surÏaces sJi~ ' ":, .':'~:;\,;?;;:,://~;>! :<:'~' h~y'eãy.r~erresi~ve, bagierl.lnless ,èxteriÓ'r: c6vering is' of approved weatherproof panels. " ::,:"(:,/,J',c,," ,':'<Wh~replyWò()dis':us~t(),còverexteriotwá1Is"itsha1l beexierior-type, not less'than%'U, , ~;::;,::,¡Îîjhf¿.~", ',"'C:" ", , """"", ." )S;::"';;,,1~"';~~9tl(}iz ~324~Wheréposiand; b~ ,or girder tOnstruCtion is used, a positive ÇQnnection: : :,': :,~/:;~:~,,;~:'},'\8IiàIl6e:proVided t6ensure"agäinst uplift and,1återal displaCement: ,', ',' ":- , ,:'Y:"(~::,:'::,':'.:':"",~"',:,':,', "".;:,' '",",'., '<;':'>~" ':::,:J4.:~e(;tiòn2~¥6.4'.3~Joi$tsfuuri.edinto thesideo(a wooéi'girçJ.er shall be supportedbyfuurìing , :'\;:~;:/ '-:'mìèho~s;'~siÍ1g()rilynailsdesign~ refUSe with ffaming'~chorS: JoIsts shall be suppòrted ',: ,::';";:';" ,:':::::laie~y~tthe ends~d'at,eaèh'support~ JoistäftâmC<i:ftorii opposite sidesof'a b~ girçJ.er, " ~<';>.-;:'~' ": 7:'~:ôrí>ártii1òn~h~bêl8;PþCd~t l~thi~:inches.. " ..""; ,: ", " ::~";~\~..::~;)l";::d',}';:';";","',"':':'" "', "";, '," ," , :~':'::'>';:;'~'?,/i~;,¡g~~j¡()1:t~f.6,.:~~,5,: B~~pán;itio~pêrpeIldicùlait9j~~ ~haIl not be offset ftoni suppoi~ ", " ::~:~~:~-,;,:,,:)\,.':,,;;~gü;dèrs;waUs; .oi-pattjti()n8IIlo(e,thatìthë joiSt. depflL" p,arn1leljoistä under bearing' partitiops' _,'n,!.,.., ,', "",',',.., ' , ,"" ",' " ' " ~;{!;::-?' < ,'shåUbe'döùbled: ",',' ',,", ' " , .' ',,' , ".", \' ";,,,"',,'" , ">:;"::"',16/;Se~ttO1! 2326~11â..S1:uds shaUbeplaced ~ththe¡¡' wi~e.ditneÍlSion perpe~diculartô the wall~ ' : , "-; , \.Not lessjhatthreestUdsshall .bë instaIledat each Ç9mecof ånexterior wall. " . ' , .," "", :,BéWingaÎ1d'~xtenor WaIl"'~tuds,'shall be;~ppedWith d(>ub~etopplates inStalled iopro~de " " ; , . ',,';.overIåppfug àt~¿¿rn:er$ ~ arid, at '¡IÌt(~rs~tions witJt, o~her.partitiofis:.,End joists in dQublè top'" ,:.:":::';~í~~es'slí~b~:t~e~,t~"l~,~~n,, ""':":' ,',' '.. :-' i", ' " ' , ", " ,'Whenbeåririgstudsarespaced;at24(1 intervals,àitdtqpplates are less thantwq,2'x6òr tWo":', 3x:4nietpbers, and when the floorjoists"flòor trusses, 'Ørr<;>oftrusses which they'support are," ';;sp~6ed-at'Iriorethán:16",-interva1s,su'chjoistsÒrt~sseSshâll~ear with five inches~ofth~~, '::,;' ," "", ' ",' ',' , ", ' , " ,'" , " , , 'stli~šbeÍ1eath Ora tþird~lateshal1 be mstal1êd: " , , " , ", " ' . ',,', " " , ' , " ',,' ,;,.~,>" . ;':: , ", ~teri9r nqn-b~gp~ti6nS.p)~y:be; càppCdWItli asihgle toPÚ)lateinsta11edtd,;ptoyide~ , " , " , , , , -.' -'--¡'âIlà,m$~ross'stud part~tiQnsshàIlbëèffeçtivçly,and,thoróúghlybraced :ateach',erid~arid,a(;:, (: ',; ,~':~; ", ',' " , 1~tevëry25,.feetoflength;Withany oó~ofthe:bracing m:ethodsl~8listedbelo\.v~Ari,':::' ' 'C '" , , , ' , " ' , ,>; ,'. 3' " ~ ..' , ','. . "'. . ..:" ',-.,.'.-,.~ ,,-:iI'ii¡ltlll :,'" 'i:"" , ,"àpprovtXi type of$olid$heathings~allb~~pplie4()neith~r faceQfthe~eri~rjv~s:<>f,t1i~:¡,\~}l~l~;i[~}~~;~~;;t~;~;:~d;j~({f ,"; ",' , ,~ story of all wood;.1þurieb~ildings tWO~Qri~ in height,~9r"th~ second ,storY 9(~:tþf~;:~~:;tß::1fd~W~i~~æ;)~~';~~) ',', ' ""story,building"locatedas'near the end,o~>walF~oÎlas'possible."not'nìore'~1aIl25J'()~..:,':;:,~:;¡'.'~':~<t::~;~:'~~,ff:::::e,\;h " " ,êent<:r,and at least25percent.ofth~,iiri~1~~ofwall.~th'¥yo~e o9h~br~~iM'm~t~~~~>~~~,~\~;,F~~~~;J~fr;f';':): , ,.2-8listed below (method 5 must have16'ro~,centc;rmaxunum spacmgofstuds)., T~efir~t:;::::i~'rL'd:';;r,;;});;k;Y,¡:,A¡:; "",' ,',""'.. """:".'~;:"", """",',,;":,,~""""",""',""":'~"~'.:,":,,,',"'<I':"';¡,;;;'~",7' '-" story oftwo"orthree ;storybuildmg ,shallcqPWh 'approved'solid 'sheathing ,on , eachend'ah4::,¿i;~~~,qt,{:;j{:"*~:;¡~~i~',:;::::i~ ", not in~re than 2~ « ,OIÌ center; ari~ wallssþ~ bç\bråÖeda(le~s(4Ö,percept()fiijè}i~~: l~~~y;:;ts;,;:~:þ\~:::+~f:?:~:* ,ofthêwalIs;bracing s~all be locat¥at.the~4s'. ~,riêar.1$:pøssible withånY Ón~o£the;';~~â~/~l:{::.iM~:D~{t~;,\:~':~; bracirig methods 2-8 listed below (methodS' ffitlst 'have 16l1"oIt,Cellter maXiÏnl,Ùn r~úiioos#ìd:~;~f,~!~\\;,:::,,:~,;ç:,:::r~~: , ' ,'spa~g).see attachedCOPYOfT~le,.2~-~;.~t"~:~,~,',: C,' '," ,,:', .:,:;:;1~:':" ":'i:,,::'~;:/,~::"':Ìi~~}1;k;i)'\-i~;:J~~f~~{';::'~~;i! 1 All 'exterior walls shallbeeffectivèlyarrd,Øtoroughly þraeed bÝone'ofth~fo1l6wi~~,~,:~thoåä;::;>."~;;:~;~<'j<,:"~}' 1. N~mina1 one inch by fo~ inclt , , '~~" ' ':.. ,'.:: '¡.:':~i~~ð~h~~¡n~:4'X~f~t~an~îsn~å~¡"~:'};Yt:)~";';;,~:;:;:;'U1 continuous diagonal braces letintotop ", ' ' " ',that Y2 ~ ,thi*:app~e4 :verticà1ly 00, sqiciS S¡)àCëd' ,;\..~,~><' ,<~.~," ': amfbottom p lares and interveÎúng stUds; ,not ovçr 16 ~óncenterwh'en inStalled, m' "::',,\',:: /: \' >'¡ ~:¡ ':i" '; '" ,<' ',placed at an angle not more than ,60 ',: , ",.: " ,'¡¡ccórdanœ wit}¡ S~tion 2315ahd r ábJe: 23,~I ..P..~:< ~';~' ;';;;',,<:; , degrees nor less than 45 degrees frOlÎ1thè 5.G).pSUIiiooåfd (sheathing th"tlùck };ý:f'oùÌfCie{<'r"y,,;,,<;;,,! , horizontaLandattachèd tothêffamiiig'in' ,,' , "'Wide,wànboðrdci¡veneerbase)'onst\Ìqs"spá&d',>:,',,', ' coriformancewithTable23-ÞQ.,',,' ,'nÓtover24~/oncentei,:ahdnailed:at:sêveÌ1úichds',::.:"" ","', ,2. Wood boards of5fs"netiniriimum, ' ", oÍ1,centet~thnmîs~,required:býT~þle25'J/',::::;";,i; ,,~', ,","; thickn~s applieddiagonallyonstUds. ", ,6., :Paiticle~bÖardwmhheathillgPanels,sha1Íbë~',; ,:,," ,spacednotóver24"onèenter. ' , ,', " ,; <,aèÇordan:ee:wïih:Table23-I-N";2.',"":">:"::" ,', 3. WOOds~ctura1panèl sheathillg~tha',," 7. ,Portlandtewent'plR$tèron'studSspãCed16"oÏ1., ",' " , , thickD.es~Ì1ot leSs than sl16':for 16¡~ stud'," ' :, "',cènterinstiilled ÎIÌacCordan~with':tà.blè'25:iL,'«,,','.> ,: ,,' spacing, and not leSsfuaÍ:3Ia" for24~' . ;<,,'~' 8:.:HardþQ~ápan~lsi,dii1g~en inStåiIedfu.'.:,' :':\~;'::'~::<,'Y:,:,,: " ' stUdspacmgin accordaÌ1œwith T~bles ..' " ,; ,;aqcordariceWithSéc i:ÚO;6âridT~bï~i3q~Q~{ J' '.(~j,,: ,", , "" " ,', " "',' "', ",' , ,","", ,', "",..,..,,'...' , '23.,I-M-l ånd23-I-N-L ' , , , , " , "," " ' " , " ",' ,," , , " , " ' , . " ,'"", '~:' For, ~ethbds 2;3, 4, 6, 7; ,and8,thebra,~,panefinustbe~tleast48/~ in width,Qbverlng;> three' stud.sp'aceS wherestucls'àre spaêed16'" apart, andcòveruig t~o 'stud spaces,:wheie¿:' stUds,arespaC'ed24" apart.' , ,,' ",' ,,' ',' , ' ',' ,,' ,', , \"J~~,~¡;;~::.:.r~t:~ ~;l~~~~~I~~~~i¿.1~~h'{~PI~j,~;J~~~I~~~,t~1;j,¡ I,) ,~:' ""<:", ':,~,.:;/' ,",:~Lyërlicaljòints'of pánel snëa!hiñgshall'öçC\:ic:,qver Sttlds:H()rizOl1tåljòintS>shaltÒ~,bÿér~'}-'::;:"",,"r ,:' "\~',:" " :; ""~'" þlockijÌgeqt!alin s~totÍië'st1.Içidin1Ù.e~éØpí;wher~ waived bytlÌefustalla~io~ req~ir~m~ll:ts::':;'; ,) :'>;'\,:6 '\~,' ,~ ;:~.~:::, " ,,'."/'> studdihg'abóv~with'amïnitl1.umAerigtlfò.f14tt.o~ :s,háJrbeftaÒ1ed'ofl)oliçl'b~á~ki~g:,'W,heft,;}~"',~,~;:~:~,:.,' . ,,'~';> ,;.<.",:"".,."'exceeding,fou{f~etiÌ1height:'suchwâÌls:sfiallbe:,ftârned'ófstUcìs'h~vit1gthe'sl~er~uired'fó? , ".':,":' "" , '.' '~anadditionalstory, " "', ,,' ",' , " ,'. , ," , 4 " :', ,,',', "-,,' , """"",¡:,~'~"6:;"'.'~':':':'{(:'>\";:"';"'~:(::o,':,;,- 19. Section 2326.11~5. ,~uchwálls having a:stud:¡leìght~~~i~g-l4!'sliijl,~:\èörlSi&êre<i:to'!þ~;'~;,:",' , , ; first story walls for thepurposeóf deterlnining' iliebiåçi)¡g:r~uircii~ý,:S~()ri îj~6A,,~'~?/<',~~¡ ,',' ¡; , , 'Solid biocíång' or: plywood sheathing may ,be üsedto ,braeecripple w~s'~àvm:g'~':~fu«(:~ðighf~ ';:<i ',':'\:n of14" orJèss. :' , , '; '" " "':'~,<'~ "",~~:;:",,:'?/~t;'~::~:::":~',>:':,i.~\\~.r,.i;,,~",'," (!,'_: "'~»): 20. Table 15-B""2.Spacedsh~Ìhing.forwooØ'roofs;sIWibè;sÞ~~:nÒt~o;ex~~~j:J{íiiG~;èï~j;':':;;::,j,,>,:', " . ,'i- nor more ,thahth~n.omin~;Width of thesheathirig boárd. Shêathiñg bøârâs>~~å1I~bè'lÍôi;Jèss, ¡~~,:;,\.<';"/,:, " , :;::;{ than I"x4"Il°II¥åldiriiensi()ns. ,.' , ,""'," ," "",/':;^'.'~": '\_'../::):i,}X?~:/::'~:~?\}(\)~;'Y" :';':::~rj';~~ 21. Table' 15-ß-l.:CompositioÌlsmngles shaIi,be appli~ to:~li(ilY;~h~~"6~fs':~y~i~¡"~tþ: ~;:,' ': \':;"-.t Type' IS'felt; .minitD.inn4:'and)2 pitch required. Type: 15 Jel~:û~der väuêy.-fîáS~gY> ;, ""'};:'X':< i,' . "" ' ' , '-:.,; .r:~ " ," ',"" "", '",',:',"'~.:?':'\"",',.:'",?~,'::""'" 22. . Tabl~ ]543-2. Shake ròofreqllh-esI8" ~e30felt¡or.app~oyedé<¡u~iþ~iW~v~,'b.e~~~:!;/;:>:' ,,' ~' , each layer ~sothatnofeltisexposed'tothewea,therbelovv:thêshakebu~.:Miniin:.tJni4aiid'J.2, ':.:;,,': ,', ' ."""",'" "',".' ",'.',>' ',"""""",-""""','""'>'",,",'>:-,,,,i.,;,,',"",';..'<" pltch,r:eqUlred:'Type15 feltundervalley flashing:." " ", ",,', ,', ,'.~~<,,:i~/,:~:\,,',"",::',':' '<', :. ,,' , , . , - , ',' ","'.. , - '¡', "",":; , ,,' , ' , " , , " , ' , '",' ",,' '" ",':", '~,",o;<~::::":, ~":, " ':' , , '~ ,23. Secti~n1505.j:A22"x'30 attic accessöpening'shallbe;p~Ö~(ie4'-witb.~#:~tliri~~ÇIfod~i;/ clearance Q(30"ànd shall bein:~ readilya~ssiblè lö~~idn~:'?'" " ,'.' '>~U:>~:;<:~'>;,;,' , " , ' , .", ' . " ." ;" ;';;>; /,>é:' ""':': ' ,. ' 24. Section 1505.3. Cross atticvei1tilationrequired'at!Jí~ooftheatticarea, ~oreIÌclQ$&tråfter:' ", ".' '" -, '. ',"',' . '" ," ,,', ,','" ", , '" spaces. Continuòu,s ventilation of each fafter space where raft.ers'are enèlosoo. ÞÞ,~íìiri.gsshåU" , , , " ' " , " , ", , .' ., , ",,' ",." " " " hecöveredwith'corrosionr~istant'metålmesh'()peñfugs'of~nindinî~nsiori~"):{:,:,,, ',..., , ,'" , , ' ' , >' '. ' ' , ' . , . ' " ".,:' , : " " ' "" ' ,'~-: ' '" , '"" ' , ,25. SectiOh23.IL6'&2343.7.2.'T~sses,shâlfb~~éSi~êd:bi'Jl't~gister~,W~~'gtcjh~~~~e:~:r:~,t;'."" ' . EngUieer.:TÌ11sses shallQe fub,ijcated from ,only th¿ge'â~igtiS.i PùrsUaIit tð:.$~Q~) ~ð5~1;:'tIÏ~' ~ ,; " , " '" ,¡ "snowJo8.ci-is' ~et~nninedby'theBuildiIigOffici3Itò.bè-251~s¡pèr'sqú~è'-f?(>Üi~ij~~rêd'i)::'/":,""" :pl811ßàn4 detail~shall be'submitted foranycutorsp~ciált!Ùs~es. ' ' ,,', ":',", '" " , , '~f6.'ß~qtiÞn3q2;1'ß~par~~~~;~Q?1#ë>use,to,?m:age, ~sllOp;Or'J;~~':~~'S~:~~~9~;~~~~~~~,~;!":.'\:'-" ," ." ,'; ',,:)," : ','åþþrøÿed;for;oneil1ourji1"ê.~t~~stiveCònsttucti()n::,~pþpèâ.tdllteg~ges,içl~,.~AA~:shall:4t~1Ì(r;:,:;~,~~:,~,<:, "'" ,,< \fj:òþi~~c~~~ft?:th~'~ci~f'$~~ihi#g."Whèrë~~liV¥*~¥;¡s}~,b~:V~:tÞê~8:é;)i't(s~~~?~~d<~:';:¡~;:,:';)~: ,;,', " .meJ,11bers'slj@Q~ .coye~ed;4~/8(~.'ryPe XgypstJmwall~9ar4'f?r \V@~.~d:¥;I~~'~', ,;> ::'. ',,' " , gyps~IIlW:ijlljo#d'(òFçèilli,tgš;.:where the~suPpôrtsar~spaée~r)6!~ 'on,CenterqI?lê$~,\Yi!l m~t7', "',: '. ", , ;,~hiSreq~it~J11t~rit";rw~AIJ.~ê~:i,f~4i,1I t~~.~~u~ ~n<~~!m~'Ÿhe.~~~:~û~perm\¡ij-~;:~pá~k',:>:é'.'<:, ,':, : ,;' ',: \fi1,Qrèth~L16 'f9n:~nter::All- dòQtsfhjrirhoÛse t<igaìy.ge'sñiijl~b.~ tighf1:ittlIlg~H<~Æi~:'~Q.licl7êóre; ::;::'~':; ";"" ; , "örZ~lqûn.tiie:gtea'~dJ~b~léd:Wtthself'C1oser: Firedårnpers:lle~'nôt~~irist~í~'#i?i(dûêiS,:;>:,:':"" , . p':' <. ,paSsfug tltfô~gh':flìê 'wâll/f1()o ~",~r_~ilirig'sep~äting~Òt:6~ p 'R~3'ff9irí, a/Gto~ï(tff.:;:~; ':' "',,L~;::.,;" ';.',' " , ,'..oc~up#6y~:j)r()Yid¥isug~du.cts'wthiÎ1th* u occúpahcy,åi-~, qô1'Ístrtícted;()fs(~f~~wi'a:' ,:,"",', 't¥Clcn.es~'not lešs:ihan,:No>'26 'gaòge and'h~ve 'no'operiïrigsinio'thê.Uoçcup~*6Y/:'}" ~,:' ',', , , , , , GENERACPROVISIONS'"FOR'DWElLJNGS ': '5 , '" < ,;;: ,~,,' ','" ' , ' ,"'::~;::~~::~,'().7.ts.~:CtÜ:~~}{O</. ~'V~ry room used for sleeping purposes shall have at least one window Qr" " :,~',,~,c'" ,:-"(>i~":,;:;"exteriot;dòor fof;emergenCyexit or r~e.Wmdowssha11,ha:vea sill heightaf!e$Sthap. 44",:,' , , "', ,,'aiClear'9penablê',~ea,()fnòÜ~s than 5.7 square feetofaC~niliümumnet clear openings of,',.,' ::24"forhèight"anq.a minimum20" for Width. ',' " , , ';~, " " ." " i' ", " ' ," " , ; ',::",,' ". ':" ,',,:" , .' ",'" , , ' , , ' ", '" " ' , '.' :~~.,ßectiol(12()3.l~:J2033.Minimumwindow size shall be 1/10,oftheßoor~ea fornatural ,~,./~<;:,:':1iglÌt.MiÌ1imW:n'wmdows¡zesh~ be Y20 of the floorar~ artive 'square feet ßünimUm for' ,.',' ',e:iÎaiUD1l :vêntil~tïökiequù:ed,in8uest roOInsand h~itablerooiÌ1s.Mechaìiical"eriill~tio~ sh8If :;b~ per 'Y~C5'¡.:-Ì3,' W#hinifonStåte Ventilation and ¡ndò()rAir Qllality CÔlle ~ fu" ..~' ~bathro~~,.wâterclosietpoinpårtments,Ja~ndry roçÌris, and'similar roo~, a fan instead of ',l1atrira1\rêntilatiOl1.çoÌmecteddi,reCtlyto the outside shall beJ11staI1edperWAC',5J-13,. ,:'W:aShirigtòn Ståie'ventilaiïon~(lndI1idoor Air Quality Code. The point of dischargéof . e~~st'w.'sl,1~þéat.least~eefeetfTom any,opening intothè..buil~!ng.,,: .:,' '," " ,", ,'::, ,"" ' ,', ' , '. ;, ",,' , " ',', ' , ' ~2~.,~~dtion'310~6-!.Mwm~m'~ilingheíght shall be sevénfeet;,sixmçhes~~¡i~:~i~hens, " , ,.,bå1lways,:baihtoÖn:is, ',ana",wat~r clòsetròoms shall have ,atÝ1itûmum'lteigntofseven feet .':~~~~ioth(;}lo~,esi,proj~Qn fi:omtbe eeijißg. ' , ' ,,' ','; , ,,30 .'S~çtiði'Ì'3j o. 9 ,si!'-oJœDeteêtors~ " " , , " , " ""A. G~iz~ràl. :PweI1irig'units~hall' be provided wiìh smoke detêctors. DeteCtoisshàn b~,' , ,,' " , " ",,",," '"","",,' """,,instâ1IeØ in"a~rd~ceVlÎtht4e~~pproved manufactuie.r~s instnicûo~, ',' ' " , , , , , . 'B.{ , AddftiK)~;,A.Ú~~ati~~,:oi.ßeþdirs~ 'When th~ pennif(~r~,additi~~'~te6itï¿n; ,or" ,~,' iepáir.to.~"~stingdwelling,isis~tJed"sm()ke.cI~t~ors.sþ~ b~~¥,m ',,~, ".' " .. 'acçpx;panœ,'WjØlS,~b~eCti9DsC,D,aI}.d E.QftmsSecti.PIt'J':' ':, ",,' """'-""', "'," ," .:'" ..."" ", ,,' ' .... '",' ',: ' " '.", , . Po1f.~rSo~~cê,lIJ.new co,ristruction," req~ir.edsinokedete(;tórs shallr&e'i~et~e~' : priiriåIypow-er ftomthe þùildiIig\viriri&wheri such wu-fugis servèdftol11~," "":, ',,~ coÌnmerciåFsource.\Vuing shall be Remanent and, without,a disconneçting" swit6h .. "otb,erthantp.oser~uired for over-'current protectioll;:Thedete~o~shall~aYè~" ", '~,:' bätt~iý bâpk -¡it p.:~rri,o ke,çle.tectors m~y þ~ Þ ~ttery " 9 per~t#,¥hen~tal1~ J!l,~~~~ ", ,;,':,,' þûij~gs,':ÏI!'Þ,,!.udïp.gs-mtlí9utæ~eiéi~pO~êr~or¥..þjlilØin~~~c~un~èr~çj-E j<~~,,:/ ,,' ';,' "" \",' ::"'" ..;:'ältêtations}:repåirs;;'Orâdditions tegullited:bY SubseCtion.Bofthis ,:SèCtióri.:\-'::>"~'" "",::",'.'."',", ;:".';..: \)<"',;;'~':,.""~,,""'::?i"';'/;:,':~;":~.)::/.".";:::,,.,:,' ",,"- ,.."',"" ~"" ';"">":';::;";:'-::",<,:~:,:::,<:"":~::>"\,,,,,c;¡J',"""/":\';':"'~"" " b),LociitiônWÚJiinfuveiIfngiJnits.'In dwelling uÓits,dètectörsshåll bêmoÚl1t~ in.,: ' ',;, "",..,,:',\ ,: êa9.li,:~le~piP:gf()Ø1Íl?an~,:ó~5the'qéiliI1g.or:~all #:~,"pþint ce.rii¥lY'i~~ie({;fu~~é'.: ",i', ';"" \,;'",',,"', ,..'èôrð.ClQror:år4gïVîi1g:acceSs",töeaêh,sep~åte.sl~p'ing:,åfeá;,Wl1éI1.~t4è"Q.WêUjrig:~riit", ",,' 'Ä.~j' ~~~~~~~~~~~î~:e#.~~~~m~t~~~~~!~!i, : ';i~I.,. \ 'f", b,~~m~~t is:~plit'iriJo<twJ:(qfm~të lèyeJs;thêsmgk~::4~t~~~~f:Shåll'b~~Jp~,tålJ¥l.:RJÌ}hë ."~, "~'i, upþer1ev~1,éxèëptth~t.W4(m thel()~ei rèvél"è6ntâiIls,à/$leepìn~ 'ar.~,å,~~te~tQb.:";'" , shatrbëiQsiåUed oqeachÌeveLwhensleeping rþòinsar~ bn.anupþêrJeÿ~(tl1~'" ",," , " " "" ," ",' ,', ..",: ",:"" """"" , , 6 ",C, ~(" , detector shall be pla~a~'the ceiling of the' up perle vel in close próximity t()'the " stàirway:m dwelling units where' theceilii1g,height of a roomopen:to the hálHvaý " serviD.g the bedroomsex~s tmt' of the 'hallway by 24/1 o~ more, smokedetootors' " shallbeinstalled,in the h~~y'andin'the adjacent room. petectors shall soundanJ" , alannaud,ible in all sléêping.areàs ofthedwellirig unit in wlúchthey areloCat~.', ' '" . ' ~, , ' ',' " " " " ' " , , ' , , ',,' ,'" :, "E. "R~quirem(mts., SmokedètCctorinstallatîòn' shan satisfy. all the requireinen~Ú$ted1n"/ , , ,theF,ederal Way Oidinan~#90~,and,ä smoke detectoraffidaVitshallb~" ':'" ' 'completed by the owner. " " ' , ,R' 'InterconneCtion." Smoke detectoÌ's shatIbe interconnected' on all levels.' " , ", " " " , '31"' ,Section 509.1. Guardrails 'in TèsidentiaLcol1$ti1Ìction ' shall be not less than 36'fhi~andsháU,. " ','have interìnediatemembers,o(o'mamen~'through'which'no object'gr~terthan'four ÍncheS:in di~etercanpass..(A1sò,see~eètioò.'lÖO6;9'for'stair railings.) , ' ,;," ,,' , , ",' , , 33., Section 1004.9. Regardless of the occupant load,there shall be a floor or. landing on',each'" " , ,side of ado or. LandingsslÌall,'beleve4excðpt:fo(exteriorlandings which mayhavêa ~lope>, ,notto exceedY4" per fooCFlÞo(òrlåndiÍ1g sþaUbenot more thanonè inch 10"Yerthan the,' ' : threshold of the doorwaY,lfa;écess fofp~I7Sø~'With disabilities is hot. required, ;~~lotherWise. ,I.andings,shallhavea Widtlr~~qessthari~at.ofthedòoror stairWay. " ' ";',~::':, ,,"";,,>:,' Ex¿epti()ns (mR~3/Gr6uß :'uo~~p~cies"ancÌ"Wifmn indi~dUa1,UnitSÔfR~ì);' , , , " :. ".,~2.:;SeCtiôn,1004. 6. Every requiredexifdo()rs~bð"not less than three feetwide aftd, six',f~~':, ' ';-:,èight inchesbigh;capableofopening'sothatthc'Cleai width of exit is not less ,than '32'~ ", , , , , A, Adoor may open attl1êtop ,$Íep' ofán.;interiòrflight of stairs, provided,th~ßoor , does not swing :ovedb~ topstePë ' , ' , , , 'B. A door may OP¿nat~lãndingthatiS:llot,'ìn()rethan eightirÌches löwer~hanthe " , " "",flporleye4proVid~t4.edoordQes,~~t~Wing-ov~rthelauding. ", ,:',',:;'. ,','.:;:, " "'ç;', '¡~~æn¡(òors~i~!£1~~~r:~~ ø~&staici, st~â~#.~~~;.¡)",!j,'~~~;~&i,,' . ' . , ':34.,' Sedtion'j ÒO6;'Insinglef~yJonStniáion,'~£1Vay~{ .nayhav~ im~mhnfri§~ ~f;~ig¡jt",<f.;:",' '; >,;ïriêhès~aqûnimum ru#ÒfJ1ÎÍ1~;Ït1ch~;;~'¡1liQúnqhdi~drô.ó~.òf~iXfeet;:'eigh,fìiJ;qhesj.:án<!/C\':?r ".' ,;: ,:'nùÌûÌnuin.¡ Widthòf3 6'~~ . :Handnws' shåiI6~cpÞ'riili1uous;, h.á~e 'ends:retu'tií¥U~d;$h~;b~pl~Çe~t... ','; , .:. ~~~~~,; ," ""<:/:::,"'~::"'... ';.'Seçtiori'~P9. Handrâils:Shalll)e..griþpabl~'Vvithl ~~"nûniinurÌ1, and twÒiIîcK~~itjum~ijî?>',:~,~~.~,:è,'~':::,': ,:,' ',' ':',ç~óss-sectiona1di'xl1~nsión.F()f' ôcêupâô.t:J?ádgreater ,thån io~ d~ërheîghtshailÎí()t~~cëðéí:::":..~;: ':. ';, ',seven inches, run shall notbelesSthàn,ll".. ',,' ... . ,:' ,., :,:"" , ' 7 " , ' ' ~<":'i:"::~'}(;,~~;,:~'~ '" , ',," ';" " ,35.' '! 36. ',;'.,'. ~,' ,> :,:,' ,;',",»/, : 3 7. ,SeQ(ion 1 O'o&j 2.. ", th~: ençlôSèd ~sable' spaœ:üri:d~¿~shall;þe. 9n~hoút: firê2r~iStïYe;":':":;,i>:.;/,: \'.: , çonstructionon the'~~s "àiî~s~ffi~'% ".WÝI)~;:'~'~~*~b(j~d: 9n.,#í1S;~~¡9.~;~g:;;'J;':'{ ':-~ , . ,,' ",", ,,' '.,','<:::',0:'.::"'"",',--->,,;;\':,';;'::""';':<;',,\.\,:,?,~'<~;t:;;""y~:~:':;;',~;:;,::,.,:;;~,,;:~,::,-, ; ,-. 38. Section 2409.1. ,Skylightssh,all be,oflånûq.~t~glassoiplastiéjpi shall"haye';t1ôQ.-1X>ntbustibte~\;~,:' '" ,:" ' """, , ,,--,",', ~,""""" ,,',- " " ,', ,,' , ,', ,""", --...-,' """ <~,', ,.", , , , screens ~o ~~er ~~nO ;O~;~//-'Yith'~ésh(lo laìge~::th~~'1 ~/X): ~f; ,:iriS~âUêd'Yi@Af9!Ífiipê~~, ,of. f~:~:', ' theglass,capableofsupportiÍig,theglas's. ", ',>', ":,',~:' " ) ",:;"::,;"'\j',,,: ',',' ' ", ' , "FIREP~CES;STO~/~D'CkíM;E¥S" ,'", ,,~',);;jj;W.,;;/" " ' "', ":':::~"""'/""""'/"':"",~ ,;::;',~: ':'~'>':!":,:;,,:.,,,\':,~.' 3 9. SectÜm 3102.3. 6, Height ,Every '~Îiirtiri,~ys}uUfextend;àÜ~Þ;ô~ feet~oye'tÎíb, fåòf<.;~r~'::~" ',' through, wlúchit p~~esândåt1éast tWO:îeét:i åbòve ;~e' lj1,ghe$t 'èlëyaiioiiS' of:ànÿ;"p,a#: ôf~~~\,: ' , ',,' " ,', , ,,', , """', c,-,,'," ,.' " ",' ':' , ,.. " '" 'c' - "," ," ,,' ,.¥ buildingwithintehfeetbfthe èhimÎ1eYsS'shóWnfuTáble31.;B.- ",,:' ',i;".;::. <\',/: ,', ,"',',~~""";:;"'.~,""',,,,,<, ',,', "",::~':.:";:',~,,,:"": 40. Section 3102.4.3,' Rèlhlorcingan,d ?~is1nfç.A~¥Qr~g~.J~ve&:J1ÍasonrY.or~ncr~tcij';:è,~ý:: shall bereinforcedwithJlOt Jes~t,~an,~fout No:,' 4~teel reinforéin:g' bafs.:íl1e~ärs.~shå11:~~lld',;':' :' , the full,heightofthechiIiuìèy,an4 shauh~spli~:inaCCOrd~çe::With'~~'~pþli~.e'>"::':~'{;::.>,, " ",".., '.. ,'" " " .... ","', , ", ""!~"'" '.' ,: requi,rements ofChâpters'19,~ahd '2 t. The'.bar$sh~If:t>e:tiêd'¡¡oIiZOntally,át ~18,~.jnte~s-~tbi:< " ~,not' lesšthat ~%", 9iåmete;s~~[ tiés:::iyiö,tï~"ih~"'alS~ ~~:p~~~~~ ~~~lÎ,;þ~#cÎ',W:.~~~i#~ ~~);' , ,"'~~re the width of,We:chii#n~Y~f'~~49;';'~:,~p,adØitú?Í1~N<?;:4y~ití~:~~:~t.@l;~~,::"¡;'::O:{'", , proVided foreachádditiönalflueih~q>Qr~teaín thechirÌu1ey, orfqf eacha4d~tiÖ~a14p~~in> ',' , ,width, odraptiön thereof. . (Sée'lhe àttach~d,èôpi. ..çftypi~;reiIîforcing~d ,ånÇhô~g9~tåil~.';, :andspecifications.), , " ,"," : "',:, "', '" ,," "'" " ,,:. ',' , " , ,~ " ", , '", ~ " , ' ", " J '~, ,AI. Sectiorz3.102.', ,," ' ,,':~..~ ':B. '31q7.5~ :?'.:aeat1h e'itensiQns 'of 1i~teq:ràCt,Qry~t1U.ilt tirepla~,shåU ,:~nfoJ:'m,to,w.~~' ~:h::<>;:. , .'." " ."?~i[O~Qfli&ÍìriiIDíd~tJ1~,~'¡~~~~å°in$@ci~oijs,~;, ';';;'tt"l',:' ... , . '... <,:4 2:' 'SeQtib~jià 2. 7¡'2,Súppot~:. ;Fou~d~ii9rtsfòrfït~pl~çðs&b~Fb~' not~l~~~' tli~td2/~:,@çk,~;~~eri~~ ;;::'~, :,,<'- ',' ;, ," """"'.""""".""'>""'!"""""""""'."'"""""""","j'",>.".....,"""",<",;,;~ .~~c"'" /,<npt less that-.siX irìèliesoûtside ,the:1Ìi~pla,eèwâll~,)md eX1;eQp: Belþw, th~~awra1:,gi:õt;l~ÇI;.s~ifaè~\;~ ':'~ : " ,'-": ':in ~cêordáncê~with the dêpd{offoundatiQns:i~quited for ~Oi~dirtgbYTablè:I8.;.J-D:':',:~""'" '" ,<,'/'" ,', ',' ,,"'.', ",' ' "," .', " ,'" , ,".' ',' , , 8, " ",: " , '" " , " ", ',' " " , , " ,," ~,,:¡;, :.. ' , ,~f",',.':,".', , , ":!' , ,', , , >,', .'""";;";""c""",:",':,:'ë,.<:,~',<,::::~~;,,,,;,,"',"", '",:' , ",;,:";:,;":,,,, , 43 ~'< Sebti,b1Î:3J. Ó2:%8,/(jléarimçe': tà:Çø11z1iîIštìlJlé!}J(zteliål/~henbuilt entirely \vithhiastfûètu:r6;, ,;;. , ' :,' CombuStib~e'll1återiàl:slíaitn9(þ~'þlåcë(tv;¡tlili1"tWèi;~¿tîes.of thefi~eí>lâœ" smoke:thairili~r~: ¡:~, .::{' ,': ';<', , , ,'orê~ey .wàu~:, :Wh~n' thç :clû~'Cy~-b~ilt:~~çly'øu~ide the structUre, ' åtw~:iricli;' i, :', :', :,';, ',", ': " ': ,clearan~sball"~Ø :máWtaiited.;GOJtlbtlstibJe;-rhateQa1~shallnot' béplaced,wi~hin six, Inches, 'of'" -:,' < " '>t4e' firèpla~:opèniÎrg~':No':Suêh'éÔil16usti61ê::nïàtetÎaÏs ~thiri 12 N' of the'firepÌåCe,opêning:šháll" ': ':J'FO!~~Ore~;~tJb,r'~~eÎl1"!':~~~~~~~.O¡)èomg..', , ""..' ",' """, , .' ':, ".', ":." ,,'" ': ' ;:44~'ßecfi(}.n31.q?-,!12~:~~~, šhà~r~XtênØ;~(l~ '~9~~;:ftQfu'tIle:ftont ot:arid,at l~t eiglÌt : '", " ",:' ','.":inch,es: heyonfj:,:éå~h,sid~ "ôftlìe;'fir:epJ~c:è:þpéDúíg:::Whérè :thêfirøplace, openiÍ1g,is "six~square',' :'_','fèet;otlarger"the,hê#thê#enSiônslÍ~~ëxtêìÍdii~l~~Ô,~~:inftóÌ1rot:andatl~'J2";': ,'" " ,c,' 'beyo~deach side, oflliefu-eþläÇeøp~iürlg>B¥cepi'f~r:fu~i>laces which open to the 'exteriOr of , ,tIÌ~btillcHng, ,ih~ b,~,siab'sÌ1àtlþe[éacli1y'd~~Jiabl({fto~ the' SUITÒUI1éÌing or adjåcent,' '~tl,oOr." :""\""",",,"":¡:,"""';""'~:,:?'~:~""',':';,(y/,;,,""., ,",""'i ,~, ,', ' I '" " ' ; .. ,'" , """,':::::;X:{::.", .. "', " " , ',' , ,', ';..:' .' '.' .' .. ' .' 46;:ßectiq~,1lJO4.7,'C#y:of:f({r#rai"Way/4m.l;,ffi~Prõv!s,ioris-shiill,besþeèificauymäd~Jor,thè:,::,,:.". ;:,,: " " : ",. ",,', ,<:'coritro1'<>f stu1ã.cð,and\Sub~udå~:wãtê{åfQu~âþillídfug~.:Ad~ûàte:provisiònsshaU.b~'made~"'~./:>.' ,','L "", ',""";",~, "',"""""""',',-""",""",-'",,, """""""""","'" ""," "', """,', '",' """"""ßA""""" ' ','..,~to :enS.ùre. thätullder, tloor,sþåces têIl1afu1r~ ofì:u1útingofStimdmgwa:terby ,~he!nstallàti()Ír."';,;::'., >~/'.'Òfdtâiris;; AS¿liiliiliriûin;suêh"citi¡fu'~sh~Ú,b~:~~,:~c)órid'thè pèrifueter: 'Ôfthe}Aiilâïrig~a:f ,:Y ,': ,,:','" , ,:thefootfugs:,AddiÙonal:draU)s sþ.anbe.ofsG~cjert~;itie:l~:adequatelYconvey:watef3o,ari,:' :; , , " . ":'åpproyedlocatiolvþúi:shaIlb~å ffiiniIiiurnsïZe:Óf'.Íoûririéhes, Prbvisions sliai,IbeJriadèto, - , ' preveritthe.drainàgesY,s~~mftomÞeco~n!(~loc¥~: wit~,.'soil. ' , ",", " " " "',...; 47.~})e,ëtj~1l2406.), ~dBC.Gl~ng-~Übj~~f¡óhri'hi~>,mip¡~~<s~@bé'~;Œety' ~1~g.Ea~hlig~i o'f~,. ;', ' , ' ':,:: '; ',"såfety~glazing ~~t~nalsMU pc id~!ltW~',bY>8,labet/r~mp~tedglassshallbe p~rœån~ntly,'~,c~;:?;; " '<!;;,';%ii>~,¡;~!>r,~~;~,,;,y;j "', ..,";;:;4,;;;/Y':;j'" '" ",' ;. ",' . "", ',,? '", "\!'~';';i:1K'~" , " ":,.:/,;'íJ.8;,ë:,Sèêtià".308.2,!rfechcinicå( c.o2li.ApplianœsJl1stalled:ïlfgamges thatgeI1eratè"åj~lQw, :sp.ailç:';~': :;~ '.. , ' """',""> ',." ,"'-"",-."';...., , , "",,",,' ,',",""","";-"'"""",""",,,',",,"" """,,"..' ,'-,""" ',"'/"'" ',"" , "'" , " "'" -' "', 'ortlainecapablè.óf igriitmg £låmrriablevâpois'máy"þ(dì:1StaUed in ~garagè~providèd th,ec ," .:,;~'., "~" ,," , , '" ',,:'pilo~s;bÚaièr.s,ahdíièâ.ting~ìenients~:~d'sWitéh~:á(êätleåst18~t:abo:Ve fiÓofleveL:;> , '. . , , >: ¡;'~';;~~;:~~~~;~~~:~~'Sh~r~~o~ t;tltecon~i6; r~~£P;;~; ',' " '" '9 " " , , " ",',,'" ' " ,", " ,',,' ,'. '" ",':':c;of~'ll¡llil' ' ,,50., 'Sectjon $04.2,' ¥echanica,l. C~. ~tc~enrànge and. dryer ventilation.ductsshaU ha.Ye,~;, ':;:;":::f'i;~:;"/~f/:{;,H;t¡H;~::t\2¡i , ,smooth;nò:ncomb~ble;. nonàbsoment surfaçes; 'shall t~nninate'òutside-thebuild,ing;ând;,),,\;;~;;<~:,'~;)~'<:IS?~~ ",s~ beÒ4uipp~ Withb~-<Jraft damP- ,', , , ,.',' """, '~,";;:i:;t;;~';-,Ú.~~;J~~~~~ 5,1., Section', 504. 3, Mechanical Code. 'Clothes dryers shall'be connectèdto,-a,IÌ1oi~rè~,dúct,,":"'i;:':<,X~'.,';\:~~:,:;)\::.~i;::Y ',.", " ,', ' '.' - .', . , ,---' ^'," ""'é',-" "', ,." ><;,-1,-, -,', o~, ,directly-to the outsidé~:In no case shalr~educt tenninate in an 'iútic:or 'uÌÍqerflòot:Cra~ ;;,~";::~\,:f,t/l;:.;-:t;,,;.';:":f::':::i ",' ,s~ace, orbeßssembl~wi~ sheet :~s~- ,,'. ..;' "," '. ...;,,)jŒ:"iíf;~~~;~~.?i".~:l '52. Section' 3Q2. 2. 1, ,Washington8tatè Ventilation andIndoorAir QUàlity:Code~Provid,e,soW-~}' :',,:>;: ";;:; ,'::>'~: , ' : : =~=~o~ atkitcheoš, b~mo; JauJ¡Wyareas, VO9I.4ri?~~ Q,ú¡ ~~~""'(;li,j~'i: 1 53. : Sh' eptioiz3°til~.~:2, W(fas.oh3i1l5'gt~n.$tat/~e~~Ìation andhlndOObr Air Qual' lityh'c;odel' 5," :'prb"~~fcdi~~~i~~,/:::~::}')"t;::':~, "':',:.'" :,':"',~,,~ " ,ousevén ,a,tfon o.~ ,; IÌ11Ì11mu!ll'á1r'c~~anges per ()t1r, utnot esSt~1I1CU IC eet:per,:,:,;,,' '; ,7;,"" . mÏÀute per hedroomplt.i$ an' additional, 15 cubic feet perminute.,', ' ' , . , , " " ' , " , , ' , " ";, , ' ,"..", ",'," :"~"" ,"" ' ,,';, .:: 54;;StctÚm302.5,'Washi11Kton State,.ve1Îfila(iq~åndlndoorÂirQu.alityÇode~ Pr()vide}l~",::,.":';,,~/,::':",'" \" '~.,mininÌuminsula#ön:°n,exhausi ducts oûÍ8irleof conditlone<ispaceal!4supplyductsinSiqé:6f:::,:' " conditi~ned~pace. ' , " , ' ", . '<",'" ' , , ' , , " ,- , '55'. Section'302.6.4, Wash~nitonSt(lte Ventilàti~n andIndoorAir Q,ualityCode.Pmvic1e , 'outdoor air to. ~ habitablerò6~ (U1dividtJalairinlets'orintegra~èdWith,returh'air): "" 5 ~;&ètjån~O; :1, WUßhin/ø<m .futeEnerKY, coâé {1;1191 ),Prescrip fu-e1Y. ih~ '~g<;quik;';èjif': : """. ,A~. Ù.E;d~tefinines Rvalueòfreq1Î~edinSUla.tioÍ1 àndUvalue ~f,dÖor~ahd glazing; THe ::',;, ' ':'r:'màx4ÛU1IlaniO~t,Ofglazing;b~~,ô~.a~e~œntagêo.f4oor àrea;is'li1~?,~þ~~êd,'\ " ,:¡j/'y":::,: , ", " ' ' " " ,',',,', ' "",' , , '" """ ", , ',,','..,' , ',', ",57,"8.ection 51-:26:"1802, ;'UlJftormP~,!inbingCQ(ieFiiuzIWaterCònservaûorzStCfndár~.'~r()vi~,è;.,,: " '> ,lO\v~f1ushfixtures. ,," ",,': ',':' " : ' ;,' ':'" ,,'" ", ,:::::"":,,,: ,58/ Sectio" iO8,S, 3. UBC:Provìde ';n¡!er~oor Inspection priòr roany Si!Ì>IIoopnSWIai¡o!'ot:áný,': ,. ' " " , ".' " .,ß;9:¡;~j ::;J; ~;ro~d~~~,or ~'~~;¥i~ ~~~~~ij~~~~t;to¡~r:~tfi,~, ~~¡,;; .' ','.., . , "6Ö~..SectÜ:m 19i:t5.Ll,tlBd.:"Providefive'sà'~lè~t;imConçre~emOC :.j' -"" " '" "'" ""\'" ' ", :»:.-;,:" "..'. " ,"" ';.~,~,:,,:,:.:' ;,",;~"':.'<,:;,~ 'i "". , - "',' ,,:' ~ '::;&~;:.råb/i 2.3~j"-Q;'U1iC.iMírilinuhÚuùling'~~~qlÌ¡fé~erits),'. "":'<¡';'~"\"; "/""'""";"";,,,.,:,:,;'~"",,":',,.,,:'''>:'":"""',,, . .; ",' "'. :<62~:&~ctioi12304.i:(JÉè.'Mi~~QÚ4ttÌbet gfud~ûn1ess'no~èd'otherwj~éw.:ij".().f." """'::.:::"~;'~':::",;:~;,,:::,,,,:~i':">"}>:"':f¡",':",';""'>';'<;:';",:,:?" ':',.:. ," ,<:;,',::'~63.;' S~ction 21 1 0~4; Glås,sbloc:k~~dniYSh~11'~~e ~~i~or¿~lrient at jo~l1ts~~{¡riø~~ th~T¿;f;dri~', ': . ce,nter,.." ",' ,', ", ", "', ., ., ';;-'" .' , , 10 , ' ~, "" " " '," , ,'." "",f,,>." .~::!C~c;~!~liltill 64',ßectlon 2326.8, 2326.11, ,& 232~12~,:PB(].'Mûúmum ~greqUlrem~nts,.:;::(";,,;,H );':':-è~~',1':);\">~;';'.'~,;';>,~"" :""':"! " ,', '", ,'. " '" ' -', 66. ",'"., , , " , " .',' , , . ' ':~',~<}'" ",'.1 '.' .Mis~llaneous reqwremçnt: " :.r",,;;; ,",: :,'...., , ;"\, ',,' , . ,;; '-~' ,..,' " '. <','/'" ,--", ' , " ,;0-:'>'" .' ,/ , . : ¡' /','" ". ' , '" " ' ',. , .. , , , 68.'Sectio,1i ",' ,,:., , ;'Mí~Cknaa1~uš reqUireIileIit-'. , , ',' . " , '¡, -,' , , 11 ,) CfTY Of' ,--. -:8. EJ:]~ ~~ FlY' A-H-t^Ch mel1+ 4 ,,~'¥.;i'i~*~';,,"",,~~,:.\ ,..,,:', ¡,'",::"..".> "'::", , "",,",', " """""""':.':':',':",' ',:',(:":,\' m:".:;~y.). .., ' , : " ~ 'j About this form: 1 he main purpose 01 tllis 101'111 is 10 provide enlorc\~;ncnl colisiSI/JI1Ci' between inspectors ill1Cj ~:' building jurisdictions. Instead of spending time searching through the WSEC and VIAQ Code, this form will help :W : ,~. organize and condense requirements that apply tò your project. It is also an excellent tool for learning the :¡!~ '] residential code requirements. :% tm ,¡~:~:~: Page 1. Includes a Table of options -- one of which you will select for your particular design. Choose a ~11g , compliance option" that best suites the economics and design of your project. %1 Œ~ ,~:::::: :~,¡ .v:<": .>:<':' I .:":.:.:. I ¡Ii :@ J~:¡¡ . , Design changes: Be sure to get prior approval from the Department if you wish to make changes in your 1\1 project during construction. :~i1 III ìl~ :ìl~ M; tH r~i I I :$~ Pages 2 through 6. Requirements are grouped under Foundation, Framing, Insulation, and Final Phases. Each phase lets you know what. and when requirements will be checked by the inspector. In the shaded areas : only, provide information and check circles that apply to your specific project. Because the foim is intended to , cover most design variations, many of the listed requirements won't apply to a given project. Do not place , marks in the two left side columns labeled "COMPLIANCE REQUIRED" and "INSPECTION APPROVED" or in x boxes located in non-shaded areas (These are for Department use). ,¡ .~ . "'~ ResponsIbility for Information: Although designated Department staff members will help you with general ",~ questions about completing this form. it is ultimately your responsibility to provide detailed information about . heating systems, glazing, insulation, and other requested building specifications. Since this form will be evaluated for completeness and accuracy, you can avoid unnecessary permit delays by carefully providing all required information. Disregard items that dqn't address your particular building or equipment. : ~~ .. How the form will be used: This form will ultimately be used for all WSEC field inspections. When it is returned , , with your permit, relevant boxes under the "COMPLIANCE REQUI~ED" column will have been checked by the . .~ . Building Department. This denotes which WSEC requirements apply to your project. The inspector will inspect .. your dwelling against these checked items and, when deemed acceptable, place a second check in the ", "INS"PECTION APPROVED" column. ~ Code Books: For more requirement detail, refer to the 1991 Washington State Energy Code, First Edition and ': the 1991 Ventilation and Indoor Air Quality Code, First Edition. Both may be purchased for $11 from the W~shington Association of Building Officials (WABO), P.O. Box 7310, Olympia, Washington 98507 WEESiBOWIAANIMARCH 92 All Residential Occupancies, Zone 1 Prescriptive (Chapter 6) ELECTRIC heat source (All except heat pumps) ,I Instructions: 1) Carefully review the requirements of each of the options below. Choqse an option that best suits you~ dwelling design. Glazing percentage typically determines which option to choose. Your building must match the selected option requirements without exceptions or substitutions. 