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City Council Committees - Economic and Community Development - 11/13/2012 (3)
• Economic & Community Development �- KENT Wns HINQTQN Committee Agenda Councilmembers: Bill Boyce • Deborah Ranniger • Jamie Perry, Chair AGENDA SPECIAL MEETING DATE: Tuesday, November 13, 2012 5:30 p.m. Item Description ActionSpeaker(s) Time Pace 1. Approval of the October 8, 2012 Minutes YES Jamie Perry 5 min 1 2. 2012 Annual Docket Report YES Charlene Anderson 5 min 5 3. Growing Transit Communities Update NO Michael Hubner 15 min 33 Informational Only Puget Sound Regional Council 4. East Hill Revitalization Project YES Josh Hall 10 min 35 United Way of King County New Solutions Funding Grant 5. Neighborhood Urban Centers YES Charlene Anderson 15 min 49 6. Economic Development Report NO Ben Wolters 10 min 0 Informational Only Unless otherwise noted, the Planning and Economic Development Committee meets the 2nd Monday of each month at 5:30 p.m. in Council Chambers East, Kent City Hall, 220 4th Avenue South, Kent, 98032-5895. For information on the above item(s), the City of Kent's Website can be accessed at http://kentwa.igm2.com/citizens/Default.aspx?DepartmentID=1025 on Thursday, November 8, 2012 or contact Julie Pulliam, Pam Mottram or the respective project planner in the Planning Division at (253) 856-5454 or as indicated on the agenda. Any person requiring a disability accommodation should contact the City Clerk's Office at(253) 856-5725 in advance. ForTDD relay service call the Washington Telecommunications Relay Service at 1-800-833-6388. This page intentionally left blank. 400 � KENT ECONOMIC & COMMUNITY DEVELOPMENT COMMITTEE MINUTES October 8, 2012 Committee Members Committee Chair Jamie Perry, Deborah Ranniger, Bill Boyce. Perry called the meeting to order at 5:30 p.m. 1. Approval of Minutes Councilmember Ranniger Moved and Councilmember Boyce Seconded a Motion to approve the Minutes of August 13, 2012. Motion PASSED 3-0. 2. Glenbrook Neighborhood Council Recognition - Resolution Neighborhood Program Coordinator Toni Azzola introduced members of the Glenbrook Neighborhood Council: ValRae Pullin, Patty Alfonso, Sherry White, and Phyllis Haynen. Azzola stated that the Glenbrook Neighborhood consists of 148 homes and is located off 152nd Ave. SE south of Kent Kangley. Committee Chair Perry described how the neighborhood grant program could benefit Glenbrook and stated that the Glenbrook Neighborhood Council Resolution would go before City Council for adoption. Perry congratulated the Glenbrook Neighborhood for their participation and noted that the City has formed 23 neighborhood councils to date. Councilmember Boyce Moved and Councilmember Ranniger Seconded a Motion recommending Council approve and adopt the proposed resolution which recognizes the Glenbrook Neighborhood Council, supports its community building efforts, and confers all opportunities offered by the City's Neighborhood Program. Motion PASSED 3-0. 3. KCC 12.05 — Mobile Home Parks Ordinance ZCA-2012-2 Planner Katie Graves stated that these amendments address minor changes to the Mobile Home Park (MHP) Code, Title 12.05 of Kent City Code. Amendments provide consistency with current code enforcement regulations, update definitions noted elsewhere in code, and provide updates to the review process for mobile home parks for consistency with the existing permit process. She stated that the Land Use and Planning Board recommended approval of these amendments. After briefly deliberating, Councilmember Ranniger Moved and Councilmember Boyce Seconded a Motion recommending to City Council approval of amendments to Kent City Code Title 12.05, Mobile Home Park Code as recommended by the Land Use and Planning Board. Motion PASSED 3-0. 4. 2012 Annual Docket Report Planning Director Fred Satterstrom defined the annual docketing process, stating that the submittal deadline is yearly on the first business day of September. The public or city staff may submit suggestions for amendments to the comprehensive plan text, land use plan map designations, or the City's development regulations. Satterstrom further noted that this process is described on the city's website and invites the public to participate. Satterstrom stated that four (4) items to amend Kent's Comprehensive Plan (KCP) were submitted for consideration as part of the Planning Services 2013 Work Program: (1) relates to the 2012 Comprehensive Sewer Plan, (2) relates to the 2011 Water System Plan, (3) relates to the 2009 Kent Fire Department's (KFD) Standards of Response Coverage and adds the KFD's Regional Fire Authority's Capital Facilities and Equipment Plan to Appendix A, (4) amends the Capital Facilities Element of the KCP related to current Fire and Life Safety Services. Satterstrom stated that staff will return to the ECDC for action in considering which of these proposals will be included in the 2013 work program. ECDC Minutes October 8,2012 Page 1 of 3 2 Informational Only S. Sound Transit — South Corridor Update Project Manager Cathal Ridge (on behalf of Rachel Smith) reported that the Federal Way Transit Extension (FWTE) project runs from the S. 2001h Street Transit Station to the Federal Way Transit Center, a distance of 7.6 miles. He stated that the Scope of Work includes analyzing alternatives, completing the Draft Environmental Impact Statement (EIS) and conceptual engineering by the end of 2014, with completion of the Final EIS and preliminary engineering by 2016. Sound Transit anticipates startup by 2023. Ridge stated that with available funding, Sound Transit would like to extend construction of light rail to the Kent-Des Moines area and will pursue Federal Transit Authority (FTA) New Starts funding requirements. Ridge stated that public meetings will be held Thursday, November 81h and Tuesday, November 131h to introduce the public, agencies and stakeholders to the FWTE project and obtain public input. He stated that over 25,000 postcards will be mailed providing notice of the meetings. He reported that web and print ads will be published in several newspapers, including an early scoping notice in the Federal Register, on neighborhood blog sites, and posters will be placed at several strategic sites. A video will run on Somali TV. Ridge stated that alternatives will be screened and evaluated, then narrowed down to a focused set of alternatives by the end of May 2013 with staff being notified of the outcome within 6-8 months of that date. Alternatives at this time indicate alignments from South 2001h Street Station to the Federal Way Transit Station, although Sound Transit is not restricted to looking at just light rail and can field recommendations for other alternatives. The Board will make a final decision based on specific criteria. The overall intent is to extend light rail to Tacoma. Ridge provided email, web, and mailing addresses for submitting comments. Informational Only 6. Agriculture in Kina County Satterstrom introduced Steve Evans with King County Agriculture Commission (KCAC). He announced that a round table will be held on November I" at Green River Community College, Kent Campus, to discuss the future of agriculture in King County. Evans extended an invitation to all those who might wish to attend the meeting, and stated that Mayor Cooke has agreed to speak. He stated that the point of the meeting is to educate the community on the importance of agriculture, pointing out that the three basic necessities of life are food, shelter and clothing. Evans reported that King County's (KC) agricultural value of production is higher than Spokane County and that KC is 13th in the State in terms of agricultural production. A study concluded that it is apparent agriculture will leave KC as building development begins to affect and encroach upon agricultural lands. KCAC has been working towards building relationships within the agricultural communities, looking at establishment of urban gardens and farmers markets. Informational Only 7. Economic Development and Permit Report Economic Development Director Ben Wolters stated that permitting is a dashboard indicator for Kent on how the building industry is going and indirectly on how the business community is doing in terms of their willingness to invest dollars in our community. Satterstrom stated that it is a significant factor that permitting activity has become the focus of economic development. Predominately large commercial development construction projects fell off in late 2008/2009, while residential development kept pace with 150-175 single family residential (SFR) building permits issued per year. Satterstrom stated that there has been a slow but gradually upward climb in the number of permits applied for, issued, and in the total building valuation of construction authorized by those permits since 2009. August building valuations totaled $22 million with another big month showing valuations of $15 million. September was the second biggest month in 4 years with building valuations of $18 million, thus totaling $40 million in building construction value within ECDC Minutes October 8,2012 Page 2 of 3 3 a two month time period. There is still significant value in permits that have been applied for and not yet issued. Satterstrom stated that commercial rather than residential permit issuance has lead to a significant increase in building valuation. Total permit value per building valuation for commercial permits was $26.5 million within the first 9 months of 2011. The total value for commercial permits this year is $52 million, a 97% increase. Since the risk of flooding and the Howard Hanson Dam issues have been resolved, more companies are now willing to take investment risks on the valley floor. Wolters stated that in an effort to improve the permitting process, on-line permitting was launched for electrical, plumbing, mechanical and reroofing permits with 15 permits issued in the last 7 days. Staff will continue to expand on-line issuance of permits which will streamline the process for both the customer and staff. Wolters stated that the business community is now turning their attention towards the condition and status of the levees. He stated that their view is that the city is working towards making steady progress to improve flood protection. The market-place measures how the city is doing by whether or not it will achieve accreditation by FEMA up to the 100 yr standard. That standard is used because insurance, regulatory restrictions and property values are tied to that status under the new regime FEMA has established. Wolters stated that there has been discussion about delaying implementation of FEMA's new standards to give the region time to meet those standards and work towards greater standards up to 500 years. The business community wants progress towards accreditation to be communicated with the electeds. Wolters stated that the Goodman project is moving forward. Structural fill soil is in place and will be allowed to compact for 6-8 weeks. Goodman's project manager Brad Reisinger and CEO George Petrie have indicated their commitment to the project. The Green River Community College (GRCC) may be signing a 10-year lease/contract for roughly 80% of the first floor for their international student housing program, as enrollment in this program has greatly increased. Acquiring a contract will ensure the success of this project and further anchor the expansion of GRCC in our downtown community. The Goodman project will move forward with construction to begin in 2013 and completed by the second quarter of 2014. Wolters reported that Carlisle Interconnect Technologies an aerospace company manufacturing wire and cabling systems for in-flight entertainment systems on jetliners, has begun operating in their new Kent facilities with about 200 employees. They will be moving all 800 employees to their new facility from Tukwila within the next 6 weeks. Wolters stated that Carlisle Interconnect would like to utilize two dead-end side streets for future employee parking. These streets are currently designated as arterial streets. Current code does not allow parking on arterial streets. Staff may propose amending the code designation and may bring a proposal before the city council for consideration. Omax Corporation (a high speed water jet cutting company) acted on a permit issued in 2010 to complete a 22,000 s.f. expansion of their research and development facility this year. Informational Only Adiournment Committee Chair Perry adjourned the meeting at 6:30 p.m. Pamela Mottram, Secretary Economic & Community Development Committee PIAPlanningAECDQ2012VMinu2s\10-08 12_DaftMln.doc ECDC Minutes October 8,2012 Page 3 of 3 4 This page intentionally left blank. 