HomeMy WebLinkAboutCity Council Committees - Operations Committee - 04/19/2016 (2)
Unless otherwise noted, the Operations Committee meets at 4 p.m. on the first and third
Tuesday of each month in Kent City Hall, Council Chambers East, 220 4th Ave S, Kent, 98032.
For additional information please contact Jennifer Hays at 253-856-5700.
Any person requiring a disability accommodation should contact the City Clerk’s
Office at 253-856-5725 in advance. For TDD relay service call Washington
Telecommunications Relay Service at 1-800-833-6388.
Operations Committee Agenda
Councilmembers: Bill Boyce – Les Thomas – Dana Ralph, Chair
April 19, 2016
4 p.m.
Item Description Action Speaker Time Page
1. Call to order Chair Ralph 1
2. Roll Call Chair Ralph 1
3. Changes to the Agenda Chair Ralph 1
4. Approval of Check Summary Report dated
3/16/2016 thru 3/31/2016
YES Chair Ralph 2
5. Approval of Meeting Minutes Dated
April 5, 2016
YES Chair Ralph 2 1
6. Drug Forfeiture Funds – Amend Budget and
Authorize Expenditure - Recommend
YES Chief Ken
Thomas
5 5
7. Business Strategy and Performance Analyst
Position - Recommend
YES Marty Fisher
Brent Ashbaugh
10 21
8. Consolidating Budget Adjustment Ordinance
for Adjustments between January 1, 2016
and March 31, 2016 - Recommend
YES Barbara Lopez 5 27
9. Quarterly Procurement Report NO Derek Matheson 5 33
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OPERATIONS COMMITTEE MINUTES
April 5, 2016
Committee Members Present: Les Thomas; Bill Boyce; Dana Ralph, Chair
The meeting was called to order by Dana Ralph at 4:02 p.m.
1. ROLL CALL.
2. CHANGES TO THE AGENDA.
There were no changes to the agenda.
3. APPROVAL OF THE CHECK SUMMARY REPORT DATED 3/1/2016 THRU
3/15/2016.
B. Boyce moved to approve the check summary report dated 3/1/16 through 3/15/16.
L. Thomas seconded the motion, which passed 3-0.
4. APPROVAL OF MINUTES DATED MARCH 15, 2016.
L. Thomas moved to approve the Operations Committee minutes dated March 15,
2016. B. Boyce seconded the motion, which passed 3-0.
5. DRUG FORFEITURE FUNDS – AMEND BUDGET AND AUTHORIZE EXPENDITURE -
RECOMMEND.
Police Assistant Chief Derek Kammerzell made a request to authorize funds in the
amount of $175,000 to be used to support education, outreach, and enforcement of
drug-related activities in the Kent community, including the efforts of Suburban King
County Coordinating Council on Gangs (SKCCCG) through Youth LINC and grants
supporting youth education. Youth LINC is a program managed by the SKCCCG and the
Center for Children & Youth Justice (CCYJ). Through the Youth LINC Program, SKCCCG
delivers direct services to referred gang-involved youth in Kent through its Intervention
Team.
Because of a number of questions asked, Committee members requested for this
motion be tabled until the next committee meeting on April 19, 2016, when more detail
can be provided.
L. Thomas moved to table this motion until the next Operations Committee, April 19,
2016. B. Boyce seconded the motion, which passed 3-0.
6. ORDINANCE APPROVING 2015 INTERNAL FINANCING – 72ND AVENUE SOUTH
IMPROVEMENTS PROJECT - RECOMMEND.
Finance Director Aaron BeMiller requested that internal financing be brought before
committee members for consideration; this request was initiated by the Public Works
Committee. The estimated total cost for the project is $3,760,000. The funding for the
project comes from four sources: Washington State Transportation Improvement Board
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Operations Committee Minutes
April 5, 2016
Page: 2
grant ($1,182,420); Drainage District #1 matching contribution ($20,000); City
matching contribution ($1,357,600), and the City of Kent Regional Fire Authority (RFA)
($1,200,000).
Details of the interlocal agreement that the City and the RFA entered into are:
The RFA will remit to the City ten annual payments of $120,000.
It is necessary for the City to internally fund $1,000,000 of the project cost
through an internal loan from the Sewerage Operating Fund.
The $1,000,000 internal loan will be financed over eight years and will include
interest.
The annual payments of $120,000 from the RFA will be applied to pay down the
outstanding internal debt.
Annual debt payments will be made by the Public Works Street Fund to the
Sewerage.
Unless modified by the City Council, the term of the internal financing shall not exceed
eight years and the annual interest rate is to be the higher of 1.25 percent or the
annualized interest rate earned on the investments in the Local Government Investment
Pool. The interest rate will be reviewed at the end of each fiscal year and the debt
service recalculated if necessary.
L. Thomas moved to recommend adoption of Ordinance No. , approving an
internal financing for the 72nd Avenue South Improvements Project in an amount not
to exceed $1,000,000 and, to be repaid over an eight year repayment schedule. B.
Boyce seconded the motion, which passed 3-0.
7. 2016 BOND REFUNDING - RECOMMEND.
Mr. BeMiller and Bond Counsel Deanna Gregory from Pacifica Law Group LLP made a
request to refund the City’s 2008A General Obligations bonds. Additionally, in participation
with the City of Kent Public Facility District (PFD) and its Bond Counsel, Foster Pepper
PLLC, the City and PFD are working jointly to refund the PFD’s 2008 sales tax bonds
(Sales Tax Bonds). The City will be refunding the Sales Tax Bonds at the PFD Board’s
request. This action will formally incorporate the Sales Tax Bonds onto the City’s books.
In 2008, the PFD sold $63,280,000 in bonds - $10,130,000 of taxable revenue bonds and
$53,150,000 in tax exempt Sales Tax Bonds. The City, with cooperation of the PFD, is
refunding only the tax exempt Sales Tax Bonds. The taxable bonds are not impacted.
When the PFD bonds were sold, the City and the PFD entered into a Contingent Loan and
Support Agreement. That agreement will remain intact until final maturity (2020) of the
taxable revenue bonds.
Through the adoption of this ordinance, the City will approve a new Interlocal Financing
Agreement between the City and the PFD. This agreement essentially duplicates the
language in the current Contingent Loan and Support Agreement except that it reverses
the flow of cash between the City and PFD. The new financing agreement ensures that the
sales taxes collected by the PFD will be used to help pay for the debt service on the
portion of the City’s bonds used to refund and Sales Tax Bonds.