2) In the shaded areas on the pages that follow, make checks in the circles next to the requirements of your option (the option numbers are listed next to the requirements). Disregard components or equipment that don't apply to your project. Your permit will be processed more efficiently if you provide all of the requested information. Department staff can help you with general questions about this form. Can't comply? If none of the Prescriptive (Chapter 6) options are acceptable, consider the Component Performance (Chapter S) Approach. The main advantage is flexibility to juggle indi'Jidual R and U-values as long as an overall maximum value isn't exceeded. Note that the Component Performance requirements are no less stringent than the Prescriptive requirements. Calculations may be performed with a Component Performance (Chapter 5) Form, or by using an acceptable computer program such as WATTSUN 5;2. _.:~ "'-"¡"#~""":"~'--'!I,." ,:::',"7,,:",';':-':: :.;-:;:,.~,,¡:~-~.~,,~~,» ,<~:;::¡;~;'.;:7;:';¡~'¡~'~~.»,$¡¡¡¡'5¡'i§i';;:""i::'>¡'¡:;""tM""'i~':t):'~\>\"~¡:~"9!I!i~fI<"~;"""'M."".'~' ~ ," ", " '"" """'~"" ""'<~"<,:",,,~ :!,<.:¡,;,....",,~~,.~., "~~"¡:~"""-""'>' '>-¡"~;"""""," ,:,<,,~æ;¡.~,,~,,-~ ,"'~<:'i~~y'I~~.r,>", '<¡'¡':¡.'~~¡¡:'~,~,;"'~"""" , ","' .."'...>"" .,.'., -,.'"","",."", <. .,.', ",..""" ,.... OPT VII !JTVIII .----..- .-- '-", i. ':'.:::"'>"~:,.;~~:t.:;;;~'i;~~[~~¡: OPT I OPT II OPT III OPT IV OPT V OPT VI C, 25:'-°, ~12sr:JtiMJ ~;; ,Plan Review I' """'!i\..',',4\;~~~'J{¡",¡~-:,~w,,,:,;: 0 0 0 0 0 0 0 0 í'i . : : :':;i:'~'~~~~"'~~;~~~¿~!~'~~~'~ ",. . í~ or official US" only) i. , ! ' Glazing max: i M % of floor I i. V-value 2 ¡ ~Î~: Door U-value 2 ¡ :'1';: (or R-value) I . I ne selected Optioll is ;"approprialo for this . dwelling design. YES D NO 0 Option -.- may be [I , better choice. .:Notos:, -----.- " ',<: ~:. . <v ~.. ;. '"." "., ,...,., " ::'Approved by: ,,-.--. . .... ..... .", ...-..- ... . , ~ - ,. ~ ~ t~ij ~~f~ ~~ 'tI}! ~~ .:::W1p:' 0.20 :::;:q{4ptt 0.20 ),;Q::gO< 0.20 Jfkg:§) (R-S) ;(R}2';S):, (R-S),(S;:5)",' (R-S) I Ceilings: wit/I attics vaulted A-38 l-30 n-38 rI-3a n-38 rI-30 H-38 H-30 H-38 A-30 11-38 R-30 I , i . ! Walls: I ~ above grade I below grade I ~~ or i(}teri~r . " extonor I ;,,' I ;,i, Floor ! ", R-21 A-19 H-21 R-19 A-21 11-21 H-21 IHO A-21 R-10 H-19 H-10 n-19 R-10 11-21 A-10 A-21 R-10 A-30 rI-30 11-30 11-30 A-30 A-30 \ Slab on grade R-10 R-10 11-10 R-10 R-10 A-10 I ')i>.¡,. i .... I: ti(R;S)i: (R-S) Il-38 A-30 I R-19 rI-21 R-10 A-30 R-10 R-10 ~ i1 '&~ \t:: d \\1 M ~~ : " ':' R-38 11-30 .. ':~ ~¿ ~. ',I I "',, ~. R-19 ~ 11-21 A-10 , i~ 1\'> ¡~ " " ~ "Ì< R-30 ¥!: ~y t~ i I" y' . ,. , , ," ,.,"""'"..,~ 'I;~~¡;l~~~;"" ~.:.:.:..:..:.~:...:..::.:..:........::_._---_..__..~_._-----,-.':-~'::.:._. ".," .",M'", . ~:..: 1) 11:i (ollm :òunllillf rc~'Iuirc:d ill iHldllicm 10 ¡¡ It: C:"'.'it~. irnou:ill:UII. ~..:.:'.::.::.: 2) Glazing and door U-values may be weighted to meet the option U-value requirement. ~=:=::¡:: --~'.~ "=-""::=-.=,':._-= ::::.- ,~. ..~:- - -. .~.._--~:.:._. .':":'..,--:-~.:._'~~-'----.--::'~~~~'.'-_:~.~-;) Page 1 of 6 COMPLIANCE REQUIRED gI INSPECTION , APPROVEDgi 0 0 0 0 0 \ IMPORTANT: Supply Information In the shaded area by checkIng the approprIate circles. Disregard topics that don't describe your building or equipment. DO NOr place checks In , the two left columns. .._--,_n______--'. 0 ŒJ Slab Insulation (Table 6.1) slla'lI be n.1 0 :and located on the: , ' ' : :,' ";~::^;~ ;,::;:1>l;¡)!~;'~\ , () A. Exterior (See INSULATION INSI'EGTION).' ' , , " ',~ ' ;;"\~::~~fo.:f~y@~~~:~ O? ,,"", ,," "",,""""':';,,~>,,;j'f¡\:, () B. Interior,extending downward from tile top slab surface to Its undersurface and. "',< ~,: ~ ",.:' ¿~>,~~~:!~~'~\ horizontallyundørthc sl<1b lor a total dislance 01 24",orvcrlic<1 lIy24".,' ,'", '",:" ,,':,,;;;;,..,,', , " " ";: ',,',' 0 0 0 ~f{adI3nt slab Insulation shall have rHO and (~xWnd under tl1o onlim slab (5. 502.1.4.~): ' , ", ,\:,:<:;:: 0 @J Below-grado masonry wall insulation (8..502.1.4.10) shali be lull.deplh and located on tho:,,',', .~~S'.,,>~;:,b , C) k I,:xlorior and rated R.10 (Sco INSULATION PHASr-:), ' , " , ,', '>:1 ' :', 0",- , , ' ". ",,":-, ~~ ¡ 1 ' ", () n. InlGrior (Sec INSULATION PHASE) , : ,:;-"::,,' ,: < :'.. ' 0 ~ Thermal brcak(s) shall b~placed In the slab (S, 502.1 A.B, ~!O1.1: I3UILDING ENVELÇ>PE). ." !¡:"", between the conditioned and.unconditione'd:spaces checked below. nnd extend from the top'of the, '-,';": Sl¡,!~ !? !/1? bottom. than ulldarnoath ~oward t~1U corlClilioncd flpaGe lor a 2"" total dovel?pOd dil~1CnSion. ',I (,.> [n:GI!lIìg/gmage ,() Dwelling/connected space () Slab r:dgc and foundntlon wall. . I 0 @]R~don mitigation ~ystcm ~VI!\Q, S. 5~2.1) shall br. in5lalln~ it or!e ollhe 'following ,is cI1ccko~:.. " ::, '.':.., .'.1 " () A. Net foundation ventIlation mea 15 ¡~s51har.l1 f-t2 per ~OO 1-12 of crawl space', . ,'.' .',"'::' ' - 8~: !~~::~~~';:~~;)~='~I~~I~'~~:~~PP'Y orrClurr~ air ou:,-, ,', ',', . .,:' '.'" ,I WSEC Foundation phase requirements: Inspected by: Date, 0 @] All structural panels such as plywood, particle board, wafer board. and oriented strand board shall be labelled" EXPOSURE I" "EXTERIOR" or"HUD -APPROVED" (VIAO. S. 401.1). 0 ŒJ Insulation baffles shall be placed in attics/ceilings to maintain at least 1" ventilation space and extend at least 6" vertically above baIts or 12" vertically above loosefill insulation (S. 502.1.4.5). _,__'-n__-- m----- 0 0 @]Glazing afficlancy required under the ~eloctod option shalllJe (S. 502.1.5, 602.7~<2, table 6-1):, ",' "':', ': (J~, U.".ü (Option I) () ,0;; U,43 (Options;), () ,~; U/¡O (Option III; IV) , ,,', " ,,:'-" : ,',{::' ()"~; lJ.39 (O;Jlion V) ()~' U.36(Option VI) () ,<.,0.35 (Option VII) ().;; U.32 (Option Vtll~;:", ~::':. , ,--, - __,m'", ___nn_.....___n,.n,___-_---,------,-______m,.___,.------_. ..- oW,', "W""""",.""""",w"""..""",w"""""..",,.."""",."""""""""""""""""""""",',',',',',',',',',',',',',',',','m,',',',',W,',',',',""""""""""W","""""""""""""w"",',',',',',',','",',',',',',',""",',',',',', ',',',',',',',',',',"',',',',',',',',',',',"',',',',','",','""""",w",w"""",'"""""""",',','"",',',',',',W,",w,,',',',',',',W,',W',',',',',',',',"""'""",',',W,',,"',',',)I , ,Symbols used: = equals> greater than < less than 2:. greater than or equal s. less than or equal ~~' *& "" :,.."""",...........,....""",.."""",.""",.,...,...,.......'.'..,',',','..,'.'..,'.'....,'.'.',',',','.'.',','.',',"',',',',',',',' ','.',',',',',',',"','"',',',',',',",",',',',',',',',',',W,'"" ,',',',',',',',',',',',',',',',','."""",',',',',',"',"',',',',',',',',',',',',',','."""""""""",....""."""""""",,',"','.'.',"',',',',',',',',',','.'..,',',','.'..,',,',','..,',','..,',',',',',',','""" ,'..,'..,','..,",....,'"..,','........,',','...',w""""..""",...l# WEES/BOWMAN/JANUARY 92 Page 2 of 6 ~ , COMPUANCE, REQUIRED &t 0 IMPORTANT: Please supply Information In the shaded boxes and check the appropriate circles. Disregard topics that don't describe your building or equipment. DO NOr place checks In the two left columns. 0 0 @]CGiaZIr1g/Skyilgi1.~~ b-Y t'Y,P'C:.~_J . --..-- '-'--- C, 'S:~~_I_~~ÿ_~I~~igtoil-gliüiñg -dirãci~Ÿ--J LJo valuc Tested? " , .' , , ' , ".. 0 0 Maxl~um ,allpvÚ~d 'gl~zing 'area (5, ,602.7.1) is derived by t~ki~g" th'ê the' t:ói~i giàzinç,"~rea" :' , oL.:_..:..:...;.:":":"':;_:.._..- F,t2 and dividing by the total conditioned ,floor. area of '",,:......:..._....:.-:-~._~.....:.:..:.Ft2. , " Multiply Ihis number by ,100. This value can't exceed thóglazing percentage'for your selected opiion:, "\~' , (), .~;10o/~(Option I), 0 ' ~ 12% (Oplions II, III) 0",:;; ,1S,!,o'(OpÍión I'J) ":'0 . ,<:.30?/~ (Oplion VIII)' . <, "'~, ~,:},8~o,~?~I,~~n.V) 9 ,~ ~,~% (~PliOn VI) ;', C? ~ 2~O~~:(~P~~;~:~~.I~; ,(GlaZing %:: ----- ) 0 @JGla;zln~i'qc:)cú~entaUon insufficient.. U-values shall be'justifi~d by ~~fr!,töslin~'rcP9r:1J":' ...:~.... " '," '", "I. , No. t.,,1anufaclurcr Frarne material :: Layers Model:~ Area (r-t2) [ï :':'> :«: N I :,'::: ti ¡¡¡¡¡¡ i i ~:~:~: J~f ~~:: Single Glaz~ng (No more than t% of heated Door area before doubfing, S, 602.7.2) U,- U,- U,- U,- U,- U '-'-- U.- U,- U '--,- U,- U,- U._,-- U.- 0 No: Area: X2 X2 No: Area 0 Untested Glazing (Us/! O~;f c:!"¡!<!lJ!! U'V,1!U()~ in Ch.l:):/!' 10. S. IOCG,I --. Typo: Type: No: No: Area: U.._-, U.__. Area: TOTAL GLAZING AREA (Add entire column) þ . , "..-: ' , , 0 . - --- ,--- - ---..- --- 0 0 0Glazlng air leakage (S. 502.4.3 (c» measures shall be met as follows: 1) Fixed site-built: stops with sealant. . 2) Operating site-built: weatherstripped with closer D 15 Concealed Insulation shall be placed: 1) Behind shower/tub 2) Behind partition studs/corner 0 Yes Yes Yes Yes Yes . .' ¡ '.':. '.' ~" ,. D 16 Standardalr leakage caulking is complete and installed in the following locations ($. 502.4.3): 1) Between sole plate/subfloors 4) Partition stud penetrations 2) Wiring/plumbing/duct register penetrations 5) Light fixture/ flue penetrations 3) Rim joists/mud sills (heated lower floors) 6) Around window and door frames Page 3 of 6 r '-. D (... ,,- - , -, -.,... u._...u.. --.- u' ----- "'."'--"-" _:"-,---:-:=':~, '- .-...... .' - -.. ._----.c.-:_- -.,:=-:-- D ~L ~J ros~~~?,t,I,~,O, ?,~.~~a,~,~.~..~-~.~~.~~~~~~.~.~~,~~-~,~~~.~?~~~~:~~~~~.:~~~1 ~~;~:.I~~,r,~~,,~~~~il,_~~,~~_?~:,-~~~).~,--_.~;-;.J;:¡;, , ",., " , ,": ~'-'"~~.,'~ Fan label CFM(.1 W.G..) Ú ¥ 11 f: ,~~::: W ~$~ ~I I '~: Whole howw fan: Location _u..':"":'_--- .. "'..,.;, ' Sone'rating__..(~ 1.5 if aUic"fan:closer:than 4.';,tô,'¿~>~~,,~ ceilim:) ::"', , , "',,, , ", :),:~,;:'/:', 'C) Whole house fan is intended fo~,conlinuous\Jsê;' , rl 1(j:]/lun1,idl's'ta' "t' .,:o-:::n:::/'~~.<.:,,',',~,;,/:, :,:,:,,:,:','~,,{,',',:~~i,,~i.¡,~,~,:~,~:,t,:,';:, " " , () Whole house f~n wiring,for control ~o'utc~ ~ó~cþQtrallócatio I'~' .1/,' ,yo .'.' ,J'" 0 ê1whole house fan ~Iso serve~, a.~ ë;I kl,t,ch,e,~:~r b~th:~~ot f~n. () Yes () ~o:,~~,~;j~-::::,,::.:;;>:, :<:~':,:4h(~i~: ,(If ~ spot féJn i8 doSignatod as'a whole house Jan; ,tho capaCIty shall be the laroer,CEM'¡"cqu¡remrilÌt.Y^;~:~~~~'i 0 @] ~hole 110us~ fan shall rur,.continuous,I~{K!tCI:l~'fI râJ~'..25CFM: l3atl1 & l~und~;o,~~f~~'~~q~X~,:,;::~:~'~~~i1f~~ D @D,lntegrated forccd.alr:furnac~'v(!ntllatlon,(V,IAQ.'Code,' S. 303.1.2(b» ,shall be,sY~,~~r?,n,lzþ,d~v~t~:a:!.~~l~~ " , ~wl1oie house f¿Hl to supply fresh a~r to tile dwcflirig:":':O'vos 0 No',' '" .." ~',...:; .: '?~;:' ",";: "i,~;':,;,,\\~~ . () If ymì, a (j" diameter outside,air inlet duct ~/ rno~orilctl damper shrill nm Ùoi~'th,~'b~~ld'¡f19 ':-:-','}';,:"~f~~1;'~\\i , . oxtorior to tilo furnace return plenum'and limit. the venliltion raID to .35- .5' air-chang~/hour.~" !r:~J~"~~'¡ () ModHicrltiorls to tile above integrated,~1órced 'air,~ystem niay roqllire porfoï'mâri¿chestiÎ19¡: ,irl:~;~,~1(.:~\~: . rnanrwr acceptable to tl1o building of .Ii Cia I, 'to demonstrate .35 -.5 air change/h~ur. . :::. ",' ,;;^, .~~""'-':' '.,' Locallon ¡Ii¡i¡ Kitchen fan IIi Bathroom fan( ~:,:, IIII Bathroom fan( ¡¡¡Ii Bathroom fan( ::¡:¡: Laundry fan \f ): D Whole house fan. (choose one) Minimum at .25 w.g. 100 CFM 50 CFM 50CFM 50 CFM 50 CFM 0 50 CFM (1-2 bedrms) 0 80 CFM (3 bedrms) 0100 CFM (4 bedrms) Mfr./moclel ~ 0 D " -....---- -.."___m..'.__.-.."--.-.' --.""-",,.-..-. ÇJ D ~ Mechanical ventilation fan ducts shall be ~ 4" and properly sized (VIAO, Table 3-3). 0 0 ê]Fresh ai.r shaïl t)e p;~~tded fo'r each 'dwellin'g 'UO,il as follows (VIAQ, $. 302.6.,1 ):"~,~',,--: ':,i:-', ,,: '"', ,', ,~>..:J:,~i:,;,~ ,-,,' ".' êEach bedroom: ,TestQd;,scioened,:,cÒnlrÇ>lIàble;:th~9ugh-wali port (>.;'4 Sq;:jh¡.»:ø¡t~~.,~xf~rior:<..:ib~'\;:,,~~~, .. '0 =ach recreation room: Ono wall port as,spe'Cifiod for be,drooms. ",:,:,¡;n.!~~'~~~ ,.'-\~-: ": ~?>\~;~~~' ,"", ' Other enclosed "habitable," rooms: One'w~:ill port,as specified for bedrooms_..~,'~(~;:;::~';"'" ,,;, : ~':~.;,,;~,,~~'i, ""Y','".:" ",""", ' , "\ "<:;..~:~,,.,,~~, , ',,: , veraliliving area: One.wall port as~specified for, bedrooms. ," " , '" ,~~',:,..\\'":",~;¡¡:,)';',, i;.""YR&~'~~~: 0 ~R ()Cenlral forced air furn~co whi~h'dclivo~s oiJlSido,ìnal<eup air through tI](~ ductirig sY5te~ :,~,,~j;:~~.~~ , ( ',' , " "',,"" " ... ,', "":""'" "":,:~<",,:,,~,,,:,,'<~,.r..~\1.\ 0 ê]Reco5sed lighting fixtures (S. 502.4:4) shall'comply wI one or more of ttm lollo,wInU;':;','~"" ':");';~~',:1~~ . ,~" () IC raWd, no slots or holos in cans"caulked or sealed bctwoen can and ceiling ::..<'~, ",',:' ,<: ""'¡',, "';"§:\~ /'" 1(" 1"",,-1..,'1';11,:,1)1" "('rt''y'lnCl "1'1 A'-'T"¡ [=2f>3 tC)<'ted 'lir("'\"IC'" . ... 0 ('r-:r~' , ", 1.../ ,..ll.,_...,I,<,..\..,.11 ,,'" ùr~I_() \.., """""""".i';<'r..,.. .' ( :~ AllY l.!!,.li~;wd lixllIrn CIlG!osmj by a 1/2" uypuoard box or ot!E:r iìlé!l1ul<.1:-::urcd hox 'I',',' 1,:; ci\.!:¡:i!!:::\! 1~) COI:::.HIS¡¡IJI,Js, mId :i" cln;¡:',mce 10 i:l~j(::éi'¡(~n 0 0 ,.., .- . - Page 4 of 6 WSEC Framing phase requirements: Inspected by Date 0 0 0 0 0 0 0 0 [ 0 0 0 0 0 L IMPORTANT: Please supply Information In the shaded boxes and check the appropriate circles. Disregard topics that don't describe your building or equipment. DO NOT place checks In the two left columns. 0 ~Exterlor slab on grade Insulation, if not located on the interio~ shall be R-10 (Table 6-1). 0 7 Exterior below grade wall Insulation, if not located on the interior, shall be R-10 (Table 6-1). 0 8 Exterior slab or below grade wall Insulation material, shall be approved for below grade use. , " , " ' "', ' ;" H, "", "," ", ", ' ", ' ",",' """",~",,'" 0 @ Wall, s"inc!udipg 'rj1T!,jqi~!~U~Jtqln~~~~n~ulatc~t~itl~o,ù,t'~I,npros~iori :~o :(r~bl~, 'p~1)~~!4~h:,;),(~~~,i,~F n#%~~~~t# :,' ~', '0 R.2,' batt {Options-I;IIIN,VI)-t~,~O ..~~,19,~{Ç>ption II;-IV) <,,;:0 < R-19+H-5 foam (0ption5:V",VIII),~*f;':';Î.i;\\ Or:iõ'1 t I t I", d' '1I'",'I'b' "Itd'l ("T'abl'6"1) ,,' ",..'!.".":'..",~,;",.",,....,>....",:s.~,,:>.;:1¡'"'l,~' t:..:) ,~ er pr', ~e owg:~~" ,e,:'~~,,~S~~,1!3-., 9JrS~~,C ',0 'I, , ~' ,\, ,:'<,;i!~"~~,,!,1:;~;,:~:,,:>",,~~~¡if',:~'(.dr:í~,Y'4~''j,~':fHt,:,,#. ';', "',j() R-21' (Optio,ns'j,~IIFv.;v.I;.VJlNIII)\:"';':- ~~O'-R~19 (Optioris~II;,IV) f~f~;: ,<:,.t-~:~,:õi:l*i.j,~~~" ~':'~"",!'f~~{~:'~;!>~M:!}~" ". """1,...""""-"",,..,,, <,"",,',' """""""r,,,'" "',,, "':",'",,"'o',",'¡" 0 @]Skyllght wall Insulation is installed and equivalent to the required wall A-values above (#28). 0 @!)Vaulted ceilings shall be insulated without compression to R-30 (Table 6-1, All options) """"':", ""(" "", c" """~"',~'~""~\~~"",""":' .,,:~'.~',",¡:":,'.'i'.',',"'" ;""""~",:",~""":""",\,:,~",.~,,~,,,,~\,:.:,,)~,,~~.,,,,.""",:.~..),~,:;,."",~":;<~,.,,, ""*';1 0 3 ,'¥P P,~ r: ,re,~a,~~ ~~s.,:,re,~~9}3~ðU~lq~!~,~:~9Y1fl~\'!!w!.~~.m~::~u.~f~~t?~:,~~ ',,~~~(~~~P,t~,~~~oJ~~}~~?,~~h~ ~~'~H; ...~:~: ,; 't," Select one option forJloors,.,w.afls.'.and ;iPP'r9prlale~colhngs:; \"'." :"-:¡'",,:,,,", ~,;".... .:..:"..:.;',: :',;",.:.,";' .',...'>;;~;::.:'~:~": ': '.' Floors: () i:>lyiriôod w/êitòf1or'gluc . ,:::,' ;. )'Ol~òly (;~ 4 Mil)' 0: ßackcéiba.lts,;"~"~' ,~", ,:,~~~' ..,;,:<~~'::;;è~í~, , ,.""""~.."""..",,h,..',,'1""""'" ",'", ,...""~""":,~"',:",:"",,~",,",';",~,,,, ::'~> W~:I~s:" « ~6IY:~I~tjp-(~:é}~i!),~:,: Q ~.~~~:,s,~,a~!~~. b,ack,?d:~b~Us ,:,:>:0 ~oy.':~~liQ,\P'ain~~:.;~, :!~A;i1'~(~~(" , '..~,' :ÇellliiOS~ 0 ,Not ~oB,~,r~p:xvJ~~rR,~.enl!I~.~:,<?,,~s'pac~, ~yc~agc5;,~,1~,),:~,~~,~,~~I~~UIa.I~~ni;:"~::",,,{,+~,,:!,:~'~~-::i1~..%~ , , ,:;:~,;;,: . 0, ~~cg,::s~~!~cU~~ç~~?b~tl~,~,:, ,»;o:e~l.y pla~t!~:,(>"1,'J'!I): h¡~~~Q~~>",-;pw-r:~~r~~nt,~:W,~~~;1~~' . ','.' ,: ,'~J;~'>':",1;¡"~,»,:..".,::, ":"~:;'"~;.:-'.. ",,!" . ""::'"';",-:"::~;,,,~,,,"'^;-'¥K;; i{:Þ9.~~'>:'--1'~"'1~~~v;::,~:,'~',~M~t¡( 0 3 4 ):i oatl n g sy sj~m~,efï~Þré)i,?Y4i,lid;~I~I~g}~q4ir~m~rifs :SDäll,,~ë:,fi1ó(i~~,tePJ~~qñïftêl,~,~,í§W:i,;~;k;¡~~~i~'\'" " . ", '" ,..,' :l~:;,.:~,~~~jf¡\~"~., ~ """"'<:....,,:J;">l"';~";'~' "::' ';'t;:""h:,::f:;:"~:-"':~i,,t.""~~";:'!;~<")/~\~"'~~;;~j: I' 0' 5, \¡~~,X,~ ~ U m '~~'~t I ~,g;~~t;~t~:~~M~'~¿~'~,:,~~~~~t~iô,f:~~:~,~,n: h~a~:~~'~~?::!:~:':;;..~'~~:i~;'~;,~~\~~w.~~~~~~~~;:~;~~~~~~1,!,~:/1 0 6 Hoatlng ~ystcm rc,<)ulrcmç,nts wiil iSQl0t v~ith tho following system (S.~~3:4:1:,1):', ......>:: ::. :: . <~\~\:~X~: , Mfr.. ..,. ..._,....:..._......::'.m_.---.::":"'i._,...:-:~Modol #_-~._.."':'~.......-:....- - .Max., outpuL, ' , ;, KW:,,~.;: ',:,~::)ii~~~~ TYPO_.:._"......_....._..m_.':':'.:.._~......:.::"".~,~....,_....-.::.::.:....;'.. '. .. """'"';,..~,,:::::~;),:,,,.,;ï'>'~:":" '\~;~A~~:::{)?~~ WSEC Insulation phase requirements: Inspected by: Date 0 @]"EnVOI,op,e floors'shall'l;>e",Însui~ted Wilhoüt,cómpreSSio~.and with'sôpport ~,i2.4",O;C:"tO'R-39 (AII::~~~~:~ OptiortS,Téìblo'G-1).. ," ,', ,.'.. .""';"""'" ~\":,~ 0 ~ ~,~n.vaUItOd~' atti~':cc'lI~g'~,;~t1äl1 þo i,n~ulat~? wÎt~lollt corrip~ö~S'~I,'tÓ:,R~3~1~lIi~þti~~ì~~~~~~d~~~}~f~ ,.," "'::",""':::':"""";",':"'i;",~"" ',; """"',:':"'>"':'~"'~'>:"':""¡::-"":::"\:,::"'","',I:~~~'~:"!I~ 0 ê) Door systems shall meet: 0 U.40 (Options I, III) () U.20 (Options II. IV,'Vi VI; V"/VIII,'Tilble"6~1J~: Dol:)rIYP(Js:~m(1),.., ,.....,.............'...._m...._...'(?).....,.............,....... .....,.,........(~3)...........m...._......---.........'....m...... '. ""--""""_..'_m.""_"".""-'.-'" " ....,.. n,' .-... -... ,_... .................", --- ..----- 0 @Ë) Exposed -foam Insulation shall be prote.cted with metal or plastic flashing or equivalent material that extends below grade (S. 502.1.4.8). Page 5 of 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 r L 0 0 0 0 0 0 D Page 6 of 6 ", IMPORTANT: Disregard topics that don't describe your building or equipment. DO NOT place checks In the two left columns. 0 [!) Airflow from habitable rooms to whole-house fan ensured by unde~cut doors or grilles (V lAO, S. 302.6.4} 0 @ Looseflliinsulation OK if (S.502.1.4.5): . 1) Maximum ceiling slope ~ 3 in 12 2) ~ 30" of clear distance from top of bottom chord to underside of roof sheathing at the roof ridge. 0 @6 mil black polyethylene ground cover, lapped 12" at joints and to foundation wall. 0 ~Clearances shall meet listed minimums between insulation and (5.502.1.4.3): 1) Chimney 2) Non-IC rated recessed lights: 1/2" to combustables, 3" to insulation. 0 ~Attlc hatch shall be insulated to required ceiling R-value and is weatherstripped (S.502.1.4.4). 0 6 Attic access shall have wood dam or equivalent to retain loose fill insulation in attic (5.502.1.4.4). 0 All exterior doors (except 20 minute doors) shall be weatherstripped (5. 502.4.3). 0 aserVlce hot & cold water piping shall be insulated to R-3 (5. 503.11). 0 9 Service recirculation hot water piping shall be insulated to Table 5-12 levels. 0 0 Thermostat provided for each HVAC system with range of 55-75' F (heating) (5.503.8.1.1). 0 1 Re-adlly accessible, automatic or manual means provided to restrict or shut-off Heating input to each zone or floor during periods not requiring heat (5. 503.8.3.1). 2 Controls for backup heat prohibit similtaneous operation of the primary system (5.503.2.2(3». 3 Mechanical ventilation systems shall have proper timers, and/or switches (5.302.3). 4 Mechanical ventilation ducts shall have insulation ~ R-4 in uncondifionedspaces (VIAO, S. 302.5). 5 Mechanical supply ducts in condifionedspaces shall have ~ R-4 insulation (VIAO, S. 302.5). 6 Supply ducts shall have volume dampers, or the equivalent, to balance system (5. 503.6). 7 Supply and réturn air ducts shall have sealed duct joints in unconditioned spaces (5. 503.10.2). 8 HV AC plenums, supply, and return air ducts shall have A-8 insulation (Table 5-11, All options). 9 Electric water heater(s) shall have (5.504.2.1,504.3,504.4): 1) Separate power shut-off 3) 1987 NAECA Label on tank 2) Noncompressible A10 pad (unheated spaces only) 4) Temperature setting ~ 120 F. 0 0 Showers and lavatorlesshalllimitflowto~3.0gallons/minute(S.504.8.1). 0 1 Swimming pool(s) (5.504.5) shall have: 1) Readily accessible ON/OFF switch (pump, heater) 2) Pool cover 3) Piping insulated to S. 503.11 0 2 Flreplace(s) (VIAO, S. 402.3) shall have: 1) 6 square inch combustion air supplyduct wI operable damper, directly connected to the fire box 2) Tight-fitting glass or metal doors; or flue draft induction fan. 3) Tight-fitting flue damper. 0 3 Solid fuel burning appllance(s) (VIAO, S. 402.2) shall have: 1) Tight-fitting glass or metal doors' 2) Outside combustion air source directly connected to the fire box Exception: Non-direct, 4" diameter, dampered, combustion air source: allowed only for (1) new stove installations in existing homes where obstructions preclude direct combustion air, or (2) Central heating systems located in unheated spaces. 0 0 0 0 0 0 0 0 0 4 Three-month, etched-track, radon monitor, printed instructions, and an information sheet shall be supplied by the builder to each single-family dwelling and to each ground-floor unit of multi-family dwellings (VIAQ, S. 502.2.1). WSEC Final phase requirements: Inspected by: Date INSPECTION APPROVED .--...-.-.--- -' :<~-_":'~_:"-'-'--":\' " :""';),,;'1(\';/ fl'("~\~"!~"':': ';":""':';"~"~""'~';"""'¡\"'~'~i't"""~'" ';'~~'i' 'f-~~:M';,:<""L",:,'l""~:""<. '",,;~;~~'P"~~'j", ¡ CO"PLI^NC~' ':. ",,"',,\ , ",> ,,"",rf""Þii/,:,,¡>,~(I::"""~'~~i""n¡'f¡;:;'11.;'l('i",,'t,'ì,}"'lf::~(,.'l(lJ(IJ(.'jllf-11'~\"~'li.,'.t~~it /..1"':,'",:1""" ~ . "" "" "", ",,"',,' ,.",..,."..,."",.,<1.""'-"!~~""""""""""""~,...<¡r.,..,.,<;"...".,r'F~ ..""" ¡ R "au ",\"',, """,' ",""':'I."'~""'"" ""~,~"",..""",,,i'f.: '>,""""~\Ò...:':"..' ,"'id'.':r.:' :"""":"'¡:i.~,~",.\.\""'*"j,"'M~,~"tW.(¡:'~'t'~i"",,~:"¡'¡"""'o;",,,Y" ~ E mED~¡~;~~~~':'::I'",~.:,~\\S~:t:,;:":~'!::" ,........~...."..,~, - ~",..~. ,m' ,~,,"', , " .. ~ - . '~"'\~i~:Y':" ! bf 'f.,~.~~~~~,,:,"I~+~~¡t";::'~' ,,': VENTILATION REQUIREMENTS FOR ADDITIONS ~;i." ^, ' ;---==~_:::'::':':':: ~:', :,~~~,:~,,;""':', """:""'^ ,'" '" """"""""y ~:"~w".w..,..",w..,,, 'm. """"".,'.........."m"" """.,..,-,....",..,./;',::4.~'%'~~~1~t~l' ,0 . IMPORTANT: Supply Information and check appropriate circles In the shaded boxes. Disregard topics that don't describe your building or equipment. DO NOT place checks In the two left co!umns. ..,:::::'::::::::::::':""."""','.'."',','.."",.," " ,',', ,..,',". "',',,,"..,',',',',.,'....,',',',.,",.,'".,".'.'.".'"'....,'...',...,..'.',',',',',",".". """" ",".",".",'"', ,.,',', 0 ê!l, ~~~:~~~~.~~~.~u~~,~_~,tllatlon requirements for residential adqitions (VIAO, S. 1 01.3.1.1 )'."""..'.'.~~::"..:.:~I¡: Mlnlmum(.25 lII.g.) Mfr.lmodel Falliabel(. n'vG) , " " . .,:,SpoiFai1S.:<., "" " KilchclI I all 100 CHt1 -----.--- --"._- ._,- ::,::: Bathroom lan{ :.:1' Bathroom fan( ::1 Bathroom fan( ::i:: I!! Laundry fan 50 CFM ;¡¡m% IIII¡I¡~ .\¡jl~ .:,..,,:.::~¡ 50 CFM 50 CFM 50 CFM 50 CFM (1-2 bedrms) 80 CFM (3 bedrms) ) 100 CFM (4 bodrmf» 11 0 0 0 Wholc'Il0USC fan: Location -,_on_""'.. "--"'-""'-"- .._...Sono rating ....., ,..__..« 1.5 if.attic faf/ closar tlléln 4' 10.", ' , coiling) " ' , " 0 Whole housi:rféHl is intended for continuous usc. ' ' , ,0 Who,le house 'Ian wiring' for control ró~ted to centml,localioq (dc/wmidistat onlyj. ,';' . 0 0 Whofe house fan ûlso serves as a kitchen or ,bath ,spot fan. (). Yes () No , ,(spqt'fan designated as a whole house fan sh~1I meal ..,..hole housc fan requirements.)' ': : 0 ~ Spot'fan Isl1't sultable.lorwholo house lan,and rnu,st bø SOpe(o1te OyeG 0 No " . . "~::~::::','::' 0 5 Whol~ hous,c fan shall run continuously: Kitc~(ÚI{25CI:r~~),'B'ath & laundry(20CFM) 0 Vas ON'o' "':"",;" D G Integrated forced-air furnace ventllatlon(sa(~ footflolo)(VIAO Codo, S. 303.1.2(11)) sl1nll be :" SY~lcluonizúd willI a wll-:>(e houso fan to supply Ire~h air to the dwelling: () Yes () No ' , , () ,II yas, él 6" diarn()lor outsido air ¡nlc}l ducl wI rnolori7.od,darnpcr shall run Iram tho building exterior to ItJø furnace rc~Iurn plenum and limil the vcntiltion rate,to between .35 -.5 AGI-!, ,',<, () Modil ¡cations 10 tlw é1bovo intó3gmt.1d (orced ~i¡' system may require porformanco Ì(}sting, in a: " " rmmncr acccptabl(; 10 the building official. to dcmol,)!)tralc .~~5 -.5 Air Changes/Hour. ' . .rive bedrooms or larger requires é1 designed whole. house fan ,syslem (Hato is .a5 - .S,AC,H) ',.", " : ;'1~" :;~~~ '---- --_._-,-- ---- -- - --_. .-, '--' -- --, - ---. D 0 0 Mechanical ventilation fan ducts shall be ~ 4" and properly sized (VIAO, Table 3-3). --- - - '---'--'- - -'-"--'-. fresh à~r.Supply~ì#1ûífedfÒr~l~ hab"able rooms If ôver8il~åddIUO~.1S. over 5OC;" A2.:, ." .', ," ", " ' .'.~.~,-:,.".",..,.,"".~.,'::~."::.""':..'-::.""" ..',.."."":;-"",.,.:.'.;."".". 0 0 0 Fresh air stUJI! be provided for each dwolling ~~;t '~s follows (VIAO, S. 30~.f,:1): " .. . ':.", ;",' ':,~~~:i,é\~:: §:aCh bedroom: Tesled. screened, controllablc, through-wall port (>- ,4, Sq. in.) to t!1D exterior. : ~,',,:,',,' ~" , 0 ach recreation room: One wall port as specilied for bedrooms. '. ",' '<:;' ..' -Other enclosod "habitable" rooms: One wall port as spccilied lor bedrooms. ':' >:;' ',,' "'Ovcmlllivinn ami): One wali port é.:~ specified for bedrooms, . ' CJ 0011 ()lntcOr<:ltcd fOl'cod-élir furnace 111<11 d(!livem outside lIIal<mJp nirtlll'OlI!Jh tile du:::ing sysh1rn ' Cl ~J Airflow 1J(}t',','tWl1liÜ!ïl1 ni, p;)rts i¡rKi wl1olüfl0USO f¿m ensured by undercut c!~ors.'pri:i5 (\/11\0, S. 302.6.4) .--,.- - I D 0 WEESiBOWMANiMARCH !12 WSEC Ventilation phase requirements: Inspected by Date Page 6A ;~. HVAC AFUE -z..78 ::?-..78 -z..ï8 ~.74 >..78 ~.78 ~;,:: ¡:, Glazing max: f~ ~~ % off/oor ~:~ifiof~I~1t 12% ' ,,30 % ,'" ~, ..::,.,~::':.!.:::;::::'::¡::;:.:, Dooruu-v.vaalu,eue 2 :-:",,90:'::.',,7'4:':'::':,°'0',:':,":",:':,:':':':,::,:,',:::',::,',:",¡,:.,,~,;:',:,::,'::'::,:,':::,1".,:,:,',,':,'" 00..6450 ' " :,:,',:,i"',:',',,',R:,.,.,,O.0,',.:'"::',::,,,.:',.,,:,,":",:,\".,::,4,',',:,,;:::.,:::,.,::,',~,.,:,5:,~,o"".:.~,,;:.,:::',:,':,':':"',::'~,",::',',:..:,',',,:'.~:,.,:,:,.:,.,.,:.,:,.,;,1:,~~,¡ ,~",',l::,::".:,. [Ii (R-value) :'(~:~'~¡:~,~':¡:~: (R-2.5) " ~. :I~ ",,""'" I~~~ Ceilings: ' ':',"',' R-30 ' ,,' , R-30 ,.."~ , ,'..;i\~~~\;¡.~~; I ",. ..,' R-30 ;i:¡,:~~~K:,:~'::,:,: :~: :,k::.,~.~:.i:::.,:'~.':.:,','...:~,',' walls;:::n:~~ .,:",:::::,,:,:=,:,:,,~,.:::":::,,~,-,,:,::.,3:,,,3.:,',::""",:""~",:".~.o::::,,.,:,~:",~:'::"'::::,:,::,',,:,,:,:,'i:,':,'.;:":"::,','::.~,~:::: :~::,'".::',:::,,::,'",:.',;,,1,::,: A.3D =,~,-,:",:,~,:::~.:,~":,,,~'"",.::"f,."":o,~.,:,,,;:.,:,'::,:~:"f.::::~:,:",.~.~",~.::,':',:,.,>,:.!:":.',,.',~.~:,':,.,::,.:..:,~:'"t:;::~".,,~.:":: .,.",........,~.., , ~ " ' IIfl fit above grade R-15 R-19:) R-19 :.':,ft1~:l:' R-19 Ê. below grade .. ,.",~.". :}@h:::l,)M:g::'. " .. R-15 ~~.ì:~'::¡~f::: R-19 "819"" t,~ AO:' ;~=r :::::1 :::: i,í:,.,..~...',f,l,.,',',:...i",:.:,!.::,:,:.".,:' R'25 ,::, Slab on grade R-10 Ä!:~~~:~~¡;¡'" R-10 . R~10'::: R-10:R~,10:'-: ~.",'~";r,":",!.i"""';":'~~;:'!1\'-""~,,"",,""""':":";;""':>:;",.""", ,h ' ' "",',' C:======l==~&J ,"",' ,~~Mt.@3.t~~$."øM$.'@~~~~MM:mNMMMifl~Ø&'i"Jtttëw.~WMt.f:~~~*,~;;W,t¡'M~.¡~Íí~Mf.*mt~~~l~~:~«,@W@~$¡ "';'; f~ .'ti t1 I~ ~I: ~i I I W1- Can't comply? If none of the Chapter 6 Options are acceptable, consider the Chapter 5, Component ;m.1:; Performance, Approach. The main advantage is flexibility to juggle individual Rand J)-values as long as a n ,-=. ~ ~~ ~~~ :a;/,:: ';;:: ~: :S; 1:;;: ~~ ~ ~ ~ sN~~ :~~ ~h::O~~: ~ t~f :;: { ~~~~~:~~ n ~o % g:: ~~~ r ::,;: r': :~~: i Worksheet, or by using an acceptable computer program such as WA 7TSUN 5.1. iW¡ '.,i~7';:-:.~~"'y,. ¡""""""~""'\~¡"'I:.~~'-'.."~y...I",,',,.:,,~~.!r."","'..¡...~"'::'", ~""":,.~.:',:"r.:):.':'::"'1'<:\';"'::"¡:"""..:,,,,', "'¡.,..",,,,'~..."'" "~,,1,t"..," ,../:f..i: '-"~'~"'%"""'~ ,.~.,~",.~..,~,,~ ,:,<.,;,¡.".",.Y'-"'~'"'.,.",.,..'"",.':':'I ..,~~"-...~.,,:.',,, "~""""""" "..' ",~~,~......,,:I'.'t,.~,,'!"'I","1' ."".,)11y"",)"""""".,~,~",~,"-I,.I.,~,,/" .,~$,~", - :....'.~:;,,:::':.~:,~:~':;>:,t~(~r',:,.:¡: .::~:it:~;~~~~:,;,~:":i>~'; ;'.,:!~\ :.: ..::,~:~~~.,~¡~:lA~';~i. ,~,:~':~;",,)Y';;";'>:"'" ,';.'~. :~"::'M::;~~I~';¡;~' ¡:~',~~ ;~~::,:, " ¡<~.,r...f;~¡~%:~"!.:~~~~:~~<i:" ','-"""""""""""i"'"", -'.Y, ""...":""",,Y"""" OPT VI OPTVII ~:.:' :':':'$t~~~>':"¡(;~~~'~";::1,":;'F\i::~:::'~" OPT I OPT II OPT III OPT IV OPT V (So:' stOfi9S) (s: 2 slodos) ~; ,."~".~"':"':"'\';">;¡~..¡':>,,,\"'~~':'\ib, 0 ,.'; ~bi:::;~~;:~:;{~:.Y~~::~J:::~;':?:, 0 0 0 0 0 0 ~:: ~- .88" I :; ,:: 21'Y.~:'!:Wê" 0.7?:)':~:::, Instructions: 1) Carefully review the requirements of each of the options below. Choose an option that best suits your dwelling design. Glazing percentage typically determines which option to choose. Your building must match the selected Option requirements without exceptions or substitutions. 2) In the shaded areas on the pages that follow, make checks in the circles next to the requirements of your Option (the Option numbers are in paretheses next to the choices). Disregard components or equipment that don't apply ta your project. Your permit will be processed more efficiently if you provide a/l of the requested information. Department staff can help you with general questions about this form. Plan Review (F' '/fick11 usa only) Selected Option is appropriate for this dwelling design. YES 0 No n Optiorf:' - may be a better choice. Notes: ::=tP21 'Y~:nr ',')'0.60:::::-" , ' 25% 0.50 21% 0.65 , , .. .." .. ' :,{~'o.~ö.i;> 0.40 \{~~~/~?:;':r. (R-2.5) , . 0.40 (R-2.5) " 0.49,;,:'::: " {R"2.5Y':: R-19 R-10 Approved by: 0 WEESlNOAAÜI1\MY 16, 1991 Page 1 of 6 0 0 0 0 0 0 0 '!\ ~, IMPORTANT: Supply Information In the shaded area by checking the appropriate circles. Disregard topics that don't describe your building or equipment. 00 NOr place checks In the two left columns. , , ", , ", ," , " , ' '," , ' , ," ,< ~ ' " 0 ~Iab Insulation (fable:S-1'; 6-1)'shall be R:10 and located on thl}:, ":',' " ',':"" ,"" ""': ',:: t'!)/~~::'<;, '.:,'¡";'h~~' L:.J7" ,'" ~ """',,'.,""" "..,'..>~, """",""',1'1""\""'~""~" O^ Ef - (S INSULAllONINSPECTION( '"',,, . ,'"",,-, ',,: ,'.. ".,'~"""y";,,,"~"':'~' <,>,;',~H.,_x.enor.ee, " ,,"""',";"',".',",",'::',":' "":';,:,\~:":"'>.:~:':,::',r "~:"; ~'bB. Interior extòr~ii1g doo/ln'Nard from the top' slab sur1aca'to 115 'undersurface and ;,,:, ~..\::,,: "':,': "'>:':"':;;,; "', ",;1. ",::,"" horilontally wider the slab lor a tot<Ì1 (¡istanco 0124-, or veitica!!,. 24", ' , ,':,', 'I,,>,:: ",:':<',:,:ii, , I '"" ' . ' " " " ",',' " ' 0 ~nadlQI1't Slab InSulL1110~ (S. ~'o~_1.~~~), Gh,all be h-10 and extend under the oHlin? slab' ,': .. ,,',:,::,;:,:, 0 @] Below grade masonry wa1lrnsulation (S. 502.1.4.10) shall be full-depth and located on the:'" '\'..;','"" ",",'()\:Ex!criorandÙltedH.10{SccINSUl.ATIONPHASE).' ," , ' .. )"', ,,:~';':' , :,; on ': ,', ,. ,,'; .. "',:', ..'