5 ECONOMIC and COMMUNITY DEVELOPMENT Ben Wolters, Director od PLANNING DIVISION Fred N. Satterstrom, AICP, Director KENT Charlene Anderson, AICP, Manager WASH INGTON Phone: 253-856-5454 Fax: 253-856-6454 Address: 220 Fourth Avenue S. Kent, WA 98032-5895 November 5, 2012 To: Chair Jamie Perry and Economic & Community Development Committee From: Charlene Anderson, AICP, Planning Manager Subject: 2012 Annual Docket Report For the meeting of November 13, 2012 MOTION: I move to accept/modify the staff recommendation to approve the 2012 Annual Docket Report as presented, with no change to the 2010 Annual Docket Report. SUMMARY: In accordance with 12.02.025 Kent City Code (KCC), Planning Services coordinates on an annual basis a list of suggested changes to the comprehensive plan and development regulations and recommends to the City Council which items are appropriate for consideration in various review cycles. The 2012 Annual Docket Report follows the process for review outlined in Chapter 12.02 KCC. Per 12.02.035(F), the 2010 docket report is attached and the approved recommendations are available for reconsideration. BUDGET IMPACT: None. BACKGROUND: The Growth Management Act outlines a procedure that assists the public in making suggested amendments to the Comprehensive Plan, development regulations, and growth policies on an annual basis. "Docketing" refers to compiling and maintaining a list of suggested changes to the Comprehensive Plan or development regulations to ensure they will be considered by the City and will be available for review by the public. The deadline for filing a docket item is the same as for the annual map amendments, i.e., the first business day of September. The 2012 Annual Docket Report included in the agenda packet contains four (4) items submitted for consideration this year. Staff is not proposing new recommendations for the 2010 Annual Docket Report, which is also attached. Staff will discuss the recommendations included in the 2012 Annual Docket Report at the November 13th Economic & Community Development Committee meeting. CA/pm P:\Planning\DOCKETS\2012\ECDC\Dkt-2012_ECDCMemo11-12-12.doc Enc: 2012 Annual Docket Report&Applications w/o Attachments 2010 Annual Docket Report cc: Fred N. Satterstrom,AICP, Planning Director Brad Lake, PW Operations Manager Mark Howlett, Design Engineering Manager Mike Mactutis, Environmental Engineering Manager Steve Mullen,Transportation Engineering Manager Charlene Anderson,AICP, Planning Manager Capt. Larry Rebel, Kent Regional Fire Authority 6 This page intentionally left blank. 7 / \ \ \ \ ~ \ \ } \ } \ 2 \ } { \ 06 / f ) m } / 0 - � � 04 \ \ { k ) In W ) / 00om § ) ) ƒ J / a- <o J e e e e { / / / / \ $ ) ) ) ) } / ILL ILL \ ) m % \ - - ) \ 7 \ � � LU C( C) \ \ \\ IT \ \ \ \ \ 0- > zz 11 IN IN IN m OD LL 22 , E % { \ { ) { ) t } §) \ \ ) \ { } � \/ � � \ � � § \ � § \ ) zz \} \ \ � ° , ( ( m % 22 © £ © ® » 7 \\\ \\\ \\\\ \ \ \ \ ) ) \ / Jaa JC) JaSGezJ J3J $ @ 3 2 \ 3 0 0 § § § 8 This page intentionally left blank. 9 t Vla"eq g ServIces �' Locatlan F O�iW Gowe LMaiI foc 220 4th Avenue SoutR Ken k 98(132 5895 ® Permi# 5684er(253)858 53Q2 FCC(2532 ' j�"( • , rkenwfpettenterCent wwwc asmc PLANNING SERVICES -Docket ®r �' � ens #® a Co re ensive Plan Please print Fn black ainkoonly. and Development Regulations p Application Name: Ca n Docket W;-26 12— I OFFICE US ONLY „/Y.- Fly eR� OFFICE USE ONLY Date Application Received: UYF� �4 Re elved by: Applicant: Name: `QCC� ��51� `\ L � Daytime�Phone: _ c2�? Tsfvo— 5 -4 51 Mailing Address: \�. �G � ' ��S a>pNumber: City/State2ip: _'\k,)C ,� G'jcr.>jZ. Signature`:_ Professional License No: E-mail: Agent/Consultant/Attorney: (mandatary if primary contact is different from applicant) �(J,�� Name: "" �� ,6 rscC Daytime Phone: Mailing Address: Fax Number: City/State/Zip: E-mail: Signature Please provide a statement in the space provided below or on an attached sheet as needed for the suggested change(s) to the comprehensive plan or development regulations with regards to the relevant criteria listed below: Detailed statement of the proposal and reason How the change would be compliant with the for the amendment; Growth Management Act; Anticipated impacts of the change, including How the change would be compliant with the the geographic area affected and issues Countywide Planning Policies;and presented; How functional plans (e.g. subarea plans, utility Why existing comprehensive plan and plans) and capital improvement programs (e.g. development regulations should not continue in transportation improvement program) support effect or why existing criteria no longer apply; the change. 5- + *rrhC*&ts s :5yn Sct cam s �Pa«� C'a�r.�c_a1�4n stiy� Q�L�nI� WAS_ SANITARY SEWER DKT-2012.1 GHI-Z COMPREHENSIVE PLAN UPDATE PSD4098•6/30/08 p.I of (9/12) (ca) 10 Anderson, Charlene From: Vesper, Merrill Sent: Tuesday, September 04, 2012 2:49 PM To: LaPorte, Tim; Bieren, Chad; Howlett, Mark Cc: Langholz, Ken; Reed, Greg; Lake, Brad, Brock, David; Mactutis, Mike; Bond, Bryan, Looney, Bill; Lovell, Rob; Anderson, Charlene Subject: FW: Sewer Comp Plan- 1 Attachments: 2012 Comp Sewer Plan.pdf The long awaited and anticipated Sanitary Sewer Comprehensive Plan Update draft is now ready for your review. I've assembled a draft and now need your help to make it better. Please look it over and let me know your comments during the next month. Try to return comments by Oct 5 or let me know if you need more time. This needs to be a team effort. To reduce printing and binding time and costs I'm sending it to you in pdf form. You can print the necessary pages if you want for marking comments. Due to the size it is in 4 emails. 1. The main plan. 2. The first appendices (A-F) 3. The remainder of the appendices (G-K) 4. The overall sewer map I still need to complete SEPA. Then it has to go to the Land Use and Planning Board, state agencies and City Council, then King County and adjacent sewer agencies. Thanks Merrill t 11 Location 400 XCrowe Mail to 220 4th Avenue Sbuth `f<enY WA 996245895 Permit Center 253 856 5302 kFAX 253 858 6 12 �� www cl.kent'wa dslpermltcenfer PLANNING'SERVICES et ® - O� ® the e ens®ve l Pl"ease print /n black /»k only. evel e' t Regulations Application Name: Docket#: OFFICE k8E ONLY n(� OFFICE USE ONLY Date Application Received: eaea by: Applicant: Name: 0,4� 4 Il4F,,r - �VaL 62k5 Daytime Phone: (Z5'3)6' S4-57Sq-4 Mailing Address: J{a0 WE6r "&we Fax Number:r: 5-S)8 Sb-6Soo City/State/Zip: 4&&tr, wA jbo93 Signature: „ Professional License No: E-mail: Kpc4er5ar.� +�wa.�oV AgentiConsultantlAttorney: (mandatory if primary contact is different from applicant) Name: Daytime Phone: Mailing Address: Fax Number: City/State/Zip: E-mail: Signature Please provide a statement in the space provided below or on an attached sheet as needed for the suggested change(s)to the comprehensive plan or development regulations with regards to the relevant criteria listed below: • Detailed statement of the proposal and reason • How the change would be compliant with the for the amendment; Growth Management Act; • Anticipated impacts of the change, including How the change would be compliant with the the geographic area affected and issues Countywide Planning Policies;and presented; How functional plans(e.g. subarea plans, utility • Why existing comprehensive plan and plans) and capital improvement programs (e.g. development regulations should not continue in transportation improvement program)support effect or why existing criteria no longer apply; the change. cxl-2 2011 WATER SYSTEM PLAN DKT•2012.2 PSD4098-6/30/08 p.1 of COMPREHENSIVE PLAN UPDATE (9112) (ca) 12 City of Kent Water System Plan 2012 Comprehensive Plan Docket August 2012 The Washington State Department of Health (DOH) requires a Water System Plan (WSP) from municipal water purveyors in the State of Washington. The WSP is used to assess existing systems for compliance with standard operating requirements and to plan for future growth; it must be updated every six years. The 2011 Water System Plan includes a review of the existing water distribution infrastructure, water supply, water storage, well head protection measures, and water system standards, policies and procedures. It also includes future demand projections based on land use forecasts and population growth. The plan identifies and prioritizes improvements required to maintain and operate a reliable water system, and to meet Washington State Department of Health, Washington State Department of Ecology and Kent Fire Code regulations. City of Kent staff, with consultants, has completed the 2011 WSP. This plan is the framework for showing the financial viability of the Kent Water system and for funding improvements, maintenance, and replacement needs of the city's water system for the next 6 years. The 2011 WSP was approved by the Kent City Council in August 2012. City staff completed a draft 2008 Comprehensive Water System Plan which was adopted by the Kent City in September 2008. The Public Works Director was authorized to proceed with final approval of the Plan through the DOH - Office of Drinking Water. Due to the number of comments from King County on the draft 2008 comprehensive Water System Plan, and related follow-up, the final plan was not approved by DOH until July 2011. DOH allowed the City to prepare the final as the 2011 Water System Plan, which means the next Water System Plan Update is not required until 2017. The final approved 2011 WSP must be incorporated into the Kent Comprehensive Plan. The 2011 WSP covers the City of Kent Water System service area which may not always match incorporated boundaries of the City. Water Districts, which have their own WSP, may provide municipal water to some portions of the City. Adoption of the approved WSP is consistent with Washington State Growth Management Act and Countywide Planning Policies. Adopting this plan does not have significant changes that would impact development. 