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Operations Committee Minutes
April 5, 2016
Page: 3
The refunding ordinance allows for the designated representative to approve the final
refunding as long as the following conditions are met:
The aggregate principal amount of the Bonds does not exceed $80M, and
The final maturity date is no later than December 1, 2037, and
Each series of Bonds are sold in the aggregate at a price not less than 97 percent and
not greater than 130 percent, and
Any Bonds sold for the purpose of refunding must result in a minimum net present
value savings of at least 3.00 percent and,
The true interest cost for each series of Bonds, in the aggregate, does not exceed 4.00
percent and,
Any refunding must take place before December 31, 2016.
Current estimates, as of February 2016, on the refundings are a net present value savings
of $7,569,510 or 10.80 percent on the refunded bonds, and a true interest cost of 3.11
percent.
The scheduled closing date on the refundings is June 2, 2016.
B. Boyce moved to recommend council adopt Ordinance No. , providing for
the issuance of one or more series of limited tax general obligation refunding bonds in
an aggregate principal amount not to exceed $80,000,000, to refund certain
outstanding city limited tax general obligation bonds, to refund certain outstanding
sales tax bonds of the City of Kent Special Events Center Public Facilities District, and
to pay costs of issuing the bonds; providing the form and terms of the bonds; and
delegating the authority to approve the final terms of the bonds, subject to the
approval of final terms by the city’s f inance director and city attorney. L. Thomas
seconded the motion, which passed 3-0.
8. 2016 REFUNDING SAVINGS STRATEGY.
Mr. BeMiller asked for a signal of intent to go forward with the potential bond refundings
that were presented to Council during the February 2, 2016 Workshop. One of the
discussion points during that Workshop was the possibilities for how the City will want to
structure the savings from the refunding.
The Finance Department is recommending that the savings from the 2016 refunding be
structured to achieve maximum savings between 2020 and 2024 for the following
reasons:
The City will lose the Panther Lake Sales Tax Credit in 2020; and
The City’s general obligation (GO) debt reduces significantly in 2025 and again in
2026; and
The only GO debt on our books beginning 2026 is the refunded bonds; and
The City will have an opportunity to refund these bonds again in 2026 or afterward if
the market conditions are favorable (this would also be true if we use a uniform
savings structure).
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Operations Committee Minutes
April 5, 2016
Page: 4
The proposed modified savings structure will result in a reduced overall savings from the
uniform structure, currently estimated to be $650,000 over the life of the bonds (final
maturity date of 2037).
The meeting was adjourned at 4:34 p.m. by D. Ralph.
J. Hays
Jennifer Hays
Operations Committee Secretary
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POLICE DEPARTMENT
Ken Thomas, Chief of Police
Phone: 253-856-5800
Fax: 253-856-6802
Address: 220 Fourth Avenue S.
Kent, WA. 98032-5895
DATE: April 19, 2016
TO: Operations Committee
FROM: Chief Ken Thomas
SUBJECT: Drug Forfeiture Funds – Amend Budget and Authorize
Expenditure - Recommend
MOTION: Recommend Council amend the budget and authorize the Mayor
to issue funds, in the total amount of $175,000, to the Suburban King
County Coordinating Council on Gangs, in support of Youth LINC and grants
to community-based organizations serving youth in Kent, payable from
funds seized and forfeited to the Kent Police Department under the state’s
drug forfeiture statutes; and authorize the Mayor to sign all necessary
documents, subject to final terms and conditions acceptable to the Police
Chief and City Attorney.
SUMMARY: Youth LINC is a program managed by the Suburban King County
Coordinating Council on Gangs (SKCCCG) and the Center for Children & Youth
Justice (CCYJ). Through the Youth LINC Program, SKCCCG delivers direct services
to referred gang-involved youth in Kent through its Intervention Team. The
Intervention Team process, goals and function adhere to the requirements of the
federal Office of Juvenile Justice and Delinquency Prevention (OJJDP)
Comprehensive Gang Model (CGM). In accordance with the OJJDP CGM, the
Intervention Team serves to implement the social intervention and opportunities
provision strategies of the CGM. Funds would be used to support education,
outreach, and enforcement of drug-related activities in our community. In addition,
a portion of the funds would be provided to community based organizations serving
youth in Kent.
Under state law, money and other assets derived from the illegal sale, delivery, or
receipt of a controlled substance are subject to seizure and forfeiture by a law
enforcement agency. Once forfeited, these assets may be retained by the seizing
law enforcement agency and used for the expansion and improvement of controlled
substances-related law enforcement activity, though forfeited funds may not be
used to supplant preexisting funding sources. The City’s Chief Prosecutor has
advised that forfeiture funds may be used to support education, outreach, and
enforcement of drug-related activities in the Kent community, including the efforts
of SKCCCG through Youth LINC and grants supporting youth education. Therefore,
the Kent Police Department requests Council grant the necessary authorization to
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amend the budget and authorize the expenditure of drug forfeiture funds as
requested.
Exhibits: SKCCG Youth LINC PowerPoint Presentation
Youth LINC Intervention Team Overview
OJJDP CGM Overview
SKCCCG Full Overview
Budget Impact: $175,000 to come from drug forfeiture funds
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Youth LINC Replication – Kent – April 2016
SKCCCG Overview
History: CCYJ convened the Suburban King County Coordinating Council on
Gangs in 2011 to develop a multi-jurisdictional, coordinated response to growing
gang violence in suburban communities. As the lead agency, CCYJ provides all
SKCCCG staff support and oversees project implementation.
Membership: The SKCCCG is comprised of high level decision makers including
mayors, police chiefs, school district Superintendents, King County elected
officials and service providers.
Model: Following Office of Juvenile Justice & Delinquency Prevention (OJJDP)
Comprehensive Gang Model.
Current Funding: CCYJ received the Washington State Gang Reduction,
Intervention and Prevention grant in October 2015. This is a two year grant that
will fund project work through 2017.