~ ';:': " ," , : ..,' .. ", ." ,,: :,:"':' "",<, I . ".' ,:, ' eX): In(lJr~Jr (~)ec' U'\lSUl.r\TION PHt~SE) , . ' .' , . ,'. .." " :,:",' ,"'.' , ! , , ' ',,' , ' ' , i 0 ~r~cnnai brcak(s} ~hall b:J"p!âccid i~1 thesl~b (S. 502.1,.1..8.201:1: BUII:.D¡NG E~NELOPE) ,~ '<; "" . . :,. ":',,;" I , I between Hl~ conditioned and unconditioned spaces cih")ckcd boiow, and extend from the lop DUlle, ".",', I ~~a:,b.19H1C bottom, tllCf'!,ùndcrncalh tow'arc! th,e ',conditionUd spac~ for a,2~~. .':: ' : " ' ;" ",..' ", "'," Y;." :',:' i :,,:>/"Odwcilingigarage,:>'" ,"'Oåwem~g/<?onn~ctcd space, () sl,ab. C:9ge .md folJnd<:t~:)[ì walk :"'," ,~~ I 0 ~:~~~o'n, R6qutrc'~lC~~s.'(~;f~¿;; $,. 502':1 :~;, ~~~~ 1..3} ,~h¿:l; ju"mc~ if sm~. ~f 'the:'fOn?~¡ng;s ~~lec~~'~: : ",,:;;,: ':> I ",- .. ;:.~ 0 A: Net foundatIOn 'ventilation area is'less than 1 Ff2 per 300 Ft2 of cra~\l1 spac::e "" ..' " " i ,:::'~~'()'B.Foundàtionvents.Úe'clo'sablè.,:',/'~:" ',,', ,','. "." "~'" ','.' ":: ': ",:":::,~I ,"" ,!,,~':";O'C:Crawlspace:åct5a'S"à'súpp(y;'orreturn'aìrplenum.', ,',:. ", ,", '.',,~. :.'"~:,,,,;,: ":':::~:;::,,:"I ",' ,":' , ' '" ,,' ,""" ", ' , ' " ' , ' , I .-'. --'-" -.--. WSEC Foundation phase requirements: Inspected by: Date 0 @J Insulation baffles shall be placed in attics/ceilings to maintain at least 1- ventilation space and extend at least 6" vertically above halts or 12" vertically above Ioosetill insulation (S. 502.1.4.5). 0 (DGt~zlng ef1t~'len~y' ~equired ur~ë~ the 'sc'tected opilon shalí be (S':,'S()~H .5, 602:ft2) :':<'; ;~~i';;¡;Li:: ,', ,,;,.:',~:,~t;.~,;::;~;~' P:::Ò~' U~70 (Option I) ,,' 0 oS: Ú65'(Options II,IV) ';;i'O:~::U,:75 (Option 111) ,~.'.,:;:~~:fi;¿¿ ',,~i~::., <,:¡¡=»~;',:l,:,", :,::;i~;~r~~~f,? "~~,~ ' "U (0 - 'C)" 'U' 5"0' 'V' C',',(',:, ,', U' ',' ,v ""':'¡>'ì~:'¡""'<" "';;'::'¡""¡""."',~: ,..:",,:,:,o~',~1(;~\\', ',,:!,O5: .60 ptlonV} ~,' (Option I) """"Q:!: .45{~LlOn II},'.:',,"';', :,"":"i":':,"": '>'1":':,~:,:7~"," >*: ' "".... """"'""""""""""""'",'",,.,,.,.','..',',,',,'.'.""'","""".','"',',',..',',','",.,."......,,...,',,..',, "'..,',',','.',,"',".',',',','.',..,..,',',.....,'.',, ", ",.,'..',,',..,,', ,.......,.."'.......,',.".,.",........,','.',,,'..,'..,',',""',',',.','"',....,',,',,',,',',,,',',..,',......,',,'..,',"...',','......,'"'"",,',,"..,',',.......,'..'..,',.,'..,',,..,',','""""~t.. * Symbols used: = tJqusls > gf"'sttJr thsn < less thsn ~ grtJsler than orøqusl s: less than orøqual ~. ~;,. ',",","""."""',""",',""""".""."."""'." ,.,.""",...,...,."."""."".".,."""",,",',""."'."'.' ".','.'.'."'.",'."".""."""""""",".".".'.""""""'.""',""""""""""'"",""',""""""""""'.'.'. .,.,..".....".. ....,.,.....,..ßSI>- UPDATED MAY 17, 1991 Page 2 of 6 "'-") IMPORTANT: Please supply Information In the shaded boxes and check the appropriate circles, Disregard topics that don't describe your building or equipment. DO No.1 place checks In the two left columns. 0 0 @::)'LGlaZlng/sk~1I9h~~_b~..tx_PC- (S. 302) , " j' ,"'.""""~',"'" <"~I . '."A,,' ¡ ",¡d,'. ,.. , ( , ",\,'::::)J~';~: :' ,~ , , '" '.. . -- " , ""',I "¡' See the ~ashi~.~on glazing directory ]j,,~1:: , .. , > ' , ",^ ~"¡,,, Model # Area (FI?) Uo value Tcsted? ',\ No. Pram!? material :: Layers Manu! i!ctumr 0 . .. U.- U.- U.- U.- U.- U.- U.- U.- U.- U.- U .---.:.... U.-. U.- .. .. .. .. "0 .. 0 ,,; " ""),:"~;'<~,:'/,,, .:J Single Glazing (No more than l%offt()C)( area before daubing, S. 602.7.2) No: Area: X2 X2 No: Area 0 Untested Glazing (Usa only c:e(au!1 U.values in Chilple( 10.5.502.1.5.1 (4)) 0 Type: Type: TOTAL GLAZING AREA (Add entire column) U._- U.-..-- No: Area: No: Area: Yes O;:~;;~o Yes o~,~ ~: 81 ~~~: ~:: g; es o¡¡ Om:\' 0 :~~; es iMJ ~:: g I ;::> ,:~:',:':':::'f::lr~ ~ ',:::,,"~;:': :'~ ":"~" ~. ""'~~I"'" '~~":,'~::~\¡,~:'. ~ ":',,': ?'~:::',':~."~:::;i~; i~ ",...,i", """,~..".., "";4"'" """'~"l"".":.';" "":' "":;~J>v""":";'M~" ';"'i¡:"""" ,;:'»:I;'(~~'¡;'¡,;~l,;,~~~;¡":";'.:~,,:,,,, ";':':1"'" "",:, , ,<,";,:~œ'.rn;.r.. "v""::""""".:; "~"";.". ~':i¡:""""',,"',,':":^::" ';'\>',,',: .. ,:',:::'" ,"."'t~.¡.;~ ;~',;.A'" ',~.',¡:..,~,." ,,¡,..,,~, ~.'~~'~"~' ,,:",,:"'!¡, , ":",',:,.;~,.~':P~:"",~:.;;::!:r::\" "'~".:':"','.";,:;~";:""","",~":,,~,:,,,,,,"""".:", ":','," "';,'~',~1""'~~',I:;"-'~Ç','.r."" ":,~,'t!"";~'i,,¡~..~:"'~¡(,t,,>',~,,\:.:,:.,.:,:,~,,~:;;:,,",""""\¡....:,:;."',,.h~'1. 0 @'Maxlrriuin 'ÄiiQwed 'gjåzin'g:~rëä(s.,602'.8~jY:¡'¿1iã¡'iV.äd' b~<tâk¡n'g:tlÍ~~thfÚotä1;gí'aiïnçFare~~~~1;iè:~\" \ ) ,"'.,: ":," ~",..;",~""¡",,, " . "on:" ":"""~'" "'",.',',.m.{¡'^"~.,."ow*,..,,. ~"d"'~"(~."¡¡~~~'~':,M~<'~" "'tf,;"~"""'M"t' .""\""" .J~~}J.r ,"f;.'i;"¡, "{!>'i'::', ..:',,';~~',,\,,\, ~~, an~.diyiqi!1g.by,th~: to,tal.'co,nd,it~ne' Jlóo(:are~ 'Qf¡.,H, ~'ì:¡,)I: ',Il,t: ;...t~""~r¡' Ft2, a~'~/,'" . "", "'"',. """,' .',,"Iw'," "..., """"""', "..,.."."",.""\.>,:~."""",...",,.:t,I""""'."""""""""""~"'-"";"'" -""..'" ,'" ,1""."1\ ;f;,t;[It1u.!tiplÿ, ,U,l!S ~uffl,b~r: b~r 1 O~.~1l1is:~a!u~:,~,~~'t;~~~~~ N,\~ :gl~iJ!9~P"'~,~ë~~~g~,~~~r,y~w;s,~.I,~,ct~~,?pt,i9n;,;,p,~':~ ":,O~~' ,,10%: (Optioïl,l) ,:~~,~:ti~.:'.~:O i:~ ';1 ~k(oþtiori II) ~¡\ì¡Wf.~ O?~Í21 %: (OptiÖns 'III;;IV;,:V> ~(F,~~~,i-~; ,~~~~,,¡ ~;;:~~~ ." ,,',.""",::"'" ",t~~o"'~~'~"'."" ..,',.." "..",,:,~,";""Ç<;'O' ",.¡r~{ y~", ""","'<""t4;""¡r:'"",~,.,,':'¡"~"¡';"I",~,,¡,.o"'~'V';"'~$"",~,,"'^"~:.,o;~:'-c;, , '*;,;~~"'"«;'.'~,~,,~?~!,, ;"'~ ~"""', --- '25~ (Option VI)' ~1t..'S.h"~ :""~30o/Q (nntlQn"'II)I\f..\'.I"o~>'-,' ~"""~,i~:;<.,'~"',;~'~'o\:',~,~ H ';,'~' "'," , ..~:s.v",',,' ,'~",'i~~'~""'~,:"'->":";""",,,.. """"",_.(~,.."~,."",:,~:¡",~~,"¡' ""';""" ~,i".'M1",.",.."....'I.~..~,~,,:,o...>~,¡,,',,"'¡,'¡~':":,;,,~"'~'","~";':,:({¡,;,~ """"<"'\:"""""-~"~' ,n"'."..,.""'""", , ~","""'" "'," .,."",~o."u,~:¡.'"~...",, "M~ ,~...~~,..<...,,-,.s::, '" .'~, '>""y'" "",""",;\-" ""',¡"'~""'."'.$.'.,,"';" ;-:¡ \':iJ"'{.";{.,,~¡~Y~i:¡~.,";;¡;: ~:~B~¡:,::,::,~é,~~,:';:/,:,,~t~>"f,r;7;:,,!¡.?~~:',:;r:.~:;iðk~" ¡..<;~~' ";~;Ht~"J.;;i-~:,~4~~",\~(:.[~:~r' ,&\if.f,;~:,¡~~t:~::-~:;!>,~{.;:....;' :~'k:::1'~:~';'" c',. ""';~,"<V:¡'","",""'~""'<'o""'."""""P':":"",' "...~,W'o'~.'",.,:-;~~.,";.,..,:, ""~,¡,',S¡i."..,",.""""".,.."..""........,t"".¡",,,~,"~"",,,,""~~~~'(' 0 fi2'Docuniêntötlón' InsufflcléÚ'lt;',U~välues'stiall'6e:JUstjfiëd by' Mlr;testing'rcþort:"~;;~~;~':':~~~~:::~~',Z~J!~~:t:~;{~\ '~:'r:~'~ h~\ ~?:;,,1:,,""::':"~'~',y,:-:;,\'I""\'i"""¡"'" ..:,.~","~'::" "",,'\;':'.':)'~:¡;!~~'~::~f\>~,,>;, :1:~:~,t')':':'1-;\'~':)':';:;',..,:,,"\;f~,!':""~~::':'ì,:::!';:'!~:~," """", ,,' :', 0 0 0 0 @)Glazlng air leakage(S, 502.4.2 (e)) measures shall be met as follows' Otixed site built: stops with sealant. Ooperating site built: weatherstripped with closer 0 14 Concealed Insulation shall be placed: 0 behind showerltub 0 behind partition studs/corner 0 Standard aIr leakage (S. 5'02.4.3) caulking is complete and installed in the following locations' 0 between Sole plate/subfloors 0 partition stud penetrations 0 wiring/plumbing/duct register penetrations 0 light fixture/ flue penetrations 0 rim joists/mud sills (heated lower floors) 0 around window and door f- - -- - - Page 3 of 6 1S ."~~~,,~,~'-'i'i.illi,lt.,(,,'i.',,..., ~ COMPUANCE . R[;aUIRED Et t ~ ~. IMPORTANT: Supply Information and check appropriate cIrcles In the shaded boxes. Disregard topics that don't describe your building or equipment. DO NOr place checks In the two left columns. 0 0 ~. Exhaust ventilation shall be provIded for each dWelll~g'~'~I~ as follows (VIAO S. 302): i?~~~::::::":::":::::::":::':::'::::;::::'::':::::::..:....:.:::.:::>:.:::,::::::..:.::;:,...:::::::.:.::;.:":::::::::::::;';':':;':::'::':';';:':;':':";.:.:..',:,:,:::",::,,:,:;::,:,:,:,:,:,:,:,"':" :':"":':""""""""""':""".:'.:':'.'.:.'...:.:.::...':....,:.: ::;;¡; Location Minimum at .25 w.g. MfrJmodel Fan label CFM(.1W.G.} .;<.' :::¡:. Kitchen fan 100 CFM 50 CFM 50 CFM 50 CFM 50 CFM 0 50 CFM (1-2 bedrms) Whole house fan. 0 80 CFM (3 bedrms) (choose one) 0100 CFM (4 bedrms) ;:1;, Bathroom fan( t: Bathroom fan( t: ~¡ Bathroom fan( ¡J Laundry tan . í ::;; D D 0',:~ll,16Iè.ho~se fa~ also sc~cs a~ a kltchen'o~ bath 'spot fan. OY~s ()NO", : ,,~:~,)\:,~:.'. :,:::,~~.:<"ii..'¡:: ;,:¡~::,: I~ ~,SpotJ~fI.i~ de~igr:Jatqd as,'a '~~01~"h9.~~eJ2f.'!;,tho capac}ty shall be tho Jarg~r CFM rçq~~~~~en.t.~,;?::;!:.~ " 0 0 Wh?le h~uso fan: Location --~~~~-:--~Sono rating~_._J.~ ,1.5 if ê:t.tic fan'~I,~sÇ!r' ~~Km.>,.. :;:\:':;' :yf,~o cei!ing). '... i.,'.:,-::.. '.'::",~.~':,::':!;'" < ,.:. """,:'. "'.' "".:'~~, :','::.,', " "":,:--:'::;':'\<:'::~,:;~~;,~.~;~:~".'!";':::i~il~.,t:,:~\ ',", '<"""'8 Whalohousetanlshstedl!abled':forConunuoususe. "'. . r,'.' ".' " ..;,r-:-,~,~'I'{:.',':".,',1'1"~:r..~"',;, '..~:;;.:.' :', .:,: ", Wilaic hause tàn wiring for ëòrilrol roulE:d to conlral1ocalion. ,;. . ',>. ." ,;',: ','" '.:'~:'i;.~~~.~/.:<i<é~~~~<.i;/ ; ;.~~.:; _.,:.;.: :'OWhole ild~sä' få,Ú,háll ,iû~ cOr1tiriuoÙsìy: :Kitchan ;alo' 25CFM: ~~!/1 &' rauhd~ '.râte'2~~,Ft~{:~ <~,!".:;~~:.,:' CJ êJ .~ntcwaled, fo,rced,-alr furnace ya,nt.I,I~tIon,,(I"q Code, S. 303.1 ;2(b)) s11al! bo used with ?.,>;.:,,:~~~':':; " .' :'f ;;:~:'.:,' "'~',wholahousefé!.ninstead<?ffr~sh2irinlets'int~ebe~rooms: Oyes .ONa ';',. ;. .',t';':::.':?': ."/~'J?~,~:~~ :,:::;:.:':'0 If yés,'a 6~ outsidc, air if1let'duct \';(b~ramelric damper.'lirTìiti~g tho vcntiltion rate 10:::3§ ~'\:~,O: \-,<~~{:,:',i~:; ,~.;:::". ACH, Sllâll run from the building exterior to the furnace return plenum.: ", . .": " ~:~":~<:..::,:::,::,:'",, -.J.:~:,~~' I.'.. ,,:,"',"" ,'.'.,,', ':'.',.' ..','.'" !",,"'¡,'.\~':':',t,',:,:',<;'¡':""'" . ."., ,', . ">,"",'. D 0 0 0 @ MechanIcal ventilation fan ducts shall be ~ 4" and properly size~ using VIAQ,Table 3-3. (;;'1.,'1:"""""""""";';""""""1"":"""';""~,""""""":""",."., """""";')~:"'"t',;,..'\,,:¡.~\.,:.....,' CJ . 0 ~Wcsh, air ,shall þe, pr~~,ld~d for;.~,a~,/:1 ~cJI,I~gY~I!,é~s 'pllo~ (YI.~Q,~: 302.~:'1)~.':',':f::,'~: N~:~:~Ñ~!~~;?,l"(':::.:~:~:J:~:':,: . ;,,~: 'i ~ Each,bedroom:,' csted, .screened. co.n~rollable. through-wall port (>. 4 Sq. In.) to t~e ~xt~flor.,:; :: .:,,: 't,:"!" '0: - Each Recrcatlon room: One wall port as sDccifiod lor bedrooms. . "..' \,:'-.-,' ,,',',- '..'. '" ::,.: 'Otheranclosc'd "llabÚable'~. rooms:'One ~all'poi1 as Specifjed:,'or bedrooms';", '::;:'~~:~~'~\;.';;\', ".:,¡::. .:::' ¡ .:i';',::' OveraJllivlng,arca:Onàwaliport'asspecifiedforbedroonls.: '" ':.',',. ',:. :', '.:"',:-:;::'".:'",'" .,:'.",', , D 0 êJ9BOccn.lral ~<?rc~d. al~ fur~a~,<: ......hi~!1ßcli~~r~,.?ut"~ide .~a~eup air through U~c ducti~g'."~.Y.~t,~m::',:. ,:, >,.: ~ ; <><.::. :, ". (sypply ~ir duct ~67.d¡a~nçtor.w/baromctric damper shall bo providod ,to' give, .35 to:~.59 ACH)' ",:>:. '., 0 0 0Re-cesscd lighting fixtures (S,: 502.4.4) sl~all,compry wi one ormore of tho fo!low!~g: .:/:: ;...,\L.€,"~': ,;:.. !..;;>~'::-., OIC r;:::ed, ",¡:Ii no 510:s or holes' in èans, cé1lJlkcd or scaled bct.....ecn C<1n and c'cmnj' ," ,,' .. ': , ," ()IC ra!cd will. lab!e ccrtilyin;; an ASTM E2S3 tasted airleakaga.~ 2.0 CFM. . ' , ,:."':' () Any UL listed I:xlure I}ncl:Jsod by <! 1/2- gypboard box or o!lIer 'm~/lufac¡urcd box " . , \""1/2- Cli"'(.II"'" to (-r\r.,h",.I~hl"c' and 3- cle"p'l~e I" in""r-'j-n "",...-.,:;"".",,~,,~,::,"::':'::'Of"','~.,I"::~....:)I..~..... c.c,..',.. "..;),..,1",". - -- ,_. - " ..... -- -... ! '\ Page 4 of 6 WSEC Framing phase requirements: . Inspected by Date COMPUANCE' ' REQU(RED Ei 0 0 0 0 0 0 0 0 0 0 0 0 0 0 D D IMPORTANT: Please supply Infonnatlon In the shaded boxes and check the appropriate circles. Disregard topics that don't describe your building or equipment. DO NOT place checks In the two left columns. D @Exterlorslab Insulation, if not located on the interior, shall be R-10 (Table 5-1, 6-1). 0 @Exterlor slab Insulation material, if present, shall approved for below grade use 0 @Walls, including rim joists, shall be insula!eå without conlpression to (Tëblc 6-2):' , "', ", ,,: ' ,'()R-15b,ntt(Options,I.I,') OR-19 (Option/ll. IV, V, ~I,VII}',' ','",': ' .' ,', , , 0 1~ll1terlor ~~low,,"grndel~al~s,Sh~" þe inQsulat~~ without, ~n:-oP~SS,~~'~?'(T~,ble 6.,~~:,:',~:::,::; : ,:' ;:',,' ()R~b(Oi?lonsl.I,}".."", ,OR-L{Opllonslll,IV,V.VI,V:IIL.,:;,:,"" . "" ~ ',' 0 @Vault,c~ pelll~g~,shal! beïr1SlJlatad ~Yitho[Jt ëgmprcssi?n ~#lra~,I~ '~7'?), ,,~-30 (All opU~ñ'S), ' :' " C"'".' ,'", ",.',' "',",' ",:'":,,'..,,,"'-' ",~ " , ',::;.,,;i:' ..,',,' " n" , \,,/,:~,:;,(;}~~;,! , ,\ " ',,'I " ....' :.~, ,:, :, 'I 0 @ SkylIght wall Insulation is installed and equivalent to the required wall R-values above. . , ", ",'" ." , " '" ,,' "" , ""',, ' " '." ' , " ".' '" ," 1 0 1~!:rYàpöii~~~t~:èr'~' ~1~a~1 Q~, i~'st~li~d ~~w,ard, ~h~~wa~l\syi1,a~ ~a.~'~~~p'r~,~ë,r~~~d be¡~I,'J (~9~',~.~)~.'\" """~"~'" ,:, ,::,:<-~~:~'I ":,~?~J,cct or:1C,optipn for,Hoors. wa!I~,:and, apP!'9priatc cei~¡ng~::'l"':/':.:':;): :->,:,:. . ',' , . ',";,', ;: '.1. ":,, :'; ..; ,,', ' :':~~:I ," \ ,floors: ,'O,'P..lyv"oö~,W(q~çlior'gluo . , ~"', 0 P"Y,(:i."~.Mil);,O ,~1ckeØ.ba~ts ,:;, ':::: ¡,:'~,:' :." ,::: ;"'" :':\i'~ .:' ,u"~'=S."""'O' 'I;)o'y'pla'""-'.I'" ~MI'I) O'F~'cc'c.I~pl~....l ba~~e'd'b~tts'", "'OP"A'pa.n' <,,',.,">. """";':':-<\.'1 """'~',yu:.h.,.... "I ;)L"',>-"t." -... -;)...t."U. IA\ ..cU,"".., ,... L:.'.:,,':;',',.I,"..,~,':i'~,' """;<.:1"""""<;';'O';~':""""""-'" ,<"'.. ",,' ,"""""'"""""",>"~~""",,""',,, ","",', ,:. ',"'Id:"," """""~' 1'i',;;,{;',<Ceilinérs:'~ ,'Not ro qui ròd whó're ventilaHon' space 'avc'ra'gês ::':~2~;above insulation, :." ::,', ;S~~.',:,:'\~-:' ':" ::-:~~: """,.""".-"".""", 00, "'-" "',,"',..'" ""','", ,,",,~, <,~,'" ',,:, , ',,',"0 Face stapled backed batts,' :':'.: ":OPoly:plastic:(~:.4 mil':'..'. .,0 PVA paint..,,;.'.,' ",,' -: ':,:h\~'!' ,,' ,', ..'..,," ","""', """"""""""""/""" "...,<,"",."", """",..~io :.' ,.: :(,:::,>:\;.,:,'.:'rú~~"¡,~~g,/:~ ~'h; ;<,:;i{:~::~': ..<,:.",--.-,\ '.":;',;' ;,:, ~:::'::'¿:,;,>:'~; :>~S~\;~,~;~:;~':,~"/Úèi~"':~~!::', "::>:"i"";;:;:/'ii:'~~; i,:{:;.,:r ':\~ "~:\>::Ù~ 0 @Heatlng system,efflclancy:and slzlng'requlrements 'shall be met'as,;r:cprescnted beIO\...:>;~':)¡«>: ^;";;,;:~~;:\¡::r~~'\:" 0 êJ Heat'Pump':Ofiiëìòhèÿ/¿hcill bci.'m'et u'ndcr,,1h~::to'liowi~g'b(;mpiianBö;pàth¡(S'.~50i4\:,t;~,~::,~~~\:"~-<J:~V/i":\f{.)',~,{~~:~:~ 'O"^"""~~""'~':'."""".1" ,,'" """", :~""",:'".,", ,/,1> ,"", """"",!,-, " "....<,- '~"C".r"~'~' .J' ,D """"" . ,,', Spll!"'Y;;.>t~m"c:d,""'°l!,ç,t.:..ec~tpump.}"SPF2,.6.8,qOt,>3.0"" ," ,. F ~ dl,...t . '0 """,..," ','" ' "',,'~~; ':"'" urnace.,1Ill\:,:pdrnp , " ,'. ~,I~?~e, J?~~:ge,. :I~ :~.C?,~:~e h~at pu,~P: ,~S~,I~ ~ :,o:;~'. ~,?~; ~';~~~',:,.':':"'. ,'~ Op:ions may be clìôngc O'dc:1.er.sourct;,hec.:tptJ.m"\.COP~3.8""":'y.;'"""",,,'<~'r,.',,',,"",.. b' JI 1~91 "", """"".."""".""""",1"':",...' """ """",,' "..""",~"."".""""", Clore uy1 " ..',' ',:' :O:Groüócj,'sôurceJlq,at pümp',Cqp;;' 3.0 .f ,;,.' f'X:':~¡': ';"v:':;;"lí!~~;~~:'::/>:',:::-",I".::: ' - .:' D @ ~éntré1I'fõlç~ë::~~'(fúr~,~C~:AF:U~, räling;- as list~ä ifl'1tl'e':~~M~~p,'ir~Çt,~(y;;'i.haU,be: ";"'/:';, ;',:' ;:':,:;':- ':",,:' :::::>;;:!j~ "c,: O~:.76(Onliònsl,II,{V,'VI,VII): ,',O'2.,88(Optior¡'1II»)~í,~}Ó~~,~~.',~~,Ow4{OplionrV)":< ','" ':':"':¡:.('. """""""..""r"t;¡,:".""',t.."",..,,:,,.. '","'.",;,~""""t¡'i:.'~"'<"",::.""""",,,,:;"':"""',, "',i<So'$; 0 I No{l,::cen\r~liÇ9mbustlpn,~hc~t'ng'syst~ms ,sha",haY~..io~~r;n!tcnvJgnit,IOÐ Z'I:!.;¥,:,~::~:;;Í::~!,~';,~~'<~;~~;::",;' ';,i:'~,,;" :('~:;tt~~. ,o""""""~""c,,,"^""'" "', . ",' "',,,," 0""--' ,~",',,', ",.",.."".^..~ 0 6 ~,ax~m~,nf.he~t tng,systc,nfp,utput (0 50%' ,of: qcsi911 ',hëatJó~ÇfJ:iS,~~ï,::rI\"'~'~~""I,I?,TUI1~r.{ (~;;ßO~.2.2) ,if,:.~~,i~~~J:~~: 7 Hr ti"ètné1ëñë' '~fórcëd~alr fuáÜïcc" ~' 56' OOC)'BTU¡hij)u("'ùt ma imä"~¡3~èëëèn50o/~ò'f "'DHL(~~,('~x:~~;~,(:;~'}\i.-I 0 ..:;g".."":,~",>,¥,?"~,......",,,,,., "( " """"'" ,.."",~,J..yX,.."""~..".,,;,, "',r'<";"'o',' "","',', """",~I""\':. "",'becaLJsc:"OG~\.I"V\ Iisted,f.\FUE is ~ 78-1:..1 per each 5999 ~TUJ~~rAùtp(Jt Uta! it excp,cds the DHL" :" ':~,I.'i,~~; "', ',' '"",.:-." :,' """",::"""~::,:,..";,,<,::>y,:,,,,,~, """"""."":,:::~",:,,,::,,:,~.~'::""~, WSEC Insulation phase requirements: Inspected by: Date '" ," Cl @ ~nvclop'c Floors shéÌlI be insiJlntcd wi~hou: colT1pres~¡?n; and wit~ ~~pport ~::' 2:'." C.C. t~: I. ,,'.:,' ()R19(Optionsl,II,III,IV,V) ()r125 (OpOonsVI, VII) """,..' " '] ~i~) Non-vaulted. attIc cclllnÇ!s s:l,"!!1 i)t~ ;r:sulalcd Wi!:10:JI corn;xo5sion to: ' I .I")""O{f'\"";"""11I1'I ',,' 1/ \':;\ ("),'"H3(C""-"'lvr II "I"\-'v~""~J,..""...",I""'I'1 ",\~' 'td,..) [I I~"J ~~?O;r ~~~,~~n~;:, ~ ~~II l11e.,,: () tJ" J (,'o" ~;~;o,,~ -- , -- ---, -- (3)c -- -- - - - --- ,,' , ',' :'.."~: " (II \ : ....,"';':: ;¡' -'ì :,,:~~:..~: I::, ,'" :':~. .,.1 , i .... i Page 5 of 6 0 0 0 0 0 0 0 0 0 0 0 0 0 r C.J 0 0 0 0 0 0 0 0 0 0 0 DO NOT place checks In the two left columns. 0 @ Exposed foam Insulation shall comply as follows (S. 502.1.4.7): D Protected with metal or plastic flashing, or other suitable material that extends below grade. D Insulation is approved for su~rade, exterior use and properly installed. 0 @AIrflOw between fresh air ports and the whole-house fan ensured by undercut doors/gnlls (VIAO,S. 302.6.4) 0 @Loosefllllnsulation OK if (S.502.1.4.5): " 0 maximum ceiling slope not> 3 in 12 0 ~ 30. of clear distance from top of bottom chord to underside of roof sheathing at the roof ridge. D @6 mil black polyethylene ground cover, shall be lapped 12. at joints and extend to foundation wall. 0 @clearances shall meet listed minimums between insulation and (S.502.1.4.2): 0 chimney 0 Non-IC rated recessed lights: 1/2" to combustables, 3" to insulation. 0 Attic hatch shall be insulated to required ceiling R-value and is weatherstripped (S.502.1.4.4) 0 7 AttIc access shall have wood dam or equivalent to retain loose fill insulation in attic(S. 502.1.4) 0 "exterIor doors (except 20 minute doors) shall be weatherstripped (S. 502.4.4). 0 ServIce hot & cold water pipIng In unconditioned spaces shall be ~nsulated to R-3{S.5O3.11) 0 SerylCe recIrculation hot water pIpIng in unconditioned spaces shall be insulated to Table 5-12 " 0 ~Heat pump thermostat shall have progamable capability (S. 503.8.3.5) 0 2 hermostat provided for each HVAC system with range of 55-75" F.(heating) (S.5O3.8.1). 0 3 Readily accessible, automatic or Manual means provided to restrict or shut-off Heating input to each zone or floor during periods not requiring heat (S. 503.8.3.1). 0 ntrols for backup heat prohibit similtaneous operation of the primary system (S. 503.2.2(2». 0 5 echanlcal ventilation system shall have timer, de humidistat, or switch (VIAO, S. 302.3.1). D echanlcal ventilation ducts shall have R-4 Insulation in unconditioned spaces (VIAO, S. 302.5) D 7 echanlcal ve-htllatlon supply ducts in conditioned spaces shall have R-4 insulation (VIAO, 302.5) D upply ducts shall have volume dampers, or the equivalent, to balance system (S. 503.6). 0 ~UPPIY and return aIr ducts shall have sealed duct joints. in unconditioned spaces (So 503.10.2). 0 V AC plenums, supply, and return aIr ducts shall have R-8 insulation (Table 5-11, All options) 0 1 lectrlcwaterheater(s)shallhave(S.504.3):" ArS\{ftkE.. 'fo-p..-fZ'O (,.ab~ oK foç:¿/( of 0 separate power, or gas shut -off D 1987 NAECA Lable on tank 0 k. r <7 1it- O noncompressible R10 pad (unheated spaces only) D Temperature setting ~ 120 F. . ~ D ~howers and lavatorIes shall limit flow to ~ i., gallons/minute (S. 504.8.1). D ~wlmmlng pools(S. 504.5) shall have:. .. j D readily accessible ON/OFF switch (pump, heater) DPool cover DPiping insulated to S. 503.11 0 ffið.1I fireplaces (VIAO, S. 402.3) shall have: 0 6 square inch combustion air supplyduct wI tight fitting damper directly connected to the fire þox 0 TIght fitting glass or metal doors. D 5 Solid fuel burning appllance(s) (VIAO, S. 402.2~ shall have: D Tight fitting glass or metal doors 0 Outside combustion air source directly connected to the fire box D Exception: Non-direct, 4" diameter, dampered, combustion air source: allowed only for (1) new stove installations in existing homes where obstructionsprecludes direct combustion air, or (2) Central heating systems located in unheated spaces. 0 6 Radon monitor, printed instructions, and information sheets shall be supplied to the single family dwelling or first floor units of multi-family dwellings by the ktU¡"CCA'p«/ dy . (VIAO,S. 502.2.1). WSEC Final phase requirements: Inspected by: Date Page 6 ot 6 , " " "c'", '.f' :',',":,':/;,::öj:!:~M¡~"?\;.:,.r, ti+f-Ctcl1"'YJen"',, ,~I.t:>"'/5,<~%::,t,,~, ,,'; , "'", ",... '.' ' ,.' "<.;5~IJ~.,',! PUBUÇ WOIU{S,J),E~~!¥~~r~i~~¡;1~'>~~i~;. ';; SINGLE FAMILYR~~ID~NCE IN FILTRATI 0 NSYSTEIVI S The follOwing infiltration methOd is adopiedfrom the 199ÒK¡ng County, WaShington,Sui/cÙ/¡/.:., 0"', ,:'~: ,'.~:.-i;;~y,. ': ,Water Design Manual and modifiedfor, use in the Çity o}FederaIJVay. , ',,;, "."">"",«>.~':~/::n';i~ " ' '. ' . "'.' , ' ~ '~".;{;,;,;:;Û,~'~~1 ,~ect~projects (new residences or additions ,~o,e~stin~'singt~ familY lots~~cl{ÿtc;~~~~~~':'.;~':cr",/'\'~:)/::~::~ un¡>eM.()Us surf~ce area by 500~quare feet qrm()re)~us~proV1de runofrCOnt;r~I,~YJlg,~t~i~:":~i~~,"~':'i: ;?~~t-:t~~ ' ,r;unoff!o an appc<wed storm draInage system. IrnpefYl~usareas are defined as areas: <?overe,9 :'\;Vlth:;: '::}"';,:,':~'~,~'::t ~ooHng,asþh¡Ùt,'Ar concréte, , '" ," "', , ',,'" ,',," ',," 'J.:.f'i~~:'¡!~~,! Ji¡fiJtrationis the soaking of suiface ""'te~~tO the grøûnd!typiœuy for seyer¡¡[ hou",ø~d~Yß):?,'"',t . ':;{~~1 :ìnmtrati()Iinòt only reduces or eliminates surface runoff,- but also-helps to-maïntåiíithel1y4rólögiÞ:r'--'-"'"",?~~ baJanceo(water: Tnfi1trà~on'canreduêe 'potentialeiósiònproble~andrechargegÎ-6únd""~~"er(,,,<l , ,I.:ii/~ that supply waterto\vetlânds, stréarns, and :wells.Pr~serVii1ginfiltration aftefdevelbþIIÍent i$,by~' -}i1 far the Îno~t~éffective mechànisminhelpingpreve~t~dversè iniÌ>aCts to the sJrfacewJit:,erdr.~~lf.gê," .' "'<)~I " ,syst~!Il.'Becauseof thesebel1efifs; - th.e CitY<ofFêd~râlWayieqùirésthe u~eofinfi1tratiån;systeri1S:: . ,', -~;'~),;,~ foi fÌjooffcoot,ôl whe,~die .ppiöprÌ¡l.te soilcøndiÎiolÌS exiSt." - - - -, - - , '-, -- ,Ai.! <,' Proposed p~öject infiltration, systemsni1:lst belocatèdon-:site. A.ne~empt~on from on-~ite' ',' ipfiltra~ion'm~y'begran:tedfor ~pecialconditions, ' , ", , ". \ ",' , " , "', '. , , " ",", ' , , '. .',' "",', :" 'i;h~~,J,,;;;,1Ifiy 'PP'i:tìCll!llinif.~~ri.(>¡{ iìW.#4~tÍ ~~ti~~~to' w~~ë&sl(>~~~4~~ :~l'f~';{iJ;t!.:: " ':rátes' of sOme sollsaÌ1d the Î1ee9.tô,preychnt<cOnt'àlIiiriåt¡onÒ,f~o~ndwater,rèsotircès:~:B~cåti:sê~f' ;:(;,.:.:2~:: iÌi~$epraêticiûlirìùtatioris:; the city aliows'i1úiÌtråtïöri,facilitiesQnlY mthe'followhìg 'Soil:, :':',: ';:, '," .';"" ; , ,', 'Cç>riservatioll Sèrvíce (SCS) series ,soils:Arents;:("AiÌ':o~y»~yeœtt; Indianolá,'I<låus,'þTeiltøn/ ,):;0,<:, " :, : ?ilçÌ!uck,;P..uyallup, and Ragnar< S~illoá~, arej-~tiire9 for:allpfóþos~infiltrat~Ó11: fàcilitics'tQ',;{ ':F:'>', . ';/' ',' ,,:y~clfy '~hê sôi1sòÍ1t4esitë. Soil Jògsàreþrepáf~tò . øet~rrriine@oWable~t(~tioìl rates aÅ~n2;'L" '~'" , ,,' :':,:,~', ,co@tIii thåtany' $eáSöl1állì1gh,gr,~ûndWatei.;i{aJ)ea,St :òp.~JóPt,þeI9wthe ~bottð.m ,pI a.:Þrop9s~:,':"\ ,,',< /' ",',:"ilÛi'tråtipá~Ýstem:,' Sòirlogs~4 cinfi1tf~t~oÌ1':rå!~šsh~rb~jjf~P#~by' ~pi()fessiÖ~älehS1~eer<ir,~:/"'" ',;geòtechpic.ål:engirieer,liçerisêd'in,th~ståteó~WashîÌlgton/orþy~{Certifj~ci 'septicsysteèri '~",":'" ,';' " ' " , :4~signer.Where~oû6t'eJcists as totheQepthofkri9~~eàS()narhigh groundwater; an ",' ..' '" ,:<, ," : i~~estigation must'becoriducted' during the Winter 1I1Orithsprior to, permit approval. , , ,:{~ , ' '..; , ',.- '," "~~1 , ',::".'1 , "" .> : , ,:,',' ," ',' .... '. , ',::",) :::~";~;;':3 '" ,"','" " " , .' . ' ,~ ,,' " 33530 1STWAY SOUTH. FEDERAL WAY, WASHINGTON 98003 0(253) 661-4000 Recycled Paper' ,\ , " , , , , ' j~FIL TRATION SYSTEMA~ALYSIS, AND DESIGN , " ,SrNGLEFÂl\ÍIllYRESIIJENCEINFllTRATION SYSTEMS' , , , ,JlIMITATIONS: , "',', " ",.", <'A;sitig¡èirifi1tration &YstemcanserYeup to~,ÚOOsqûar~ fe~t of area. ' ,'.~ ,-;Nþ,fåJ1,<>,Wêd þri $lopê$gl:êät~rthait 25pèrcent( 4: I}. ' .""".,~ôt.å11owe<iiÎ1 mfnîåterlals"(must be nàtiyesoil). '~, " ': .>~,,' ;¡j~t~ fòr 1Ìs'êonly i~#lè SÇS 'soÌls'previously' described. , ", ',7~' ",;'" .' ,', " ""', '," :,' ' '." , , , ",' """', , ", :",J:)ESI9:I\IÇRIT.Ei{I.ð.",', " " 'f:SeeFigur~rf'or:<letails.'" ", " ' " , >." ,,', ",', ,'" \ ,', , , , , " A.Q~igi1repói:tIll,ust.Þei)repa:rè4\WlùçhdenionStr.ates, compliance with ther~uiremen~s.", "',:: .,~"ð::~~~1Ìn ;9föp:e.soils:Io~:M~ni~ú:,?/()~~,f~tin,dePth,Jhat describes the sés ;~èn~s'~ft4~,,\.~, ',soil;,th~~extu(~classof the sollhonzOlJthrough the, depth of the log, and notes anY'~y;ld~nc~, "" \, :'~()('h!g~.gt()lirdwat'~ilevè~sG¿hàS ,Îpóttling;šlÌa,lÍb~()btained for each propoSedinfiItra,ÌiBn,";' '; .', " ,", sysie1Vjo<?~tio~.Note:' :rrench.botto~s;mustbeá miÍ1imúm of one footaboveseasbnàlhigh ' groundwàterlevet' , . . "',' " ,," '" ," ,: ' ,e ,-ìrenphes'maybe locatedunde~ þave.tpepf.proy:ided that a' small yard drain/catch basin~wlth' å', ' " ~ gråt~cövei Üiplacedat theènd,ofth~trenchpipe 'such that Ïfthe trench infilt~áti9rî èaþacitiis' .. ,,",' '. '" " """"'" . , , ",' ',' , ,exc~eded, 'the qvèrtIowwoû1doccllroutoftheêatch:basin'at an elevation 6f ~tJèasfônefoot~ """""""" ","",.-' """"'" , ", "","'" "', ,,:belòWþ~e.:pav~lnent;~ui'd,:inåJocatfo~WhiclÏcân'accorÍuÏ1odate theovérfIow,' "::':"'. . ,: : ,."~uln$pacíng bêtweèÎitrench GeÍitérliri.eS'shanb~six fe,et., . " ,'...' ,,', '.: ' , " );::~.:'"Anite~thêsshåll be .~'.tìûnirilrLin:öf.lO'feetftonl ~Y. struCWi~;,'property .lirie,N.atiY~'Gr~th;L.', . , . PrqÜction Eas:emènt, ~and 3Òfeetdo}vn.slope:ftorn any septic tank/drain ~eld (nóbillO~èdUp slop'ew!thin 100 fee.t).Plot.þlàrl,1ntlsi'slÍowlôCa:tion,of atIthese featUres:' , '. ,,"'5, ,; ~ ' 1\Î1ìrench~sshallbeaD:1ininjl1mof 50feetn-omåny steep slope (as defined by, tþe Federal è WayÇìÞi,Çode.1!:nvi,.onmental/YSèrzS¡t~vêA.r~as} This may be reduced to15'fe~t¡b~édO1Ì':\"'" ".geot~cluûèàLengineeringrepbIt. ',,'" ", '. """ ,',,' , " ","'. ' ',', :>..~, . ",;~.:,! ,:;TreQ.çhJellgt4shall no(exceèdlOO .fe~tfÌ"Ollfthe,iÌ1let sump., '., ," :.'"" '>'~:':"')~>;,:, '< '," " .. "" .', ," ".' " " , '." , " ",' "c ','" ,," ',"',' ", , ' , , " "'" " .,',' "", , '0""" '-:-h ',," ,',> ." >, , ;, ,~~;;'; 1;,,;,"';.,/,~~~à.qhitèrîéh:$hall ;hávec()néob$erv:àtiØp;weII~that:~eridstóthe bótlombfthe. tr.~o:c1t).()C<itëCl'::;:;", ' , ">,\",'t~,:':~t 'å:pJü1{~pp.~~~ateÍ:y'hàltvVåyåIötig(tll~:ìieriClijèn~h. ,," ~ ,."~ ': .">," ; "":."'>::,:~::; .'~, ;.::? .'FiltÙ fabrid sHall be \'n"åppep~ntirely,aà)U~~ 'tnmchdrain'rock: priortöbackfilli~:B'" :' ' " .. " . "",,; < ,'C, , , '"::>,<',,, "MitH)[QFcÁlè~LArINt;''';fÉLÈNGTíibNNI'I~TRÁÎi(",:rRENtftES .' ,", ,", "r,;:.: ' ' 'Thé'l~ngth:qf the ;required tre~th l{båsed:ontheaSsumptioI1qfÞrovi~ing't!- 'Þottpn{~r~ncl1~~eå¿i::,:.:: c,~~ed'tÓirWltr(lteatarate~uät'tò.ihe ráinraln~tènsit;YJorihej)eåk '10-rW,iÎutes,fòr'~;io:Ý~ar~'24:{:(.~\r' . '. , .~ höurâÌ.íratiortsfOrÌneveIlffheJehgthoftl.i¿ trench is ¿USO baSedbn the .maXimum ' iIifiltratidn iåteFf:,,"'" , ' ':{Iiiffotuiêsøil TextiJreCla.ss:(asdefined'by~ih~.unitedState~ Departmento{Agrtbùltûré '~. ' . :~' '.,:'. 'c, , "" [USDADfound on thesìte (see Table lrThelen:gth~onhétrench required is'd~~enninêi~y< , " . dividing the required infiltfàtion area (A¡)byfourfeet (the two-foot trench width plus ,one footorî' " . either side for side wall infiltration), Al is computed using the following equation: " , , ' , , :;' ,Ì~' ,~",/TJ;¡eIY~!lminfiltration rate trqm Table, 1 'nOO,/jn~h. ' ,';c;"':j:"r>"\'~"';';","',,, ,'" ,," ',' ,,:<:~/;~ ~~:Jmp~Ì"Ýíous ~ea,draining 'tothesyst~m, fl? ' . ", .. ., '::, ' ;',,~.,,: , . ',' "" ',', ""'," "" ,,' . , , .' ":{;;'::~j~~~,~; c'., ::, .<t,'};,; "',','1 ~" ., :.íJ, .~}.~ "i'i11 -<i::1 ,::,~ ,,' Ai =(O.Ò1566){ÂJfI~, .., ';",'" '" , , ' 'corþ.e(èfóre;;'~e'ir~néh:lengthreqùired, in feet, is: '~,o::', ."\:""":;""'," " ',',',' " "', , TABLE!" , , , ;~INFILTR411oNRÀ~, ,Sin e Faron R.esidèneeInfiliration'S stems '... MaximurßIÍ1fiitrati~nRàtcS (I )* Inchès Per Minùte 0.333 0.138 0.040 Not Allowed Not Allowèd ,,'0';:);:'::<'" .",' " ',°0 ,:EXAM'PLe,.PRO~QSED RESIDÈNCE ' , "ÌnipJty¡oû~:~êa (NJ~2,QOO'squaœ feet;SoilT~#UréClas~ '==:Jn~iûm sand;' /JM=AF,l,'1.8iI}c1iés:pernìimìte. , ",' :,' "'~.'" :,"" ,,;' , , ": , 44i\~:(~;Ol$6.6),(~'XIM=:t(O;O1566)(2,OOO)/(Oj38) =,2~7ft~. t;:;'; ;:D':*.~~~i~~!~~1;~S7; feet(N 0 t~:" ~~dbè ~.;,~~ ~¥,~o ~~eb~~i~~tre¡l~þes), ,',' "'i' ;-,. ',,'0,:',' , ' '; "-'" , '~,.~ .. ~, - ';:; '~; ,;,,:' '" ~, '~ ",' " . , ' ,'- " . , CoB- ~:~~o-E"'f2í"~~,',,,,, ~I, ]~,: I" , , ,~, "-',-:- ~ CB>, , "'eX'" 'R:>->:>I"Bt..E At.4~ N f:.:U:::.NT~ No' '...--- , ú\?~4h~W¿Ú) '" ~, ~,7- . '-. - O;:7<~-:~' , f 'I , I. , , .1" ,:,'. " . ,,' ',:' ' , ".J '..",b,-,', '"~,".~N,'..,,f1,:'L=.IY",~~'~, E~,'J-,-"", ',' ',' ,: . ,',' '."" iGO" MAX.', ", " ,". , , , " ' , ,', ,'...' . , , " " . ,r V\g~./ ~ ,',' ~-ECn,D~M No :><::-~t='" " ' ,", ,':, '0'" , -z.: " , . , , r'16 () e:E:- i .'. ... ,,'. , .., " " , J.>arcel#: " " ",;,¡r '" ~: ':',) <~; -, " Date: , " '.' . , ",'.'\::':",:,::"" .. , ',' ' ", ,:", " , ',; ',,' '~~CWO~DU~':~'t~¡t',""" ',: RIGHT ~OF-W AYIMPROVEMENT . ,;,):>,:::~:;':(':."':,.',,> , MODIFICATION",REQUEST,,: ' ",.".,,;;,:<,;:'::', ',,',' W~EN Pù8ucIMPRO~MEŒS Mu~ BE INST A~D .' '. . ,::~¡,!!)!;~;;:, " In aecordance with:Section 22-1473 of the Federal Way City Code (FWGC), right:-of-WélY::: ,':"",':::-:<> , improvemen~ aret~quiredwhen élll applicant engages in årtYélctivlty,thatrequifes,ádëveloPtÏÌeiif'>,:,:',<:,:~;:'>::'.- ,permit.TherearetWo',exceptions tothis requirement. The first exception is ìfthe'propos~ "',,:,,'{',~;,<"",~'t> , iinpro\;emeIltS,Qo.'nót;eJÇceed 25 percent ofthè assesséâ or8.ppraised ¥a1iIeof åll stniðtúres'on~b:ê',;!',,': '>:>',' subjëct'propehy:'whicheveris greater.' The seeondexceptionisifWithiIÌthèltreèedingfour years~";" ' ,,}' '" ' public improvements were installed as part ,ofanystlbdivision ordiscretionårylahd use, was, ",', ',' ',' ,:' appròv~d undêith~.,citycode orany priO(zoning code: ,,' ,,' ' ' , , WHAFPu'BLIC IJYlPRÔVEMENTS MUSrßE INSTALLED, ' " , """, Required improvements ary determined by the classification of the roadway as defined'in SectiOllS ' 22-1524 and 22.;;152S,oftheFWCC. Improvements maýincludërig~t-of-\\Tay ~edication, , miqimuìppåv~rrientwidths, curbs, sidewalks, street trees, o,r landscapmg(utility st,rips:The improvements are required along the, entire frontage and width of each right~of.,way. " ,,+1-,. ,,-.. L "^"', ~""'" :",+','" .:,,~¡'7,',;,."':'~"".,:,',",',',,"~:,',¡.'~;'i,'::}:~' ,,' r-r <-'- '-' Y1 ,. 1 ~r. y I. '<:-,,',~:;< . , ,.:>",::, ", , ",' , " , ',' .. .