13 I1r''atA®n fi'&Services Locafion 400 W Gowe Mall fo:�220 4th Avenue South Kent WA 98032 5895 ® Permit Center(263)856 5302 FAX.,(253)856 6412 &k',ent wa.us/pdrmltcenter . erygggg �,qp pq� to a Comprehensive Plan Please Print in black ink only. and Devegopment Regulations Application Name: moo 11s C Docket• V'�-2C5t2--3 OFPIEU ONY �l �/J ( p, OFFICE USE ONLY Date Application Received: ✓ `U' 0�1 b"Necei4red by: Applicant: Name: Kent Fire Department RFA Daytime Phone: 253-856-4300 Mailing Address: 24611 116th Ave SE Fax Number: 253- -6300 City/State/Zip: Kent, WA 98030 Signatu s Ohs Fire Chief Professional License No: E-mail: J schneider@kentfirerfa.org Agent/Consultant/Attorney: (mandatory if primary contact is different from applicant) Name:.Larry Rabel, Captain Daytime Phone:2 5 3-8 56-4446 Mailing Address: 24611 116th Ave SE Fax Number: 253-856-6400 City/State/Zip: KRPt, WA 98030 E-mail: lrabel@kentfirerfa.org Signature�> r Please provide a statement in the space provided below or on an attached sheet as needed for the suggested change(s)to the comprehensive plan or development regulations with regards to the relevant criteria listed below: Detailed statement of the proposal and reason How the change would be compliant with the for the amendment; Growth Management Act; • Anticipated impacts of the change, including How the change would be compliant with the the geographic area affected and issues Countywide Planning Policies; and presented; How functional plans (e.g. subarea plans, utility • Why existing comprehensive plan and plans) and capital improvement programs (e.g. development regulations should not continue in transportation improvement program) support effect or why existing criteria no longer apply; the change. This proposed amendment will update the 2003 City of Kent Fire Department ' s Standard of Cover (SOC) in Appendix A with the 2009 SOC and; Add the Kent Fire Department Regional Fire Authority' s Capital Facilities & Equipment Plan to appendix A. (This document is under development and will be completed by January of 2013 for inclusion into Appendix A. 2009 SOC is attached. GAI-2 2003 KENT FIRE DEPTS DKT•2012-3 PSD4098•6139/08 P.1 of3 STANDARD OF COVER(SOC) UPDATE (9/12) (ca) 14 - Locahod00 W Go nee Mail to:220 4th Avenue Splltb Ke f WFC J8032 589goo e - � `® ; � :� `_ -Permit Center(253)B56 5302 FAX (253)�56 6,412 ���"g' '' , � ; _ "` I wwwclk�ntwa�ls/perm{fcenter r Please lsalnt In black ink only. and Development Regulations Application Name: Docket#: OFFICE Use ONLY OFFICE 115E ONLY Date Application Received: Received by: Applicant: Name: Kent Fire Department RFA Daytime Phone: 253-856-4300._. . Mailing Address: 24611 116th Ave SE Fax Number: 253- -6300 _ City/State/Zip: Kent, WA 98030 Signatures,,-;os Fire Chief Professional License No: E-mail: Jschneider@kentfirerfa.or9 Agent/Consultant[Aftorney: (mandatory if primary contact is different from applicant) Name:.Larry Rabel, Captain Daytime Phone: 253-856-4446 Mailing Address: 24611 116th Ave SE Fax Number: 253-856-6400 City/State/Zip: Kent, WA 98030 E-mail: lrabel@kentfirerfa.crg Signature Please provide a statement in the space provided below or on an attached sheet as needed for the suggested change(s)to the comprehensive plan or development regulations with regards to the relevant criteria listed below: • Detailed statement of the proposal and reason • How the change would be compliant with the for the amendment; Growth Management Act; • Anticipated impacts of the change, including • How the change would be compliant with the the geographic area affected and issues Countywide Planning Policies;and presented; • How functional plans (e.g.subarea plans, utility • Why existing comprehensive plan and plans)and capital improvement programs (e.g. development regulations should not continue in transportation improvement program)support effect or why existing criteria no longer apply; the change. This proposed amendment will update the 2003 City of Kent Fire Department 's Standard of Cover (SOC) in Appendix A with the 2009 SOC and; Add the Kent Fire Department Regional Fire Authority's Capital Facilities & Equipment Plan to appendix A. (This 'document is under development and will be completed by January of 2013 for inclusion into Appendix A. 2009 SOC is attached. GHl-2 PSD4099•6130108 p.1 of 15 Anderson, Charlene From: Rabel, Larry Sent: Tuesday, September 04. 2012 4:33 PM To: Anderson, Charlene Cc: Schneider, Jim; Markley, Greg; Napier, Jon Subject: 2013 Comp Plan Attachments: 20120904162052283.pdf; CapElementDocket FormWith Exhibits-Signed.pdf; Signed Amendments to Appendix A.pdf Hi Charlene, Attached are the two docket requests we discussed by phone today. The first updates language in the Fire & Life Safety portion of the Capital Element to reflect the current reality as a result of the formation of the Regional Fire Authority and the Department's re-accreditation. The second docket request is to add an update to the Capital Facilities section of Appendix-A where the Fire Department has a 2003 Standard of Cover Document. The replacement Document will follow this email and was adopted in 2009. This request also asks for the RFA's Capital Facility Plan to be included. This is a work in progress that should be complete by January. Hard copies will be following soon but I have included a separate scanned document containing the two Docket requests that Chief Schneider has signed. Let me know if there is anything else you will need. Thanks Again Charlene, Larry Larry Rabe[, Captain / Community Liaison Kent Fire Department I Strategic Planning 400 West Gowe Street, Kent, WA 98032 Phone 253-856-4400 1 Direct 253-856-4446 o p�gpatljan�pCompassionately Helping People This message is private or privileged. If you are not the person for whom this message is intended, please delete it and notify me immediately, and please do not copy or send this message to anyone else. 1 16 This page intentionally left blank. 17 ices � ' Locatlo0 400 W Gov✓e MAUto 220 4th Ave 1.nue Sou{h slCent WA 98032 5$95 Permit Center(�53)858 5302 FAX:(253)856, 12 www.ci:kentwaus/permitcentei PLANNING SERVICES � �� oIFin f®r en e t, t® the Comprehensive Plan please gtriarf in black ink only Developmentand Regulations Application Name: P ah)kw i�^b. �Lf.OYiff Y �Jy/Doccket#: /1>1 VC— 2' 1z-4➢ n c OFFICE USE ONLY '�f L YV Z 5 �j{F ICE S�ONLYIIX,J Date Application Received: eceived v 1 {l Applicant: Name: Kent Fire Department RFA Daytime Phone:253-856-4300 Mailing Address: 24611 116th Ave SE Fax.�N mber: 253-856-6300 City/State/Zip: Kent, WA 98030 Signat8t�!o���daers Fire Chief Professional License No: E-mail: Jschneider@k firerfa.org Agent/Consultant/Attorney: (mandatory if primary contact is different from applicant) Name: Larry Rabel, Captain Daytime Phone: 253-856-4446 Mailing Address: 24611 116th Ave SE Fax Number: 253-856-6400 City/State/Zip:K t WA 98030 E-mail: lrabel@kentfirerfa.org Signature r L " Please provide a statement in the space provided below or on an attached sheet as needed for the suggested change(s)to the comprehensive plan or development regulations with regards to the relevant criteria listed below: • Detailed statement of the proposal and reason How the change would be compliant with the for the amendment; Growth Management Act; • Anticipated impacts of the change, including How the change would be compliant with the the geographic area affected and issues Countywide Planning Policies;and presented; How functional plans (e.g.subarea plans, utility • Why existing comprehensive plan and plans) and capital improvement programs (e.g. development regulations should not continue in transportation improvement program) support effect or why existing criteria no longer apply; the change. This proposal provides text updates to the Capital Facilities Element related to current Fire & Life Safety Services . Existing text is outdated and does not reflect 2010 formation of the Kent Regional Fire Authority. No impacts are anticipated as a result of this change . Exhibits A, (Redline-Text edits to pages 8-9 and 8-10) Exhibit B, (Edits to pages B-9 and 8-10) Exhibit C, (Text edits to Table 8 .4) Exhibit D, (Text edits to Table 8 . 5) Exhibit E, (Map update to Figure 8 .2) GH1-2 KENT FIRE DEPT DKT-2012-4 PSn4098•C/30108 p. 1 of FIRE&LIFE SAFETY SERVICES CAPITAL FACILITIES ELEM UPDATE (9/12) (ca) 18 This page intentionally left blank. 19 Exhibit A: Redline Copy FIRE & FIFE SAFETY SERVICES As the result of a tbree vear study and planning process to determine best methods of sustaining long tern fire services, the Citv acted on the recommendations of a stakeholders report and authorized a 2010 ballot measure that would authorize implementation of a Regional Fire Authority Plan under Cbaptcr 52.26 RCW. Voters approved the plan in April of 2010 and the Kent Regional Rire Authority was formed July 1, 2010. The Regional Fire Authority is an independent municipal corporation governed by elected representatives fi-om the City of Kent and King County.Fire Protection District #37. The City--of Kent Fire Department Regional Fire Authority (KFDRFA) is responsible for delivering fire protection and emergency medical services to the City, and to the geographic area within King County Fire District#37 that includes the City of Covington. Governance of the KFDRFA is provided through a Governance Board of 7 elected officials consisting of 6 voting members and 1 advisory position representingthe e City of Covington. Voting members of the Board consist of three appointed members of the Kent City Council and three Fire District 37 Commissioners. Fire Suppression& Emergency Medical Response units provide the most directly recognizable services to homes and businesses in Kent and other service area jurisdictions. Other fire districts adjacent to Kent may provide response assistance as requested. Emergency Management, Fire Investigation and Fire Prevention activities are also provided by the KFDRFA through an Interlocal agreement with the City_ The Emergency Management Office and Fire Prevention Office cant'out several objectives,including assessment and reduction of potential fine and life hazard risks through building inspections, educational outreach programs and development plan inspections throughout the City. The Kent Fire Department received accreditation from the Commission on Fire Accreditation International (CFAI)in 2004, The CFAI is a commission formed in 1986 between f;e--e by the International Association of Fire Chiefs (IAFC), the Go aission m±-F-iFe-AcerzLdi4atian T- -M.«:,....Nand the International Cities/Counties Management Association (ICMA). The CFAI is committed to improving fire and emergency services around the world through performance measures that promote continuous quality improvement and training that strives for organizational and professional excellence. The Kent Fire Department was re-accredited for an additional five years in 2009 and the new .IDRFA continues to operate as an accredited agency under the standards established by the CFAL- ao Fire & Life Safety Services and Facilities Inventory TheGity- KFDRFA owns si-x-eight (68) fire stations--. . Six are located within Kent city limits: Station 71 (in the southern portion of Downtown Kent); Station 72 (Lake Meridian area); Station 73 (West Hill); Station 74 (East Hill); Station 75 (east,near Covington); and Station 76 (north, in the industrial A th {:..«. :.. 1eeatedJ i 1uhre —`ntnlet -37 ..a is owned by tt... 1;:..