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Youth LINC Intervention Team
The Intervention team is community-
based and includes interagency
representation from:
•School staff
•Social service providers
•Street outreach workers
•Probation Counselors
•Community Agencies
•Employment Programs
•Law Enforcement
As a key part of SKCCCG work, Youth LINC delivers direct service through a
multidisciplinary intervention. Seed money from Kent will be used to replicate
Youth LINC to provide coordinated services to youth and families in the Kent
Community.
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Youth LINC Goals – Short Term
Youth LINC works to improve the lives of youth and families in the following
ways:
•Creates individualized intervention plans with participation of the gang-
involved youth
•Engages gang-involved youth in direct services to address their specific
needs
•Works together to dismantle/surmount barriers to service access & success
•Encourages relationship building across disciplines of team member agencies
•Increases collaboration and information sharing among service providers and
others working with our youth
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Youth LINC Goals – Long Term
Youth LINC works to improve the lives of youth and families in the following
ways:
•Improves coordination and effectiveness of agencies serving gang-
involved and at-risk youth in the SKCCCG region
•Leverages existing resources to better serve gang-involved and at-risk
youth
•Reduces gang-related crime and youth violence in our community
•Advances a sustainable approach to ongoing data collection and
interdisciplinary information sharing among agencies across the region
•Creates increased opportunity for policy revision and change for youth
and families in our community
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Tentative Youth LINC Team Partners
•CCYJ Project Coordinator – Team Facilitator
•Kent School District
•I-GRAD
•YMCA Alive & Free Program
•Kent Youth and Family Services
•Consejo Counseling and Referral Services
•King County Employment Education Training
•Multi-Service Center
•Glover Empower Mentoring (G.E.M.)
•Kent Police Department
•Green River Community College
•King County Juvenile Probation
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Youth LINC Eligibility
Youth LINC targets youth who are ages 14-21 who demonstrate risk
based on the following factors:
•Self identify as gang involved, or self identifies as associating with
gang involved peers
•Engaging in or experiencing family or peer violence
•At high risk for gang involvement
•Example: known to associate with gang-involved peers or
family members as determined by service providers, outreach
workers, King County Juvenile Probation, and/or law
enforcement
•May have current or past Juvenile Justice System Involvement
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Youth LINC Referrals
Youth LINC accepts youth referrals from the following sources:
•Youth LINC member agencies – including schools, and
service providers
•YMCA Alive & Free Outreach Workers
•Law Enforcement
•King County Juvenile Probation
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Youth LINC Team Procedure
Team Agreements:
•Participation- agreement from each agency establishing participation in
the Youth LINC Team
•Information Sharing and Confidentiality
Meetings:
•Youth LINC will meet weekly accept referrals, establish intervention
plans, and review client progress.
Team Procedure:
•Review and accept referrals
•Establish initial intervention plans through consensus-based decision
making
•Review client intervention plans and client progress
•Collect data and track client outcomes
•Provide regular progress updates to SKCCCG Councilmembers, project
partners and funders 10
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Youth LINC Service Provision
•Development of an individualized Intervention Plan
•Case Management
•Street Outreach intervention
•Employment Services and job readiness
•Education re-entry support, GED program enrollment, High School completion
programs
•Multi-Systemic Therapy (MST), Functional Family Therapy (FFT), Family
Integration Therapy (FIT), Aggression Replacement Training (ART)
•Mental Health and/or Substance Abuse counseling and treatment
•Involvement in community programs and pro-social activities through local
community based organizations 11
Youth LINC Evaluation
To ensure implementation of evidence based programs and fiscally
responsible use of project funds, SKCCCG is committed to
maintaining fidelity to the Comprehensive Gang Model in all aspects
of the project.
Key elements of Youth LINC Evaluation:
•Established performance measures
•Client progress data
•Ongoing evaluation of both Youth LINC operation and SKCCCG
work
•Contracted comprehensive evaluation services provided by Maike
& Associates, LLC 12
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Youth LINC Performance Measures
Youth LINC is evaluated using various performance measures
throughout program services. Some examples include:
•60% of Youth LINC clients will be enrolled in Employment
readiness/Internship/Employment programs
•60% of Youth LINC Clients will demonstrate reduced recidivism or juvenile justice
involvement
•70% of Youth LINC Clients make progress toward their education goal while
enrolled in services
•70% of Youth LINC Clients make progress toward their employment goal while
enrolled in services
•85% of Youth LINC Clients utilize and engage in community based pro-social
activities
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Youth LINC Performance Measure Process
Sample logic model:
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Youth LINC Estimated Budget
With a total of $175,000 from the City of Kent Drug Forfeiture Funds, CCYJ
will serve Kent Youth and Families through replication of Youth LINC.
Below is an estimated breakdown of expenditures:
*CCYJ will determine contracted partner agencies based on program type; demonstrated community work;
best and promising practices; and Comprehensive Gang Model Guidelines and recommendations. 15
Youth LINC Replication
Program Staff/Supervision (CCYJ)$74,000
Administrative Costs $1,000
Youth LINC Team Operation & Supplies
(Team training, materials, secure client data storage)
$6,000
Program Evaluation $15,000
Youth LINC Client Support Funds
(Individual/family needs, employment program placement)
$19,000
Street Outreach Services (Alive & Free)$30,000
Community Program Contract(s)*$30,000
TOTAL $175,000
Sustainability
SKCCCG and CCYJ acknowledge the importance of sustainability
planning for Youth LINC and other SKCCCG activities throughout
the region. Potential sources of continued or additional funding
include:
•Washington State Gang Reduction Intervention and Prevention
competitive grant funding (Current source of funding for SKCCCG;
potential opportunity for renewal)
•Office of Juvenile Justice and Delinquency Prevention (OJJDP)
Comprehensive Anti-Gang Strategies and Programs (CCYJ will submit
proposal in May 2016)
•King County Council Funding Requests
•Other SKCCCG partner jurisdictions and agencies
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Thank You!
Thank you to Mayor Cooke, Chief Thomas and the City of Kent
for providing the seed money needed to expand and replicate
Youth LINC. We are excited to serve Kent Youth and Families
through Youth LINC, and work collaboratively to provide an
increased opportunity for Leadership, Intervention and
Change in our Community.
Questions, comments or more info? Please contact Anica Stieve at
astieve@ccyj.org or 206.696.7503 ext. 20
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YOUTH LINC INTERVENTION TEAM OVERVIEW
Youth LINC is program managed by the Suburban King County Coordinating Council on Gangs (SKCCCG)
and Center for Children & Youth Justice (CCYJ). SKCCCG will deliver direct service to referred gang-involved
youth through implementation of the Youth LINC Pilot Intervention Team beginning in January 2015.