~ , ' How To App,lY'FQR Â M()DlFICATION, DEFERMEN1>9RWAIVER , , ' " Section 22-14 710,ftheFWCC is entitled Modifications, Deferments aha Waivers" and reads ,as : ~M: ," , ,"The Publi~ ,WorksDir~ct()rmay m()dify,d~fero! waive the requirements oj ihis ATticle~iJzji . after corisiderqtÍón ofåwrltten requ.es~forthe follówingteasönf ',' , j ..T!zé frrzP¡'(}~~~!!n(~re~i~~d wollldn¿'(þe ' 3.fJrofler veitj%ql~;'ÞQrj~()~taì~áliimneTl&" "'ha,.,noniô#§w~thexisti'flgsJjeet' "",' ~'C!uÙ!ht,qê;~?ji4e'nizi~ed."'~¿cåiJ$~'ih.eixi$i¡izg: i';'ptóvelp~tzfŠ,"w°lfldnotjunction properly,. ,.itre'étsdrJ~Qfhav~:börf~çiall~~nis."."'; . ',or$áfelyor'W(}uldnotbe/aclvcmtageousto '4. The 'requireâ inzproyeiife,nt IS PartÒ/ ci: ,: ,the>neighb¡-/rhoÖdorCityåsawh()le.' ," ,,'large,rproJçct'thaì,j:lqsbè~~šchedùlèdfor~.', i UTluS1Ìaitbp'ógrdphfcðfphysicdl', " ", cons~ciiqnlJ,theC¡f:y.'~CClþ#áf"; , ' 'coiiditioris:jJreç!lfde.the,co,nsiructiòn oj' Imp'",CJyemerJS'Prog,.am."" ",' ' " Itflpr()veníérztsds.r~quìr:ecl, ' , ' ",:.,',~;/"t, .!' " F pr more .éoiripï~tê.':lI1fórm~tìòn, see the latest edition of the FWCC, ,Sections 22-1471-22-1478. ,", ' " !,' , " " ROWMoDIf.HAN REvlsl!o 8/28/97 , , , ' 335301S.TWAYSOUTH . FEDERAL WAY, WASHINGTON 98003 . (253) 661-4000 ' Recycled Paper ' PUBLIC WORKS DEPARTMENT 1995 BOND ISSUE PROJECT STATUS REPORT No. on Map Project Location Project Description Project Status I So 356th Street Right Hand Tum Lane Complete 2 SW 34Oth Street at 35th Avenue SW Traffic Signal. Illumination, Complete and Sidewalk Improvements 3 SW Campus Drive at 6th Avenue SW Traffic Signal. Road Complete Widening, and Illumination ,. 4a Military Road South, So 284th Street to So Road Widening Complete 286th Street ,. Traffic Signal and Road 4b Military Road South at South 304th Street Final Design and Right of Widening Way Acquisition; Construction to begin July 1998 5 SW Dash Point Road at 21 st Avenue SW Traffic Signal. Road Complete January 1998 Widening, and Illumination 6 21 st Avenue SW at SW 325th Street Traffic Signal. Road Complete January 1998 Widening, and Illumination 7 SW 336th Street, 21 st Avenue SW to 26th Road Widening, Substantially Complete Place SW Landscaping, and Drainage January 1998; Work Final Completion I\pril1998 (final paving is weather dependent) 8 SW 3 12th Street, SR 99 to 23rd Avenue Traffic Signal. Road Right of Way ~quisition; South Widening, Illumination, Construction to begin Landscaping, Sidewalks June 1998 9 South 336th Street, 13th Avenue South to Traffic Signal Modifications, Final Design and Right of 18th Avenue South Road Widening, and Way Acquisition; Shoulder Improvements Construction to begin June 1998 10 SW Dash Point Road at 8th Avenue SW Traffic Signal and Road Final Design and Right of Widening Way Acquisition; Construction begin July 1998 * The original bond project (Milital)' Road South) was designed and constructed in two phases, 4a and 4b. k:\council\retreat. 98\bondproj. 1995 STREET ITRAFFIC BOND PROJECTS ~L / ,f!;;">" j~/> ,,' 'I,: " ',', i \', /s 272NrffSr I" m , , ¡ '..::;'{" ':~,,272HPi-~' :t", 1?;i'CJ';Ld " , . . . ..i , ~...., , .¿,.~._.:\ . ., '-. m.,""""",..". , ""'-'.' ..,.:,.", ,~ 'f,.,- .- \;,.~ 5 ' "...,,; '/' ',.., f ; lLl.i.{?/, . @ ~.,,=.. L..,....) if, ~--...' ' .. \ ' ....m"+'+"_~h_.J i m.....\.. 'S~~"o.;i lWfr>'" "!,":;t;; I//'T;"r~r/-"""" " .......... ._.m_.'...."". ..--....,... "., / /, ~ ~_.~ -+ I .J.... i~~\ , :r~:' (; ¡ ,--,"", :,J.r::::::1rn . >. ,. ,. , . m~ ..i ...... '\ "~:::FC'" \ ".., .../: ".-- ., ./~' ,'Om",..: ~~: '1 ~~ : :.,~~,: t'~1"'~ ""-h'c'; :: ~"'T m.., , / .. ',....-; '-.. ..i .... , f-" , ; >..'.~. /'::H. : . ,....i; ; "'S""J52Nfsr' / 1 .....~\~!~..~ .. :j\: LEGEND . , , , / ël; - COMPLETED BOND PROJECTS - BOND PROJECTS UNDER .....h." CONSTRUCTION - BOND PROJECTS IN DESIGN i.m. , , ,+i+'im-.. . ;..., , ,.,.. . ; "-' .;;.... ,. .. \ cfw;\pubwfI1I\8trwt8\ 8711ond.dwg PUBLIC WORKS DEPARTMENT STREETSITRAFFIC 1998 - 2000 TIP PROJECT STATUS REPORT No. on Map Project Location Project Description Project Status II Military Road South and Star lake Traffic Signal and Road Negotiating Design Contract; Road Improvements Construction to begin July 1998 12 South 32Oth Street and SR99 Traffic Signal Revision, Road Negotiating Design Contract; Widening for Double Left Turn Construction to begin lanes in 1999 13 SR99, South 312th Street to South Roadway Widening, 324th Street Illumination, Sidewalks, Negotiating Design Contract; landscaping, Undergrounding Right of Way Acquisition and of overhead utilities Construction Not Funded 14 SW 340th Street at Hoyt: Road Traffic Signal and Roadway Negotiating Design Contract; Improvements Construction to begin 1999 IS 23rd Avenue South. South 3 17th Two Traffic Signals, Roadway Right of Way I\cquisition Street to South 324th Street Widening to fNe lanes begun; Construction to begin 1999 16 21 st Avenue SW at SW 334th Street PedestriantTraffic Signal and Negotiating Design Contract; Sidewalk Improvements Construction to begin July 1998 17 South 356th Street, I st Avenue South Road Widening to Five lanes: Final Design and Right of to SR 99 Illumination, New Sidewalks, Way Acquisition: Construction and landscaping Not Funded 18 BPA Trail Phase III, SW Campus Drive 12-Foot Wide Asphalt Trail Negotiating Design Contract; to SW 356th Street Construction Not Funded 19 SW 3 12th Street, Dash Point Road to Pedestrian Safety 8th Avenue SW Improvements; Paved Shoulders, Curb & Gutter, and Design in progress; Sidewalk on 4th Avenue SW Construction June 998 20 So 32Oth Street, 1-5 to II th Place Illumination, Sidewalks, Negotiating Design Contract; South landscaping, Undergrounding Construction to begin 1999 of overhead utilities k:\council\retreat. 98\tipproj. 1998-2000 TIP PROJECTS 'hC' :~:\ ~D ik"" , : ""; "', è'/. ,/. ,: i[=<"~,::::~,;.'.'..c\...,.. .. C"h"/"" / '\ / ,/ .. ~ ~_.~ -+ i\ 'c !~:~7~JL~' C'. '.'" ., :C"" ,. : , ,.. - C _~,..~m§T,L """"0 ,.. , ' ,C", , :h;:/;:';:'/ ~'.<~o..--.....,..,.. c, '---. /.., ..' . ' . - ; "'5 2981Hmsr. C C . , C""-:;~""'/j-,,, " 'i>~ 'J ., ,c c" \l' ,..,.~.". ,.. j : :/( \,-, "~\,.,/i ~L'-~~"j.,._-- .- hh"_/::':! / ' . !!..'" , ffF m';--'+_h_-i-... ~.;~.;::¡.s;F/""', "- ;..._J!_..m_'- " JA~!_h' .. i-,m!.:..';......- m_m;..'..__Y<~'......o "'----h"'-.. , :~,' (: ..~: ,,--", c¡'~~ .~::_::~~'in?~:sw~;~:" \'i.c.t-~:j - -L-<;J', , .--/;@ ;..: ,'<'::'" .. ,c."-- en +{::~'j' ,~ ,,/ , ,/"": 0" :;.$m~::~é ' ." ,J ,- " ,.~~,/ , ' ,/ '.... "', , ""e h' , : 'h' "", "" '/ 5;: " ; hi.-:.m'hh'_' ", S ØIH Sf} < ,-"', i \. '. t ; ..t. <:,. \<, / .. ' <'--' " "", '", , St\~) :!':/~' ,;; ", /', '/""'/ 'c:,<.ç,<,;.'-,' , , h_'m' ...:..- -, ;: '\\ ! --';c ;9" . \~ \1-\/, , ;\/"&-::::-;. ;.,'ð \ J[- 'hhm'c_; """.,-, f.-,L::) .--..;::--:"'c< - (,¡!;;.\ 1ti -) '-::--';",!.;"<' ...~i :; ! :, '- m- if , ,. .., ii i, f{ .. ~-.m .., , LEGEND ,...iþ:) / j ¡ / .. ,.!- "1,...,..1...if ¡ m..h- \" , , , , '.......,' '----..L"--.. d; ,... - CAPITAL PROJECTS - MON-MOTORIZED CAPITAL PROJECTS ./: "'-, t..--' . dIIov\pubtrb\....... \ 8~ CITY OF FEDERAL WAY PARKS, RECREATION AND CULTURAL SERVICES MEMORANDUM ( DATE: December 15, 1997 SUBJECT: Ken Nyberg, City Manager Jennifer Schroder, Director 'l ;:iÝ-- Future Impacts to Depalment's OperationslBudget TO: FROM: Per your request, the following are my thoughts on projects and programs that will impact our department's future budget. King County Pools: King County has categorized the Federal Way Pool as a facility to be transferred to the City of Federal Way per their Regional Governance Plan. The City will need to decide whether to maintain the pool as it is today or to consider a different use. Some of the Council have expressed an interest to utilize the facility as a teen center. Whatever the decision, a well- planned public process to discuss the long term uses should be incorporated prior to the County handing over this subsidized prograq¡. ( Celebration Park: Operations for the new park will begin at a phase-in level in the fall of 1998 and will be in full swing the summer of 1999. The operations will be funded by the utility tax and from revenues generated fÌ"om the park programing. Additional park maintenance staff, contracts, and recreation support are planned for in the overall additional staff support for this park. Celebration Park will double our inventory for athletic fields. Civic Theatre: The theatre has one contracted FTE budgeted for 1998. The operation cost will be funded fÌ"om the utility tax and revenues fÌ"om the theatre rental fees. The facility should be adequately operated with the utilization of one FIE and part-time staff. I do not anticipate additional staffing required to support this program. Duma Bay Centre: For the next 3-5 years, the Centre will need capital funding to further modernize the facility. The existing boilers are not efficient. The plumbing throughout the facility is galvanized pipe that has significant corrosion built up throughout the system. The water system and the boiler need to be the next major renovation projects to take place. Cosmetic improvements to include carpet, paint, window treatments and other equipment to support conferences and meetings will be acquired as funds are available. The grounds should be also updated in the next 5 years. The site offers a tremendous natural landscape. The site could become the gardens of our sister city! ( Ken Nyberg December 15, 1997 Page Two ( There are broken asphalt pathways and asphalt parking areas in the back that should be removed to improve the site's appeal as well as address the surface water run-off that has proven to add to the site's bank erosion over the years. The facility continues to be a regional draw as well as a community jewel. The addition of the theatre will make Federal Way known for something other than asphalt! Community Center: By the year 2000 the community will be heavily utilizing the Civic Theatre and Celebration Park. The downtown will begin to see significant change with the addition of the hotels and the business community will take credit for supporting the City's Capital Initiative Plan of 1997! Community policing in Federal Way will be a model program and the sense of community will be clear. So, what next? The demand for a safe place to gather indoors of course, a community center. The community center can be a successful partnership with the School District or if the City can plan for a community center to be incorporated into a municipal campus at Celebration Park, the site is central to the community and a ideal component to the overall park use. If Celebration Park is not a future option, then I hope there would be interest to develop a facility with the School District. I am concerned that the School District will be continuing their approach to eliminate athletic, music and other programs not directly related with core programs as they have defined. (' Steel Lake Park: Steel Lake Park continues to be our most popular and heavily used community park. In fact, it has become a regional attraction. Future renovations to address the demand for parking, community events and increase safety will need to be addressed in the next three years. This park, I believe, will always be the preferred family park for a picnic or family gathering. The setting of the lake, the beach facilities and the playground are unique features that cannot be duplicated or substituted by Celebration Park. Each park selVes a different need. Community events: The Red, White and Blues Festival has proven to be an event that is well- attended in increasing numbers each year. The demands of putting on a major event require dedication of staff year-long to plan and prepare. The need for the Special Events Coordinator to be converted to full-time is needed. Unfortunately, we do not have a secured funding source to increase this position to full-time currently. Annexations: If the City annexes the areas east of 1-5 that includes Five Mile Lake Park, Lake Geneva Park, Camelot Park and the new sports field park the County is building, then the City will also oveflÚght assume about 3-4 park personnel plus equipment. The City's current maintenance facility will be too small to house the potential site of the Maintenance Division for both Public Works and Parks. The City should possibly conduct an independent analysis of the operations, fee structures and a deferred maintenance findings report prior to incorporation of these areas. (, Ken Nyberg December 15, 1997 Page Three Downtown Redevelopment: Planning for downtowns redevelopment should includè public spaces to gather as well as green corridors to promote pedestrian travel. The Park Planner should be included on the team that is formed for oversight. The concept for Steel Lake Park to connect the downtown and Celebration Park by way of "park" corridor I hope will be integrated into the downtown plan. Facility Management: Currently, the City's facilities are managed by the PRCS Department. When the Lakehaven Utility District becomes part of the City's inventory, there should be an evaluation to detennine whether the responsibilities for the maintenance of the facilities continue to be under PRCS, decentralize, i.e., police be responsible for their facilities etc., or form a "Facilities Division." If the PRCS Department continues to be the overall facilities managing department, then additional staff will be necessary. At this time I am unfamiliar with the Utility District's organization structure. Possibly the additional staffing would be provided through the merger. Projected Staffing Levels: Looking ahead at the current "known" projects and programs approved, projected staffing levels for our department are as follows: 1997 1998 1999 Current level Contract Civic Theater position and the Lead Mt. Worker Two Maintenance Worker positions and one Recreation position due to Celebration Park. Increase.5 FTE Special Events Coordinator. Transfer of Police Recreation Leader positions to PRCS 22.5 24.5 28.0 2000 30.0 Additional staffing levels beyond the year 2000 for our department depend mostly on annexations and the demand for services as approved. I hope you find this infonnation useful in preparing for the Council's January retreat. JLS:Scf (' C' (~ COUNCIL HAS RAISED THE QUESTION ABOUT THE OPERATION OF ITS BOARDS AND COMMISSIONS. THIS SECTION PRESENTS MATERIALS DESCRIBING THE PURPOSE, SIZE, AND PROCESS UNDER WHICH THE BOARDS AND COMMISSIONS FUNCTION. ( ( . CITY OF FEDERAL WAY 1998 CITIZEN COMMISSIONS. > ARTS COMMISSION (Reoorts to Finance Economic Deyelooment Committee) 11 Members 2nd Thursday - 7: 15 a.m. Administration Conference Room Staff: Jenny Schroder & Sue Floyd > CIVIL SERVICE COMMISSION (Reoorts to City Mana1!er) 5 Members 1st Wednesday - 7:00 p.m. Administration Conference Room Staff: Bonnie Lindstrom & Gretchen Lusink > DIVERSITY COMMISSION (Reoorts to Public Safety Human Service Committee) 9 Members 2nd Tuesday - 7:00 p.m. Administration Conference Room - 2nd Floor - City Hall Staff: Daven Rosener & Susan Clary > ETHICS BOARD (Reoorts to Committee of the Whole) 3 Members Senri-PutnualMeeting Or, A1> Necessary Staff: Londi Lindell & Eileen Robinson > HUMAN SERVICES COMMISSION (Reoorts to Public Safety Human Service Committee) 9 Members 3rd Monday - 5:30 p.m. Administration Conference Room - 2nd Floor - City Hall Staff: Putn Guenther & Patricia Talton > P ARKSIRECREA TION COMMISSION (Reoorts to ParkslRecreation Committee) 9 Members 1st Thursday - 6:00 p.m. Administration Conference Room - 2nd Floor - City Hall Staff: Dave Wilbrecht & Pam Pollman > PLANNING COMMISSION (Reoorts to Land Useffransoortation Committee) 7 Members 1st & 3rd Wednesday - 7:00 p.m. Council Chambers - City Hall Staff: Kathy McClung & Tina Piety > YOUTH COMMISSION (Reoorts to Public Safety Human Service Committee) 13 Members 3rd Thursday - 5:00 p.m. Council Chambers - City Hall Staff: Kurt Reuter & Mary Jaenicke K:\CLERK\COMMISSION.98 , " . \ .' ( 'f \ ({ ~ I. CITY COUNCIL RETREAT SUMMARY AT PORT LUDLOW FEBRUARY 24 & 25, 1995 BOARDS AND COMMISSIONS A. 2.) 3.) 4.) S.) 6.) APPOINTMENT PROCESS 1.) Council Responsibilities. The CIty Council discussed their responsibilities for the interview of all Boards and Commissions members. There should be at least four and preferable all of the Council present'fèr the interviews. Appointments. The expiration month of the terms of each Board or Commission should be staggered to prevent excessive interviewing. Interviews for appointments or reappointments could be held in the month prior to the expiration of appointments. The appointment or reappointment would be made at the first Council meeting of the month of the expiration of appointment. See the attached draFt calendar of expiration/appointments. . Alternatives. The Council liked the idea of an alternative for each Board and Commission reappointment. Upon a resignation the Council could determine if the alternative person would fill the vacant position for the remainder of the unexpired term of the vacancy or if there will be interviews. The alternative could fill the vacant position until the Council makes this decision. Alternatives could attend meetings of BoWds and Commissions with no vacancies; they would not vote, but courd participate in Committee assignments. Fact Sheet. Staff could provide for all applicants a fact sheet which will summarize the selection processes, rules effecting Boards and Commissions, purpose of the Boards and Commissions, job duties, regular -meeting dates, etc. This fact sheet would be provided with .the application form. Application. It was considered that all applicants be required to completelv fill out the application form in order to be considered. Interview Questions. Under this revised appointment procedure, staff would provide a list of general questions for the Council to consider at interviews. together with Information on standard interview criteria and what kinds of questions ore appropriate or legal to ask. There would be .. ( "\ ( ,,\ (( . . 7.) 8.) 9.) - no standardized questions for Interview, but Council Members could ask similar questions so would be uniformltv between each interview. Questions would not need to be submitted to the Mayor for review. Pre-screening. Council considered having only residents of Federal Way apply for positions on Boards and Commissions unless otherwise -specified by code. Voting. Council thought It Important to have a defensible voting process. For example if there are four positions to fill each Council Member after the interviews would give the names of five candidates they prefer. From these names the top four candidates with the greatest number of votes would be selected for appointment and the fifth named for the alternate. Orientation. The Mayor and City Manager were asked to prepare for an orientation to new Boards and Commissions. The orientation would be attended by all new Boards and Commissions members prior to active participation. The orientation could include rules, purpose, City Council goals and work plan. etc. The first orientation would be for all new and existing Board and Commission members. Consideration was given to making attendance not an option. B. ROLES Of CITY COUNCil AND OF BOARDS AND COMMISSIONS 2.) 3.) 1.) City Council Work Plan. The Citv Council's policies, work plan and priorities for the City govern the work of the Boards and Commissions. Personal interests and private agendas of Council Members and Boards aod Commission members are not to be imposed on.staff. Boards and Commissions Work Plan. Boards and Commissions would take Couocil goals, policies, .work plans, and prioritize and develop them into their own work plan. The CIty Couocil would approve all Commissioo work plaos io the spring of each year, aod set schedules for each Commission work plan task. All Commissions theo could work together to achieve Council goals. The Council would periodically define bo_undar~es for Boards aod Commissions. For example, Issues related to the Visitatioo Retreat Center would be eotirely' the responsibility of the Arts Commissioo. New Ideas Process. Boards and Commissions are encouraged to submit new ideas outside of existing work plans to the City Council in the Spring of each year. Separately from the work plao so that the City (ouocil can consider these recommeodations as a part of budget for the oext year. These new ideas would be submitted to the appropriate City Council Committee first. 2 ( ( (' " . C. 4.) Structure. It was felt that the above structural changes would resolve most of the difficulties related to Boards and Commissions. The Council felt that thev need to deal with challenges unanlmouslv. and not allow people to plav Council Members against one another. The Council agreed to steer issues to the appropriate Commission or to staff as appropriate. . . 5.) Boards and Commissions. It was felt that Boards and Commission chairs should work with staff to set meeting agendas and act as facilitators and coordinators. All Commission members had equal standing. The City Council would like recommendations including alternatives and the pros and cons for each alternative. 'c RECOMMENDATIONS TO CITY COUNCil 2.) 1.) City Manager Recommendations. Where appropriate, Citv Council agenda packets should contain a recommendation from the CitV Manger together with an analvsis with findings of facts for alternatives and the pros and cons for each alternative including those of Boards and Commissions and Committees. Committee Boards and Commissions Recommendations. The recommendations of the Committees. Boards and Commissions should also be included in the Council agenda packet. This mav result in different recommendations. This is acceptable. II. CITY COUNCil WORKING TOGETHER A. COUNCIL COMMITTEE MEETINGS 1.) 2.) 3.) 4,) Efficient and Focused. Make meetings more efficient and keep them focused. Move more action items and fewer information items. Trv to keep the meetings to one hour or at th.e most one and a half hours in length. Middle of the Day. Have no meetings during the middle part of the dall. Morning Meetings. Stav within the allocated meeting time. Early Evening. Consider having meetings between 5:00pm and 7:00pm before Council meetings. 3 , " . '. ( f ( "" (( ß. 4.) 5.) Co 2.) 3.) ACTION ITEMS FOR CITY COUNCil A Cltv Council Committee can not take final action on behalf of the CIty Council. Action Items should be sent to the full CIty Council for legislative action under the following conditions: 1.) Items that ,the CIty Council requested be considered by a Committee. 2.) Items that are legislative or code required. 3.) When a Committee decision has been made and staff work Is complete. When two CIty Council Members want an' item sent to the City Council. -" Items Committees want reported to the full City Council. WORKING AS A teAM 1.) Guard against City Council Members being played off against each other. Guard against playing staff against each other. Staff responding to each Council Member's personal agendas 9dds to work load and interferes with staff's ability to achieve collective City Council goals. . D. WORKING WITH STAff 2.) 3.) 1.) Policy Issues. These should be assigned to the appropriate Committee. Non-Policy Issues. Go to the City Manager or the Assistant City Manager. If appropriate, consider going to a Department head. Requests for Information. Citv Council Members shoulq trv to use citizen action request (CAR) forms or at least provide in writing the name, telephone number and issue to staff. Staff will make an initial response to the City Council Member within three working days. Staff will trv to make a complete response within ten days giving full details. IV. 1995 GOALS A. THREE (SO'S. Staff needs to move decisively on the deployment of the three CSO's budgeted in 1995. 4 . '. ( I.\. ( ~ V. VISION ß. TRUMAN SCHOOlIMPROV€M€NTS. Consideration was given to reallocate funds for Truman Field improvements. Staff is to provide alternatives for the Cit\' Council to consider. The Parks committee should submit recommendations for alternative fields, If the\, make sense, to the Humans Services Public Safetv Committee for consideration and the reallocation of CDBG funds. . - A. SOUTH 34"8TH STREET AREA (This is assumed to be approximatel\, South 336th Street and South 356th Street, and between Interstate 5 and west of State Route 99) 1.) light Manufacturing and Bulk Retail. These me\, be primal\' land uses within this area. These two uses do not seem appropriate in the downtown area. The bulk retail should not compete with the retail in the downtown area. .". ß. DOWNTOWN AREA (South 320th Street Area) 1.) Allow Intensified Mixed Use. a.) Appropriate retail is SeaToc Mall and expansions to it. Attract an upscale expanded retail area. Residential Office (professional) b.) c.) 2.) Heights. Mid-rise structures of five to six stores seems appropriate. 3.) Make Pedestrian friendly. Promote the abilit\' to walk safet\, around the downtown using sidewalks to link all areas. 4.) Make Attractive. Add sizzle to downtown. 5.) Quality Improvements. Create an atmosphere that meets future needs and helps business thrive. Don't use quick fixes, bl!t work towards measured growth. Quality jobs lead to disposable income and expansion within Federal Wa\,. 6.) Safety. Make people feel safe and secure in the downtown. If we don't do this people will go elsewhere to shop. Need more visible police. 5 . '. (¡ (. .J. , , 7.) 8.), 9.) 10.) Public Investment. a.) Provide Incentives to speed up change (sign code, recycle ugly signs, etc) without over regulation. Public Improvements and partnerships with business. This could Include Improved security, structured parking, pedestrian areas, parks, art and plazas. (Sizzle)' - b.) Design RevlewlStandards. Design review Is on the Çity CounclVPlannlng Commission work program and-should be 'completed by the end of 1995. Consider design review alternatives and the pros and cons for each. Revitalize Downtown. There is a need to take correction aCtion to make sure that the downtown and retail core does not die. Other Notes (not consensus positions) a.) Question, what don't you like about Bellewe? . Don't want canyons, buildings not over five or six stories. . The attitude of the people of Federal Way is different. . Don't want to lose our rural identity. . We know our neighbors and have a friendly atmosphere. . We are not old enough to be like Seattle or Tacoma. b.) Downtown office vs East and West Campus Office. . Market driven. Building will occur when market develops. . Downtown office and campus offices are different markets. Campus areas are more corporate headquarters with open areas and tall trees, while downtown office will tend towards attorneys and professional seNices. Neeá'campus type offices first as they generate high income jobs. CEO's live near their corporate headquarters. c.) Not proud of SR99 and how it looks. Need to change its appearance. C. CITY COUNCil REVIEW VISION The vision statements include in the retreat packet and the above vision statements are to be utilized by staff to provide the next level of vision statements for the comprehensive plan. This is to be brought back before the whole Council for review and approval in the near future. 1.) 6 . . . . ( ( ( . : . 'v. VI. VII. R. GROWTH 1.) Households and Jobs. Growth Is likely to be cyclical and not a straight line. Initial growth Is likely to be slow. The arrival of rapid transit would help stimulate growth. A curve should be used to indicate about 13,800 households and 11.800 jobs in about 2010. We need to plan. tð- eventually accommodate the above growth numbers. 2.) New Housing. The bulk of new housing should be in the downtown. AFFORDABLE HOUSING 1.) Provide Alternatives. . The Council requested the staff to provide alternatives for City Council discussion. Affordable housing is a requirement under the GMA as an element of the comprehensive plan. 2.) Discussion (not consensus positions). . . Take steps to make housing cheaper. Existing steps include the homeless shelter ordinance and the proposed accessorv housing ordinance. This could also include zero lot lines. PUD's. change in zoning to allow smaller lots, reducing development costs, allow small units with common open space, etc. Provide incentives. Provide qeative financing. There was concern about the City being in the banking business. Subsidies. This could include the use of a Bond Issue. There was some concern about utilizing subsidies. Eliminate problems to help the market place. For example change zoning and not require retail on the first floor. Have affordable housing mixed in with other housing so as not to create ghettos. This could be done by creating credits or low cost units or bll providing less amenities in low cost units. Provide people with a chance for ownership of their units. Don't require quotas of low income housing. Allow the market to dictate. Don't shift low' cost housing costs to higher cQst units. Ask builders what to do to make housing affordable. I.e., low price in Kent. Several developers are looking at senior housing. . . . . . . . . . ANNEXATION REDONDO PRR. Staff Is to draft an Interlocal which Indicates that the Redondo area is to be a part of DesMoines. In the interlocal, provide th'at Beach Drive shall be kept open to two way traffi c. 7 ( (i ( VIII. B. AUBURN PAA. Provide for the Auburn heights area east of 51 st Avenue SE to be 'a part of Auburn. C, AlGONA PAA. Clean up the PAA line, by allowing Algona to assume the small portion on the drawings. . . D. PACifiC PAA. Accept the portion that Pacific agrees should be Included In the Federal Way PAR. E. MilTON PAA. The ten percent petition for annexation received for the enchanted parnway area dictates what portion should be in the Federal Way PAR. This includes a small addition to Federal Way previously overlooked. (Check Milton PAA graphics). f. ENCHANTED VillAGE ANNEXATION. Process the annexation for enchanted village area in 1995. Provide a cost benefit analysis that includes roadway needs. G. NORTHlAKE ANNEXATION. Consider not doing more than one annexation per year. Staff is to worn informally with residentS, but not add it to the 1995 worn plan. POLICE A. VISION VALUE STATEMENT. The City Council accepted the draft Vision Value Statement, but requested that additions be made to it that include: 1.) Police services be firm, decisive and direct. 2.) Police administration is to handle affairs fairly and firmly. 3.) Change the word 'humanism'. B. 1995 CARRY fORWARD. 1.) Wait until after the decision on policing in April 1995 Qefore-deciding on the allocation of 1994 carry forward. 2.) Consider keeping a reserve for Police. 3.) Consider construction an additional half million dollars in asphalt overlay work in 1995. This would not be considered until after the police decision, but staff should be ready to program this additional work. 8 . . ~. « (( ~ . . . IX. R. CAPITAL IMPROVEMENTS BOND ELECTION 2.) 