� rl:,a�:',.4 area). Two �m-sEaas,� �>Zare located outside Kent city limits but also provide services into the City of Kent. These stations are Station 77 (Lake Youngs Area) and Station 78 (Covington), €-as All KFDRFA stations mare equipped with at least one fire engine or ladder heck that carries emergency medical supplies'and equipment. Eaeh-All stations is-are staffed with a minimum of three (3)personnel 24 hours per day, 365 days per year. Eeeh-All stations shave future capacity for additional staffing. _In addition. Stations 75 and 76 bay ee is One tiaramedic unit housed in the station. F.acli anit iG staffed with two (2)ncrsonnel: These units are part of the countywide Advance Life &12wrt (ALSI system.Table 8.4lists each station, location.number and tyt)e of units in service, total station capacity, and minimum staffing F' sThe KFDRFA's Capital Facilities Plan identifies 4v-&-five (25) future stations that will serve the City. One Sstation , will be located at 407 North Washington to serve the west side of the south Kent valley; one will be located near the intersection of S 231" Way and Riverview Boulevard to serve the Riverview and Kent-Midway area; in-the-City-of 4en There is tdso-a proposed station to servicing the North Benson/Panther Lake neighborhood to be located at the intersection of SE 217"'Streetar d 108°i Ave SE andTmrFhnker�al�e statea uille inside the fletf r tt lien-area f "orjnfer t. finally to better serve the area south of Kent Kaugley Road, Station 75 will be relocated westward and the fifth station will be a new southeast Covington station to fill the gap left by the relocated Station 75. Figure 8.2 illustrates locations of current fire and life safety services and facilities. Additional information regarding future KFDRFA capital facilities needs are found in the KFDRFA Capital Facilities and Equipment Plan adopted herein by reference. The F''t etKFDRFA is currently collecting level-of-service fees in the City of Covington an unincorporated areas of King County for the future construction and purchase of land for these projects. ,' n 8€EE€3@ii a€k M'4*i-4-8ta-fed Wi&t o i�G �@" . - ,.;.ts , sefyiees erod facilities - Performance measures for fire and life safetv_level of service (LOS) standards are found in Table U "LOS Standards" Current data collection for the level-of-service indicates that the Fire Department is not meeting the staxdafdLOS Standards. The Kent Fire Department is refining its data collection and analysis support functions in order to identify areas of priority for in Reed of capital and 21 operating improvements. Such improvements would be pursued to meet the established �LOS Standards. Pgrf�rxi�rx�` ` ..dMd life ga f ,_yea'' £ 4aa] Police/Fire 'Training Center The Police/Fire Training Center is located on East Bill at 24611 116 Avenue SE at Station 74. The Center, originally oused in an 8,000 square foot building, has been supplemented by temporary portable structures because of growth in training needs between both Police and Fire. The center provides audio and visual equipment and other facilities for in-service training for City of Kent police officers and KFDRFA fire fighters. Instruction is conducted by Kent Police and KFDRFA hire Departnieni—personnel, and by nationally lrnown instructors from organizations such as the International Association of Police Chiefs and the State Fire Service. In addition to providing a facility for training City of Kent and KFDRFA personnel, the training center also accommodates a satellite training program sponsored by the Washington State Criminal Justice Training Commission. To meet future service demands, capital expansion of Police/Fire Training facilities will be required. 22 This page intentionally left blank. 23 Exhibit B: Submittal Copy FIRE & LIFE SAFETY SERVICES As the result of a three year study and planning process to detemune best methods of sustaining long term fire services, the City acted on the recommendations of a stakeholders report and authorized a 2010 ballot measure that would authorize implementation of a Regional Fire Authority Plan under Chapter 52.26 RCW. Voters approved the plan in April of 2010 and the Kent Regional Fire Authority was formed July 1, 2010. The Regional Fire Authority is an independent municipal corporation governed by elected representatives from the City of Kent and King County Fire Protection District 437. The Kent Fire Department Regional Fire Authority(KFDRFA)is responsible for delivering fire protection and emergency medical services to the City,and to the geographic area within King County Fire District#37 that includes the City of Covington.Governance of the KFDRFA is provided through a Governance Board of 7 elected officials consisting of 6 voting members and 1 advisory position representing the City of Covington. Voting members of the Board consist of three appointed members of the Kent City Council and three Fire District 37 Commissioners. Fire Suppression & Emergency Medical Response units provide the most directly recognizable services to homes and businesses in Kent and other service area jurisdictions. Other fire districts adjacent to Kent may provide response assistance as requested. Emergency Management, Fire Investigation and Fire Prevention activities are also provided by the KFDRFA through an Interlocal agreement with the City. The Emergency Management Office and Fire Prevention Office carry out several objectives,including assessment and reduction of potential fire and life hazard risks through building inspections, educational outreach programs and development plan inspections throughout the City. The Kent Fire Department received accreditation from the Commission on Fire Accreditation Intemational(CFAI)in 2004. The CFAI is a commission formed in 1996 between the International Association of Fire Chiefs (IAFC), and the Intemational Cities/Counties Management Association (ICMA). The CFAI is committed to improving fire and emergency services around the world through performance measures that promote continuous quality improvement and training that strives for organizational and professional excellence. The Kent Fire Department was re-accredited for an additional five years in 2009 and the new KFDRFA continues to operate as an accredited agency under the standards established by the CFAI. 24 Fire & Life Safety Services and Facilities inventory The KFDRFA owns eight (8) fire stations. Six are located within Kent city limits: Station 71 (in the southern portion of Downtown Kent); Station 72 (Lake Meridian area); Station 73 (West Hill); Station 74 (East Hill); Station 75 (east, near Covington); and Station 76 (north, in the industrial area). Two are located outside Kent city limits but also provide services into the City of Kent. These stations are Station 77 (Lake Youngs Area) and Station 78 (Covington). All KFDRFA stations are equipped with at least one fire engine or ladder truck that carries emergency medical supplies and equipment. All stations are staffed with a minimum of three (3) personnel 24 hours per day, 365 days per year. All stations have future capacity for additional staffing. In addition, Stations 75 and 76 have a King County Medic One paramedic unit housed in the station. Each unit is staffed with two (2)personnel. These units are part of the countywide Advance Life Support (ALS) system. Table 8.4 lists each station, location, number and type of units in service,total station capacity, and minimum staffing. 4 The KFDRFA's Capital Facilities Plan identifies five(5)future stations that will serve the City. One station will be located at 407 North Washington to serve the west side of the south Kent valley; one will be located near the intersection of S 231"Way and Riverview Boulevard to serve the Riverview and Kent-Midway area; there is a proposed station to serve the North Benson/Panther Lake neighborhood to be located at the intersection of SE 217"' Street and 108"' Ave SE. Finally to better serve the area south of Kent Kangley Road, Station 75 will be relocated westward and the fifth station will be a new southeast Covington station to fill the gap left by the relocated Station 75. Figure 8.2 illustrates locations of current fire and life safety services and facilities. Additional information regarding future KFDRFA capital facilities needs are found in the KFDRFA Capital Facilities and Equipment Plan adopted herein by reference. The KFDRFA is currently collecting level-of-service fees in the City of Covington and unincorporated areas of King County for the future construction and purchase of land for these projects. Performance measures for fire and life safety level of service (LOS) standards are found in Table 8.5 "LOS Standards". Current data collection for the level-of-service indicates that the Fire Department is not meeting the LOS Standards: The Kent Fire Department is refining its data collection and analysis support functions in order to identify areas of priority for capital and operating improvements. Such improvements would be pursued to meet the LOS Standards. Police/Fire Training Center The Police/Fire Training Center is located on East Hill at 24611 116 Avenue Southeast at Station 74, The Center, originally housed in an 8,000 square foot building, has been supplemented by temporary portable structures because of growth in training needs between both Police and Fire. The center provides audio and visual equipment and other facilities for in-service training for City of Kent police officers and KFDRFA fire fighters. Instruction is conducted by Kent Police and KFDRFA 25 personnel, and by nationally known instructors from organizations such as the International Association of Police Chiefs and the State Fire Service. In addition to providing a facility for training City of Kent and KFDRFA personnel, the training center also accommodates a satellite training program sponsored by the Washington State Criminal Justice Training Commission. To meet future service demands, capital expansion of Police/Fire Training facilities will be required. 26 This page intentionally left blank. 27 Exhibit C; 2013 Comp Plan Amendment Request, submitted by Kent Regional Fire Authority. Table 8.4 FIRE & LIFE SAFETY FACILITIES Units in Facility Name Location Service Capacity Minimum Staffing Engine 71 and Station 71 504 West Crow Street Aid 71 4 Bays 5 - 3 Engine; 2 Aid 25620 140th Avenue Station 72 SE Engine 72 3 Bays 3 -Engine Station 73 26512 Military Road S Engine 73 3 Bays 3 -Engine Ladder 74;Aid 24611-116th Avenue 74;and 6-(3)Ladder; (2)Aid; Station 74 1 SE Battalion Chief 3 Bays (1)Battalion Chief Engine 75 KC Station 75 15635 SE 272nd St Medic 11 3 Bays 3-Engine Engine 76 KC Station 76 20676-72nd Avenue S Medic 7 3 Bays 3-Engine 20717-132nd Avenue Station 77 SE Engine 77 3 Bays 3 -Engine Eemer-e€3$Oni-Avenue- E ed- Streetl7820 SE 256'h ngm -Enguie Op 083_- Station 78 Street 78 3 Bays Engine PROPOSED STATIONS North Benson/Panther Comer of SE 217"Street Proposed Lake Area and 108"'Ave S En=ine 2 Bays 3 -Engine West Valley 407 North Washington Proposed Floor Ave Engine 2 Bays 3- Engine Corner of S 231"Way Kent Midway and Riverview Proposed Station I Boulevard I En ine•Ai 1 3 Bays 3-Enaine Relocated Station Proposed 75 To he determined fineine —3 Bays 3-En ine East Covington Proposed Station To be determined Engine 2 Bays 1 3-En ine 28 Exhibit D; 2013 Comp Plan Amendment Request, submitted by Kent Regional Fire Authority. ill Table 8.5 FIRE&LIFE SAFETY LOS STANDARDS Performance Measure LOS Standard Structure Fires-All Response Time by First due apparatus with a minimum of 3 percentage(fractile) firefighters will arrive on scene within--6 minutes of initial dispatch on 80%of incidents. Structure Fires—Single-family Response Time by Effective Response Force of 1.5 or 16 residential and standard percentage(fractile) firefighters will arrive on scene within 10 1, commercial minutes of initial dispatch on 80%of incidents. Structure Fires—Cormnercial Response Time by Effective Response Force of 18 firefighters target hazards percentage(fractile) will arrive on scene within 10 minutes of - initial dispatch on 80%of incidents. Structure Fires—High risk Response Time by Effective Response Force of 21 firefighters target hazards percentage(fractile) will arrive on scene within 10 minutes of initial dispatch on 80%of incidents. Advanced Life Saport—Life Response Time by First due anoarahis with a minimum of 2 threatening percentage(fractile) firefighters will arrive on scene within 6 minutes of initial dispatch.on 90%of incidents. 