Intervention Team process, goals and function will adhere to the requirements of the OJJDP Comprehensive
Gang Model (CGM). SKCCCG will continue to oversee all strategy and policy designs regarding Intervention
Team function.
Purpose:
In accordance with the OJJDP CGM, The Intervention Team serves to implement the social intervention and
opportunities provision strategies of the CGM. Facilitated by the SKCCCG Project Manager, this
multidisciplinary team facilitates information-sharing and collaboration among agencies serving youth who are
gang-involved. The team-based approach helps ensure that all agencies working with these clients have a
common goal and shared strategies for each client, as well as diversity in expertise and experience.
Youth LINC Intervention Team goals:
Short term:
• Create individualized intervention plans with participation of the gang-involved youth
• Engage gang-involved youth in direct services to address their specific needs
• Work together to dismantle or surmount barriers to service access and success
Long Term:
• Improve coordination and effectiveness of agencies serving gang-involved clients
• Leverage existing resources to better serve gang-involved clients
• Reduce gang-related crime and youth violence in the community
• Support implementation of CGM strategies throughout the target community
Youth LINC Intervention Team Location
The Youth LINC Intervention Team will serve youth within the Renton Supervision Unit of King County Juvenile
Probation Department. The Renton Supervision Unit includes SKCCCG School districts Renton, Highline and
Tukwila. The Intervention Team may serve youth from outside the Renton supervision unit on a case by case
basis as recommended by King County Juvenile Probation.
Client Referral Process
The Youth LINC Intervention Team will receive referrals from King County Juvenile Probation. King County
Juvenile Probation identify youth as gang-involved during intake or at some point during probation. All youth
identified as gang-involved are assigned to a specific set of specially trained Juvenile Probation Counselors
(JPCs). Beginning in January 2015, youth identified as gang-involved in the pilot area (Renton Supervision
unit) will be referred to the Youth LINC Intervention Team by the assigned JPC for review and program
acceptance. Receiving referrals from Probation during the Youth LINC Intervention Team period will allow
SKCCCG to:
• Adhere to consistent client criteria based on a validated risk assessment
• Encourage client participation through JPCs
• Leverage existing services and resources for court-involved youth
• Track specific client data and monitor client and intervention team outcomes
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• Ensure strict fidelity to the CGM through type of clients served, data collected, and Intervention
Team function
Each Youth LINC Intervention Team Client will sign a participant consent form prior to participation in the
program. If clients are under 18, parental consent will be obtained.
Youth LINC Intervention Team Clients
The Youth LINC Intervention Team will serve:
• Clients ages 14-21
• Clients Identified as gang-involved by King County Juvenile Probation
Youth LINC Intervention Team Member Agencies
• Renton School District
• Tukwila School District
• Highline School District
• Valley Cities
• Consejo Counseling and Referral Services
• Safe Futures Youth Center
• Renton Area Youth and Family Services
• Southwest Youth and Family Services
• Boys and Girls Club
• YMCA- Alive & Free
• King County Employment and Education Resources
• Renton Police Department
• Des Moines Police Department
• Tukwila Police Department
• King County Sheriff’s Office
• King County Juvenile Probation
• Center for Children & Youth Justice
Youth LINC Intervention Team Procedure
Youth LINC Intervention Team will meet bi-weekly to accept referrals, establish client case management plans,
and review client progress. Facilitated by the SKCCCG Project Manager, the Youth LINC Intervention Team
will:
• Review and accept referrals
• Establish initial case management plans through consensus-based decision-making
• Review client case management plans and client progress
• Collect data and track client outcomes
• Provide regular progress updates to SKCCCG Councilmembers
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Office of Juvenile Justice and Delinquency Prevention Comprehensive Gang Model
MODEL OVERVIEW
In 1987, the Office of Juvenile Justice and Delinquency Prevention (OJJDP), a division of the U.S. Department of
Justice, began designing a comprehensive approach to reduce and prevent youth gang violence. This effort
resulted in the development and adoption of the OJJDP Comprehensive Gang Model (CGM). This model is now
used as a national best practice for gang intervention and prevention throughout many communities in the United
States. The CGM assumes that many factors contribute to gang involvement. These include: poverty, lack of
education and opportunity, socio-economic and geographic status, family histories of violence and trauma, and
drug and alcohol use. The CGM posits that successful reduction in gang violence must be based on a theoretical
understanding of gangs, as well as monitored data collection and evaluation of many different types and scales of
interventions. The CGM includes five key strategies to address gang-involved youth and families. Communities
committed to implementing the CGM are encouraged to use a combination of all five strategies in order to achieve
a comprehensive, sustainable result. Each strategy is briefly outline d below. In addition to these strategies, the
CGM encourages communities use both policy change and direct service provision to create multidisciplinary
partnerships and leverage existing programs and resources to better serve the affected population.
FIVE STRATEGIES
I. COMMUNITY MOBILIZATION
Community mobilization is the act of mobilizing members of a community around an issue. This CGM strategy
requires participation of agencies and organizations that work with youth grassroots and cultural community
groups, community members, parents, and youth. In order to begin this process, the model recommends that
participating communities form a steering committee. This group is comprised of key organizational and
community leaders representative of the larger population. The steering committee serves as the governing body
of the project, and works to define the gang problem, develop a plan to address the problem, and implement the
project.
II. OPPORTUNITIES PROVISION
Gang-involved youth and families need viable opportunities as a positive alternative to gang involvement and
associated violence. The CGM encourages communities to establish realistic plans and strategies to provide
education, training, and job prospects. These strategies are to be integrated with existing social service activities
such as mental health or substance abuse counseling. Community agencies and grassroots organizations play a
key role in providing services such as tutoring, mentoring, apprenticeships, and job development and placement.
III. SOCIAL INTERVENTION
The CGM conducts social intervention through implementation of a multidisciplinary Intervention Team. This
Team works to provide coordinated service delivery to gang-involved youth and families. Community agencies,
Law enforcement, service providers, school representatives, probation staff and others are active participants in
this team approach. The Team works together to leverage existing agency resources and provide or refer clients
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to services such as such as tutoring and credit retrieval, internships and job placement, drug and alcohol
counseling, and extracurricular activities such as arts workshops and sports. The CGM brings many youth-
serving organizations together in a regularly-scheduled Intervention Team meeting. Team members review and
enroll new referrals, create coordinated case management plans and ensures that clients benefit from an
organized and well-documented network of coordinated services.