3.) 4.) 5.) 1.) Go to the Voters In November 1995 for Two Bond Issue Decisions. $7.5 Million Bond Issue for Parks. This could be for the Phase I development of Celebration Parn which Is to be evaluated for the inclusion of the four lighted softball fields, six soccer fields, (2 lighted but consider lighting 6) parking, other park amenities, and a through road (connecting at least 11 th Avenue South and 9th Avenue South), Plan for a future Performing Arts Center on approximately five acres. $7.5 Million Bond Issue for Streets. The actual list"street improvements is to be refined through a public process which includes the Land Use! Transportation Committee and the City Council. This is to be done within the next two months. The roads Bond Issue is not to include monies for the asphalt overlays. Consider using Bond Issue funds as matching funds for grants on various street improvement projects. Boards and Commissions Responsibilities. a.) Celebration Park. Both the Parks Commission and the Arts Commission are to provide input to the City Council Parks Committee and the City Council relative to their respective areas of interest. b.) Visitation Retreat Center. The Arts Commission is to take primary responsibility for recommendations relative the Visitation Retreat Center. The Mayor is to communicate this to the Arts and Parks Commission. Miscellaneous Statements (not consensus positions) . Need to provide some starting .Sizzle. to help the downtown area. This may include propertv acquisition, publidprivate partnership and possibly $3 million for amenity improvements in the downtown area. Competing Bond Issues may divide the communLty. - Performing Arts. Not there yet for a 12,000 seat facility. Visitation Retreat Center. Need a plan before going forward. Possibly in 1996. Not ready for big dollars at this time because of the over 300 seat facility being planned for the Aquatic Center. Need to do something, but what support is there? The center stage could accommodate, in the chapel area, to start a Federal Way theater. The Visitation Retreat could be a center for music, performances, kids, traveling art shows, etc. . . . 9 Commission January Februarv March April May June Julv Au~ust September October Novemher Dl."cemher Planning Terms (7 !\tembel's) Expire 9/30 Par'ks/Rec. Terms (9 Members) Expire 4/30 IllIrmll1 Servicl'S Terms (9 Members) Expire 1/31 Youth Terms (13 Ml'rnbl."rs) Expire IV31 Arts Terms (11 Members) Expire 3/31 Diversity Terms (9 Members) Expire 5/31 Ethics Terms (3 Members) Expire 6/30 Civil Service Terms Expire (5 Members) 10/31 -. *City Council Retreat 2/24-25/95 Changes NOTE: All tenus expire last day of month comm.caJ I:\CMSN.CAL IN CHANGING TIMES THE EMERGENCE OF THE CITY AS A REGIONAL FORCE CAN ALSO CHANGE. THE ENCLOSED MATERIALS DESCRIBE OUR CURRENT PARTICIPATION IN REGIONAL ORGANIZATIONS. 1998 CITY COUNCIL RETREAT REGIONAL ASSOCIATIONS ASSQ.C.IAIlQNS ~ Airport Cities Coalition (ACC) Association of Washington Cities (A WC) Puget Sound Regional Council (PSRC) Suburban Cities Association (SCA) Economic Development Council (EDC) $100,000 $37,169 $24,212 $19,603 $ 7,524 1998 CITY COUNCIL RETREAT CITY'S REGIONAL ROLE VISION The vision statement in the City's Comprehensive Plan states that Federal Way is a great place to live, work, and play because: Participating partner in Puget Sound economic, political, and cultural life Participate regionally to yield funding opportunities Safeguard against outside impacts that reduce quality of life Support sister cities (cultural, educational, and economic benefits) REGIONAL ASSOCIATIONS The 1996 budgeted amounts for the following are: Airport Cities Coalition (ACC) $100,000 Association of Washington Cities (AWC) $37,169 Puget Sound Regional Council (PSRC) $24,212 Suburban Cities Association (SCA) * Growth Management Committee * GMPC Affordable Housing Task Force * Joint KC/Seattle/SCA Open Space-Parks Project * King County CDBG Consortium Joint Policy Committee * King County Consortium Home Program Selection Committee * King County Commission for Marketing Recyclable * King County Disability Board * King County Jail Advisory * King County Regional Law, Safety, and Justice Committee * King County Regional Law/Safety/Justice Regional Sign Language Committee * KC Regional Law/Safety/Justice Juvenile Justice Advisory Committee * Private Industry Council * Puget Sound Regional Council * Puget Sound Regional Council Operations Committee * Puget Sound Regional Council Transportation Policy Board * Puget Sound Regional Council Growth Management Policy Board * Seattle-KC Dept. of Public Health/Local Hazardous Waste Management Plan Coordination $19,603 * Seattle-King County Economic Development Committee Woodland Park Zoo Bond King County Advisory Committee on Emergency Management Regional Transportation Authority Regional Water Quality Committee of Metro. KC Council Regional Transit Committee of the Metro KC Council Regional Policies Committee of the Metro KC Council Tri-Caucus on Water Supply Citizens Waterfront Advisory Committee * * * * * * * * Economic Development Council (EDC) ATTACHMENTS 1. ACC mission and purpose information (Greg Fewins) 2. 1/21/94 memorandum "City benefits of A WC membership " 3. PSRC mission and purpose information 4. SCA mission and purpose information 5. EDC 1996 Workplan retreat\regionaLpk $ 7,524 .~ I . ~. ,. , The Airport Communities Coalition ~ Protecting your quality of life The Airport CommUIÚties Coalition (ACC) was formed in 1993 because hundreds of tho~ands of people living around Sea-The Airport knew that building a third runway at Sea- Tae Airport would seriously dimirü.sh the quality of life in their communities. The dties of Burien¡ Des Moin€s, Tukwila, : 1.1< and Normandy Park, along with the Highline School District, and joined by. the City of Federal Way in 1996, representing nearly 200,000 residents, formed ( the coalition to bring a strong voice, UIÚted in opposition against any further expansion of the airport into their neighborhoods. The Ace is committed to stopping construction of a third runway and has been endorsed by the city of Mercer Island along with public officials including Congressman Randy Tate, state Sen. Mike Heavey. state Sen. Adam Smith, state Sen. Ray Schow, state Rep. Greg Fisher, state Rep- Julia Palterson, state Rep. Eric Poulson, state Rep.Georgette Valle, state Rep. Tunothy Hickel, state Rep. Maryann Mitchell, King COW"lty Councilmember Peter von Reichbauer, King County Councilmember Greg Nickels and King County Councilrnember Chris Vance, represenfu\g in total¡ more than 200,000 residents. ,1 I , .. 3 I. 'r I I I \J (' v ( Why a Coalition? ~ South King County residents live in Des Maines, Tukwila, Nonnandy Park, Federal Way and Burien b~ause of the quality of life. People here care about their schools, businesses and parks. Many of the homes and schools were built long before Sea- Tac Airport was constructed. Many more reCetl.t re5i- dents invested in the community because years ago the Port of Seattle pmm- ised no more expansion after ð. 5econd runway W~S built. Parents and teachers know that ear-splitting jets roaring over a classroom can disrupt their clùldren's school day in ways that can seriously affect their learning. CommUIÚty members experience first-hand the interruptions dur- ing worship services when the rn.irùster¡ priest or rabbi is drowned out by a jet flying over. The people here know that expandirlg Sea- Tac Airport means lower property values and that means a decrease in the very services and public facilities that enable communities to be safe and healthy places to live. The Airport Communities Coalition members want to protect these legiti- mate interests. They want to make sure their com...mu:nities can sustain suc- cessful businesses and maintain clean waterways, safe neighborhoods and pleasant parks. That is why they have joined together to fight expansioo of Sea-Taco All of these values will be undemUned if a. third runway Í8 built- those are the interests of these communities and the mteæst5 of the ACe.. I I I ' o^~- c 4 , Why we oppose a third runway (--.......J : .. .-I Community impacts and disruption Most south King County residents live in this area because of the charac- ter of this community; continued airport expan5ion threatens nearly every aspect of the character that residents cherish and deserve. Î + When the airport WOws, local property values fall. That is because communities that suffer through massive construction activities aJ}d the increases in heavy aircraft noise become "blighted neighboJ.'hoods." Long- tenn housing is displaced with transient housing with high turnover. Mean- while, the character Iffid quality of businesses decline as local ma1:"ket stability erodes. "J (" + At the same tÎI:le, decreased property tax revenues mean less money for the very community services that increase in demand - police protection, road maintenancel librariesl parks and schools. + The entire commUIÙty suffers when the cycle of neighborhood blight- ing escalates. Neighborhoods near the tlùrd runway will have to put up with literally thousands of heavy truck loads of dirt through their streets every day for years as well as a long~term influence of increased noise impacts. While separately the:Je are significant problemB for any community¡ together they erode the very commUIÚty fabric these neighborhoods need to sustain them- selv~ as healthy residential areas. - + The impact on lower income neighborhoods will be severe. The blight- ing influences that will come with construction. of a third runway will add to the struggles of a commurúty already hit with transient populations, prosti- tution and drug traffic (all drivQI"\ by the existence of the pJ:'e6ent airport). \'--l + Jr. order to keep those neighborhoods from. increasingly becoming airport area wasteiands, additional police officers and firefighters witrneed to /'" , - "" ,----,- 5 f( City of Federal Way MEMORANDUM Date: January 21, 1994 To: Kenneth E. Nyberg, City Manager From: Larry Springer, Director, Department of Community Outreach and Policy Planning Dena Laurent, Management Assistant Snhject. C'.ity Benefits of A We'. Memhership ..¿,e , We were asked to review what, if any, benefits the City derives from its membership in the Association of Washington Cities. Our research demonstrated numerous benefits which are outlined below. (( Background The Association of Washington Cities is a voluntary nonprofit organization of the cities and towns of this state, founded in 1933, to advance the interests of cities, both by representing those interests before the State Legislature and by providing a program of training, workshops, insurance, and technical services. The Association is governed by a 19 member Board of Directors composed of elected officials, augmented by two representatives of the Washington City Manager's Association. AWC's office is in Olympia, and has a staff of 33, of which 21 are general A WC employees, and the remainder are either funded through a grant or work for either the Employee Benefit Trust or the liability insurance program. The primary source of funding for the Association is from service fees paid by the member jurisdictions. Currently, all 270 cities and towns belong to A WC. City Staff Utilization of AWe Services To determine to what degree City staff utilize Awe resources, we emailed all employees asking them to share their experience, if any, with using AWe services. The following responses were received and indicate a significant and diverse utilization of A WC services on an ongoing basis by a variety of City staff. P::trks ::tnrl Recrp~tion Parks and Recreation staff use A we survey information regarding service fees and charges assessed in other cities for recreation services. They also utilize A WC resources to schedule. conference speakers in coordination with the Washington Recreation and Parks Association. Facility type questions have also been answered by AWe such as access to energy saving programs, and recommendations for changing light fixtures to o:aes~at use less energy. ( \" C'.ommnnity Development Community Development Current Planning staff regularly attend A WC training on land use! 6 (o' ( growth management, and regulatory reform issues. Current Planning staff also frequently use the Municipal Research Service Center's information base on a regular basis to ascertain how other cities have handled certain land use issues. Most recently, staff contacted MSRC on temporary use issues and homeless issues. This service saves Current Planning staff an enormous amount of time since by avoiding the need to call individual cities when the staff is working under a time crunch. Staff has also used MSRC for information on fees., radio antennas, daycare and other issues. MSRC also provides similar services for the City Clerk's Office. Pnhlic Worh Public Works staff have used A WC legal research services with regard to using civil enforcement procedures. A WC staff assist City staff on State Legislative and regional public works issues, and coordinate advocacy of public works issues statewide. They attend Public Works Directors meetings and coordinate the Washing""'City Engineers Association. AWC also produces the City Engineers Association newsletter, which Public Works staff find very valuable. A WC staff provide legislative updates and highlight key present and future issues in the field. Financial M;:ma~ement Finance staff have contacted A WC regarding how the State is forecasting its revenues which in turn are distributed to the cities and counties statewide. This information is used in project future City revenue streams for the budget process. e Ri~k Mana~ement. Staff called A WC for Bloodborne Pathogen Exposure Control Plan assistance and found them to be very resourceful and informative. Risk Management staff also attended a workshop on bloodborne pathogens which was excellent. The sample plan for addressing bloodborne pathogens in the workplace gave staff the basis for the City's plan. rommnnity Ontrf"l!ch ancl Policy Plannin~ Community Outreach staff use A WC resources to assist in monitoring State Legislative. activity. The AWC's weekly Legislative Bulletin, annual Legislative Conference and ongoing Legislative Committee meetings provide timely information on State Legislative issues, . allowing the City to respond to its Legislative delegation on issues of importance to the City. Human Re~onrce~-We11ne~~ Human Resources staff have attended A WC Wellness Coordinators training, and have coordinated A WC Wellness programs for City staff. City staff participated in an A WC Wellness-sponsored "Tasty Trivia of the Silver Screen" (which encouraged healthy lifestyles), and the A WC Wellness Games. For these programs, A WC provides materials to copy and distribute, such as healthy menus, promotional information, prizes, and T-shirts. A WC also sends out a monthly wellness newsletter, sponsors a ~Uftess coordinators network which meets regularly to share ideas, and City staff have access to A WC's library which includes copy materials, videos for training, etc. The City receives a rebate on health insurance for developing a wellness program which meets certain standards for participation, and number of 7 ( activities. Human Re~ource~-Admini~tration Human Resources staff also use the Local Government Personnel Institute extensively for other issues. Human Resources staff receive the AWe Legislative Digest, the Labor Relations report and Personnel News, all of which keep them up-to-date on the latest issues and trends. Staff contact Awe regularly to get information about what other cities are doing or how they have handled particular issues. Awe also can often provide sample policies on these issues. Staff attend the annual Awe Labor Relations Conference, which is extremely helpful and very relevant to day to day Human Resources concerns. Staff can get information about trainers and other resources, including references from other cities. Staff use the Awe Employee Salary and Benefit Survey as a reference when looking at salaries for new and/or reclassified positions. ...bit, , C "" Human Re~ollrce~-Hf'li1th Tn~lIrance Human Resources staff interact regularly with A we regarding health care issues. A we staff have been very helpful as resources regarding health care reform, changes in law~ and requirements related to employee benefits, health insurance plan design and other general employee benefit information. They also negotiate insurance rates and coverages, and help employees with claims problems, and provide for COBRA administration. ( Gf>.nf>.r::ll St::lff C'.ommf>.nt~ Several comments were received from staff who appreciate good value in health insurance, AWe wellness program participation, and the monthly wellness publication. A we Services Awe offers services in five main areas: technical assistance, training, publications, insurance services, and legislative services. Tpr.hnie;:¡l Sf>.rvice~ The second major area of responsibility of AWe is to provide technical assistance to cities and towns. A we works with the Municipal Research and Services Center, and provides inquiry services and direct field assistance. In terms of inquiry services, A we handles most of the questions regarding matters related to: . Personnel--handled through the Local Government Personnel Institute . Energy--An AWe staff member is funded through a grant from the Washington State Energy Office . Transportation--An engineer is funded through a grant from the Department of Transportation . Growth Management--A we has a planner on staff who is working with the Department of Community Development on implementation of the new growth management legislation. . Recently enacted legislation ( 8 (/ Inquiries regarding most other areas are referred to Municipal Research. In addition, A WC conducts field visits with every city once every 18 months. Those visits are designed to both provide assistance, as well to learn whether changes in law could assist the city. AWe also serves as staff to a number of afflliate groups including the eity Engineers Association, the Washington Council of Public Personnel Administrators, and the City/County Planner's Association. AWe also maintains liaisons with the city managers, [mance officers, city attorney's and other associations. Tnlininp; The major area of activity is that of training. Training activities range from the annual A WC convention, which in .1993 attracted more than 800 attendees, to very targeted training sessions addressing specific subjects. In addition to the annual conference and the City Legislative Action Conference, each year A WC holdsøPersonnel Institute, a Budgeting..lW-orkshop, and an annual Environmental Institute. Ten to twenty additional workshops are also scheduled annually. Most recently, A WC sponsored a workshop of regulatory reform which attracted more than 200 attendees. ( Finally, every two years, A WC conducts four newly elected officials workshops to provide an orientation of newly elected city officials. AWe also sponsors orientation workshops for newly incorporated cities. Prior to the general election for the Federal Way councils, A WC sponsored six training sessions for the candidates. Pnhlications AWe publishes several periodic newsletters on topics including personnel, transportation, development, energy, and the general AWe City News. A WC also publishes a weekly Legislative Bulletin during the legislative session. Other Awe publications include: . A Salary Survey for city and county positions . A State Assistance Catalogue--describing the various grant and loan programs . A Tax and User Fee Survey--identifying tax and user fee rates applicable in the various cities, and . A Buyers and Services Directory--identifying private sector providers of various services. A WC also maintains an extensive library of videos and other materials which may be checked out. Insnnlnce Prop;rams A WC provides two insurance programs: an array of employee benefits, and a property and liability insurance program. ( The employee benefit prògrnm is managed by the AWe Employee Benefit Trust. The Trust provides health insurance, dental coverage, vision, long-term disability, employee assistance, and life insurance. The Trust provides coverage to over 7,900 .city employees, and covers 9 .,' (' more than 15,000 total individuals. .192 cities participate, as do 24 non-city entities. The Trust has almost $15 million in reserves, which helps keep the rates low. A WC also . provides an extensive wellness program to Trust cities. The Trust will be providing free health screening to all covered employees in 1994. Those screenings will include an analysis of health risks, and an extensive blood screening. The property/liability insurance package currently covers 55 cities and towns. This program has been in existence for four years and has grown substantially. T i"<Ei~lMivf>. Sf>.rviœ~ In a typical legislative session, somewhere between 400 and 600 measures will be addressed which impact cities. AWe s role is to seek enactment of legislation beneficial to cities, and to deter passage of harmful measures. ..$PiC has six registered .1obbyistsrOOpported by three staff assistants. A WC's efforts on behalf of cities has been very successful in the recent past. Notable legislation which A WC has played a major role in during the past several years includes: ... . Approval of the City/County Criminal Justice Package in 1990, and its reenactment this past session. In the past, Federal Way received over $1 million in criminal justice funding. Under the new formula allocation, we were able to preserve this funding opportunity and received $369,902 for fiscal year 1994, ( . Approval of the Transportation Funding Package in 1990, and its subsequent implementation through creation of the Transportation Improvement Board, . Modification of the annexation requirements for Code cities, . Approval of the Growth Management Act in 1990, and the modifications in 1991, and . Modification of the Boundary Review Board statutes. Approximately, 75 percent of A WC' s legislative work is geared toward opposition to . detrimental legislation. A WC has successfully opposed efforts to reduce city revenue capacity, to limit the ability of cities to maintain their own courts, and to reduce the land-use authority of cities. A substantial amount of the credit for this success goes to city elected and appointed officials who have written letters, phoned and made personal contacts necessary to convey city legislative positions to their individual legislators. ,/ A WC' s legislative agenda is developed'through a formal process, commencing in the spring with formation of a Resolutions Committee, and concluding in December with A WC Board review, modification, and approval of our Legislative Committee's recommendations. Membership on the A WC Legislative Committee is open to all city officials, and 10 i( representatives of Federal Way have served on that committee. Future appointments are made in early July. A WC also monitors the activities of state agencies responsible for implementing legislation impacting cities. Between legislative sessions, A WC spends 20-30 percent of its time with agencies, either assisting in the development of legislation, on various committees, or worlång on the implementation of previous enactments. Through membership in the National League of Cities, and through direct contact, A WC maintains an involvement with our congressional delegation. T mp:l('.t of A WC'. ~1Ipportf"Li or Opposf"Li T .f"~isl:1tive Mf"~s1Ires' 1 9R2-1 991 Many of the legi~lative measures the Association of Washington Cities (A WC) has supported or opposed óver the past ten years have had substantial impact on the state's cities. These measures can be grouped intot.the following three groups: 1. Specific fiscal gains to the City of Federal Way 2. A summary of positive legislation benefitting cities 3. A summary of major defensive measures 1 T .f"~isl:1tion ProviriinE; Fis('.:I! Ci:lin to Ff"Liernl W:lY (( A C'.rimin:l1 J1Istiœ F1InriinE; (1990 :Inri 1991) In 1990, the Washington State Legislature responded to the criminal justice funding needs of local government by enacting the City and County Criminal Justice Funding Act. In 1993, the Act was reauthorized, including the motor vehicle excise tax (MVET) distributions and the 1/10 of 1 percent sales tax authority. The MVET distribution formula was changed to target special criminal justice programs and cities contract for law enforcement services. The sales tax authority was extended to all counties. C'.:I lenrl:lr Y f"~r Oistrih1ltion C'.I:1ssifi('~tion $ A mo1lnt 1990 Population based and grant 1990 Total (Incorp. Feb. 90) $ 114,591 $ 114,591 1991 1991 1/10 cent sales tax Population based (2 grant payments) 1991 Total $ 891,276 $ 187,945 $1,079,221 1992 1992 1/10 cent sales tax Population based 1992 Total $ 945,624 $ 141,375 $1,1086,999 C" 11 (/ c ( 1993 (est.) 1993 1/10 cent sales tax Population based 1993 Total (estimate) $ 978,550 $ 147,828 $1,126,378 12 (( 1994 (est.) 1994 (est.) 1994 (est.) 1/10 cent sales tax Innovative/Contracted Svs Population based 1994 Total (estimate) $ 998,121 $ 311,906 $ 57,996 $1,368,023 R o~~ T~x TnC'.n~JI~e (1QqO) This legislation raised the gas tax 5 cents per gallon and provided an array of local option funding sources, including a street utility to fund up to 50 percent of cities street maintenance budget. ' Year Total Gas Tax Revenue for City of Federal Way 1990 1991 1992 $ 1,201,639 ,. " $ 1 656 893 , , $ 1,725,118 Total Gas Tax Revenue for Federal Way (1990-92) $ 4,583,650 (( r. Other O~~ T~x Reform Gas tax increases were also achieved in 1983 and 1984, a four-cent increase in 1983 and a two-cent increase in 1984. Five cents of this increase is distributed under the usual formula, under which cities et about 20 percent of the revenue, while one cent is divided evenly between the state, the counties, and the cities. n E<:\HR 4?2R - Puh1iC'. Works Tm~t Flinn (1QR5) 1988 Water & Sewer District/Sewer $ 312,181 1988 Water & Sewer District/Water $ 347,070 1989 Water & Sewer District/Water ..$ 973,685 1990 Water & Sewer District/Water $ 282,000 1991 Water & Sewer District/Sewer $ 575,280 1991 Water, & Sewer DistrictlWater $ 590,940 1994 Storm Sewer Work* $ 657,800 1994 Storm Sewer Work* $ 897,640 *Recommended by the Public Works Trust Fund Board at an 1 % interest rate for approval by the 1994 Legislature. 2 Rn:iC'.ten T £'.r;i~l~tion 'Renefittine C'.itie.c;¡ :inn Town~ { " A E<:\R 4Q7? - S~r.onn H~lf-r.ent T .oc~l S~les T~x (19R2) , This piece-of-legislation provided cities with approximately $100 to $120 million annually in new revenues. In addition, the Department of Revenue reduced the collection and administrative charges for the second half-cent sales tax. The value in savings to the cities of that administrative decision amounted to over a million dollars per year. 13 (' R One-Fourth of One Pereent Rf>lll Rl¡t~te Rxei~e T~x (19R2) Included in the second half-cent sales tax bill, cities were granted authorization to levy a tax of one-fourth of one percent of the sales value of real estate for capital improvement purposes. C'. Rule 1 R9 - T ,imitinr; the App1iclltion of ~t~te H&O T~x on C'.ity Aetivitie~ (19R'i) This measure amended 1983 legislation to exempt all non-utility city activities from the state B&O tax. J) HR 1211 - F~sinp; Annex~tion Proeeciurp_1¡ for rooe C'.itip_~ (19R9) Easing the annexation procedures for code cities, the most significant element of this legislation reduced the percentage of.value required under the petition method of annexation from 75 percent to 60 percent in most situations, and to 50 percent in situations where the city surrounds 80 percent of the area to be annexed. Federal Way is a code city. ..,'"~ --o!fr "". E ~HH 1919 - Growth M~n~r;ement Aet (1990-1991) This legislation recognized that growth in the state should be managed at the local level, and that growth should "pay its own way." An additional 114 percent real estate exci§..e tax was authorized to cities and counties mandated to plan under the Growth Management Act for the development of capital facilities. The Act was implemented through legislation passed in 1991 and defended against attacks in 1992. In 1993, legislation was passed that extended Growth Management planning deadlines. (' F R~SH ñ41? - Fundinr; for Wi1ci1ife ron~rvMion ~nci Outdoor Reerp~tion (1 (NO) A significant environmental measure, ESSB 6412 provided $54 million in bond funds for state and local acquisition of scenic areas and park lands. ~ G Allor.J:Ition of FIJnd~ for P~rks ~nd for Hou~ine; Proe;rnm~ (1991) The 1991 capital budget allocated $50 million each for parks and for housing programs during the 1991-93 biennium. H R~HH 2010 - Authorizine; Rf>.eion~l Trnn~it Authorihf"_1¡ (19<)1) R~HH 1010 authorized King, Pierce, and Snohomish counties to create a Regional Transit Authority, which will have the responsibility of planning, constructing and operating a high capacity transit system within the region. T R~SH 12'\9 - Seizure ~nd Forfeiture of Firf".J:Irm~ (1991) This legislation allows cities the local option to determine whether it is in the best interest of the community to auction, trade, or destroy forfeited firearms. Prior to this legislation, cities did not have the option to destroy forfeited firearms. ¡ T HR 1 <)0) - Gooe;rnphie Tnform~tion Serviœ A we introduced legislation in 1993 that would have clarified the ability of cities and towns to charge fees for services and products provided by a geographic information system. The bill did not pass, but AWe will refine the bill and reintroduce it during the 1994 session. 14 (( «' \ ( ':\ Major Df".ff".m:ivf". Action~ A SR ':\0'\0 - T .iql1or Profit~ Di~trihl1t1on (19RS) An attempt to change the liquor profits distribution formula from the present 40 percent city, 10 percent county, and 50 percent state to a per capita distribution was defeated. R FBR ({271- Prt~.f".mption of Loc.a1 Govf".mmf".nt~' Rf>'..f1l1ation~ ofPf".~tic1de~ (1991) Rç:R ó?7?¡ would have restricted the ability of cities, towns, or counties to regulate pesticide use on agricultural and forest land and on public right of ways. This bill was vetoed by the Governor. C'. Makinr; C'.hanr;f>'r~ in Pnh1ic D1~do~l1rf". T .aw~ (1 <)91 - 1991) In 1992, legislation (R<::HR 2R76) made changes to the Public Records Act, but made no ,,¡;..~ . changes to the Opèn Public Mootings- Act. The adverse components of the bill were omitted. The original version would have required the taping of executive sessions. AWe was also successful in 1993 in ensuring that no detrimental changes were made to the Open Pubic' Meetings and Records Act. ~. D Mf>'.a~nrf".