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Satterstrom, AICP, Director KENT Charlene Anderson, AICP, Manager WASH INGTON Phone: 253-856-5454 Fax: 253-856-6454 Address: 220 Fourth Avenue S. Kent, WA 98032-5895 November 7, 2012 To: Chair Jamie Perry and Economic & Community Development Committee From: Charlene Anderson, AICP, Planning Manager Subject: Growing Transit Communities For the November 13, 2012 Meeting MOTION: None required — for information only SUMMARY: The Committee will hear a presentation by Michael Hubner of the Puget Sound Regional Council regarding the Growing Transit Communities Partnership which is designed to help make the most of a voter-approved $15 billion investment in regional rapid transit. The project is considering strategies for locating housing, jobs, and services close enough to transit that it is a viable option for many people. It is looking at similarities among the region's existing and potential station locations in order to develop relevant implementation strategies for each station type. The Growing Transit Communities Partnership is complementary to the work Sound Transit is doing to consider alternatives for light rail extension from the S. 2001h Street station to the Federal Way Transit station, as well as the work products from the Envision Midway project. CA/pm P:\Planning\ECDC\2012\Packet Documents\11-13-12\Growing_Transit_Communities.doc cc: Michael Hubner, Puget Sound Regional Council Fred N. Satterstrom,AICP, Planning Director ECDC File 34 This page intentionally left blank. 35 ECONOMIC and COMMUNITY DEVELOPMENT Ben Wolters, Director PLANNING SERVICES Fred N. Satterstrom, AICP, Planning Director 400! illillillilito Charlene Anderson, AICP, Manager 00010*4 K EN T Phone: 253-856-5454 WF=„I��To Fax: 253-856-6454 Address: 220 Fourth Avenue S Kent, WA 98032-5895 November 7, 2012 To: Chair Jamie Perry and Economic & Community Development Committee From: Josh Hall, Economic Development Specialist Through: Ben Wolters, Economic Development Director Subject: FY2013 New Solutions Funding Grant Contract for $25,000 MOTION: Move to accept a grant from United Way King County's New Solutions Fund in the amount of $25,000. SUMMARY: The City has received a $25,000 grant for United Way King County's New Solutions Fund. The funds will be used to implement Phase 2 of the East Hill Revitalization Project. BUDGET IMPACT: None. BACKGROUND: The City received a $20,000 grant from United Way of King County in 2012 to implement phase I of the East Hill Neighborhood Revitalization Project. The project was developed through collaboration between United Way King County, the City, and local community members. Through this grant we conducted a Community Forum, developed action plans, and created a stakeholder group. See enclosed for Phase I report. Phase II will focus on organizational development and leadership training. The goal is to work with the members of Kent East Hill Revitalization (KEHR) to create an organizational structure that will help KEHR become a self-sustaining organization. We will identify members of the community and of the stakeholder group to groom and develop into a board of directors. Secondly, we will provide leadership and organizational development training to stakeholder members who have committed to moving KEHR forward. Training will focus on cross-cultural competency, facilitation, meeting management, non-profit organizational structure, etc. Last, we will continue to focus on outreach to the broader community. It is important to continue to enhance our efforts to reach East Hill residents. KEHR will also apply for a grant from the Seattle Foundation to help fund this project. BW/]H/pm P:\Planning\ECDC\2012\Packet Documents\11-13-12\EY2013 New Solutions Staff Report.docx Enc: East Hill Neighborhood Revitalization Project Phase I Report KEHR Phase II Proposal cc: Fred Satterstrom, Planning Director Charlene Anderson, Planning Manager Toni Azzola, Neighborhood Program Coordinator 36 This page intentionally left blank. 37 omI ilist I�rN Is ilIii nehrihbdaaWw�r,r+�Il ro�::�u Int anh�i�aor�m llIllmli ,,;rwre°ww°wrewrww ty. It's a place filled with old and new. Its residents are proud to live there. They see their diversity as a strength;they help each other; and they value the support of their youth,their elderly and their leaders.These are the building blocks of a strong community. East Hill residents are excited about building a neighborhood that reflects the best of their strong and diverse community. V1l_TH00 The East Hill Neighborhood �� Revitalization Project was designed with three phases.This summary report describes the work completed in Over the course of four months,from March of 2012-June 2012,neighbors of East Phase],on rk for hat Phases a used el the Hill gathered to answer the question:"How can East Hill be the best it can be?". foundation for Phases2 and 3.Below are the goals for each phase. PAHTNI_I T PI UCG 1 I The City of Kent received a grant from the United Way of King County's New Solutions Create partnerships and leadership program. The program focuses on innovative strategies that meet the emerging •Build partnerships:broaden needs of community members and builds the strengths and resources of individuals, ownership in neighborhood communities and systems.The New Solutions Fund supports community driven revitalization planning,increase solutions where community-based organizations and community members have the cooperation between government tools,resources to take a leadership role in implementing new approaches to make real and citizens(realizing that together and lasting change in local communities,funding is focused in the following areas: they can accomplish more) .New ideas and approaches that address emerging issues •crow Awareness:uncover existing .Community organizing,leadership development,and skills and training that lead neighborhood assets and identify needs/gaps to community capacity development •Prioritize:develop focus for future •Developing networks,collaborations or partnerships that improve the way community participation services are delivered and promote systems change •Maintain Momentum:take early action to encourage continuity and United Way of King County and City of Kent invited Pomegranate Center tofacilitate and excitement guide the community engagement phase of this work.Pomegranate Center is a non- Grow Capacity:develop community profit organization that inspires communities towards a morejust,unique,beautiful, leadership through training and sustainable future byfostering practices and places that reflect our best selves. PIUCY II r:G , I1NIT"1101I1N1 Broaden community engagement to On March 3rd,2012,67 East Hill participants gathered for Community Forum,a four- develop community-owned goals and hour event to exchange ideas for making Kent's East Hill neighborhood'the best it action plans;through training,enhance can be' 'This event's purpose was to ju mp-start work for Improving East Hill through local capacity for implementation. collaboration,planning,and actions. The forum was designed as the first step in building more community ownership for the East Hill Neighborhood Revitalization PIUC EIII Project and engaging In Implementation of selected goals. Implementhigh priority community goals Outcome t: Code of Collaboration(Appendix) The group adopted Pomegranate Center's Ground Rules for the Forum and all ensuing work.The Ground Rules encourage a balanced approach,a commitment to common solutions,and civility in neighborhood discourse. Outcome 2:Guiding Principles Participants developed a set of ideas to guide the group's work. They decided that all future activities and projects must reflect the following principles: •Inclusion is the foundation for everything •Encourage imagination and creativity •Practice wise use of existing spaces and organizations for needed programs/collaboration •Maintain,preserve and enhance diversity •Find locally-grown solutions that are mindful of local community and culture •Future amenities need to serve all people •Strengthen the sense of identity-celebrate local uniqueness and character ••. ^sKENT v ,�^:�`�POMEGRANATE CENTER (continued on nextpage) 1 38 Outcome 3:Over 80 ideas that fell into three categories(Appendix A) Im •Physical Improvements •Human/Social Improvements •Needed Resources Outcome4:Formation of Steering Group •Over 20 self-selected volunteers willing to look at key ideas generated at the forum,prioritize them,develop action plans for next steps,and assist with the procuring resources for Phases 2 and 3 of the project SI I 1 111NS (III ri HIP , I I I IN(;`d Steering group meetings were held on April 26,May 24 and June 21,were attended by volunteers from the Community Forum. These leaders represented diverse interests, backgrounds and skills sets. Their charge was to use the community's input from the Forum to create a set of priorities toward which they and their neighbors could take action. These priorities were then organized into four Action Plans. Outcome t:Formation of three Strategy Groups based on the March 3rd findings •Physical Improvements •Human/Social Improvements •Resources needto supportthese improvements Outcome 2:Each Strategic Group prioritized goals(in bold) Physical Improvements •Gathering Place:plaza,hub,core community,youth •Art:inside and outside,traveling art •International District-priority •Clean,safe community-priority •Accountability:business,landlords,code enforcement Human/social Improvements •Communication:community forum,cross-cultural and social media •Economic Development:job creation,promotion of business&economy-priority •Youth Development-priority •Housing and Homelessness •Form a council to get funding Resources needed to support priority improvements include: •Action community groups:formal and informal,traditional and non-traditional •Money,funders,those that have a stake in this project •Government:local,county,state,mayors office,police,fire,planning,DOT •Local skills&knowledge •Places:property owners,business,schools,KCHA,vacant •Everyone's network •Lessons learn from other efforts(Kent,White Center,Skyway,etc.) Outcome 3:Action Plans that address four goals from the above list(in bold). Completed Action Plans can be seen in the Appendix B. N E / I T I I 'T East Hill community members,having completed Phase I,thoughtfully crafted a framework for ongoing work to make their neighborhood great.Future phases of work will focus on: COINI/V 1 1.Leadership development-providing tools for veteran community leaders to Josh Hall continue doing good work and fostering new leaders to rise. The City of Kent 2.Organizational development-galvanizing,organizing and mobilizing necessary Economic Development 8022 Specialist resources,both human and material,to support revitalization. 