Street Outreach staff are key members of the Intervention Team. Outreach workers connect face to face with
hard-to-serve youth and function as a liaison between clients and team members. The outreach staff’s role is to
identify a client’s needs and goals, provide mentorship, coordinate crisis responses to violence, assist the family
in meeting basic needs and addressing conflict, and participate in team based case management provided by the
intervention team. The main goal of Street Outreach staff is to advocate for clients and help them progress toward
meeting their goals.
IV. SUPPRESSION
In the context of the CGM, suppression closely resembles community policing, and includes formal and informal
methods. Law enforcement works collaboratively with the Intervention Team to address safety concerns and
collect data on gang related incidents consistently. Local law enforcement is also involved in ongoing gang crime
data collection and analysis, joint police and community activities and continuing professional development.
V. ORGANIZATIONAL CHANGE AND DEVELOPMENT
Organizational change and development requires that policies and practices of key organizations, especially
those represented on the Intervention Team and Steering Committee, conform to the goals and objectives of the
CGM. Developing and adapting policies and practices to become more inclusive and community-oriented ensures
the optimal use of agency resources. Key organization change and development strategies include legislative
change, re-entry policy reform, uniform data collection across agencies and increased collaboration and resource
sharing.
IMPLEMENTATION
In order to successfully implement the CGM, the community must acknowledge and commit to addressing an
existing gang issue. Next a lead agency is chosen and a Steering Committee comprised of elected officials, policy
makers, school superintendents, community leaders, service agency directors and Law Enforcement leaders is
convened. The Steering Committee serves as the governing body for the project and guides all project activities
and policy decisions. In the initial stage of implementation the lead agency or research partner will conduct a
thorough assessment to understand the nature and scope of the current issues faced by the community. Based
on the key findings of the community assessment, the Steering Committee and other representatives will develop
a comprehensive plan that incorporates all five strategies of the model to address the problem. The Intervention
Team is a key component of this comprehensive plan, and supplements the policy initiatives of the model with the
provision of targeted direct service to gang-involved youth and families. In order to evaluate success and inform
future project efforts, the community must conduct ongoing evaluation of model implementation and outcome
data. For further information please visit http://ccyj.org/initiatives/council-on-gangs/, or contact Anica Stieve,
SKCCCG Project Manager at astieve@ccyj.org.
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SUBURBAN KING COUNTY COORDINATING COUNCIL ON GANGS – IMPLEMENTATION PLAN OVERVIEW
Implementation Plan
In accordance with the Office of Juvenile Justice and Delinquency Prevention’s Comprehensive Gang Model, the
Suburban King County Coordinating Council on Gangs (SKCCCG) and The Center for Children & Youth Justice (CCYJ)
completed a Community Assessment in spring 2013. Based on key findings, SKCCCG identified six problem areas and
developed corresponding goals to address each. Below is an outline of SKCCCG’s multi-strategy, comprehensive
implementation plan to address gang violence in Suburban King County.
Community Resources
Increase collaboration between service providers in order to maximize efficiency of
existing services for SKCCCG youth and families.
Convene a Service Provider Workgroup to guide related project efforts
Increase communication and data analysis among service providers
Support creation and launch of the Youth Program Directory – County-wide
online directory of youth programs
Community Engagement
Increase community awareness and participation in gang prevention strategies and
services.
Design and distribute a parent and community information campaign
Expand G.R.E.A.T. (Gang Resistance Education and Training) program sites
across SKCCCG districts
Host training for community groups and law enforcement to achieve community mobilization
Students and Schools
Equip school-based staff and after school program staff with culturally appropriate tools to meet the educational
social and emotional needs of gang affiliated youth.
Convene a workgroup of middle school counselors to guide prevention efforts
Conduct training for school staff and School Resource Officers (SROs) using National Gang Center resources
Partner with Road Map Project to integrate efforts and identify areas of collaboration
Participate in Road Map Project’s Opportunity Youth Initiative
Gang-Involved Population
Promote public safety and awareness of youth violence and gun and gang-related crime.
SKCCCG law enforcement agencies will implement a uniform data collection protocol across the region
Support and promote a public information campaign on home gun safety, in partnership with Public Health
SKCCCG Law enforcement workgroup will work to increase communication between schools, service providers
and law enforcement to foster pro-social relationships with SKCCCG youth and families
Targeted Intervention – Youth LINC Intervention Team
Convene a multidisciplinary intervention team to deliver targeted intervention services to appropriate gang-involved
clients.
The Youth LINC Intervention Team delivers comprehensive services to gang-involved youth in the project region
Re-Entry
Utilize direct service and policy reform to reduce barriers to successful re-entry and employment for gang involved
youth and young adults
Create pro-work policies and support juvenile record sealing legislation
Engage local businesses and increase internship and employment opportunities for Youth LINC clients
Serve Youth LINC clients comprehensively to address and surmount barriers to successful re-entry
SKCCCG serves the
following school
districts:
Auburn
Bellevue
Federal Way
Highline
Kent
Renton
Tukwila
20
Human Resources
Marty Fisher, Director
Phone: 253-856-5276
Fax: 253-856-6270
Address: 400 West Gowe St.
Kent, WA. 98032-5895
DATE: April 19, 2016
TO: Operations Committee
FROM: Marty Fisher
SUBJECT: Business Strategy and Performance Analyst Position - Recommend
MOTION: Recommend council authorize the Mayor to add a new position
titled “Business Strategy and Performance Analyst”
SUMMARY: Under the direction of the Human Resources Director, the Business Strategy and
Performance Analyst will lead, direct, plan, and organize the City's performance measurement
and Lean business process improvement programs with significant impact to the City and its
citizens. This position will provide guidance, analysis and recommendations for developing key
performance indicators, using data and evidence to inform decision-making that supports
the achievement of the City of Kent’s Strategic Plan. The incumbent also will lead the
development, implementation, and continuous improvement of strategic initiatives and
business operations and will be a subject matter expert in organizing, leading, facilitating, and
consulting on performance measurement and Lean process improvement practices.
