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HomeMy WebLinkAboutCity Council Meeting - Council Workshop - Minutes - 02/04/2020 Approved City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Date: February 4, 2020 Time: 5:00 p.m. Place: Chambers I. CALL TO ORDER Council President Troutner called the meeting to order. Attendee Name Title Status Arrived Toni Troutner Council President Present Bill Boyce Councilmember Present Brenda Fincher Councilmember Present Satwinder Kaur Councilmember Present Marli Larimer Councilmember Present Zandria Michaud Councilmember Present Les Thomas Councilmember Present Dana Ralph Mayor Present II. PRESENTATIONS 1 Human Services Strategic Plan Goals Merina Hanson 30 MIN. Human Services Manager, Merina Hanson presented the Human Services Strategic Plan 2020-2025. The plan is anticipated to be complete during the first quarter of 2020. The purpose of the Plan is to provide a roadmap that identifies the City’s strategic human services priorities over the next five years. Hanson reviewed the Plan development process that the City went through and will continue to go through as we work towards implementation. We will drill down to evaluation and measurement and eventually we will cycle back through again. The plan addresses immediate needs and long-term challenges and is intended to be a flexible, living document that allows the City to respond to shifting community needs over time. Research and Data. The City did not conduct a comprehensive community “needs” assessment, although the consultant we hired as part of our Consolidated Plan development did help out some in that regard. Updated data is so much more accessible now that we didn’t feel a needs assessment was where we should direct limited resources. Staff did conduct extensive background research on demographics, reviewed local and national reports, and focused on best practices. Our work included analysis of research from experts in the field, community’s experiences, and strategy development City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 2 of 10 with the Commission. Community Engagement and Outreach The hallmark of the planning process was a concerted effort to talk with as many people as we could, focusing on our low-income residents and their needs so we did target our outreach there, as well as to our non-profit agencies and community groups who serve them. We also felt it was critical to hear directly from our local policy makers because you have direct contact with your constituents so that was a priority as well. Human services investments help to ensure that the services people need are in place - when they need them. These investments strengthen community resilience. While we can’t predict the level of need exactly or when it might arise generally we use the low and very low-income numbers to identify potential need. Hanson advised staff was able to reach over 700 community members. The feedback received validated their research. The City also had the benefit of statistically valid information from the Recreation Plan and data from the Marketing and Community Engagement qualitative survey. Roles of the City These are the primary roles the City has in the human services realm. This plan is really two pronged at its heart, so in addition to setting the stage for our funding priorities we are also using the plan to help drive our work plans. Our goal is to be more proactive and strategic while aligning with regional priorities when appropriate. High Level Themes Some high-level issues emerged from the community feedback. We conducted our own analysis of the survey data and feedback we received, but in order to make sure we weren’t missing anything and to avoid any blind spots, we also had the consultant we are working with on the Consolidated Plan review all of our feedback. We were on the same page and he indicated that our top high-level trends are very similar to neighboring cities. Everyone wants to feel valued and connected. That access to opportunity piece is really critical and again we heard that both from residents and our non-profits. Diversity - respecting individual differences Equity - creating equal access to opportunity Inclusion - experiencing a sense of belonging and feeling valued Human Services Vision All residents experience Kent as a thriving, sustainable and inclusive City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 3 of 10 community. Human Services Mission Create a healthy, thriving, and inclusive community for all Kent residents by ensuring access to opportunity and high-quality services that respect each person’s unique experiences. Guiding Principles · Maintain a safety net of services for Kent’s most vulnerable residents, while remaining flexible enough to respond to emerging needs. · Focus on data driven, upstream investments that target root causes and reduce the demand for costlier interventions later. · Honor and respect the rich diversity within the City of Kent and strive to ensure our services are accessible and culturally relevant. · Recognize, respect, and build on the strengths of individuals, families, and our community. · Strive to move people along the continuum to stability, promoting maximum independence. · Value and promote collaboration and