~ to TTndo Provi~ion~ of Growth ManaEement Act (19<)1) A number of bills introduced in 1992 would have pared back the 1990 Growth Management Act. These bills included a takings bill, requiring compensation for limitations on the use of land; a series of wetland bills designed to reduce the capacity of cities and towns to regulate wetlands; and legislation severely limiting the imposition and utilization of real estate excise taxes. Except for the real estate excise tax limitations that passed in a "watered down" form, these attacks on growth management were unsuccessful. 15 , . .t' (' t Puget Sound Regional Council 11m ¡:,' Q' 1011 Western Avenue, Suite SOO Seattle, Washington 98104-1035 (206)464-7090 . FAX(206)587-4825 ~6 ,.' . . .' .. ( PUGET SOUND REGIONAL COUNCIL - PSRC 1011 Western Avenue, Suite 500 Seattle, WA 98104-1035 206-464-7090 FAX: 206-587-4825 PURPOSE .' (' The PSRC is an association of local governments and state agencies in the central Puget Sound 'region. It serves as a forum for developing policies and making decisions ê!bout important regional growth and transportation issues. The PSRC is designated under federal law as the Metropolitan Planning Organiza- tion (MPO), and under state law as the Regional Transportation Planning Organization (RTPO) for King, Kitsap, Pierce and Snohomish counties. In addition to the four counties, the PSRC's members include 58 cities in the region, three ports, and two state agencies- the Washington State Department of Transportation (WSOOT) and the Transportation Commission. Island County, the Thurston Regional Planning Council and the Port of Bremerton are associate members of the PSRC MANDATES In addition to its own governinglnterlocal Agreement, the PSRC operates under numerous federal and state laws, including: . the federallntermodal Surface Transportation Efficiency Act (lSTEA); . amendments to the federal and state Oean Air Acts; . the state Growth Management Act; . and numerous state transportation statutes, including transportation demand management and commute trip reduction laws, and the High-Capacity Transit Act. KEY AmVITIES /' V The PSRC is mandated by state and federal law, and by its own governing Interlocal Agreement to maintain VISION 2020 as the optimal regional growth and trans- portation strategy for the region, and to conduct and support numerous state and federal 17 . , ( \ planning, compliance and certification programs,which enable counties,dties, transit agencies, ports and WSDOT to obtain state and federal funding. The PSRC also provides data and research to address current issues and explore future needs and options that could benefit the region, and serves as a center for the collection, analysis and dissemination of information vital to residents and governments of the region. The PSRC's Interlocal Agreement with member governments establishes the organization's growth management, transportation, data base, forum and technical assistance responsibilities. The agreement highlights the following functions: ~ .- (' . Meet Metropolitan Planning Organization responsibilities for the four counties, develop a regional transportation plan, review and approve expenditures of federal transportation funds, and identify short-range transportation system development needs and financial strategies. . Fulfill Regional Transportation Planning Organization requirements prescribed by state law for the four counties; ensure that the regional transportation and land- use plans are integrated and that state, regional and local transportation plans are consistent. . Maintain VISION 2020 as the adopted regional growth and transportation strategy, and prepare multicounty planning policies for the region. . Develop and maintain a regional data base; forecast and monitor economic, demographic and travel conditions in the region as the foundation for local and regional planning. . Provide technical assistance to local governments, the state and federal govern- ments, and business and community organizations. . Provide a forum to discuss emerging regional issues. MAJOR PROGRAMS VISION 2020 - MAINTENANCE AND REFINEMENT AND IMPLEMENTATION AND PERFORMANCE MONITORING Maintain the regional growth management, economic and transportation strat- egy, to reflect planning and implementation that occurs in the region and support con- tinuing work on the strategy; and undertake new planning activities in support otand review progress toward achieving VISION 2020. Principal Planner, Norman Abbott ................................... 206-464-7134 18 ..' ( TRANSPORTATION AND DEVELOPMENT BY DESIGN Help communities, transportation agencies and private land developers make mutually supportive investments that foster community development and regional transportation and growth management objectives. Principal Planner, Carolyn Feiss__.._..._-----206-587-5061 . . ", Urban Center Incremental Development Study Senior Planner, Ned Conroy _..."':'.._' . High-capacity Transit Planning ...- 206-587-5670 METROPOUTAN TRANSPORTATION PLAN Develop a 25-yeãr regional investment strategy, freightirid goods and nonmotorized elements, air quality conformity, least-cost planning, major investment studies, demand management, and discussions about how to finance transportation improvements. Principal Planner, Ralph Cipriani .----........---....-._.....206-464-7122 Principal Planner, Peter Beaulieu ."'-"----""."'-- 206-464-7537 Freight and Goods Element ( AIR TRANSPORTATION CAPACITY Support the work of the ExpertPanel which is reviewing conditions related to noise and demand and system management that the PSRC attached to its support of a third runway at Sea-Tac Airport. Director, Jerry Dinndorf .....----.-..-.-.-.......206-464-6663 Growth Management Department- "On January " 1996, the Growth Management" and Transportation Departments will be combined with King Cushman as Director. TRANSPORTATION MANAGEMENT SYSTEMS Develop the Congestion Management System required by federal transportàtion law to monitor existing transportation problems and identify potential solutions to guide decisions on use of federal transportation funds. Senior Planner, Nick Roach -------..--"--'--.'."""" 206-464-6843 TRANSPORTATION IMPROVEMENT PROGRAM . . ( Maintain a regional Transportation ImprovemenfProgram that includes all . projects using federal funds, including funds managed by PSRC and the state; conduct 19 , , ,::,'t:~'~,:<;{W}"~ « ongoing analyses related to plan consistency, air quality, financing; and conduct ongoing monitoring, administration, and training/assistance to agencies. Principal Planner, Karen Richter -.-.........--..................206-464-6343 POLICY, PLAN AND PROJECT REVIEW Ensure that local, regional and state planning efforts are compatible and mutually reinforcing, and work with local governments, countywide growth management planning I groups and state agencies in the review of policies, plans, and projects for consistency with state and regional planning goals. ' ~'" Senior Planne~ Rocky Piro --..-.---.....----......--=...:-:':....206-464-6360 TECHNICAL AsSISTANCE, FORECASTS AND DATA BASES, TRAVEL DEMAND MODEUNq. Provide demographic, economic, travel and geographic data to ~ember jurisdic.. tions, other agencies, businesses and the public; assist in planning activities of member jurisdictions; collect, analyze, maintain and improve data; and identify, monitor, and forecast trends. (' Acting Director, Bob Sicko ........................".......................... 206-464-5325 Department of Research and Forecasting COMMUNICATIONS AND INFORMATION SERVICES Develop and provide materials and services, and assist agency staff in researching out to, involving and meeting the needs of the PSRC, members, other agencies, businesses; community organizations and the public. , Communications Manager, Richard Milne _....~... 206-587-5060 librarian, Deana Dryden .-.--......,............................-..-..... 206-464-7532 OroSION MAKING The PSRC is governed by a General Assembly and an Executive Board. The GroWth Management and Transportation Policy Boards advise the Executive Board. GENERAL ASSEMBLY ( The General Assembly is composed of all elected officiå!s from the executive and legislative branches of member cities, towns and countie~, plus representatives from the ports and state agencies that are members of the PSRC The Assembly meets at least annually, usually in March. " 20 -- ,'t~\¥~~~i~. .~~, ',{,~ .' . ~~::"'.V'~;\'" t .' «( Its authority is to review and vote on key Executive Board recommendations, such as those concerning the annual budget and major policy documents. Assembly voting is weighted proportionally. A wlllisting of PSRC members Is In the PSRC Membership Oiredory that follows the Commonly Asked Question section. ExECUTIVE BOARD Executive Board members are appointed by their General Assembly constituents to represent the member governments. The Board is chaired by the PSRC president and carries out delegated powers and responsibilities between meetings of the General Assembly. It generally meets on the.,fQlit.rth Thursday of each month. .. ,-". A list of Executive Board members is on page 10 of the PSRC Membership Oiredory that follows the Commonly Asked Question sedion. OPERATIONS COMMITTEE (( The Operations Committee is composed of Executive Board members and is chaired by the PSRC's vice president The committee reviews and makes recommendations to the Executive Board on the budget and work program, and on contracts and other financial and personnel issues. It generally meets on the fourth Thursday of each month. A list of Operations Committee members is on page 11 of the PSRC Membership Diredorythat follows the Commonly Asked Question sedion. TRANSPORTATION POLICY BOARD AND GROWTH MANAGEMENT POLICY BOARD These two boards include representatives of the PSRC's member jurisdictions and other appropriate representatives of regional business,labor.civic and environmental groups. The boards generally meet the second Tuesday of each month. . A list of Transportation Policy and Growth ManagementPolicy &ard members Is on pages 11 and 11 of the PSRC Membership Oiredory that follows the Commonly Asked Question section. OTHER COMMITTEES AND COUNTYWIDE GROUPS The PSRC also relies on the work of other key committees, and countywide groups in each of the four counties, to provide advice and recqmmendations on various. regional issues. .. The committees include the following staff and/or technical committees: . Regional Staff Committee 21 ',' (( . Technical Operators Committee . Regional Project Evaluation Committee . Transportation Enhancement Committee . Regional Technical Committee The countywide groups include the following: . King County Caucus of the Transportation Policy Board . Kitsap Regional Planning Council . Pierce County Regional Council . Snohomish County "fumorrow Steering Committee . Eastside Transportation Program (King County) . South County Area Transportation Board (King County) . SeaShore Transportation Forum (King County) --- - ORGANIZATION ( The approximately 48 PSRC staff members are organized within four departments. The staff work cross-functionally supporting the activities and programs listed above. Executive Director, Mary McCumber ...................._......206-464-7515 Transportation Department* Director, King Cushman .........................................................206-464-6174 Growth Management Department* Director, Jerry Dinndorf .......................................................... 206-464-6663 Research and Forecasting Department Acting Director, Bob Sicko ..-.......--..-....- 206-46+5323 Administrative Services Department Director, Mark Gulbranson .........................................-...-.. 206-464-7524 * On January 1, 1996, the Growth Management and Transportation Departments will be combined with King Cushman as Diredor. . FUNDING . . (' For FY 1996, the PSRCs budget.is approximately $7 million. Nearly 80 percent of the PSRCs revenue is derived from federal and state grants, and the remaining 20 percent is from dues paid by PSRC members and from other local sources. 22 .. ~. 'f. ",. - ,',", " ;, , ..- (, SOME COMMONLY AsKED QUESTIONS Is the PSRC a regulatory agency? Do governments have to be members? The Regional Council is not a regulatory agency, it is a planning agency. The Council was created as an association of governments that have come together through the agency's Interlocal Agreement to work on issues of regional significance. Federal laws require the establishment of Metropolitan Planning Organizations in major metropolitan areas around the country, to work on regional transportation issues. Each 'of the four counties - KinMi~ap, Pierce and Snohomish - are r~ired t@ be members of an MPO. The actual boundaries of the MPO are designated by the governor. In addition to the four counties, 58 cities, three ports arid two state agencies are members of the Council. A handful of the region's smallest cities and towns have not become Council membetõs. State laws establish Regional Transportation Planning Organizations (RTPOs) to work on growth management as well as transportation issues,and require that the Regional Council include as members tWo state agencies - the Washington State Department ofT ransporta- tion and the State Transportation Commission - as well as the Ports of Everett, Seattle, and Tac°n:'a. RTPOs are similar to MPOs for large urban areas, but also include rural areas. ( What are the benef1ts of membership? , Membership provides an opportunity for city and county elected officials and staff to work together and with other interests to resolve issues that cross jurisdictional bound- aries. Membership also provides access to a wealth of information and technical assis- tance. This includes a broad range of data to meet specific needs, including employment. population and travel data to meet the requirements of the state Growth Management' Act and other planning needs; technical studies and policy analyses from staff and through universities, private research and other sources; assistance in working to obtain federal transportation funding and perform other functions; and technical expertise in areas such as transit and transportation planning, economics and economic deve10pment growth management demographics, and development of geographic information systems. What happens to jurisdictions that choose not to be a part of the Re8ional Council? The Regional Council makes available to its members a wide range of se/Vices and information; non-members are charged in many instances. Ju(i$dictions in the region that are not membèrs of the Coùncil are still eligible to apply for fedèral transportation funds that the Council allocates, but are not part of the decision-making process on projects or on regional plans, policies and issues which could affect non-member jurisdictions. \ 23 (' Do local governments have to êonfonn to PSRC policies? What happens if they don't? The Regional Council reviews local and county transportation and growth man- agement plans, and plans of transit agencies plans for state transportation facilities ir1" the region, to assure consistency with the adopted regional transportation plan. Regionally significant transportation projects may only receive federal funding if they are consistent with the regional transportation plan. The Council also reviews the consistency of countywide planning policies with multicounty policies. Whafs the history of the PSRC? How long has it been around? -~;;,'- The central Puget Sound regien=has had a regional planning agency in existence since the late 1950s. In that time, the agency has gone through several iterations and name changes. The Puget Sound Regional CoÙncil was created on Oct. 1, 1991, following the dissolution of its forerunner, the Puget Sound Council of Governments. Beyond a""" change in name, the new agency, PSRc, has specific mandates under federal transporta- tion and air quality laws, and under the state Growth Management Act, that the previous agency did not. c Whafs the primary purpose of the PSRC? The primary purpose of the Puget Sound Regional Council is to serve as a regional forum for local governments, working with state transportation interests, ports and local transit agencies, to resolve growth and transportation issues. A principal function is to maintain and periodically update VISION 2020, including the Metropolitan Transportation Plan, as the growth management,economic and transportation strategy forthe region, and, with VISION 2020 as a guide, to provide federal funding for transportation projects, and support to member jurisdictions, to help achieve and sustain the region's outstanding quality of life. Do residents of the region pay any taxes to support the PSRC? The Regional Council has no taxing authoring. It is a planning agency. The largest share (nearly 80 percent) of funding for the Council is derived from a combination of federal and state grants, with a smaller amount coming from dues paid by member jurisdictions and agencies. /. \ 24 "'t/?{ji, \'~\¡:!'~ .' '. .'" ( ¡ '. {' I ',f ~ Do individual citizens or non-govemmentalgroups have any say in what the PSRC does? Consistent with its adopted public participation plan as well as federal and state requirements, the Regional Council conducts a wide variety of activities, provides ã wide variety of opportunities, and strongly encourages and enables citizen participation In its activities. In addition to public comment periods at meetings, the Council's outreach efforts Include wide distribution of Information through newsletters, reports, media contacts, and other publications and efforts;open houses, workshops and citizen commit- tees; and a host of other activities, ~ere can I get a copy of aY~RC publication? Regional Council publications are available through the Council's Information Center at 1011 Western Avenue, Suite 500, Seattle, 464-7532. The Council also maintains mailing lists for its monthly newsletter, Regional VIEW, and other publications, and makes a number of its publications available in local libraries. "" What is VISION 20207 VISION 2020 is the growth management and transportation strategy under state and federal laws for the central Puget Sound region, which encompasses King, Kitsap, Pierce and Snohomish counties. VISION 2020 was adopted by the cities and counties of . the region in 1990. The Puget Sound Regional Counål modified VISION 2020.ln 1993 to bring it into conformance with the state Growth Management Act (GMA),and updated it in 1995, which included creation of the Metropolitan Transportation Plan. The GMA requires this region to have multicounty policies on growth and transportation issues extending beyond the boundaries of an individual city orcounty. VISION 2020 includes policies affecting eight topics, including urban growth areas, rural areas, housing, econom- ics, and transportation, and establishes a monitoring system to help evaluate whether VISION 2020 is achieving its desired results. VISION 2020 is the region's policy framework for directing transportation invest- ments which improve mobility for people and goods to support growth management plans and sustain the region's economic vitality. VISION 2020 also establishes a process to periodically monitor whether regional policies and transportation system investments are helping achieve desired land development patterns and transportation system perfor- mance. The Metropolitan Transportation Plan (MTP) is the region's guide for transporta- tion system investment and program development strategies.to improve mobility of people and goods, The MTP also is used to evaluate the cons'istency and compatibility of local comprehensive plans in achieving the regional growth and transportation strategy, 25 t Why do we need VISION 2020? Federal laws, including the Intermodal Surface Transportation Efficiency Act and Clean Air Act and state laws, including the Growth Management Act, require this region to have a regional growth management strategy and transportation plan. The Metropolitan Transportation Plan (MTP) encompasses the detailed transportation policies in VISION 2020 and allows the region and its jurisdictions to remain eligible to receive federal transportation fu~~ . What is the Metropolitan Transportation Plan? The Metropolit<3n Transportation Plan (MTP) provides a 25-year look at the region's transportation needs as identified by cities, counties and other agencies; it provides baseline information on the current performance and projections of future performance of the transportation system; it discusses ways to preserve and maintain the existin~ , system, and to manage it and make it more efficient; it provides the basis for beginning the discussion of how to finance future transportation improvements; and it evaluates the potential impact of improving or not improving the system. (I What is the practical application of the VISION 2020 Update and MTP? . VISION 2020 reflects and builds upon planning by local governments under the . state Growth Management Act TheGMA. requires consistency among local and regional plans, and "the Council works with cities and counties to ensure consistency. What it means in practical terms is that we work together as a region to deal with regional issues. The ,Regional Council uses VISION 2020 and the MTP as guidance for decisions on how to spend federa1 transportation funds it1 the region. In addition, all other major transporta- tion improvements in the region - by the cities, by the state, by transit agencies - must be consistent with VISION 2020 and the MTP. . . ~' 26 t, ". ~ ~ ; '-' ", ,r--\ .~. . '~" REGIONAL TRANSPORTATION SYSTEM RESPONSIBILITY fEDERAL AND STATE REQUIREMENTS . 15TEA, Clean Air Act, Growth Management Act, High Capacity Transportation Açt . Govern process and content for all transportation plans . fuJet ~ Regiord CouocI .- 2363588 SUBURUBAN CITIES 2363588JAN 22 '9601:21 (' General Information Suburban Cities Association The By-Laws of the Suburb~ Cities Association of King County were signed on 9-11-91 in Federal Way, Washington. The organization exists to benefit all member cities and towns through: . discussion of common problems; . obtaining greater understanding of issues; .~"increase coordination of efforts; ~j., . increased knowledge of municipal, county, and state government services; . assistance to the Association of Washington Cities; and, . with the concurrence of a majority of rb.e member cities and towns, ~o speak for the Association in regional affairs and policy discussions with King County and/or other regional forums. f Our By-Laws state that we will achieve'these goals by: ~ working to achieve consensus; .. shming research and information to improve the quality of decision making; ., e,u:.ouraging broad participation of members in developing solutions; . vc-<:.úllg decision making in the organization as a whole; . ensuring the Board of Directors is representative of the different sized cities and towns which compris.e the membership; tII provide that the Board be comprised of barb. mayors and council members; and, . providing that the Board reflect geographical balance to the extent póssible. Attached you will find a list of topics which are currently being staffed on behalf of the SCA and the name of the lead staff member(s) for that topic. You will also find a brief topical summary of the Executive Director's Report from the past several Board meetings. Our Board meets on the third Wednesday of each month. In additiq.a to this policy work, we offer a monthly membership meeting where reports are given on the work of various regional boards, committees. and commissions. We also hear reports. on various regional levy and bond proposals and on legislative issues where we ~y differ from the position of the larger A WC. We solicit monthly speakers on current or emerging issues or who can ~ffer presentations to educate our members on governments programs. Our membership meetings are on the second Wednesday of each month. ¡'" t' 28 ( f ( I ( ( , ( 2363588 SUBURUBRN CITIES <:":>0':>-"-"-'-',-"",:,,::, :;>0 t:JJ..t::.J. starting in February of 1996 our monthly meeting will also include a Director's Report similar to the one now offered at the Board meetings. '- Topics for the Board and membership agendas can be referred to our offices. The agendas for the next month are set on the fourth Wednesday of the month by our Executive Committee (pres., V. Pres., Sec./Tres., and Past Pres.) This allows time to notify our membership so that they can prepare and be present to speak to issues of concern. On..a .daily basis SCA staff monitors King County Council Legislation foJ: issues which will impact our members. Issues for the week of January 22, 1996 include a council Motion moving intergovernmental relations to the Legislative Branch from the Executive Branch, adding an audit of Criminal Justice Funds to the auditor's work plan for 1996. and the appointments of Suburban Cities Representatives to the Animal ContrÕl Advisory Commission. On a long term basis we are following issues such as jail' services contracts, open space bond preparation. criminal justice information system needs assessment, regional vs. local service delivery through GMPC, and Public Health governance and finance.. On an as needed basis we also offer workshops to provide in depth briefing for our members. In 1995 we offered tWo workshops on the history and issues of regional fmance, a workshop and decision meeting on the rules for the Metropolitan King County Council Regional Committee, a City Manager's workshop and recommendation to the Board on the distribution of State Growth Management Funds for 1996, and a regional staffbrefing on current regional issues. Our Growth Management Ratification Workshop served as the council work shop for several cities, including Federal Way. SCA Representatives are also meeting with Seattle elected officials to identify ways to improve the Regional Committees of the Council. We are following the citizeJ:)S process for Charter Review in 1997 and the potential initiative campaign to change the King County elected positions to non-partisan. SCA offices also schedule many of the SCA Committee meetings and handle the notification of all SCA meetings. workshops, and issues. . This is by no means an all inclusive list of our current acdvities, but is rather a sllIIlIruU'Y of some of our current projects. If there are any questions or comments our offices are open from 8:00 am to 5:00 pm weekdays. Our phone number is 236-7676 or 1-800-266- 1418. 29 ( I ( ( ( 2363588 SUBURUBRN C1Il~S 1996 Regional Issues and Staffing :Water Supply-Lloyd Warren Water Quality, Surface Water Management~Nancy Hansen Solid Waste-Damon Diessner, Glenn Boettcher RTA-Lise Northey, Phillip. Keightley -------.... ~ -~ ~~-- -." . Transportation (Metro 6- Year Plan, PSRC 6 Year TIP)-J ohn Dong, Lisa Clausen Parks and Open Space-Ly~da Ring, Patrice Thorell Public Health-Lynda Ring, Lisa Clausen Criminal Justice Issues-Lynda Ring, Ed Crawford Growth Management-Rob Odle Affordable Housing-Karen Reed, Art Sullivan Emergency Medical Services-Warren Merritt, Ron Profit Human Service Funding-AI Hicks, Patti Skelton, Michael Look Third Runway-Lynda Ring., Rob Odle County Ch~er Initiative-Lynda Ring rcg$ÚJr 30 ¡$ ¡f '<O,f~::: . . l.t~~~)'/>: .. . M:~:f;~;<:~/, ,;';:' " ~ (/ The Economic Develop of Seatt, (, /À.... , " ','. """"""":,1"::' ;' :~~~,. , "":' THE loC (. ( The Economic Development Council of Seattle & King County 701 RfthAvenue, Suite2510 SeaUle, WA 98104 telephone 206/386-5040 fax 206/386-7821 e-maIl" edc@nwrain.com h/lp://wvrw. edc-sea.org 31 (( ( ,{ ( .' ,( .' I. The EDC Mission The mission of the Economic Development Council of Seattle & King County (the EDC) is to retain and create family-wage jobs in King County. The EDC's coalition of business, government, labor, education, community and environmental interests, together with the EDC staff, will accomplish the mission through a flexible business development system that will market Seattle/King County as a premier location for business development and family-wage jobs. The EDC will actively coordinate its job retention and creation efforts with local organizations, including chambers of commerce. ~ 1996 EDC Workplan 32 . ç: II. 1996 Projected Outcomes The projected aggregate outcome of EDC work in 1996 is shown below, including jobs retained and created, as well as the ancillary products of increased tax revenues, increased family incomes in King County, and increased EDC membership. . Retain 1,000 family-wage jobs in King County. . Create 4,000 family-wage jobs in King County. . Increase tax revenues in King County. . Increase family incomes in King County. . Acquire 80% of client organizations as new organizations are businesses, governments, etc. assistance. members. Client that receive EDC .~ ,. .-..-. The job projections are conservative estimates based on current leads and the EDC's experience during the 22 months beginning January 1994 and ending October 1995. During that period, approximately 25% of the EDC's program re~urces were devoted to business development assistance. In the future, close to 1crO% of its program resources will be devoted to business development assistance. (- l The projected outcomes were determined using the number of calls received by the Business Help Center in 1994-95 for assistance in the categories of job retention and creation. Each call was multiplied by the average number of jobs for businesses calling in that sector. A projected success rate was then assigned to each category. This provided an estimate of the number of jobs that could be expected to be retained or created in each sector (converted to a 12 month period). Finally, a multiplier was assigned to the sum of the retention and creation categories to reflect the increase in resources devoted to this effort in 1996. c 1996 EDC Workplan 33 .' ( III. Product & Servi'ce Description The EDC's products will be the family-wage jobs retained and created in King County through (A) Direct Business Assi.stance and (B) Informational Services. These functions will constitute the EDC's (C) Business Development System. The EDC also will participate in (D) Board Approved Special Projects. A. Direct Business Assistance The EDC will focus its direct assistance efforts on businesses that have the greatest likelihood of providing family-wage jobs in King County. In 1996, we will target the manufacturing and high technology sectors. Research has shown that these sectors provide family-wage jobs and have excellent multiplier effects in terms of additional jobs. created for each Job: in the sector, and additional-economic output generated for each job in the sector. The EDC's focus on manufacturing and high technology jobs willnQt preclude assistance to businesses in other sectors (see "General Business" below), but limited resources require prioritization and careful allocation of staff and member effort. (r' Criteria: Businesses will be selected for assistance with job retention or creation in King County using the following criteria as a guide: . Number of family-wage jobs at risk, or potentially gained, relative to other potential clients. . Extent to which the EDC can assist in retaining or creating specific jobs. . Extent to which specific retention and expansion issues can be identified and affected by EDC actions, e.g., land use, environmental and other regulatory issues, transportation, siting issues, workforce issues and financing. . Extent to which the solutions to the problems faced by the client are transferable to other businesses and jobs in other parts of the County. . Extent to which the jobs in question are compatible with the County's comprehensive planning policies. . Extent to which staff, membership and other resources are available to ensure success. (,. 