Exhibits: Proposed Job Description
Budget Impact: Non-represented salary grade 41(minimum $73,920; maximum
$90,084)
21
1
CITY OF KENT
POSITION DESCRIPTION
Position Inventory Number: ___ ______
Classification Specification: Business Strategy and Performance Analyst
Salary Range: ______________________________
Position Description (Working Title): _______
Incumbent: Vacant_ ____ ____________
Location: Human Resources Department
▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪▪
GENERAL PURPOSE:
Under the direction of the Human Resources Director, the Business Strategy and Performance
Analyst leads, directs, plans and organizes the City's performance measurement and Lean
business process improvement programs with significant impact to the City and its citizens.
This position provides guidance, analysis and recommendations for developing key performance
indicators, using data and evidence to inform decision-making that supports the achievement of
the City of Kent’s Strategic Plan. The incumbent will lead the development, implementation, and
continuous improvement of strategic initiatives and business operations and is a subject matter
expert in organizing, leading, facilitating and consulting on performance measurement and Lean
process improvement practices. Responsibilities also include producing and interpreting a broad
scope of reports that highlight the City’s progress on strategic initiatives and day-to-day
business.
Work is performed independently under limited supervision from the Human Resources
Director. The supervisor sets the overall objectives and resources available. The incumbent
and supervisor work together to develop the deadlines, projects, and work to be completed.
The incumbent is responsible for the work, plans and carries out the assignment, resolves most
conflicts that arise, coordinates work with others and interprets policies on own initiative in
terms of established objectives. The incumbent keeps the supervisor informed of progress,
potentially controversial matters or far reaching implications. Work is reviewed in terms of
feasibility, compatibility with other work and effectiveness of results.
22
2
ESSENTIAL DUTIES AND RESPONSIBILITIES:
Leads and facilitates the City’s performance measurement program, working closely with
leaders to identify key indicators of the City’s progress on the achievement of its strategic plan.
Supports the City’s strategic planning efforts and ensures proper integration between the
strategic plan and performance measurement.
Creates, monitors and reports on the City’s Performance Excellence Scorecard, identifying
trends and root causes of performance gaps.
Develops and leads the City’s Lean Business Improvement Process, working closely with each
department to enhance operational effectiveness, providing training on the Lean Business
Improvement Process and facilitating ongoing progress.
Meets regularly with departments and workgroups throughout the City to discuss ongoing
performance, measurement strategies and analysis.
Acts as a change agent, ensuring a focus on data-based decision-making for continuous
improvement.
Represents the City on external strategic performance measurement committees and initiatives.
Performs ongoing quality assurance checks and provides expert independent analysis toward
the development and implementation of communication and training plans for operational
improvement.
Researches and coaches others on Lean best practices and innovations.
Collaborates with key City stakeholders on leadership development with regard to business
strategy and performance.
Coordinates with the Communications and Government Affairs Manager on a wide range of
information gathering initiatives to ensure that these activities are mutually beneficial in
meeting strategic plans and other City of Kent initiatives, such as the Respect Program.
Actively supports the vision, mission, values and behavior statements of the department and
the City.
PERIPHERAL DUTIES:
Perform related duties as assigned.
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3
KNOWLEDGE, SKILLS AND ABILITIES:
KNOWLEDGE OF:
Principles and practices of Lean business improvement processes in a corporate or
government environment
Current developments and trends in Performance Management
Applicable information technologies and systems needed to meet expectations
Applicable laws, codes, regulations, policies and procedures
Local, State and Federal political and governmental structure, organization, operations
and processes
Governmental functions, authorities, responsibilities and issues
State and local budget development
Correct English, grammar, spelling, punctuation and vocabulary
Research methods to include public opinion research techniques, public involvement
strategies and various methods of application in a local government setting
Project planning, organization and coordination
SKILLED IN:
Effectively organizing and expressing ideas through use of oral and written
communications
Principles and practices of advanced strategic planning, particularly in a municipal
setting
Presenting complex data/information in an understandable and compelling manner
Effectively presenting information to top management, public groups, boards of directors
or governing bodies
Facilitating training in an engaging, effective manner
Effectively using interpersonal skills in a tactful, patient and courteous manner
Researching, analyzing and composing speeches, reports, research papers and other
documents that clearly communicate the subject matter
Effectively building consensus and cooperation amongst a diverse interest group
Prioritizing and managing multiple, concurrent projects and tasks
ABILITY TO:
Direct, coordinate and facilitate City projects, programs and policies
Interpret and apply city policies, procedures, laws and regulations
Plan, matrix manage and motivate colleagues and staff
Analyze situations accurately; adopt an effective course of action; and provide
leadership to others in carrying out action plans
Establish positive interpersonal relations with political and governmental officials at all
levels
Read, analyze and interpret proposed legislation, rules and actions by other
governmental bodies and identify the potential impact upon the city
Prepare reports and deliver speeches and presentations
24
4
Facilitate positive, productive relationships between all City personnel
Express ideas effectively orally and in writing
Plan and organize work
Effectively work both independently and within a team environment with minimal
managerial direction
Contribute openly, listen, disagree with respect, understand, acknowledge the ideas of
others, work towards consensus, solicit cooperation and resolve conflict
Take on tough issues and initiate action when appropriate
Demonstrate positive and effective interaction and communications with individuals of
diverse occupational and social-economic backgrounds
Work with large amounts of data, interpret financial records and detect errors
Define problems, collect data, establish facts and draw valid conclusions
Apply common sense understanding to solve practical problems and deal with a variety
of abstract and concrete variables in situations where only limited standardization exists
Interpret and apply a variety of instructions furnished in written, oral, diagram or
schedule form
EDUCATION AND EXPERIENCE REQUIRED:
Education: Bachelor’s degree from an accredited four-year college or university with a degree
in finance, accounting, business, public administration or a related field; and
Experience: Four (4) years of professional related experience in performance measurement,
lean process techniques, project management, qualitative analysis and community
organizing.
Or: In place of the above requirements, the incumbent may possess any combination of
relevant education and experience which would demonstrate the individual’s knowledge,
skill and ability to perform the essential duties and responsibilities listed above.