coordination at every level, including amongst City divisions, local governments, non-profit agencies, private funders, and our residents. These guiding principles come into play in our funding allocation process. These principles also help us make difficult decis ions about who to fund when we have competing applications for similar services. Values · Person-centered over service-centered. Strive to build services, policies, and processes grounded in what individuals and families need, as opposed to what we perceive the needs and solutions to be. · Strength-based over deficit-based. Build on what works with a lens on promoting the strengths and resilience of individuals, families, and communities rather than solely focusing on what is going wrong what the challenges are. · Innovation over tradition. Prioritize being flexible and adaptable in order to be able to meet the needs of fast-pace of change in our community. · Integrated over fragmented. Prioritize services that are integrated and coordinated and facilitate access and flow through, resulting in improved client and system-level outcomes. · Prevention over crisis. Where possible, continue to prioritize intervention and prevention measures, rather than waiting for issues to become costlier crises before we intervene. City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 4 of 10 · Sustainability over deficit. Maximize value for taxpayers and develop financially- sustainable models that leverage additional resources wherever possible Equity Woven throughout the plan is a focus on using an equity lens in our work. It is still all too easy to predict advantage or disadvantage based on race, ethnicity, identity, or ability. We have to make sure our strategies are having the impact we seek for the communities who need it most. · Promote fair and just access for community services, and build partnerships that engage in a strong commitment to equity. · Prioritize creating an environment where diversity thrives, inclusion and belonging is the norm, and equity is the ultimate outcome. · Invest in and work with nonprofit organizations led by and/or serving communities of color to ensure City resources reach the populations most impacted. Community challenges and Opportunities Our strategic plan does address each of the community challenges and opportunities in more detail. Housing, homeless and mental health were heard in every community engagement venue - including interviews, focus groups, and across stakeholders. Human Services Coordinator, Lori Guilfoyle was the lead staff on developing the strategic plan and she presented information on the priorities and goals. Priorities. The previous Master Plan had seven priorities. We started out with seven priorities and we have them condensed down to four. Each priority area has specific goals and strategies, and the strategies are where we focus investments - the funding allocated and where we focus on policy development, and planning. A Good Start Goal 1 - Children are healthy and ready to start school Goal 2 - Youth are healthy, successful in school, and have positive attachment to community. The strategies span from prevention to intervention needs of youth and addressing high risk behaviors as well as early intervention in mental health and substance abuse. Guilfoyle reviewed the Investment Strategies and Policy and Planning Strategies. Healthy Aging City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 5 of 10 Goal 1 - Older adults thrive in the community as they age. Guilfoyle reviewed the Investment Strategies and Policy and Planning Strategies that strengthen community options that allow older adults to age well and safely in the community - including home repair, home care, transportation options, and support services. · Expand access to educational and social events, classes, activities. · Ensure counseling, case management, and referral services are available in the community. · Expand caregiver support programs and programs that prevent elder abuse, isolation, and exploitation. · Increase access to programs designed to improve the health status of older adults in diverse populations. Individual and Community Well-Being Goal 1- Community members feel safe, welcomed and included in social, civic and economic life. Investment Strategies include expanding access to culturally appropriate services and programs. · Strengthen community connections that create protective environments and build support systems and social networks. · Increase access to social engagement opportunities to decrease isolation. Policy and Planning Strategies include increasing education and awareness about inclusion and equity. · Support access to and availability of resources, services and programs that advance equity. · Foster partnerships with community organizations. We want all of our community members to feel safe, welcomed and included. This includes the need for culturally appropriate services, advancing equity and strengthening community connections to build resilience. Goal 2 - Individuals and families have access to basic safety net services. Investment Strategies include preventing food insecurity, and increase availability and access to healthy, fresh food. · Ensure families in crisis have access to emergency