400 W G-570 Kent WA 98022 253-sse-57m 3.Building capacity for the community to take more and more ownership as the jhall@kent a.gov consultant's role decreases. This ongoing work will be collaborative and productive and build on the good work that has already begun. ••• ^"KENT v f�^:�`�FOMEORANATE CENTER 2 39 APPE N D 1)(A II�•I, V� V Ideasfor neighborhood improvements Human/Social improvements �IIIII ')i�IN!IIIIIII�!III VIi, (� represent individuals who agreed with a •Increase/enhance community forums �IIIII II III m particular idea) •Cross-cultural communication(to communicate IIII emergencies&other) Ipiii III Physical improvements Provide at-risk youth path to productivity •More walk-able Create reasons to walk)(ADA) •East Hill as a good investment (Traffic safetyfor pedestrians) v v v v v v •Pride of place(ownership) v v v -Youth center(collaborate with school,mentoring •Housing limits for sex offenders programs-economic development, •Job creation(impede crime) educating youth,sex education) v v v v v •Promote business and economy •Create a center-gathering place,multiuse,indoor/ •Social media to connect(FB)(System to alert for outdoor(destination),multicultural,family-oriented emergency communications) o Better newcomer integration •Create reasons to get out of cars/to walk •Inter-faith partnerships and collaboration (destinations) v v •Address homelessness •Better transportation(East Hill Transit Center@ •Grow a East Hill Community Council to get funding Existing P&F) •Improve Schools •Free bus service(more) Common Themes from all the ideas •Preserve durable,safe,inhabitable homes •Code enforcement(punish perpetrators,noise, •Safety litter) v v v v •Beautiful Streets •Placethat's clean and safe: v obeautifying-clean •Destinations(for families,for alp up road kill -Transportation •Art reflects different cultures v •Walking •Signage(uniform ordinances) •International,multi-cultural -Address graffiti v -Youth,seniors,all •Higher density housing around center(s) •Inclusion as foundation for everything •Balance of density(single vs.family housing •Pride and ownership •Keep balance between urban and rural •Communication Sidewalks(wide,welcoming,attractive places for •Programming,events,parties people) v •Better connection with city/government •New codes for residential and business properties •Economic re-development for appearance and safety •Sense of community •Landscape medians(for safety) •International District(revitalize with marketing) • ^"KEN_T �� f;}i`�FOMEURANATE CENTER (continued on next page) 3 40 Al'E'i NEuc I AcUo i IPllain Economic Development Our mission is to create a District that is a viable center which encourages job creation,investment,and pride in the local community to ensure that patronage and residency remains local. Our Vision 10.Encourage and assist with internship and A.Retain and expand current businesses apprenticeship offerings at local businesses B.Strengthen job creation and opportunities for area 11.Actively collaborate with schools and residents and develop business outreach efforts colleges to expand training and development C.Expand the knowledge base of residents through opportunities workforce development and training •Identify studentjob shadowing needs by working with high school career and technical 10(or less)Steps Driving this Process Forward: teachers A.Retain and expand current businesses •Identify local workforce by working with local 1.Investigate,with the City,possible incentive schools and employment agencies programs to encourage facade improvements 12.Identify a possible location(s)for worker training and beautification •Identify studentjob shadowing needs by 2.Develop a shop local campaign specificto East Hill working with high school career and technical •Loyalty Program:rewards cards to shop at teachers local Kent businesses-similar to the Safeway/ •Identify local workforce by working with local QFC rewards card program schools and employment agencies 3.Identify what makes residents and visitors interested in East Hill,what is our brand? When should this work be completed?Ongoing 4.Create inventory of existing businesses Who will lead this work? B.Strengthenjob creation and opportunities for area -City of Kent residents and develop business outreach efforts -East Hill Partnership 5.Establish business incu bators to encourage •Kent Black Action Commission and support the entrepreneurial spirit of the •New Business Association for East Hill community (To be determined) •Survey customers to understand what •Chamber of Commerce businesses would attract and meet their shopping needs Haw do others get involved?Who do they contact? 6.Collaborate with local government to craft ideas •Josh Hall in recruiting new businesses •Kent Chamber of Commerce •Ensure a diverse set of new businesses which •Kent Black Action Commission would attract local customers •East Hill website/Facebook Page •Visit other communities to see the types of businesses exist Support:What financial,volunteer,organizational 7.Develop an outreach program to meet and or in-kind support is needed? engage businesses and local entrepreneurs •Financial:Incentives,business forum;marketing; •Gain a better understanding of the needs of events;organizational cost(if this group becomes the East Hill Businesses its own entity);grow support through membership •Partner with the Chamber,City of Kent, with a small membership amount GRCC and other organizations on business -Volunteer:Needed to make connections,volunteer education events expertise/knowledge and talent;clean-up crews; •Create a liaison between the City of Kent and welcome committees;board positions East Hill Businesses •In-Kind:Marketing;cross-promotional marketing; B.Develop a Business Kiosk or One-Stop business services information Shopfor residents and businesses •A location to get advice,assistance, What is theend result?Wewill succeed if... information,etc. We complete and successfully implement an action plan that works towards our mission and vision.That C.Expand the knowledge base of residents through is,we will establish a business district that is a viable workforce development and training center which encourages job creation,investment, 9.Create a database of local skilled workers or and pride in the local com mu n ity th roug h: potential employees,and employer needs •Retention and expansion of current businesses •Database would match potential employees •Strengthening of job creation and opportunities with employer needs for area residents •Database would reveal where additional •Expanding the knowledge base of residents training and/or knowledge could be through workforce development and training strengthened •Supporting businesses through outreach efforts ••• ^"KENT v f;}i`�FOMEURANATE CENTER (continued on nextpage) 4 41 u AcNon IPlain Kent East Hill International Cultural District(ICD) Our mission is to create a districtthat creates a distinctive sense of placethat is inclusive of all members of the community,and highlights the unique differences and similarities of the diverse East Hill population. Our Vision R.Create an ICD resource and referral center(RRC)to Drawing on the contributions and strengths of the assistsmall businesses and residents withshort and varied cultural and ethnic communities,the ICD will long-term needs be a vibrant and premier ICD destination of choice in 5.Identify local interpreter and translation services South King County for business owners and residents to assist residents with social needs to work,live,and enjoy life to the fullest. 6.Develop culturally-appropriate marketing materials to promote the knowledge and needs Existing Momentum of the community •Kent International Festival •(i.e.develop a knowledge and skills •Kent Black Action Commission(KBAC) management database,and match the skills •East Hill Community Network Council(CNC) to the needs) •East Hill Partnership(EHP) 7.With RRC taking the lead,celebrate and •Refugee Transition Center(RTC) promote district successes through messaging •East African and Filipino Organizations via the Kent International Festival and other •Kent School District cultural events in the area •Kent Sister City Association •KCDIG When should this work be completed?Ongoing •Seattle Foundation Neighbor to Neighbor Fund Who will lead this work? Obstacles •International Cultural District Committee-this •Unclear boundaries group should include ethnic leaders who live and/ •Perceptions from Great Wall Mall Administrators or work in the area,which requires knowing the •Resistance to change demographics in the area. •Need a greater mix of uses including residential •City of Kent •Lack of Institutional and organizational leadership •East Hill Partnership •Property owners •Kent International Festival •District Perception •Kent Arts Commission -The name....International District isn't inclusive •Forterra/Sustainable Communities/PSRC •No collaboration with community groups,business,etc Haw do others get involved?Who do they contact? 10(or less)Steps Driving this Process Forward: •Josh Hall until committee is established A.Create a vibrant and premier ICD destination of •Create a website/Face book page choice in South King County •Mayor's Advisory Tea m 1.Establish an ICD Promotion Committee to •Put together a short survey,conduct presentations promote available business space,resident with the service clubs in the area to get feedback properties;school system resources; international and cultural events;parks and Support:What financial,volunteer,organizational recreation;business/family-friendly atmosphere; or in-kind support is needed? and other diverse assets of the district •Financial:Investigate BID or otherfunding •Identify a quickwin to establish the mechanisms,memberships,marketing,promotions, revitalized district(Think:Austin Street Fair, sponsorships,bartering,foundations,Impact Capital, Bite of East Hill,Street of Inclusion,etc.) local corporations,consultants 2.Establish a recruitment and retention plan to •Volunteer:Organizational development,clean-ups, meet and exceed the needs of current and events,marketing,community outreach,students, potential business opportunities. Churches,Mosques,Boy scouts,Girl scouts,Kent -The plan will also identify specific planning school district community service work seekers and marketing resources availablefor -Pro-Bono:Design work,legal,marketing, new business startups and existing small consultants,students businesses 3.Identify and correct geographic barriers What is theend result?Wewill succeed if... which prevent the clear promotion of district We help create a thriving,inclusive,and distinct boundaries,businesses,and residents. district with diverse businesses and opportunities, •Improve pedestrian,bike,and traffic safety which creates a distinct sense of place. This process and connectivityto the CID(i.e.public will be led by an energetic and inclusive committee transportation access)from all areas of King who follow a well-crafted and community-driven County and beyond to increase the number strategic plan. of patrons to local businesses 4.Identify a sustainable funding model-research and evaluate other district models ••• ^"KENT va f;}i`�FOMEURANATE CENTER (continued on nextpage) 5 42 dtcUoiv IPlain Youth and Family Engagement Families arethe foundation of our community.We must encourage and support the economically,socially, and culturally diverse