1996 EDC Workplan 34 ( (( (.- \ . Response Team Assistance: The EDC's strength is its coalition of business, government, labor, education, community and environmental interests. Response Teams comprised of experts drawn from the coalition will be formed to respond to specific client needs on an as-needed basis. This will provide clients with comprehensive resources devoted to helping resolve their issues and will highlight the benefits of doing business in King County. The size and duration of Response Teams will vary depending on the complexity of client issues being addressed, however, each team .will set realistic deadlines for completing its work. Membership on the Response Teams should be reflective of the EDC membership. Non-EDC members may serve on a Response Team if they bring particular expertise to the team. -<:. 1996 EDC Workplan 35 ( Manufacturing Sector Workplan for 1996 Description of Sector and Rationale: Manufacturing consists of a - variety of industries, among them food processing, textiles and apparel, printing and publishing, forest products, chemicals, plastics, stone, glass, clay, metals, machinery / equipment, transportation, and aerospace. In King County, manufacturers pay. average wages of more than $28,000 per year, compared to the average for all jobs of just over $26,000 per year (1990). Manufacturing also enjoys a strong job multiplier effect, creating between two and four additional jobs in the economy for each manufacturing job. In addition, each dollar of output from the manufacturing industry generates approximately 70 cents in output from the rest of the economy. Projects: EDC members have identified a number of job retention and job creation possibilities in this sector. Each project is described below1 with goals and benchmarks noted. ~ (- . At the request of the governments of King County, City of Seattle and Tukwila, and the Port of Seattle, the EDC will implement a Business Assistance/Ombudsman Program. The purpose of the program is to assist manufacturing businesses negotiate the maze of environmental and land use regulations that can often inhibit job retention and creation in the County's older industrial areas. Five businesses, representing approximately 260 jobs, have already been identified for EDC assistance. r Goal #2 wlbenchmark: Successful identification of specific needs of each business. Achieve by 1/31/96. Assist in regulatory / siting matters as identified. Achieve by 12/31/96. - Goal #1 wlbenchmark: . The EDC will seek out manufacturing businesses county-wide that meet the selection criteria and use its ombudsman service to assist them. Target: 660 jobs. Goal #3 wlbenchmark: Develop strategy for outreach county-wide. Aclúeve by 2/15/96. Implement strategy. Achieve by 12/31/96. Goal #4 wlbenchmark: . The Port of Seattle has asked the EDC to assist 24 businesses, representing approximately 300 jobs to relocate from the Harbor Island redevelopment area to other locations in Seattle and King County. The EDC will work directly with these businesses and the Port to develop and complete a relocation strategy. . (,,- Goal #5 wlbenchmark: Goal #6 wlbenchmark: Develop strategy for relocation. Achieve by 1/31/96. Accomplish relocation. Achieve by 12/31/96. 1996 EDC Workplan 36 . .. ( High Technology Sector Workplan for 1996 Description of Sector and Rationale: The high technology sector has been divided into two areas of growth opportunity for King County: 1) Biomedical Equipment and Biotechnology, and 2) Communications/Information Technology and Electronics. 1) Biomedical Equipment and Biotechnology are two of the most rapidly growing industries in the State. The concentrations of these firms in King County is a direct result of the leading research conducted at the University of Washington and the Fred Hutchinson Cancer Research Center. Most of the state's biotechnology firms are developing products which detect or fight cancer, diabetes, AIDS, asthma, cystic fibrosis, multiple sclerosis and other human diseases. Annual wageS. for the biomedical equipment and biotechnology fields average greater than $43,000 in King County, and both have a strong multiplier effect, creating between one and two additional jobs in the economy for eafh job in the sector. 2) Communications/Information Technology and Electronics includes communication networks, personal computers, information storage, multimedia, software and electronic devices. ( In King County, the communications/information technology and electronics sector employers pay average wages of nearly $50,000 per year. The sector has an impressive job multiplier, creating two jobs in the economy for each job in the sector. Also, each dollar of output from the sector generates approximately one dollar in additional output from the economy. Projects: The EDC has identified the following projects for the biomedical and biotechnology sector. Together these activities are projected to result in three new biotechnology or biomedical companies in King County, representing 75 jobs, and the expansion of three existing biotechnology or biomedical companies, representing 150 jobs. . Market King County to key biotechnology research and development companies. Goal #7 w/benchmark: Goal #8 wfbenchmark: Develop strategy. Achieve by 2/29/96. Implement strategy. Achieve by 12/31/96. G/ . Establish a biotechnology incubator facility with laboratories, offke space and shared equipment exclusively for start-up firms. Few other industries have the heavy capital costs required of new biotechnology companies. A small biotech company may need the kind of special laboratory apparatus that is normally found only at major universities, research organizations or corporations. By offering a combination of low cost space, advice on business planning and 1996 EDC WorkpLan 37 . . ( management, and advice on sources of assistance and capital, incubators assist entrepreneurs in getting businesses started. . Goal #9 w/benchmark: Goal #10 w/benchmark: Goal #11 wlbenchmark: Goal #12 wlbenchmark: Develop strategy. Achieve by 2/29/96. Assemble working group. Achieve by 3/31/96. Propose incubator and financing. Achieve by 9/30/96. Incubator established and tenants located. Achieve by 12/31/96. . Work with the V.W. and the Fred Hutchinson Center on technology transfers and the establishment of new biotechnology companies in King County, including providing financing and real estate development expertise. Goal #13 wlbenchmark: Meet with agencies ånd establish working relationship. Achieve by 2/29/96. Goal #14 wlbenchmark: Working with companies. Ongoing. .0:. The EDC has identified the following projects for the communications/ihformation technology and electronics sector. Together, these activities are projected to result in two new companies in King 'County, representing 300 jobs. and the expansion of three existing companies, representing 200 jobs. ( . Market King County as an excellent location for communications/information and electronics companies. Goal #15 wlbenchmark: Develop strategy. Achieve by 2/29/96. Goal #16 wlbenchmark: Implement strategy. Achieve by 12/31/96. . Organize the creation of a "testbed" facility offering affordable technical and marketing services to emerging software companies allowing them to test their software products on a variety of hardware and gain marketing skills. Goa1O#17 w/benchmark: Develop strategy. Achieve by 3/31/96. Goal #18 w/benchmark: Assemble working group. Achieve by 4/30/96. Goal #19 w/benchmark: Implement strategy. Achieve by 12/31/96. . Develop financing alternatives, including additional sources of equity and debt capital, for companies at the start-up and early expansion stages. Goal #20 w/benchmark: Develop strategy. Achieve by 3/31/96; Goal #21 w/benchmark: Assemble working group. Achieve by 4/30/96. Goal #22 w/benchmark: Implement strategy. Achieve by 12/31/96. 1996 EDC Workplan 38 ( (? ¡'/ q . . General Business Workplan for 1996 While the EDC will place its emphasis on the Manufacturing and High Technology sectors because they hold the greatest promise for family-wage jobs, thè EDC will continue to respond to inquiries and requests from other businesses. Because of limited resources and the need to maintain a strategic approach, however, the EDC will place less emphasis on those firms with low skills and low wages in the general business category. . .~ 1996 EDC Workplan 39 . ~; (' (/ B. Informational Services The second element of the EDC's work is as an information provider to businesses seeking key economic data about King County. To accomplish this objective, the EDC will collect and distribute accurate and timely economic information. Informational Services Projects for 1996 . Upgrade the value of information available from the EDC on the World Wide Web and explore additional ways to disseminate information. . Enhance direct business assistance capabilities by collecting data on and/or conducting analyses of: -- King County's competitive position versus other metropolitan areas, which may include contrasting salary levels¡ cost of living, education attainment, occupancy rates, taxes, quality of life and attitvdes toward economic growth and the environment; .. - Market and economic trends as they affect specific industries, geographic areas and communities. Analyses may include information on labor force availability, suppliersl infrastructure, growth potential, operating costs, utilities, raw materials, education and training, environmental compatibility and community support relating to each targeted industry; and - Targeted industries, such as operations suited to the area, current geographic concentrations, representative companies, chief location criteria and facility location patterns (see Sector Expertise below). - Facilitate development of an industrial site inventory for King County. . Develop a means of identifying. at-risk firms and workforces, and arrange for assistance through data availability in business credit and fiscal analysis, debt restructuring, land use regulations, taxes and other interventions as appropriate. . Produce and/or Update the Following Materials: King County Datasheet, Intake Evaluation Questionnaire, Industry Specific Datasheets, Tracking Forms, Business Development Package, and Client Profiles. . Create a resource network to improve emPloyer access to worker training and education resources throughout the community. 1996 EDC Workplan 40 (( { (, C. Business Development System The actions undertaken by the EDC through its direct business assistance and informational services work (see IILA. and IILB.) constitute a "business development system". The diagram on the following page shows the system as a series of steps that the EDC will take to reach its goal of retaining aod creating family-wage jobs in King County. The key steps in the system include: 1) identifying the client and client needs; 2) addressing those needs; 3) marketing King County to the client; 4) closing the deal; 5) "telling the world"; 6) and getting the EDC membership at the conclusion. The net result is family-wage jobs retained and created, increased tax revenue and increased family income. --:. 1996 EDC Workplan 41 1. .,' . ~ Address Needs ,,~ ,,------ The EDC Business Development System Market King Marketing Methods County to clienl"ospon.e loam w,inen motorial the Client lelephone conleCl m Bring ~ the Client to the Table Deal signonll1edonad 1M -Þ- N Tell the World Get Membership Membership Request ask clienl, re.pon.e team, Olhe" involvad Promotional Materials medii conleCls! ,.I.a... New.Wi" ad'i.ni.ing w.b .il. .di1orial. feSlirnonie~ pubr.. apeaking rn I Levernge I Recognition Customized Business Development Package Targeted Colraterals I<ing Co, dalash..1 nduslty apeclTic data.h..1 businesa planning packet c:IIenIprolite promo mllertela w.b alte, on-Ine cllenlapedfic Industry spednc gen. busIness Unsolicited Queries phonl, lax, I-mil, drop-In, len.r Target Queries _ase Managemen mainla1nclienl ,osponseleaml in-house dalaba.a Induslty confect ba.a phone, ed'ienlslng, websltl,maß Target Local, Stare & National Orgs, Pro.Active Involvement ~ea~:~~~~s, publIcatIons events . , ----- , Family Wage Jobs. Retained & Created Increased Family Income Mission Statement The mission of The Economic Development Council of Seattle & King County (The EDC) is to retain and create family-wage jobs in King County. J>' M noWlec1ge ê..~ertlse anlolllnl,bI!¡a ..11. lor" ~'l'PL _. I89'Ptmitlngh_. _.""~oI...a ~":}..all ~.=:::r:.. ""'!yolMa ,-. Intake Sheet ,. Ask Questions Referral ( (, ( \ . . D. Board Approved Special Projects The EDC is occasionally asked by government agencies to serve as a primary organization in special projects which require involvement by our coalition. These economic development projects vary in duration and extent of EDC involvement, but generally entail either a convening role or a commitment by the EDC to provide office space and/or share in the administration of the project. Requesting agencies occasionally provide funding to offset costs and the EDC provides some in-kind support. Project Agency Purpose EDC Role Freight Mobility Puget Sound Regional To ensure that freight Convenor, staffing Roundtable Council mobility issues are addressed in regional transportation plans Commuter Challenge City of Seattle, King To increase highway Housed at EDC, County, Wash. State capacity through in-kind ~~inistrative Dept. of Transportation promotion of Hav support (WSDOT), commuting & 9 Suburban Cities,.Puget encouraging alternative Sound Air Pollution work schedules and Control Agency telecommuting (PSAPCA) Washington Washington St. Dept. To develop networks of Housed at EDC, Manufacturing Comm. Trade & Econ. similar firms to create in-kind administrative Networks Dev. jobs and increase support business through joint contract bidding King County King County Counàl To develop King County Contracting agency, Industrial/Mfg. Council industrial sites per staff & member Growth Management involvement requirements I 1996 Workplan: .The President will review current .projects 'semi-annually to evaluate: 1) Project Status; 2) Results to Date; 3) FutureEDC Requirements; and, 4) Continued EDC Involvement. The President will provide a report and recommendations to the Board. New projects will require 'Board approval. 1996 EDC Workplan 43 . .. ( « t'- -), IV. Marketing Through the Business Development System, the EDC will continually market itself and King County as it initiates projects, collects information, and maintains liaison with members, targeted organizations and companies. Marketing Activities for 1996 Current marketing materials and strategies will be evaluated and new materials will be developed as necessary. This will include: . Designing and Producing Business Development Package . Developing Media Contacts ànd Distributing Press Releases . Continuing Regular Publication of EDC NewsWire . Placing of Industry-specific and General Advertising . Evaluating, Developing and Maintaining Web Site . Placing Editorials and Op-eds . Obtaining Member Testimonials Marketing activities will include: . Developing and Maintaining Response Teams (see ill.A.) . Collecting data through Inquiries and Publications . Joining selected Professional Organizations . Attending Special Events and Industry Related Events . Maintaining Direct and Frequent Contact with Targeted Members. Targeted organizations include: -- Local, State and Federal Government Agencies -- Community Groups -- Chambers of Commerce -- Educational Irlstitutions -- Labor Unions -- Public/Private Industry - Membership Organizations -- Special Interest Organizations -- Legislative Bodies -- Travel and Tourism Organizations Marketing events will include: . Sponsoring Annual Economic Forecast Conference . Sponsoring Quarterly Economic Update Breakfast Seminars <:. Organizations and 1996 EDC Workplall 44 (' fatal Client Activity: 720 The EDC of Seattle & King County Business Help Center Activity Report Year-End Summary 1995 Client Status Client Type Type of Operation - Active 64 EDC Member 32 Existing 456 Closed. 649 In State 244 Organization 17 Success 7 Out of State 433 Public Agency . 18 Total 720 Potential Member 11 Start Up 150 N/A 79 Type of Assistance Client Activity by Industry Sector (( Services Unknown/Residential FIRE Misc. Manufacturing Retail Communication Wholesale Trade Public Admin. Electronic Mfg Medical ~rans ortation Total Active Clients: SO 192 148 109 73 64 36 32 19 19 15 13 Publication Publication & Research In-Depth Assistance New Relocation Expansion Retention ~ 513 80 127 79 28 U 8 Potential Impacts Co. Size # of Clients Indush:y Sector Clients Total Jobs Created 8,348 1 - 20 employees 13 Misc. Manufacturing 25 Total Jobs Retained 505 21-50 10 Mfg. of Electronics 16 51-100 4 Medical 5 101-200 5 Service 4 >200 18 Successful Clients Total Jobs Created Total Jobs Retained Total Square Feet 350 N/A 205,000 V \ 45 CITY OF ,...-. . ED~ ~~ FrY" DATE: 23 December 1997 TO: City Council Philip D. Keightley, Deputy City Manager (f FROM SUBJECT: Regional Governance and Finance The attached October 16, 1997 status report on Regional Governance and Finance still provides a good summary of the current negotiations between the Suburban Cities Association (SCA), Seattle and King County. The Phase 1 package of Police Information Systems, Animal Control, Pools, Human Services and Potential Annexation Areas (PAAs) may also include Phase 2 items such as Courts of Limited Jurisdiction and the Zoo if their negotiations are far enough along. The SCA has recently requested greater operational and implementation transitional information about the Phase 1 package, more complete details on the Human Services part and financial details with revenues and expenditures so that each city can examine the impacts. Once this is done, SCA recommends this be sent to the Growth Management Planning Council (GMPC) Oversight Committee to determine if the Phase 1 packet is suitable for public comment. Once amendments to the packet are made by the Oversight Committee, it will be sent to the GMPC for review and approval. Ratification of the final Phase 1 package by King County agencies requires approval by 30 % of the agencies representing 70% of the people. The Councils of the 37 suburban cities, Seattle and King County vote. If ratified, each city will then work with King County to implement the transitions of the services to the responsible agency. I: \regional. mem CITY OF ,.....-. --- ED~ ~ ~ Fn'" REGIONAL GOVERNANCE AND FINANCE STATUS REPORT October 16, 1997 Under the requirements ofSSB 5038, the Growth Management Planning Council (GMPC) Oversight Committee is addressing regional governance and [fiance in King County. They will learn the results of King County, Suburban Cities Association (SCA) and Seattle staff negotiations on the fIrst phase or group of regional governance and [fiance issues on October 22,1997. The Oversight Committee will make recommendations to the GMPC later this year although approval by GMPC is not now expected until early 1998. The SCA cities staff have used the twelve principals adopted by the SCA as the basis for the negotiations and will be providing a gain/loss summary for all SCA cities for Phase 1 issues under current negotiations. - Phase I issues: . Human Services . Animal Control . Pools . Zoo (may include funding future improvements) . Police - infonnation sharing/technology . Potential Annexation Areas (P AA) . Rural areas . Urban subsidy Phase 2 issues: . Courts of limited jurisdictions . Infrastructure - regional . Police - special services . Zoo - funding future improvements . Parks of regional significance Human Services. King County will be responsible for the provision and funding of basic human services. These basic services are as follows and are detailed in the attached Appendix C and D: . Family support and child development . Youth services (without recreation) . Infonnation and referral . Basic needs/survival services . Domestic Violence . Sexual Assault 1 . Health (community and dental clinics) Aging services (without recreation) Employment (ESLÆmployment support) . . The 1996 dollar value of the basic services is based upon the $15.8M annually expended by King County and $7.42M annually (being verified) by the suburban cities. King County will be responsible for funding the total $23.22M and for funding inflation with no adjustment for decreasing populations from future annexations or incorporations. The suburban cities portion will be from redirected city revenues to King CountY, possibly from a portion of city Motor Vehicle Exise Tax (MVET) or liquor taxes. Seattle is providing its own basic services and is independently funded and not a part of the $23.22M basic package for King County and SCA. The King County Community Services Division Strategic Plan is the basis for detennining the above services. Cities can still provide funding to human service needs beyond basic services in their jurisdiction. City block grant funding for human services is not effected and is separate from basic services. King County is aware that federal changes to human services funding will put pressure on the funding of basic services and may require their providing additional funds. Based on SCA cities human service expenditures of$7.42M, 1997 Office of Financial Management (OFM) population of 700,572 for SCA cities and the allocation of cities revenue contributions based orrpopulation, this means about $10.59 per capita of revenues could be paid by SCA cities to King County. This amounts to about $805,000 annually from Federal Way. As we presently fund $350,000 annually for human services, this could increase our contribution for basic human services $455,000 annually. Animal control. About 20% of pets are licenced at this time. At 40%, the King County operations will break-even. The current negotiations are to have King County assume all animal control at no cost to cities and that existing agreements with cities would expire after three years or if break-even is achieved flfSt. The cities would pay King County a one time 5 cent per capita contribution towards publicity and publications to increase the percent of licensing. The King County Executive's 1998 budget has fee increases that may make animal control nearly break-even. This may make the cities contribution not necessary. ~ The Aquatics Center is a regional facility and would remain with King County. The 10 other local pools would be turned over to the cities 1/1/99. King County would make three annual payments to the cities totaling $5.2M, which is the current King County maintenance and capital budget for the pools fOf three years. King County is researching the Forward Thrust bond covenants for the pools to see if the cities can convert them to other uses. Cities can close the pools after three years. If closed earlier by a city, the city would have to prorate back to the county that amount of their county revenues for the pool covering the early closure. Some accommodations are being considered for the three cities that have already taken over their pools. Zoo (Woodland Park). Seattle wants to make this a regionally funded facility with accommodation for the funding of capital improvements. Additional negotiations with Seattle are scheduled. 2 Police - infonnation sharing/technology. All police departments need to replace or upgrade their software for their infonnation and communication systems about every three years. It has been agreed that a software standard would be written in the next six months so that all agencies would be able to specify these standards when they upgrade software. This will result in all agencies being able to share their infonnation within about three years. This can be accomplished within existing agency budgets and is much less expensive than going out for a major bond issue to change everything at one time as originally suggested by King County. P AAs/Rural areas/Urban Subsidy The urban subsidy issue (15% of city sales tax going to King County) is largely being addressed in the PAA discussion. There appears to be general agreement that it is appropriate to have some amount of "rural supplement". See the attached illustrative figure of the proposed concept. The idea has been conceived to have a King County funded "transition fund" for each city that will be available to the city when an area is annexed to help meet the costs of bringing the P AA area infurstructure to city standards. A study ofP AAs would be made to detennine the costs for these infrastructure upgrades. . The following are related issues being negotiated: . King County would not be able to remove projects in P AA areas from their ClP. . Cities would not have to sign P AA agreements that include the requirement that the cities agree to pay a portion ofP AA improvements if done by the County before annexation. At present there is no deadline set for cities having to complete annexations. King County would adopt city zoning codes in P AAs. Cities could contract to administer zoning codes in P AAs King County will budget separately regional services from local and rural services. The GMPC may replace the King County Boundary Review Board. When urban growth lines change, there would be a simultaneous annexation with the abutting city or a no protest annexation agreement. .Consider annexation law changes such as to reduce annexation petitions to 50% from 60%. Develop agreement as to what to do if a city goes bankrupt. This is a fear with some of the new cities without a strong revenue base. Draft legislation as needed to do the above and go to the legislature together. . . . . . . . . l:\govem.sum 3 cnlE S ~ ~ftLES -mx 1S-'{ íO ~',.\¡ -¡y uRg,LtI'J S(J,~SI1Y REG-iON IrL PROGRAMS- FUN~íN~' 'T1(f1\¡:'; ¡'{I c." PUN.!) (V (Crt E:S ¡, ,\ gu.<.AL x,¡\tE¡VJ£¡\{T ALL PM" RNNÐ<tb.~ loN!It? I;Mf , , . - ';.', ..' Appendix C . .""'.""""""""""""""""",.""""""""",.""".,.",."",..................................,....................................""""""'.""""""""""""""""""""""""""."""" List of Basic Services Family Support and Child Development Advocacy Case Management Child Care Counseling Educational Support Family Resource Centers Legal Assistance Nutrition Parent Training Literacy Domestic Violence Counseling Community Advocacy Legal Advocacy Batterer's Treatment Shelter Youth Case Management Counseling Group Homes and Transitional Housing Teen Pregnancy Sexual Assault ,Assessment Legal Assistance Prevention Treatment Support Health Community Health and Dental Clinics Infonnation and Referral Employment ESL ' Employment Support Basic Needs/Survival Services Emergency Shelter Food Banks Homeless Prevention Job Assistance Meal Programs Transitional Housing Aging Programs Day/Health Care Senior Centers " .Þ Finance and Governance of Human Services 29 ., ' . '... Appendix D """""""'....................................................,..................................................................................,....................................................... ..................... . Defining Services in the Basic Regional Package Question: How would we describe what is included in the basic regional package of services, i.e., who is it targeting to serve and to achieve what ends? Assumption: We do not want to list the specific services that go into this package as the service needs and associated service responses may change over time. We, therefore, want to have the flexibility to alter the services while still attempting to achieve particular goals or intents. The definitions below would describe the purpose of creating regional av~lability in each,of the designated broad services areas. Family Support and Child Development The target population for these services is at-risk families. The general intent ~ to intervene early through prevention and early intervention efforts and provide the types of support to families that will enable them to become self-sufficient and function effectively without special help. ,The assistance provided.to children focuses on helping them to develop in a healthy manner and be successful in school and the community. Youth At-risk youth are the group targeted for services in this area. The purpose is to assist youth who are at risk for or are having various types of tr9uble (e.g., emotional problems, teen parenting) to develop into healthy adults who will be self-sufficient, contributing members of the community. Information and Referral This service area provides an essential link between individuals who need help and the local agencies that can provide help.' Information and referral provides services to the full spectrum of community residents - those who are mostly self-sufficient but need some help linking up with a service agency - to those who are struggling to survive and need connections to multiple agencies that can intervene in a long-term way. Basic Needs/Survival Services At-risk individuals and families are the primary users of services in this area. These include individuals for whom homeless prevention will keep them from losing their housing and those for whom emergency shelters keep them from living on the streets. Others likely ta use services in this area are individuals who rely an help from food. Finance and Governance of Human Services 30 ,~ ¿ , , \~) .' -,'" l,. . . ,-, banks to feed their families and job assistance to develop the support system necessary to successfully seek and hold a job. Domestic Violence This area includes a full range of interventions - from prevention through crisis intervention. The intent of this area focuses on changing the community norms around domestic violence, intervening when domestic violence takes place, assisting domestic violence victims, and treating offenders. - Sexual Assault The focus of this area includes preventing seX1.J.al assault through prevention activities and assisting victims who have been assaultèd through different interventions. The intent is tò change community norms around sexual assault and assist victims in recovenng. Health This area includes community medical and dental clinics. These clinics provide access to needed care for low-income community members who either do not have access to care through other providers or who choose the community clinic system as their major care provider. The intent of these services is to ensure that community members have access to essen'tial medical and dental care. Finance and Governance of Human Services 31 4. 