financial assistance for eviction prevention, motel vouchers, utility assistance, transportation, and medical prescriptions. Policy and Planning Strategies include monitoring and taking advantage of opportunities to influence local and state policy that directly affect Kent residents. · Improve community education to ensure vulnerable residents access poverty reduction strategies. Goal 3 - Residents have opportunities to improve their economic condition, City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 6 of 10 build assets, and improve their long-term security. Investment Strategies include increasing support for individualized employment support services, internships, and apprenticeships that enable residents to enter or progress in the job market. · Expand opportunities for entrepreneurship and small business development. · Increase access to financial literacy and provide programs to build assets. · Support services that promote pathways to home ownership. · Increase access to affordable, quality, legal assistance for low-income residents. Policy and Planning Strategies include developing strong regional partnerships to close the gaps in capacity, encourage collaboration across jurisdictional boundaries, and help overcome residents’ barriers to opportunity. We want residents to be able to increase their economic security over the long-term. This Goal focuses on a range from employment supports, to small business development to financial literacy, legal aid and home ownership programs. Goal 4 - Residents can access resources to achieve quality physical and mental well-being. Investment Strategies include ensuring access to services that promote physical, behavioral and oral health. · Support programs that address the unmet needs of vulnerable populations struggling with mental health or substance use disorders. · Support services that promote safe and healthy relationship skills and disrupt pathways toward intimate partner violence. Policy and Planning Strategies include expanding access to a continuum of high quality behavioral health services that includes prevention, intervention, treatment, and recovery support services. · Increase awareness of the harms of domestic violence and of services available to survivors. This priority area also includes strategies related to health - including physical health, behavioral health, treatment, protection from domestic violence, and sexual assault. Stable Housing Goal 1 - Individuals have access to homelessness prevention and housing assistance services that are tailored to their unique needs and strengths to help them achieve and maintain stable housing. Investment Strategies: · Ensure residents have flexible prevention services suited to their needs. · Ensure all individuals experiencing or at risk of homelessness are connected to City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 7 of 10 the Coordinated Entry System. · Increase access to programs that improve transitions of young people from foster care and the juvenile justice system. · Ensure consistent access to specialized outreach workers and case management, and promote more comprehensive wraparound services. · Develop persistent, coordinated, and creative outreach efforts to engage chronically homeless individuals to link them to services. · Policy and Planning Strategies: · Expand regional efforts that seek to address root causes of homelessness. · Ensure regional access to a continuum of housing options including rapid rehousing, shelter, and permanent supportive housing. Goal 2 - Create an engaged and informed community regarding homelessness and homelessness solutions. · Acknowledge the strength of our community to make change by leveraging their passion, energy, assets, and skills to help non-profits and other organizations achieve their mission of ending homelessness. · Policy and Planning Strategies: · Engage and increase communication with residents on issues regarding homelessness and Kent’s current efforts to address homelessness in the City, including the work of other City departments and law enforcement, as well as our combined efforts at the regional level. · Increase coordination with the faith community and community groups focused on providing grassroots homelessness services. · Identify and promote volunteer opportunities with local civic groups, community organizations and service providers that complement the goals of the City, streamline resources to where they are most needed, and reduce duplication of services. · Educate residents on programs that exist to prevent people from experiencing homelessness. Next Steps include building the priorities and goals into the upcoming application cycle. Staff is very aware of the City’s financial constraints and are working on a deeper funding analysis of the current per capita investment. Staff is diving into that “opportunity” piece and building a strong case for what increasing funding could accomplish. The sustained focus on human services at the regional level has really taken a toll on our staffing capacity and we know we can’t continue at the pace we are currently moving. The last piece of our planning process is refining and finalizing our Implementation Plan. Staff will incorporate Priorities and Goals into the upcoming 2020 application City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 8 of 10 cycle and funding allocation process. Complete a funding analysis of the current per capita investment with recommendations to come in 2021-2022 budget development process. Refine and Finalize Implementation Plan: · List short-term goals that will be accomplished within the next two years. · List longer term goals (two to five years and beyond). · Finalize performance measures and how progress will be measured. 