LICENSES AND OTHER REQUIREMENTS:
Washington State Driver's License
MACHINES, TOOLS, AND EQUIPMENT USED:
Typical business office machinery and equipment used include, but are not limited to, personal
computer including spreadsheet and word processing software, printers, telephone, fax and
copy machine, calculator and projector.
25
5
PHYSICAL DEMANDS:
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
While performing the duties of this job, the employee is regularly required to sit; use hands to
finger, handle or feel; talk; and hear. The employee is frequently required to reach with hands
and arms. The employee is occasionally required to stand; walk; climb or balance; and stoop,
kneel, crouch or crawl. The employee may occasionally lift and/or move up to 50
pounds with or without assistance.
Specific vision abilities required by this job include close, distance, color and peripheral vision;
depth perception; and the ability to adjust focus.
WORKING CONDITIONS:
Work is performed in an office environment subject to frequent interruptions by walk-in
applicants, employees, telephone calls and inter-office activities; may be exposed to individuals
who are irate or hostile; and may be required to travel to different sites. The noise level in the
work environment is usually moderate.
SIGNATURES:
Incumbent’s Signature Date Supervisor’s Signature Date
Approval:
Department Director/Designee Date Human Resources Director/Designee Date
**Note: This document will be reviewed and updated annually at the time of the
employee’s performance appraisal; when this position becomes vacant; or, if the
duties of this position are changed significantly.
26
FINANCE
Aaron BeMiller Director Phone: 253-856-5260
Fax: 253-856-6255
Address: 220 Fourth Avenue S.
Kent, WA. 98032-5895
DATE: April 19, 2016
TO: Kent City Council Operations Committee
FROM: Barbara Lopez, Deputy Finance Director
SUBJECT: Consolidating Budget Adjustment Ordinance for Adjustments
between January 1, 2016 and March 31, 2016 - Recommend
MOTION: Recommend Council approve the consolidating budget
adjustment ordinance for adjustments made between January 1,
2016 and March 31, 2016 reflecting an overall budget increase of
$10,767,337.
SUMMARY: Authorization is requested to approve the technical gross
budget adjustment ordinance reflecting an overall budget increase of
$10,767,337.
Adjustments totaling $9,149,577 have already been approved by Council.
Highlights include:
$2,199,320 in 2015 carryover budgets for vehicle purchases
($1,124,500), ECD/Parks contracts ($215,820) and Police ($859,000)
$2,200,000 for drainage SEPA mitigation contributions per Ordinance
2494, and a reduction in street contributions of $534,710 to correct a
previous budget change
$1,553,481 for solid waste utility tax dedicated to residential street
projects
$1,470,466 for Mill Creek Side / Downey Farm grant
$850,000 to refund Street Operating monies in a project with LID
funding and an additional $850,000 to re-direct those funds to provide
grant matching funds for the Kent-Kangley Pedestrian Improvement
project
$800,000 to establish the Golf Complex Well project.
Accounting changes to move the following budgets from project funds
to operating funds, eliminating unnecessary transfers:
o a reduction of $517,220 related to technology fees
o a reduction of $155,000 related to KC Metro transit route
services
27
Consolidating Budget Adjustment Ordinance for Adjustments between January 1, 2016
and March 31, 2016 – continued
The remaining amount not yet approved by Council is an overall increase of
$1,617,760, including:
$664,125 to establish annual operating budget for the School Zone
Camera ($488,000), Sex Trafficking ($39,700) and Traffic School
($135,925) programs in the Criminal Justice Fund
$500,000 to add funds to the Strategic Land Account for acquisition of
strategic property parcels
$175,635 for Parks contribution to the Regional Trails Connector
project
$110,000 for an accounting change for payments made for the Sound
Transit parking garage
$168,000 towards phase two of the Facilities space/efficiency study
BUDGET IMPACT: These expenditures are funded by grants, existing fund
balance, or other new revenues.
28
1 2015-2016 Budget Adjustment
First Quarter - 2016
ORDINANCE NO.
AN ORDINANCE of the City Council of the
City of Kent, Washington, approving the
consolidating budget adjustments made between
January 1, 2016 and March 31, 2016, reflecting an
overall budget increase of $10,767,337.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF KENT,
WASHINGTON, DOES HEREBY ORDAIN AS FOLLOWS:
ORDINANCE
SECTION 1. – Budget Adjustments. The 2015-2016 biennial
budget is amended to include budget fund adjustments for the first quarter
of 2016 from January 1, 2016 through March 31, 2016, as summarized
and set forth in Exhibit “A,” which is attached and incorporated into this
ordinance. Except as amended by this ordinance, all terms and provisions
of the 2015-2016 biennial budget Ordinance No. 4137, as amended by
Ordinance Nos. 4149, 4168, 4173, and 4185 shall remain unchanged.
SECTION 2. – Severability. If any one or more section, subsection,
or sentence of this ordinance is held to be unconstitutional or invalid, such
decision shall not affect the validity of the remaining portion of this
ordinance and the same shall remain in full force and effect.
29
2 2015-2016 Budget Adjustment
First Quarter - 2016
SECTION 3. – Corrections by City Clerk or Code Reviser. Upon
approval of the city attorney, the city clerk and the code reviser are
authorized to make necessary corrections to this ordinance, including the
correction of clerical errors; ordinance, section, or subsection numbering;
or references to other local, state, or federal laws, codes, rules, or
regulations.
SECTION 4. – Effective Date. This ordinance shall take effect and
be in force five days from and after its passage, as provided by law.
SUZETTE COOKE, MAYOR
ATTEST:
RONALD F. MOORE, CITY CLERK
APPROVED AS TO FORM:
TOM BRUBAKER, CITY ATTORNEY
PASSED: day of , 2016.
APPROVED: day of , 2016.
PUBLISHED: day of , 2016.
I hereby certify that this is a true copy of Ordinance No.
passed by the City Council of the City of Kent, Washington, and approved
by the Mayor of the City of Kent as hereon indicated.