9. nfõf C{7 Human Services - Concepts Discussion Draft 1. Equitable countywide access to a basic set of human services. 2. This basic set of services should be a regional service. 3. IGng County should be the regional service coordinator/provideÝ~yrt1d;" 5. In the future King County should focus on regional services and human services can be an opportunity for the County to be successful and gain positive recognition. A clear definite line sh~~~1wn between any human services the County ~dVvl,.<>,,) provides and what cities/\ may choose to provide. - 6. A clear definite line can be successfully drawn but recognize that transition can be difficult. Any transfer will include the responsibility and authority. t~ ~~~. (~-/¿L7.v, oYA-1 ~,~) Ò 7. 8. Before adoption of the RF&G plan there needs to be more specific definitions of needs/service areas and related outcomes and measures. Such work may include revisions to the CSD plan. Subregional transition plans may also be appropriate. Recognize that this may be the best opportunity to create this transition. 10. IGng County must include a maintenance of funding agreement and that as more regional monies are made available through annexations reducing local service needs in unincorporated King County then greater resources should be available for the County to use for human services as well as other-règional services in the future. 11. City contributions should be equitable and population based. Initial City fund share must be based on actual current service delivery costs. 12. Any human services transitions should be a part of any future review (ie. 5 years) . 13. Alternative funding sources for local share replacement if available may be considered in the future. WHERE DO WE GO FROM HERE? This session is designated to consider what actions may be undertaken after the retreat. Such actions might include: ~ Referring subjects to a Council committee for study and developing recommendations to the Council as a Whole; ~ Directing the City Manager to gather further information, make reports with recommendations to Council; or, ~ Council could reach consensus make agreements or give directions on any subject considered at the retreat. I I I I I I I I I I Ii I I I I I I I I MICHAEL R~PENDLETON, Ph.D. INDUSTRIAL-ORGANIZATIONAL CONSULTANT 34225 BRIDGEVIEW DR. N.E. KINGSTON, WASHINGTON 98346 . Phone: (360) 638-1179 Fax. (360) 638-1779 E-mail: mpendleton@telebyte.com CITY OF FEDERAL WAY CITY COUNCIL RETREAT JANUARY 1998 SUMMARY REPORT . . . . . . . . . . . . - I - , I I I INTRODUCTION On January 9th and 10th, 1998 the Federal Way City Council held a working retreat at the Port Ludlow retreat facility. The election of new members to the City Council, the continuation of several major city projects and the potential for additional demands on the City are among the key factors that promise to shape the working environment in the future. This retreat was designed to analyze and discuss the future in an effort to optimize the delivery of services to the citizens of Federal Way. In addition this retreat was intended to initiate solid professional relationships for the new City Council as a foundation for making effective policy. On the basis of a pre-retreat discussion with each City Council member and the City Manager the following agenda was designed to address key discussion points during the retreat: 1) Working Together: What are our Working Norms? 2) Four Year Projections: Scanning the Future. 3) Selected Key City Issues: Policy Discussions. 4) Working with City Boards and Commissions. 5) The Role of the City in the Region: Linking Regional and City Issues. The following report is a summary of this retreat and the discussions, issues, and actions covered by the City Council. . . . I I I I I I I , - I I , - , I , WORKING TOGETHER: WHAT ARE OUR WORKING NORMS? The first session was introduced by a brief presentation of the phases and dynamics of group development (see appendix one). It was noted that with the addition of two new council members and the election of a new mayor that this council represents a reformed group which is subject to the stages of growth common to new groups. Understanding the stages of group development and their respective characteristics normalizes awkwardness and conflict which can accompany a new group. In effect it is common for new groups to struggle in the beginning before reaching high levels of performance. A key to reaching effectiveness is the identification and adherence to working norms and agreements. Council to Council Relationships. The council reviewed and discussed several informal agreements that might strengthen their working relationships. The council agreed, with the exception of one member¡ that a "no surprise rule" is useful for optimizing effectiveness. The no surprise rule simply means that, when possible, council members will advise other members of developing events, initiatives, or other important information before the information is introduced or made public. Using common sense council members agreed is fundamental and should guide efforts to advise colleagues of impending events etc. Sharing viewpoints prior to formal meetings improves the discourse and often leads to more effective. public policy. Picking up the phone and call each other is encouraged as the most effective means to lobby an issue and get support. As one council member noted: "If I am blindsided by an issue I will abstain on voting. If you ,vant my vote then call and talk to me". It is also important to warn colleagues of problems of events that require awareness to effectively guide city policy. The council next discussed the "vote and move on" rule which encourages those who are on the loosing end of a vote to not continue to push the issue in the aftermath of the vote. It was quickly noted that as elected officials council members have the right if not the obligation to keep important issues in front of the council. It was agreed that a reasonable ti me '1 . . . . . . . . . . . . I I , 8 I - I (one year was mentioned) should lapse before reintroduction of policy issues that have been decided. Again common sense should prevail making time frames variable. It was important to realize that a vote against an issue should not be a vote against an individual council member but a vote against an issue. The council then discussed the importance of knowing and adhering to the formal rules that are in place to govern the council business and protocols. It was noted that many of the problems that can face a council may be averted by following the written rules. It was also noted that many of the existing rules may not be as relevant today and that a revie\v and possible " revision of the rules may be necessary. After a discussion the council agreed to have the mayor would assign the finance committee the responsibility of reviewing the existing council rules and making recommendations for revisions, additions, or deletions to the full council. Council to Staff Relationships. The Council next discussed the nature and importance of effective council to staff relationships. The City Manager reviewed his approach to this issue noting that the council - staff relationship is dynamic and is changed to fit the unique qualities and needs of each council. The manager reviewed two internal memos addressing telephone frustrations and another on working together. The City Manager noted that he has opened the organization up to the Council with the unders_tanding that information requested by a council member, if in report form, is to be provided to all council members. The intent is to insure a "level playing field" for all members of the council. Tasking of staff by council members should come through the Department Directors and the City Managers office. If the council requests require a substantial departure from the existing workplan formal council action may be required. The council discussed at length the importance of having a "live person" answering the phones as receptionists. It was noted that if the use of phone answering messages must be used that a positive message should be used to inform the caller that "only one receptionist" works for the city and is 3 I I I I I I I I I I I I I I I I I I I on another line. It was agreed that having a person rather than a machine answer the phone will be a near term goal. In addition is was noted that e- mail might be expanded to allow for better communication between the public and the city. The City Manager and the Director of Management Services agreed to explore ways, within the existing budget, to both ensure a live person in the phone answering role and to examine ways to improve the use of e-mail. Council to Community Relationships. The final topic in the first discussion module focused on ways to improve the relationship between the council and the public. It was noted and discussed that the city should improve access and communication between the council and the community by more effective use of public television, the internet and e-mail. After a long discussion it was agreed that the staff would develop a presentation to the council on establishing public televising of the council meetings, development of a city internet web pagel and more access to council members e-mail for the public. The council next discussed the importance of being responsive and respectful to community members who appear before the councilor attend council meetings. There was concern that if a council member did not vote in favor of the position represented by community members that they are viewed as not having heard the community or that they are not listening to those who present at the meetings. It was agreed that it is important to let those who testify before the council know that they were heard and that their efforts to attend and get involved are both valued and respected. It was agreed that the Mayor would both paraphrase the presentations of those who testify and thank them for their efforts to be involved in public issues. The comments to the citizens by the Mayor would come after they have testified but before the council voted on the issue or moved on to another agenda item. It was noted that the acknowledgment by the Mayor is consistent with the role of the Mayor as a moderator of meetings in contrast to using the Mayors role as a "bully pulpif' for individual policy issues. 4 I I I I I I I I I I I I I I I I I I I Finally it was noted that many concerns that are brought to the council by citizens are assigned during the meeting to relevant staff members. It was further noted that nothing is ever heard about the resolution of the issue. After a discussion it was agreed that the City Manager would report, at the next council meeting, on the resolution/ status of those issues assigned at the previous meeting. FOUR YEAR PROJECTIONS: SCANNING THE FUTURE The second discussion module focused upon a review and analysis of a four year projected government operation time line (see appendix one). The City Manager presented the time line and led a discussion of possible scenarios and the implications of these scenarios. The review included the general fund projections for the next four years, the status and life span of key projects underway or scheduled to begin, and the projected evolution of the City Council and the City Manager's office. In addition the City Manager presented and reviewed the existing City missions statement, and the goals that are currently driving the workprogram for the city. Next the participants reviewed the existing baseline budget and staffing model, and the long range projections for fund revenues and expenditures. Finally the City Manager presented projections on possible future staffing needs. It was noted that under the current revenue model there will be very little general fund resources available for new projects until the year 2002. Beginning in 2002 the debt on the existing city hall will be retired and other projects will have been completed freeing up a modest amount of revenue. While it was agreed that no new initiatives are currently being considered there are needs and projects that may surface during the next four years. The discussion next focused on the city budget policies. After a lengthy discussion the council felt that it may be time to review the existing budget policies to see if the underlying assumptions are still valid and if there may be a need to modify the policies. The council decided that the finance committee 5 I I I I I I I I I I I I I I I I f ! should review the existing budget policies and report back to the council during the month of February. Any changes to the budget policies, if any, should be discussed and implemented by the end of March to inform the upcoming budget process. A budget retreat will be scheduled for April to discuss the budget and to provide direction to the City Manager and staff. Allocation of Excess Funds. The Council was presented with a summary of the year end projection for excess funds. It was determined that a minimum of $139,000 and possibly as much as $500,000 would be available as excess funds. After reviewing both the source and nature of the excess funds the council discussed allocation of the funds to various areas of need within the city. After a long discussion the Council decided to allocate $38,775 to fund Human Services projects and between $10,000 and $25,000 to establishing a professional and effective internet web site (amount depends on options and nature of the web site project). Once the exact amount of excess funds have been calculated the Finance, Regional Affairs committee will present the Council with the figures and the Council will operate as a committee of the whole to allocate the remaining funds. In addition the Parks, Recreation and Human Services Committee will clarify the Human Services program priorities selection criteria in light of the four fundamental city service functions that guides city policy. Additionally the committee will also review data collection and reporting requirements for various programs. It ~as also agreed that staff would explore ways to involve more volunteers in various Human Service programs. SELECT KEY CITY ISSUES Police Department. The Chief of Police gave an overview of progress to date in the development of the police department. A vast array of programs and initiatives have been implemented during the last year that reflects the city's commitment to Community Oriented Policing. Such efforts include but are not limited to a Citizen's AcademYI Store fronts, a volunteer program, 6 I I I I I I I I I I I I I Citizen Ride Along, and several other programs. The Chief noted that current staffing levels in the department limit the ability of the city to handle all the calls for service and implement Community Oriented Policing to the extent that is desirable. The Council discussed a wide range of police issues including the high visibility of the police in the community, the concern with training, junk cars, reported gun shots near Steal Lake Park, and the state of morale in the department. In general the Council expressed pride and satisfaction with the police department and the high level of service it provides. Sign Code and Permitting Process. The Director of Community Development Services reviewed the history of the sign code reminding the participants that the code is amended each year. It was suggested that the Planning Commission be requested to develop a list of code amendments to be considered as part of the amendment process. The Council discussed their interest in supporting new business in Federal Way. It was noted that when businesses first start it is difficult to comply with the sign ordinances particularly since there is a need for a temporary sign which often is not in compliance. After discussion it was agreed that the city would sponsor a temporary sign program that would both welcome the new business while standardizing temporary signs for a specified period of time. The staff agreed to develop the idea and bring it back to the Council for formal action: this year. A brief history of the permitting process was presented and discussed. It was noted that this last year the city processed the highest number of permits in its history. An update of projects currently underway was provided. Traffic and Transportation. The final topic in this discussion module focused on traffic and transportation. The Director of Public Works provided an overview of all the 1995 bond issue projects and their current status. All the projects are progressing according to plan and are on schedule. 7 I I I I I I I I I I I I I I r I I I I COUNCIL COMMITIEE FOR 1998 The Council next discussed and voted on the Council Committees for 1998. The committees and their respective chairs are: 1. Finance and Regional Affairs Council member Gates - Chair Council member Burbidge Council member Kochmar 2. Landuse and Transportation Council member Watkins - Chair Council member Gates Council member Burbidge 3. Parks, Recreation, Human Services and Public Safety Council member Dovey - Chair Council member Kochmar Council member Burbidge WORKING WITH BOARDS AND COMMISSIONS The .next discussion module focused on the city's boards and commissions. The Council discussed the importance of boards and commissions and the hard work that serving involves. It was acknowledged that at times the fact that boards and commissions are advisory to the Council is not clearly understood. In addition it was noted that the expectations from the Council for the boards and commissions is vague or unknown. It was agreed that a closer liaison between boards and commissions was desirable and should be facilitated by the Council. Specifically it was agreed that the Council should take a clear leadership role in guiding the work of the boards and commissions. To facilitate a more effective relationship between the 8 Council and boards and commissions the Council agreed to 1) Ask the Ci ty Manager and Mayor to meet with each board and commission to review the nature of the advisory role 2) The Council committees will work with their respective boards and commissions to craft an annual work plan for the boards and commissions 3) The Council will provide regular feedback through the respective committees to the boards and commissions to facilitate communication and mutual understanding. 4) A board and commission comment section will be added. to the Council committee agendas to enable information exchange from the boards and commissions to the Council. THE ROLE OF THE CITY IN THE REGION: LINKING REGIONAL AND CITY ISSUES The council discussed the importance of being an active participant on regional issues. It was noted that while it is important to defend the interests of the city it is also important to work collaboratively with other regional policy makers. The importance participating and getting to personally know regional policymakers is important as a means to advance the city's interests. While at times it may be necessary to "pound the table" if the city doesn't build relationships with regional partners it will result in the view that the city is "difficult". It was noted that it is important for council members to report back to the full council the activities and discussion from regional meetings they attend. The Council agreed to add to council reports a feedback report on activities from around the region. In a separate discussion (occurred later in the retreat) the Council, while reviewing Public Works projects in and around the city discussed the potential projects planned for the city by other governments including King County and the State of Washington. After discussing these projects and also discussing opportunities for capital improvements and facility needs such as a police facility the council recognized the need for a comprehensive review of 9 capital projects and an undated capital facilities and landuse plan. It was agreed that the Landuse and Transportation committee would establish a process and timeline for updating the capital improvement plan and report back to the full council. MISCELLANEOUS TOPICS The final session of the retreat allowed for identification and discussion of topics not formally identified on the agenda. Korean Community Liaison. It was noted that the Korean .community was one of the largest in the country and growing within the city. Difficulties . with cultural adaptation, strain between parents and children who are more If Americanized", and challenges to effective interaction with government suggest the need for a city staff liaison with the Korean community. The Council discussed at length the merits of a new liaison position and finally agreed that currently the city does not have the tools necessary to effectively communicate and interact with the Korean community. It was agreed that the City Manager and staff would work through the Parks, Recreationl Human Services and Public Safety committee to explore and develop recommendations for a liaison position within the city to '\fork with the Korean community. 10 APPENDIX ONE The Five Stages of Group Development Stage Major Processes Characteris tics Forming Development of attraction bonds; Exchange of information; orientation towards others and situation. Storming Dissatisfaction with others; competition among members; disagreement over procedures; conflict Nonning Development of group structure; increased cohesiveness and harmony; establishment of roles and relations hi ps Performing . Focus on achievement; high task orientation; emphasis on performance and productivity Adjourning Termination of duties; reduction of dependency; task completion Tentative interactions; Polite discourse; concern over ambiguity; silences Ideas are criticized; speakers are interrupted; attendance is poor; hostility Agreement on rules; consensus-seeking; increased supportiveness; we-feeling Decision making; problem solving; increased cooperation; deCreased emotionality Regret; increased emotionali ty, disintegration 11 APPENDIX TWO FOUR YEAR PROJECTION TIMELINE 12 APPENDIX THREE ROSTER OF RETREAT PARTICIPANTS Ron Gintz Michael Park Mayor Deputy Mayor Council Member Jeanne Burbidge Jack Dovey Mary Gates Linda Kochmar Phil Watkins Council Member Council Member Council Member Council Member Ken Nyberg Londi Lindell Mary McDougal Greg Moore Cary Roe Jenny Schroder Ci ty Manager City Attorney Human Resources Community Development Public Works Parks, Recreation and Cultural Services Iwen .Wang Ron. Wood Patrick Briggs Management Services. Police Daven Rosener Executive Assistant Legislative and Community Relations Specialist Michael Pendleton Facilitator 13 . ~ 1-- 1- City of Federal Way General Government Operation Timeline 1997 -2002 " ~ I I I Financial (General & Street funds Only) Total Revenues Total Expenditures Baseline Operating Balance + Council Adjustments Property Tax Millage City Hail Debt Retirement New Balance I lWO YEAR WORK PROGRAM Budget I Two-year budget cycle Develop I Approve Recurring Budget Impacts I Courts & Jail agreements Negotiate Union Agreements ~ Work Plan Cycle Council Retreat Council Approve I Projects Utility Assumption Celebration Pari( I-:,t~:'i,¡::~; Theatre at Dumas Bay Centre 1995 TIP Bond projects I :- Downtown projects (5. 32Ot11 5l Regional Transit (RT AI Transit Center Decision ;,;(" Pollee Facility Existing Lease Renewal Policy Impacts Regional Governance New Council New Mayor I;' Replace City Manager city Manager redraft 22 December 1997 s ! ! s ! s s ! ! ! ! s ! s ! ! ! s ! ! s 24,671,649 24,580,757 90,892 351,526 232,203 ! ! s ! s s ï 26,156,824 26,203,392 46,51>8 421:1i9 248,741 300,000 81,054 23,953,436 23,799,822 153;614 310,895 224,350 25,411,856 25.385,804 26,052 411,225 240,330 23,486,876 23,195,283 291,593 288.&&9 s ! s ï ï s s 14-4,843 - . - - 28,431 67,0&9 2,924 i::::::::m::::m~~~~::m::::::~~::~::~m'::~~n~1~~~âtjiijj -- :i:,::',::':':::::::::::::i:,::',::::::i:: t-1 H h__- --------- _LJ ------------------'-- '--.'.---.-.-.---.-.-.-------.-.- -----.-----.'.'.-.-.-.----------- -.-_w--.'.w.'.'.'.'.'.'.- .-.-.-.-.'.-.-.-.-.-- .hhh.hh.h.. ::::::::::>::::::,:,:::::::::::: ::}::' ~ '::::::1i!ä:~¥im:::::: :':~'X~iInste!'S:':,,: :::::::::'ØëWlÖp::'o:::::: r- :::'Ni pro v.t :J::::::'o::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::'o:::::::;:::::::::::::::i::'o:::::::::::;: iiip¡~t:::::::::::::::::::n:::::::::::::::::::::::::::: ::::::::::::::::::::::::::':::::::::::::::::::::::::i:::::::::::::::'o::: "h >::::::: _hh --.. :~'h~~"1&~-"""--"~------_W- :::.:::¡: ::::::j:::=:t:~: .:::: I::' ::::::::~::1 1:!::.;:::I:~::::~: FFR'h'¡----¡h--¡h"¡_'h¡~--¡"--'~""""'¡""""":~--'--¡'hh¡'__¡'hh¡h'h¡~h¡----¡hh_¡--"¡hh¡h-- ::::::::::::::::::::::::':::::::::::::::::i::::::::::::'::- - 9#:::::::i:::I&::::::«::,«",:""'«ii::;: ::i::::::::::::::::::::i::::::::::::::i::::::::::::i::::i.--. !:tI:IIOt:::::::::':::::::::::::::: :::::::::::':':::::::::: - --- ---- :::::: :::::: :::: ::::::: ::: ::: ::::: ::::::: :::: ::::: :::: :::::: :::: :::::::::::: :::::: :::::: :::::::::::::: ::::::::: :::::::: ::::::::::: ::::::::::::~::~::;::: :;::~*:::=::::#;:::;: ~:; ::::;:::::;:: :::::: :;::; ::::::::;: ::::: :::;: ~ :;:;;: :::::; ;:;:;;:: ~:::::::; ::::;;::::;:::: :::::::: ::;:::::: ::::::::: ;:::::;::;:;:;:: ;:: :;:::: ;:::: ::: ;:::::::::::; :::::: ;::::::;:::; :;: ::::::;:::~: jig::;::::;:::;,::}:;;;::: i:;:::;:;:;:; ;;:;:::; i:;:::::::~: :::::::::;:;:::::: :::::: :::}::':~::::;::::::::::;:::: iit:::::: :}'o::: =:::::::::::::::: ::::::::::::::::::":::::::':}:::;:::;:::::;::::':':::::::::: ;:::::::::::;:::::;:: :::::t::::: ::::::::::~:;:::::::::::::: ::::: :::;:::::: :::::::::::::::: ::::::::'::;;::::::: ::::::: :;::: :::::::::::: ::'::::::::::: ~::mL:::::::~:::::::,:,F-f--1+R Tl'H m, -- .:":.::':.:..:::::':~:.:::::':'.::':::..:::::::::'::::::::::::..:.:::::::':.:::'::::'::'.::::'::::::::::::::.:::::.:::::::::::::: ::::.;:::::::::;:::.::::::;::"::::::.;:::'::.::. I:::::::::::::::::}::::::;::::~::::::::;::::;::::::::::;:):::;::: I"-:':'o::::cürri!ti,ï:ë:§ncll::'/ 1 I 1-----rI r ::;:;:::;:;,::::::;::;:::::::::;:;::~:::;;;:;::::::::=::::::::;:::: ::~:::;~::;f:::::::::::{:::::::,:::;:::::;:;::::::~:;::::: -..- - -- - - - - -- ---.. --- "'---"--,,-__,""h_..__"'-"'- --.--h--- -h_"---.__._h-----"- ""'--'-'-_..-.""-""""""" -.-.'.'.-.---.-.----'.-.'--.-.'--.-.-.'-'-'.-.-.'.'.'-,"-'.'.-.'.----- I I I 1::::.I ~ I I I I 1 1 I I :::...:::.::.::.::::::.:.:.:..::j.:€9Œ~m¡..Ç.f)~P§(~O~t.f:.. ..H::::..~ :.......:.'.:.::..:...;::.;..::::::.;::::¡..:j::j:::¡.:.::¡¡:.:..~..~ : 18 . Implement the Police Department. 2". I Contain contracting costs, including court and jail contracts. 3 Implement 1995 bond issue projects. 4 Implement the Comprehensive Plan. 5 :: I Continue to develop sports fields and I. to include provisions for maintenance and operation. 6.: .1 Implement neighborhood development I. program. 7 Implement affordable housing policy. 8 Econooùc Development Strategic Plan. ':::I.¡..j':¡:¡I¡~~:I~:lllm.:II~~~~~jlj:¡:::::: . Start to operate own Police Department ori 10/16/96. . Complete transition from King County. . Continue program. . Development & negotiation of consultant contracts. . Complete design phase for all projects. . Initiate Right-of-Way acquisition. . Complete construction of Phase I projects. . Zoning regulations to be completed. . Update Street, Traffic, and SWM CIP. . Complete CDBG Sidewalk Improvements. . Continue to seek Federal and State funding for Capital Projects. . Support DCD staff on Code Amendments. Operate the sports fields and continue to seek grant funds for sports fields department . Mark Twain school field upgrade design to be completed in 1996. . Lake Grove school field upgrade completed in 1996. Implement Olympic View Neighborhood Development Program. . Initiate a second Neighborhood Development Program. . Continue program. . Continue Program. . Police Facility Evaluation. . Continue program. . Continue Program. . Complete Right-of-Way acquisition, as necessary. Complete construction of Phase II projects. . Complete construction of Phase III projects. . _! ~'~-l~~~'~" _~C:;I~n~~~ 1__- ~~~ P;'~~I~~~~G~~:;:r~ES . . CUlllillllC I'r°1:r;lI:\ I. ('ClililillC I'lOgl":l1II I . (':;)':;::;n:~l'ro~~;;;~.' ------ ---- - -.J. ë~);;.(i:;;~: 1;1l!;::;~.;1. ._n.' .. - .1 I I u.on_n..---'_O . -------.... n- ..._._mn n----.-' ------ nO i I I -. -- _n___----- .- .-.- -.- . -- --. --. ---. . i'--(:~~I~~I~!I~ 1'.1~;~[:';~~ I I I I I I .--- . i I . Update Street, Traffic and SWM CIP. . Continue to seek Federal and State funding for Capital Projects. . Update Street, Traffic and SWM CIP.. CIl:iliIl!J~ Progr;ml . Continue to seek Federal and State funding for Capital Projects. I I. ~lb::!:I:ill;: ¡ I I I I ! - -'n_. - - .. --. -. . .---ï~ <':""o";."-I.I~ I .. ,0..."... '". j I I I I I I . . u. . - - . , !. '11,-":1""\" I I .. .."". ," i . I 1 ' . Jllii¡!::;I~C'I;c~;;II'-;.'niIY ~~c;;:II~~1I1 -.1""-----.--'---..." ..-----.. ---_on.. ---. -- i J'¡,-;'I;:I:I. II ! .' .:.. . ---. .-..--. .--.---.. --- _! .... . . -.- .-- . Operate the sports fields and continue I. SII"r.!!:ang. to seek grant funds for sports fields department . Operate the sports fields and continue to seek grant funds for sports fields department . Mark Twain school field to be constructed and completed in 1997. . Administer new programs. . Continue. . Complete residential code revisions. I. Completed. . Sustaining. . Develop Econooùc Development Plan. . 1997 Community Investment Projects. . Implement Community Investment Programs. .---. i u_-- .-.- "'j I I ! . SIl:.~-!ill¡II:~. . S!;~:;:¡::ing. Sustaining: Continue: fucorporated into baseline services. Program/services continue to evolve.