2020 Funding Application Cycle Kent is part of the Human Services Funding Collaborative. The HSFC is made up of 16 cities. We share a common application process and we collaborate on a year-round ongoing basis on this project. The application will go live on March 3rd. We then hold a series of funders workshops where we will walk through the application process and answer questions. Technical assistance is also available throughout the process. Hanson reviewed the 2020 timeline. Internally we are working with our Commission and staff on some focused training on reviewing and allocating funds with an equity lens. Our timeline is here for your information. Applications are reviewed by staff for completeness and accuracy once the application cycle closes. The Human Services Commission makes the final decision on completeness and we conduct a preliminary review at this time. Commissioners and staff then review applications in tandem through most of May. Commissioners will make final funding recommendations at the June Human Services Commission meeting. Recommendations are then forwarded to the Mayor in July as part of the budget. The City Council affirms the recommendations when they approve the budget (typically in November). In the history of funding human services in Kent, the City Council has never altered the Commission’s funding recommendations. Mayor Ralph and Councilmembers expressed their appreciation of the work of staff. 2 Amendment to ShoWare Center Sales, Marketing and Operations Management Services Agreement Kurt Hanson Tim Higgins Pat Fitzpatrick 60 MIN. Economic and Community Development Director, Kurt Hanson presented information on the Amendment to the accesso ShoWare Center Sales, Marketing and Operations Management Service Agreement. SMG was selected through a request for proposal process. SMG has City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 9 of 10 substantial experience and expertise with similar facilities to the accesso ShoWare Center. The scope on the original agreement included services for sales, marketing, operations, maintenance and administration. The original terms included an annual payment of $145,624 with a $52,930 incentive fee. The new Amendment extends the term through 2024 with the option to renew for two additional five-year terms. Annual base fee will be $145,624 with a new incentive fee structure. New Capital Loan of $500,000 New incentive fee = 20% of operating revenues that exceed an annual benchmark of $2.15 million Once total incentive fees paid = $920,000, eligible fees will be capped at $100,000. accesso ShoWare Center General Manager, Tim Higgins provided additional information. SMG is a division of ASM Global, managing over 300 venues. It is the largest venue management company in the world. Higgins provided details on the significant experience of the staff that manages the center. Higgins provided details on the items that have been purchased using the original $500,000 loan. Higgins reviewed the number and types of events from 2009 - 2020 The Thunderbirds are the main tenant with a 30-year lease. They have 34 scheduled home games and have contracted with the city to exclusively sell building sponsorship. Higgins reviewed the events scheduled between January 2020 - June 30, 2020 - 97 events in 182 days. Higgins also reviewed other venues throughout the region that are competitive with the accesso ShoWare Center. Higgins provided details on “Savor,” the food and beverage provider. Higgins reviewed the revenues and expenses, food and beverage revenue and indirect expenses. Higgins also reviewed the results of the 2012 Economic Impact Study. Higgins reviewed capital projects done in 2019 and those scheduled for 2020, including the concession stand rebranding. City Council Workshop Workshop Regular Meeting Minutes February 4, 2020 Kent, Washington Page 10 of 10 Higgins reviewed how he markets the accesso ShoWare Center. Councilmembers suggested having another economic impact study done. Troutner conveyed that the Thunderbirds contract generates a lot of revenue including revenue to surrounding businesses. Councilmembers expressed their appreciation of Kurt and Tim and for taking the time to meet with them and educate them on the operations of the accesso ShoWare Center and the benefits to downtown Kent businesses. Meeting ended at 6:27 p.m. Kimberley A. Komoto City Clerk Human Services Strategic Plan 2020-2025 Preliminary DRAFT Vision: All residents experience Kent as a thriving, sustainable, and inclusive community. Purpose of the Plan The Human Services Strategic Plan provides a roadmap that identifies the City’s strategic human services priorities over the next five years. We are working to: •Identify and address the root cause of crisis and