families in our community through youth and family centered activities,citizenship opportunities,and assist in the development of lifelong learning skills. Our Vision C.Develop Youth and Family Centered Activities and A.To develop a community driven youth Strategy Opportunities(ongoing) B.Con nect Youth a nd the Com m u n ity to em ployment S.Develop safe and engaging events and activities opportunities geared toward youth and family C.Developyouth and family centered activities 6.Identify concerns around safety in the area Existing Momentum When should this work be completed? •Kent Parks&Rec youth programs A.Strategy •Church youth groups a.Form Youth Committee for East Hill-short term •Boys&Girls Club(not located in Kent) -Project U(th)and others •Scouts b.Engage Community Through Youth Forum- •Boxing Club medium term-Youth Committee •Police Outreach(Game of Life) c.Investigate Youth/Teen/Community Center- •Youth Summit mediumterm-Youth Committee •Kent Refugee Center d.Connectthe youth and residents to employment •KM Clubs:Black Student Union,SEA,Latino, opportunities-Ongoing-Youth Committeeand Asian groups Economic Development Committee •Project U(th) e.Develop youth and family centered activities- •CNC Ongoing-Youth Committee and others Obstacles Who will lead this work? •Funding -Youth Committee •Lack of space •KEHR •Lack of community understanding to do so •City of Kent Parks Department •Lack of collaboration and partnerships between •CNC various entities •School District •No clear strategy or clear need statement •Project U(th) •Full involvement from all aspects of the community •KYFS 10(or less)Steps Driving this Process Forward: Haw do others get involved?Who do they contact? A.Develop Youth Engagement Strategy •TBA-Youth Com m ittee 1.Form Youth Committee with representation •Project U(th) from various youth on East Hill(short-term- •School District Project U(th)and others) •KYFS •Engage a diverse and representative group of youth Support:What financial,volunteer,organizational •Review KEHR's Youth Development Work Plan or in-kind support is needed? •Develop an inventory of existing services and •Financial:youth forum;marketing;events; service providers organizational cost;fundraising 2.Engage the community through a youth -Volunteer:Needed to make connections,volunteer forum,or other avenue(medium-term)(Youth expertise/knowledge andtalent;youth leaders, Committee) fundraising 3.Investigate Youth/Teen/Community Center •In-Kind:Marketing; options •Research the possibilities for a teen/youth/ What is theend result?Wewill succeed if... community center We complete and successfully implement an action •Identify locations for a teen/youth/community plan that works towards our mission and vision.That center is,we will establish a youth and family committee that will focus on completing and vetting the existing B.Connecttheyouth to employment opportunities work plan. Theywill engage the community and (ongoing) youth to develop activities and functions to support 4.Work closelywith the business community the positive development and engagement of to identify opportunities for internships or youth and families of all kinds. We will have a better employment understanding of the needs of youth and family •Developjob train ing or job fair opportun ities within the neighborhood boundaries and a vision on the East Hill toward creating a youth/teen/community center. ••• ^"KENT v f;}i`�FOMEURANATE CENTER (continued on nextpage) 6 43 MRAsUoi lPllain East Hill Physical Improvement for a Clean and Safe Community Our mission is to create a vibrant,safe,and clean neighborhood district to encourage local investment and increased pride in the East Hill. Our Usion pathways becomes a placefor people to A.Strong collaboration between businesses and come together.The space becomes a Place-a residents to ensure buy-in of and success on our public square.) action plan 9.Encourage landlords to get involved/motivated B.Improved aestheticappeal of the East Hill Physical •Getthemto invest in buildings and change neighborhood area perceptions C.Safetyfor residents,businesses,and customers •Helpthem to partner with church groups and non-profits to improve safety 10(or less)Steps Driving this Process Forward: •Build pride in local community through A.Strong collaboration between businesses and involvement and investment residents to ensure buy-in on our action steps 1.Create an'East HiI l l m provement Team"(EHIT) When should this work be completed?Ongoi ng •EH IT takes actionable steps to make our neighborhood boundarythe best Whowill lead thiswork? 2.Research and Investigate Implementing a East Hill Improvement Team(EHIT) Business Improvement District •Are there other options? Haw do others get involved?Who do they contact? •Describe fees involved,benefits to boundary Contact EHIT liaison coordinator and neighboring area,etc. 3.EHIT spreads common message Support:What financial,volunteer,organizational •Canvass neighborhood businesses and or in-kind support is needed? apartment owners •Wewill gather volunteers and leveragetheir •Conduct meet-ups using translated(top expertise,contacts,and knowledge spoken languages)information flyers. •We will review and identify resources through City of •Hold commun ity forums on a quarterly basis Kent Human Services and Economic Development to inform on developments&successes departments B.Improved aesthetic appeal of the East Hill Physical What is the end result?We will succeed if... Improvement boundary area We complete and successfully implement an action 4.Organize community clean-up groups plan that works towards our mission and vision.That •Street cleaning,cleanup of noxious weeds, is,we will establish a business improvement district adopt-a-street program,and more. that will result in increased local investment and •Workwith school teachers on community pride through: service projects •Strong collaboration between businesses and •Check on models such as Portland city repairs residents to ensure buy-in of and success on our S.Lobbythe cityfor benches,trash containers, action plan and more •Improved aesthetic appeal of the East Hill 6.Look at street furniture,light fixtures,street Physical Improvement boundary area trees(greenery) •Safetyfor residents,businesses,and customers 7.Ensure enforcements through Chamber of Commerce •Code enforcement is done by clear& coordinated communication for signage/ physical improvements C.Safety for residents,businesses,and customers 8.Ensure pedestrian safety •Workwith Public Works to review data on the safety and accidents in the boundary area •Slow down traffic through visual graphics in the intersection or through the"Intersection Repair"concept:a citizen-led conversion of an urban street intersection into public square streets.(Most public spaces have been designed with a single purpose in mind: moving cars around.With an Intersection Repair,that public space is reclaimed for the whole community.The intersection of ••• ^"KENT v „}i`�FOMEURANATE CENTER 7 44 AM 1101 M 1 ( I r,llr r,nl , I I Rs uiip oiVl�" " Patty Pedrini Ted Schwartz Johnetta Rowsey Rev.Jimmie James Maya Vengadasalam Min.Alice James Harpreet Gill Bruce Raymond Gwen Allen-Carston Manase Hopoi Ann Eggers Barbara Phillips Jim Renton Lori Guilfoyle Leslie Hamada Caren Adams Bob Brooks Melvin Tate Jennifer Ritchie Dennis Higgins Megan McKee Ray Lee h4A1 ( II � I-aI I1 , AI I I N1) 1 T Everett Tustin Sandra Petscheck Miles Freeman John Phillips Jim Berrios Sarab Singh Bill Boyce Roger Hurst Maya Vengadasalam Kate Cole Elizabeth Caliebe Amy Lee A.Nelson Stradling Erika Fardig Zandria Michaud Jamie Perry Cathy Hernandez Johnetta Rowsey Jennifer Ritchie Sharon Bersaas Dana Ralph Ted Schwartz Aubrey Shinholster Harpreet Sekhon Richard Palmer Scott E.Lint Judy Smith Jennifer Lint Joe Kempf Manase Hopoi Gary Lea Maladiane Coghlan Betty Haque Ranniger Debbie Judy de Barros Judy Hamilton Sharon Pfeiffer Thomas Lambard John&Patty Pedrini Ruth Riddle Peter House Dega Taker Sally Goodgion Jasbir kaur A.Felzmann Asad Hassah Anna Felzmann Manase Hopoi John Felzmann Dennis Higgins Paul Evanoff Suzette Cooke Harpreet Gill Skye Schell Leslie Hamada Lee Ann Johnson Richard Burrows Sherwin Foo Dian Burrows Nyla Rosen Laura Cook Joy Alford Karen Hancock Debra Wheeler Ashmine Cheema Ohn Ohnmar Gwen Allen-Carston Ray Lee Jim Renton Rev.Jimmie James Marty Kooistra Min.Alice James Fred Satterstrom Bruce Raymond Jim Gonnason Manase Hopoi Jack Becvar Barbara Phillips Mary Lou Becvar Lori Guilfoyle Marvin Eckfield Caren Adams Annie Brooks Melvin Tate Bob Brooks Dennis Higgins Chris Loftis • ^"KENT f�^`}�`�FOMEORANATE CENTER 8 45 KEHR Phase II Proposal The East Hill Community Stakeholder Group, having completed Phase I, thoughtfully crafted a framework for ongoing work to make their neighborhood great. Phase II will focus on organizational and leadership development and building capacity and trust. KEHR will select a consultant, selected through a RFP process, to lead Phase 11. The consultant will work with KEHR to achieve the deliverables listed below and will focus on the identified areas; organizational and leadership development and building capacity and trust. Organizational and Leadership Development: The goal of Phase I was to catalyze the development of an organization on the East Hill that could drive forward community building and revitalization efforts with assistance from the City of Kent. It is the hope that KEHR can begin to develop organizationally so it can one day become a self-sufficient entity which can champion the needs and opportunities for the East Hill Community. Until that time, KEHR needs to identify a structure that best suits the current and future framework of this group. Phase 11 will provide assistance to KEHR through working with the consultant in developing an organizational structure. The group will work closely with the consultant to develop leadership roles, understanding organizational framework, finance and operations development, development of organizational by-laws and other aspects to be determined. It is also important to identify individuals within the stakeholder group who will take on leadership roles within the organization. These individuals will be integral in driving KEHR forward. Our goal is to identify 5-10 community stakeholders, representative of the diverse community, who are committed to KEHR's cause and interested in investing time in the organization. These individuals will be given intensive community development and leadership training to sharpen and develop their community development and organizational leadership skills. Participants will work closely with the consultant as they prepare for additional community meetings; they will co-present and facilitate with the consultants, and plan for quick victory projects throughout the year. They will also be trained in cultural competency, cross-cultural communication, and a better understand of organizational and board of director practices. It is the intent for these trained individuals to bring these skills to the leadership structure, be it a board or stakeholder group, that is the decision making body for the organization. KEHR must also become a sustainable organization. Therefore, KEHR must develop a fundraising and sustainability plan. This plan must outline future revenue sources from the City and other funders and provide a direction for the organization to achieve its future goals as it transitions into Phase 111. Deliverables: Organizational structure identified; clear roles, processes and procedures developed and organizational leadership structure created. 