instability; •Invest in community priorities; •Identify new or expanded partnerships to leverage resources and services to the community; •Align city investments with the priorities; and •Plan for the future needs of Kent residents. Immediate needs, long term challenges, flexible, living document Plan Development Data Collection and Research Community Engagement Priorities and Goals StrategiesCity Roles Implementation Evaluation and Measurement Healthy, Thriving, Inclusive Community Research and Data •Conducted extensive background research on demographics •Reviewed planning documents, research and literature; nearly 100 unique, external sources General: ACS Demographic and Housing Estimates CHAS –HUD Data Sets King County Demographics Investigating Recent Growth Trends King County Equity and Social Justice Info-graphs and reports Determinants of Equity Veterans Human Services Levy Implementation Plan, Best Starts for Kids Implementation Plan Multi-Service Center Community Needs Assessment El Centro de la Raza Community Assessment Opportunity Insights Homelessness: All Home Dashboard and relevant plans HealthCare for the Homeless Network Annual Report 2017 United States Interagency Council on Homelessness Early Learning and Child Care: WA Department of Early Learning 2018 Child Care Market Rate Survey Report, Early Learning Facilities Development Proposal Youth: Healthy Youth Survey, 2018, Public Health of Seattle-King County, Kent School District data Aging: Area Agency on Aging Seattle King County Services to Older Refugees Report Housing: King County Housing Authority housing data Regional Affordable Housing Task Force report King County Refugee Housing Summit, 2017 Health: King County Community Health Needs Assessment 2018/2019 Strategies to Impact the Social Determinants of Health Immigrant & Refugees: Advancing Equity & Opportunity for King County Immigrants and Refugees ORIA Program and Policy Updates 2019 Workforce/Economic Security: Kent Valley Supply Chain Management Sector Analysis Building Shared Prosperity in America’s Cities Governor Inslee’s Poverty Reduction Workgroup Progress Report Legal Aid: Expanding Access to Justice, Strengthening Federal Programs Non Profit System: Financial Health of the United States Nonprofit Sector, 2019 Community and Civic Engagement: Welcoming Refugees Community Engagement toolkit NLC Cities of Opportunity: Healthy People, Thriving Communities Community Engagement Matters, Stanford Social Innovation Review Make connections with people before you need them. Community Engagement and Outreach Where are the people you are trying to reach? That is where you need to be. Outreach was targeted primarily to low-income residents, the non-profit agencies and community groups who serve them, and local policy makers. Community Engagement and Outreach Also utilized data from the Recreation Plan and Marketing and Community Engagement Survey Roles of the City •Community Planning •Funder •Partnership and Community Engagement •Direct Service Provider This plan sets the stage for designing a work plan that best leverages our core competencies, determining which decision-making tables we need to be at, and in what areas we will lead versus support. High Level Themes •Equity (promote fair and just access to community services, build partnerships that engage and empower community groups and stakeholders in advancing access, and demonstrate clear commitment to equity) •Resilience and Community Well-Being (well-being includes people's physical, mental, and social health, and the opportunities they have to create meaningful futures. It considers basic needs like food, housing, education, employment, and income. It also includes social and emotional needs like sense of purpose, safely, belonging and social connection, and life satisfaction) •Opportunity (consider adding a resource for emerging or innovative programming, fund creative ways to bridge gaps in access and services so that all Kent residents have the opportunity to achieve self-sufficiency) Human Services Vision Human Services Mission Create a healthy, thriving, and inclusive community for all Kent residents by ensuring access to opportunity and high quality services that respect each person’s unique experiences. Guiding Principles •Maintain a safety net of services for Kent’s most vulnerable residents, while remaining flexible enough to respond to emerging needs. •Focus on data driven,upstream investments that target root causes and reduce the demand for costlier interventions later. •Honor and respect the rich diversity within the City of Kent and strive to ensure our services are accessible and culturally relevant. •Recognize, respect, and build on the strengths of individuals, families, and our community. •Strive to move people along the continuum to stability, promoting maximum independence. •Value and promote collaboration and coordination at every level, including amongst City divisions, local governments, non-profit agencies, private funders, and our residents. •Person -centered over service-centered. Strive to build services, policies, and processes grounded in what individuals and families need, as opposed to what we perceive the needs and solutions to be. •Strength-based over deficit-based. Build on what works with a lens on promoting the strengths and resilience of individuals, families, and communities rather than solely focusing on what is going wrong what the challenges are. •Innovation over tradition. Prioritize being flexible and adaptable in order to be able to meet the needs of fast-pace of change in our community. •Integrated over fragmented. Prioritize services that are integrated and coordinated and facilitate access and flow through, resulting in improved client and system-level outcomes. •Prevention over crisis. Where possible, continue to prioritize intervention and prevention measures, rather than waiting for issues to become costlier crises before we intervene. •Sustainability over deficit. Maximize value for taxpayers and develop financially-sustainable models that leverage additional resources wherever possible. Values Equity •Promote fair and just access for community services, and build partnerships that engage in a strong commitment to equity. •Prioritize creating an environment where diversity thrives, inclusion and belonging is the norm, and equity is the ultimate outcome. •Invest in and work with nonprofit organizations led by and/or serving communities of color to ensure City resources reach the populations most impacted. Community Challenges and Opportunities •Early Childhood Development/Family Support •Youth •Aging •New Americans •Immigration •Economic Well-Being •Poverty •Social Determinants of Health •Health •Housing •Homelessness •Transportation •Nonprofit Infrastructure PRIORITIES AND GOALS Priorities A Good Start Healthy Aging Individual and Community Well-Being Stable Housing A Good Start Goal 1 –Children are healthy and ready to start school. Investment Strategies •Expand affordable, culturally appropriate early learning, child care and preschool programs and activities. •Support early intervention services that can impact a child’s developmental path and improve outcomes for children, families, and communities. Policy and Planning Strategy •Monitor and take advantage of opportunities to influence local and state policy that directly affect Kent residents. A Good Start Goal 2 –Youth are healthy, successful in school, and have positive attachment to community. Investment Strategies •Support strength-based, high quality, culturally responsive, and engaging services and programs that meet youth and families where they are and address the needs of the whole family. •Promote and expand access to safe and supportive environments that ensure youth have healthy activities to engage in and provide education in personal safety and positive interpersonal relationships. •Support prevention and early intervention services and programs for youth struggling with mental health and/or substance abuse disorders. •Ensure unaccompanied youth, youth involved in the juvenile justice system, youth experiencing homelessness and children experiencing exploitation have access to safety, effective resources and programs to build skills to support their positive development and ability to fully participate in community life. Policy and Planning Strategies •Build on and expand existing partnerships, programs and services for young people, and coordinate public and private programs to better serve our young people. •Monitor and take advantage of opportunities to influence local and state policy that directly affect Kent residents. Healthy Aging Goal 1 -Older adults thrive in the community as they age. Investment Strategies •Strengthen community options that allow older adults to age well and safely in the community –including home repair, home care, transportation options, and support services. •Expand access to educational and social events, classes, activities. •Ensure counseling, case management, and referral services are available in the community. •Expand caregiver support programs and programs that prevent elder abuse, isolation, and exploitation. •Increase access to programs designed to improve the health status of older adults in diverse populations. Policy and Planning Strategy •Monitor and take advantage of opportunities to influence local and state policy that directly affect Kent residents. Individual and Community Well-Being Goal 1-Community members feel safe, welcomed and included in social, civic and economic life. Investment Strategies •Expand access to culturally appropriate services and programs. •Expand access to civic engagement opportunities in the community. •Strengthen community connections that create protective environments and build support systems and social networks. •Increase access to social engagement opportunities to decrease isolation. Policy and Planning Strategies •Increase education and awareness about inclusion and equity. •Support access to and availability of resources, services and programs that advance equity. •Foster partnerships with community organizations. Individual and Community Well-Being Goal 2 –Individuals and families have access to basic safety net services. Investment Strategies •Prevent food insecurity, and increase availability and access to healthy, fresh food. •Ensure families in crisis have access to emergency financial assistance for eviction prevention, motel vouchers, utility assistance, transportation, and medical prescriptions. Policy and Planning