5-10 KEHR stakeholders trained in facilitation, communication and planning; 3-5 additional community meetings held and facilitated by the community leaders; planning and implementation of a "quick victory" project; and Cultural Competency and Cross-Cultural communication trainings for KEHR board members. Develop fundraising and organizational sustainability plan. 46 Building Capacity and Trust: KEHR has been championed by a core group of volunteers who have continued to attend meetings, develop work plans, engage the community, and coordinate events. However, this group needs continued support from the community. In order to continue this process the members of KEHR will need additional support and will need to reach out into the community and make sure the group is representative of the diversity that exists within East Hill. KEHR must continue their momentum and build upon the interest they have created. They must begin to implement aspects of their work plan and need to assure members and participants that this effort is more than just meetings by accomplishing projects and tasks, especially those that are visible. Through Phase II KEHR will continue engaging community groups, businesses, and organizations within Kent and the East Hill to increase the awareness of the group and to encourage participation. KEHR will hold an annual meeting inviting the surrounding community, will engage in four broad community-wide social events, and will partake in ten additional "road shovel' efforts. It is also important that KEHR begin to develop and gain the trust of the community. In order to create that trust all aspects of KEHR's activities must be transparent and participants should feel that they are involved and have a voice. KEHR has laid some of the groundwork by posting information about Phase I on their Facebook and webpage, and sending email updates to their entire database about the process and future plans for acquiring funding. This will be a continued focus of KEHR as the group looks to establish itself within the East Hill Community. Deliverables: Conduct five additional "road shows"; five new community groups, organizations, and/or neighborhood councils engaged; KEHR will represent each of the major ethnic groups: Caucasian, Black, South Asian, Latino, Somali, Asian and Russian; all actions within KEHR will be transparent to the community and its partners; documents will be translated into the four main languages identified by the Kent School District and interpretation will be provided at events. Future Work— Phase III — Ramp-up and Sustainability Phase III is the implementation phase. This phase will focus on completing work plan action items and other projects identified in Phase II. We feel there are aspects of the work plan that can be implemented during Phase II, but Phase III has an emphasis on completing a significant and visual community project. Implement Work Plans: Through three meetings the stakeholder group developed goals and priorities for the following areas within East Hill (the complete plans can be seen in the attached Phase I Final Report): • Physical Improvements • Youth and Family Engagement • Economic Development • International Cultural District 47 Phase III will identify key aspects of the work plans that can be accomplished in 6-12 months. Portions of the work plans will be completed by KEHR, while other action items will be completed by other organizations within the East Hill. Our goal is to identify one project that will be viewed as a quick win; some examples of possible projects are pocket parks, street signs, gateway sign and gathering spaces. All of these projects have one thing in common; they are significant and visible. The goal of this task is to fortify this movement with victories that members can identify as key accomplishments. Deliverables: Lead organization and/or business identified for each action item; completion of one action item task in each work plan and the completion of a significant physical and visual community project. 48 This page intentionally left blank. 49 ECONOMIC & COMMUNITY DEVELOPMENT Ben Wolters, Director PLANNING DIVISION Fred Satterstrom, AICP, Director • Charlene Anderson, AICP, Manager KENT WASH INcroe Phone: 253-856-5454 Fax: 253-856-6454 Address: 220 Fourth Avenue S. Kent, WA 98032-5895 November 6, 2012 TO: Chair Jamie Perry and Economic & Community Development Committee FROM: Charlene Anderson, AICP, Planning Manager RE: Neighborhood Urban Centers For the November 13, 2012 Meeting MOTION: Move to approve the planning principles and scope of work for Neighborhood Urban Centers as presented by staff, to be used to guide the work of the Land Use & Planning Board. SUMMARY: On August 131h, the Economic & Community Development Committee discussed strategies for exploring the City Council's strategic goal to create neighborhood urban centers. At the November 131h meeting, staff will present draft planning principles and scope of work to verify the Committee's direction for moving the project forward in the staff work program. BACKGROUND: Neighborhood urban centers can be manifested in many forms, shapes and sizes, be they corner stores, neighborhood business districts, community commercial districts or other forms. The draft planning principles and scope of work are meant to reflect the Committee's discussion and direction at the August 131h meeting and guide the work by staff and the Land Use & Planning Board on neighborhood urban centers. Staff will be available at the November 131h meeting to present information and answer questions about neighborhood urban centers. CA/pm S:\Permit\Plan\COMP_PLAN_AMENDMENTS\2012\Neighborhood_Urban_Centers\ECDC\11-13-12\Memo.doc Enc Attch A: PowerPoint presentation Attch B: Planning Principles Attch C: Scope of Work cc: Fred Satterstrom,AICP,CD Director Charlene Anderson,AICP,Planning Manager Project Folder 50 This page intentionally left blank. 11/6/2012 ATTACHMENTA 51 Neighborhood Urban Centers Economic & Community Development Committee November 13, 2012 Planningrind l s - Draft Principles: 1 Definitions Community-driven Activity Economic Viability Connected / Complete Streets Neighborhood Compatibility Beautiful Built Environment Realistic Regulations 1 11/6/2012 52 two l 4 . 2 11/6/2012 53 n.l rr i1R r%Apr diPg�iJr�i�j,, F, r/r r r/ /�IJr/ 7g111V71i�r /GY' w �n ry f" i r r r r n r 'W&ekqu9�f ,,pr 1 I I a I I V MtNf+;&en'n.Mry& 3 ------- ........ _. 11/6/2012 54 f 7 � J' �v r ��^�„(t,�rr,' Fl�1aOfi Y�'��� n�, -. 3� ..:,i'............... MIND 11�1'1, i i d "i 4 11/6/2012 55 AY Woxlmate Number of Ilouseh olds vdthin 1/1 Mfle and I Mile of Military Arad 5 and 39th Avenue 5 Commerical Area ,.,r It ri'y� mae rya sa�n nrr I ( L2MI Rml jay / 9��`c� F rinvRraenrarryc n A°Rm: Y, r l• t r � � n jr�/ ram Irf( Ml r)^ d. ry• 1,380 Households within 1/2 Mlle Radius �a a�'" fd f 4,872 Households ,,,� pl' I /, withm 1 Mile Radius r ,rlj r;;rr�Jl(GX�"I'M ,„� r " irk 11111)1 i( )In r li , , /Dn�l , 7,y, 5 11/6/2012 56 t MEN i ri rfy, cl!%lad Approximate Nunm her of llousehalds varlum 1/2 Mile and 1 Mile of 152nd Avenue SE and 5 260th St Commercial Area �, � es monsl dA%I V1flV�l J�. M 7f��10 112MII Rtll t� %A ■m� a+laic vai I✓� ) i Y d va b�� anlc Yl mu. ✓ a � li/ Ir y m ��✓✓ sr+l 1� o .. r �'�' 4{ l ✓�rl" �Iw r y i � o fie* � . •b � fa d i�4 e nt Ir l�l a i e 900 Households within 112 Mile Radius i 2,390 Households ®e.°"aAaa da'...!a within1 Mile Radius 6 11/6/2012 57 Halt Mlle and one Mile Paoli Around RenPs Commercial Areas r 1 nnecfi n Leflend Attribute index Aaon^ GP°1'" glob Sltlevelk Value 1 m Vca coed 16-30Paar 41 31-35 Very Poor® w tl pil Accessibility lntlez B.ftmuntl Value „o i.uu3m,n 0 5 j u, ^ 6 10 15 w IB 20 21-25 26-30 31-35 36-so CryLlmtts '�� p PoI[li1W/JYRaMnPie®Nnx�rve0 n npStl m �4 , 7 11/6/2012 58 Approximate Number of Households wthin 112 Mile and 1 Mile of SF'}S6th Street nod 132nd Avenue SE mterseaion 1�µy}��� MrVU;1:FY - � 'F 11 {`A FN r r � �B01,d11 0.d4YJ r I P = I l ��'� �1,295 Households n ?+ within 1l2 Mile Redlus e a 4,085 Households within 1 Mile Radius DO 10ROW a.; is r � 8 11/6/2012 59 Avato-hoMe Mo 16 f d cdadd th 1/2 Mile and L Mile of SE 266th St et and 38th Avenue S Intef6elh Vn � � 1 r�-f 121A11 n U I l � � �lµl � �l � 19 ao1MIen0 i ,l( rVS.9 II I y or I J� f��"✓ �� rj�e,� l r�i�j /k, � 1 r, within 1@ Mfle Radius u I� 4,898 Households % t l . I' ION r a a t d N O v / M, rrf'i� I 9 r Ram yl & a e m a r NMI— MEN � MOW r a �k r �`` WW �f f I,��dry� i r✓ 6/ �i e/�i f✓ , P((l dl�/ r�i C2if�{Jt,G` I9 11/6/2012 61 Scopeof Work - Draft Data collection Existing demographics and characteristics Infrastructure needs Funding strategies Policies and Code requirements Public outreach —throughout Neighborhood councils Important criteria s Web updates, Graphics Workshops, environmental documents, public hearings, adoption Questions? 11 62 This page intentionally left blank. 63 ATTACHMENT B tAN ° liii IIII IIII tuummllllUiHbain Centers IIII�IIIIulr�ulr�liiiulr� IIII'�uumliiiulr�t�liilllll�IIII 1. IIDefliiunuliitaiioinus Corner stores are no greater than 3,000 square feet in size, scaled to blend with a residential neighborhood, and parking typically is provided on the street rather than on the site. Neighborhood Business Districts are commercial nodes that total less than three acres in size, with a maximum total square footage of 35,000. Existing areas zoned commercial that are greater than three acres in size are classified small neighborhood business districts and may be intensified in building square footage but not enlarged in land area. Examples of Small Neighborhood Business Districts include: SE 240th & 132nd Avenue SE, and SE 240th & 116th Avenue SE. Community Business Districts are existing commercial areas that serve several neighborhoods along a major corridor, are greater than three acres in total area, are designated transit-oriented center or mixed use corridor, or may be candidates for designation as Activity Centers within the regional growth strategy. Examples are Midway commercial along SR-99, the commercial corridor along 104th Avenue SE between approximately SE 236th and SE 264th Streets, Kent Kangley & 132nd, and SE 208th Street & 108th Avenue SE. The Downtown Urban Center is designated through the Downtown Subarea Action Plan. 2. 1wouninirriuiriiit:^y dirliiveiri Activity Neighborhood participation is active and valued. 3. Ili:co iriouninuliic Vialblilility There is an appropriate mix of land use intensity and income to support the center. New centers do not detract from the viability of existing centers. 4. 1woin iniect:ed f 1woinnulll�wlliete Streets The pedestrian and bicycle network is complete and in good condition within t/z mile radius around the center. 5. „tllhullboiirllhii000 qa 1oiininulli'patiliillbliilllliit:y Illb�,mn� Land uses, parking, and hours of operation are sensitive to the surrounding residential character. The centers are included in an approved neighborhood council boundary. 6. Beautiful Ilt ui lii llit: Ilkll:!n v iiuro in miinleinu t: Design standards focus on residential character. Code enforcement is emphasized. Maintenance of public spaces is shared - residents, developers, City. 7. Realistic IIWt,ei, uilllataiioxunus Regulations are vetted with the development community. 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