Strategy •Monitor and take advantage of opportunities to influence local and state policy that directly affect Kent residents. •Improve community education to ensure vulnerable residents access poverty reduction strategies available to them; including Orca cards, food stamps, SNAP, Earned Income Tax Credit, property tax exemptions for older adults, etc. By measuring well being among individuals and communities, we can expand the definition of health beyond health care and absence of disease and look to how people are thriving in every aspect of life. Individual and Community Well-Being Goal 3 –Residents have opportunities to improve their economic condition, build assets, and improve their long-term security. Investment Strategies •Increase support for individualized employment support services, internships, and apprenticeships that enable residents to enter or progress in the job market. •Expand opportunities for entrepreneurship and small business development. •Increase access to financial literacy and provide programs to build assets. •Support services that promote pathways to home ownership. •Increase access to affordable, quality, legal assistance for low-income residents. Policy and Planning Strategies •Develop strong regional partnerships to close the gaps in capacity, encourage collaboration across jurisdictional boundaries, and help overcome residents’ barriers to opportunity. •Create pathways to improve employment and income. Individual and Community Well-Being Goal 4 –Residents can access resources to achieve quality physical and mental well-being. Investment Strategies •Ensure access to services that promote physical, behavioral and oral health. •Support programs that address the unmet needs of vulnerable populations struggling with mental health or substance use disorders. •Support services that promote safe and healthy relationship skills and disrupt pathways toward intimate partner violence. Policy and Planning Strategies •Expand access to a continuum of high quality behavioral health services that includes prevention, intervention, treatment, and recovery support services. •Increase awareness of the harms of domestic violence and of services available to survivors. Stable Housing Goal 1 -Individuals have access to homelessness prevention and housing assistance services that are tailored to their unique needs and strengths to help them achieve and maintain stable housing. Investment Strategies: •Ensure residents have flexible prevention services suited to their needs. •Ensure all individuals experiencing or at risk of homelessness are connected to the Coordinated Entry System. •Increase access to programs that improve transitions of young people from foster care and the juvenile justice system. •Ensure consistent access to specialized outreach workers and case management, and promote more comprehensive wraparound services. •Develop persistent, coordinated, and creative outreach efforts to engage chronically homeless individuals to link them to services. Policy and Planning Strategies: •Expand regional efforts that seek to address root causes of homelessness. •Ensure regional access to a continuum of housing options including rapid rehousing, shelter, and permanent supportive housing. Goal 2 –Create an engaged and informed community regarding homelessness and homelessness solutions. Acknowledge the strength of our community to make change by leveraging their passion, energy, assets, and skills to help non-profits and other organizations achieve their mission of ending homelessness. Policy and Planning Strategies: •Engage and increase communication with residents on issues regarding homelessness and Kent’s current efforts to address homelessness in the City, including the work of other City departments and law enforcement, as well as our combined efforts at the regional level. •Increase coordination with the faith community and community groups focused on providing grassroots homelessness services. •Identify and promote volunteer opportunities with local civic groups, community organizations and service providers that complement the goals of the City, streamline resources to where they are most needed, and reduce duplication of services. •Educate residents on programs that exist to prevent people from experiencing homelessness. Stable Housing Incorporate Priorities and Goals into the upcoming 2020 application cycle and funding allocation process. Complete a funding analysis of the current per capita investment with recommendations to come in 2021-2022 budget development process. Analyze staffing levels and determine role at local, subregional, and regional tables. Analyze investments across divisions and departments to better understand our collective impact. Refine and Finalize Implementation Plan: –List short-term goals that will be accomplished within the next two years. –List longer term goals (two to five years and beyond). –Finalize performance measures and how progress will be measured. Next Steps 2020 FUNDING APPLICATION CYCLE Human Services Funding Collaborative (HSFC): •16 cities in North, East, and South King County participate in Share1App •Share1App is the online grants management portal for the HSFC •HSFC coordinates the funding application process •Cities independently provide funding through the competitive process Timeline: •Application Period –March 3rd through April 7th •Funder Workshops will be held March 4th, March 6th, and March 10th •Technical Assistance will be available throughout the process 2020 Funding Application Cycle City of Kent Human Services Commission •Equity and application review training (January through March) •Conflict of Interest review and disclosure Timeline: •April 7th -28th –Staff review for completeness and eligibility for funding •April 28th –Commissioners begin reading and rating assigned applications •May 21st –Commission half-day review session •June TBD –Commission full-day session •June 18th –Commissioners vote on final funding recommendations Contract Negotiations •November/December –staff negotiate scopes of work, develop and execute contracts for funding in 2021-2022 2020 Funding Application Cycle First Amendment to the ShoWare Center Sales, Marketing, and Operational Management Services Agreement SMG was selected through an RFP process SMG has substantial experience and expertise w/similar facilities to ShoWare Center Sales and Marketing Services Operating Services Maintenance Requirements Administrative Services Original contract annual payment of $145,624 w/Incentive fee of $52,930 Amendment extends term through 2024 w/Allowance for two additional five-year terms Annual base fee will be $145,624 w/New incentive fee structure New Capital Loan of $500,000 $420,000 outstanding balance on prior loan New incentive fee = 20% of operating revenues that exceed an annual benchmark of $2.15 million. Once total incentive fees paid = $920,000, eligible fees will be capped at $100,000. •Tim Higgins, General Manager, accesso ShoWare Center Original $500,000 Loan $420,000 Balance Digital Menu Boards for the concession stands $57,676 LED Sport Lighting -$134,881 Carving Station $35,000 Point of Sale System $135,000 LED Lighting –Exterior parking Lot $20,798 Pizza Oven $11,995 Audio Visual Equipment for control Room $104,587 Seattle Thunderbirds •Main Tenant with a 30 year lease. •34 Scheduled home games •Contracted with the city to exclusively sell building sponsorship. Sports Teams •Tacoma Stars Soccer –12 home games with a year to year agreement. •Seattle University BB –4 to 5 games per season year to year agreement •Extreme Football league –2 games per year –with a possible championship game. Competitive Market Accesso ShoWare Center 6,000 SnoQualmie Casino 1,700 Angel of the Winds Arena 10,000 Tacoma Dome 22,500 Christian Faith Center 5,000 White River Amp 20,000 EQC 2,200 Washington State Fair 11,000 Showbox Market 1,800 Gorge 22,000 Showbox Sodo 2,500 Marymoor Park 5,000 Paramount Theater 2,800 Woodland Park Zoo 3,700 (Key) Arena 15,500 Tulalip Amp 2,500 McCaw Hall 3,000 Chateau St Michelle 4,300 WAMU Theater 7,000 –20,000 Benaroya Hall 2,500 Centurylink Field T-Mobile Park Savor… •Within SMGs current agreement –SMG is responsible for providing exclusive food and beverage concessions and catering services in the accesso ShoWare Center. •Concession and Catering services shall include the purchase, preparation, and serving of food, beverages and other related food items. •Monthly conference calls with Savor RVP and other regional accts to discuss best practices. •Buying Program through SYSCO –offering significant savings in food purchase. •Carry’s Liquor License •Training and oversight of all Food and Beverage Staff Graph Showing revenue vs expenses Food and Beverage Revenue Indirect Expenses Community Events •Kent International Festival –May 30 •Khalsa Day Festival –May 9 •Chief for a day -Aug 9 •City of Kent Public Works Day –May 29 •Labor Council Trades exhibition -April 30 •MLK BB Tournament •3-3 BB Tournament •SERVUS International -Feb 26 •FIRST Robotics –Jan 26 •Kent HS Tech Expo •You Me We Sponsored by Parks Department Graduations•Kent Schools –4 •Federal Way -4 •Highline SD –4 •Mercer HS •Fife •Highline College •Green River College •Renton Schools –3 •Renton Tech •Central Washington University •Kennedy High •Bonney Lake •Mount Si Economic Impact Study 2012 •Accesso ShoWare Center visitors in 2011 spent an estimated $12.1M at dinning and shopping businesses in and around Kent while attending Center events ( not including center concessions). •Spending on Dinning Alone outside of accesso ShoWare Center is estimated at $9.7M •Indirect and induced benefits are estimated to bring the total spending impact to $23.9 Million. Capital Projects 2019 •Carpet and Laminate Flooring –Suite level $137,000 •Club Tables $35,000 •Dehumidifier Repair $54,000 •Trash/Recycle Cans $24,000 •Utility Cart $15,000 •LED Lighting Retrofit $37,550 •Rubber Mating $11,000 •Kitchen Doors $8,000 •Club Chairs and Folding Tables $18,800 •Ice Deck $18,000 •Acrylic Shield For Ice Rink $44,000 •Roof Repair $18,000 •Concession Refrigerator Floor repair $16,000 Capital Projects 2020 •Building Extension $100,000 •Refrigerator/Freezer $50,000 •Transformer for Show Power $45,000 •WIFI $120,000 •Scoreboard/Marquee $750,000 •Concession Stand Rebranding $135,000 Marketing •IEBA (International Entertainment Buyers Association) •PollStar •BillBoard •SMG Booking Calls Every 2-3 weeks •SMG -Agent /Promoter Meetings –Nashville and LA •IAVM –International Association for Venue Managers