(SEAL)
RONALD F. MOORE, CITY CLERK
P:\Civil\Ordinance\Budget Adjustment Ordinance 1st Quarter 2016.docx
30
Fund Title Previously
Approved
Approval
Requested
Total
Adjustment
Ordinance
100 General Fund 215,820 110,000 325,820
110 Street Fund 1,152,747 175,635 1,328,382
150 Capital Resources Fund - 500,000 500,000
160 Criminal Justice Fund 914,234 664,125 1,578,359
195 Kent Events Center Operating Fund 300,000 - 300,000
250 Special Assessment Debt Service Fund 425,000 425,000
310 Street Capital Projects Fund 1,364,030 - 1,364,030
320 Parks Capital Projects Fund (300,000) - (300,000)
340 Technology Capital Projects Fund (517,220) - (517,220)
350 Facilities Capital Projects Fund - 168,000 168,000
440 Drainage / Sewer Utility Fund 3,670,466 - 3,670,466
480 Golf Complex Fund 800,000 - 800,000
510 Fleet Services Fund 1,124,500 - 1,124,500
Total 9,149,577 1,617,760 10,767,337
Exhibit A
City of Kent
Budget Adjustment Ordinance
Adjustments January 1, 2016 to March 31, 2016
31
Approval
Date or
Other Fund
Previously
Approved by
Council
Not
Previously
Approved by
Council
Total
Adjustment
Ordinance
1 Accounting Change - Sound Transit Garage - 110,000 110,000
1 Carryover Budget - ECD 2015 125,000 - 125,000
1 Carryover Budget - Parks 2015 90,820 - 90,820
Total General Fund 215,820 110,000 325,820
110 2015-2017 Commute Trip Reduction Grant 08/18/2015 106,007 - 106,007
110 Transfer to KK Ped Improvement 01/05/2016 425,000 - 425,000
110 Accounting Change - KC Metro Route Service 12/08/2015 (155,000) - (155,000)
110 Transfer to Residential Streets KCC 3.18 776,740 - 776,740
110 Regional Trails Connector - Parks Contribution - 175,635 175,635
Total Street Fund 1,152,747 175,635 1,328,382
150 Establish Strategic Land Account - 500,000 500,000
Total Capital Resources Fund - 500,000 500,000
160 WA State Boat Enforcement Grant KCC 3.70 13,394 - 13,394
160 Law Sal/Ben CJ Seized Asset 02/02/2016 41,840 - 41,840
160 Establish School Zone Camera Budget - 488,500 488,500
160 Establish Sex Trafficking Budget - 39,700 39,700
160 Establish Traffic School Budget - 135,925 135,925
160 Carryover Budget - Police Use of School Zone Camera 2015 859,000 - 859,000
Total Criminal Justice Fund 914,234 664,125 1,578,359
195 Accounting Change - ShoWare Lifecycle Budget 12/08/2015 300,000 - 300,000
Total Kent Events Center Operating Fund 300,000 - 300,000
250 Refund Street Oper - LID Funded 01/05/2016 425,000 - 425,000
Total Special Assessment Debt Service Fund 425,000 - 425,000
310 Correction - SEPA Mitigation Contribution Ord 2494 (534,710)- (534,710)
310 Establish Budget for WSDOT Grant 01/05/2016 272,000 - 272,000
310 KK Pedestrian Improvement Grant Match 01/05/2016 425,000 - 425,000
310 Transfer to Street Oper - Refund LID Funded 01/05/2016 425,000 - 425,000
310 Solid Waste UT - Residential Streeets KCC 3.18 776,740 - 776,740
Total Street Capital Projects Fund 1,364,030 - 1,364,030
320 Accounting Change - ShoWare Lifecycle Budget 12/08/2015 (300,000) - (300,000)
Total Parks Capital Projects Fund (300,000) - (300,000)
340 Accounting Change - Tech Fees Budget 12/08/2015 (517,220) - (517,220)
Total Technology Capital Projects Fund (517,220) - (517,220)
350 Establish Phase 2 Facilities Budget - 168,000 168,000
Total Facilities Capital Projects Fund - 168,000 168,000
440 Mill Creek Side/Downey Farm Grant 10/20/2015 1,470,466 - 1,470,466
440 SEPA Mitigation Contribution Ord 2494 2,200,000 - 2,200,000
Total Drainiage/Sewer Utility Fund 3,670,466 - 3,670,466
480 Transfer to Golf Well Project 2015 400,000 - 400,000
480 Establish Golf Well Project Budget 2015 400,000 - 400,000
Total Golf Complex Fund 800,000 - 800,000
510 Carryover Budget - Vehicles 2015 1,124,500 - 1,124,500
Total Fleet Services Fund 1,124,500 - 1,124,500
Grand Total All Funds 9,149,577 1,617,760 10,767,337
Budget Adjustment Detail for Budget Changes
January 1, 2016 to March 31, 2016
110 - Street Fund
150 - Capital Resources Fund
160 - Criminal Justice Fund
510 - Fleet Services Fund
310 - Street Capital Projects
440 - Drainage/Sewer Utility Fund
001 - General Fund
250 - Special Assessment Debt Service Fund
320 - Parks Capital Projects Fund
340 - Technology Capital Projects Fund
350 - Facilities Capital Projects Fund
480 - Golf Complex Fund
195 - Kent Events Center Operating Fund
32
MAYOR’S OFFICE
Derek Matheson, Chief Administrative Officer
Phone: 253-856-5700
Fax: 253-856-6050
Address: 220 Fourth Avenue S.
Kent, WA. 98032-5895
TO: Operations Committee
DATE: April 19, 2015
FROM: Derek Matheson, Chief Administrative Officer
SUBJECT: Quarterly Procurement Report
MOTION: Informational only.
SUMMARY: The city council adopted a new procurement policy in 2015 that
requires staff to provide a quarterly report to council on new procurements over
specified dollar amounts and not previously approved by the city council,
specifically all contracts/agreements over $25,000 and all leases/agreements that
convey an interest in real property. The attached report is for the first quarter of
2016.
EXHIBITS: Report is attached
BUDGET IMPACT: N/A
33
CONTRACTS GREATER THAN $25,000 NOT APPROVED BY COUNCIL
QTR CONTRACT NO.CONTRACTOR'S NAME PROJECT NAME TERM
CONTRACT
AMOUNT
APPROVAL
AUTHORITY DEPARTMENT
Q1 PW16-010 Otak Inc James St Sidewalk Improvements 1/4/2016-3/30/2016 $26,500.00 Mayor Public Works
Q1 PK16-013 Northwest Playground
Equipment
Linda Heights Playground
Renovation
1/11/2016-3/11/2016 $26,645.76 Mayor Parks
Q1 PW16-022 Department of Ecology WQSWCAP-1517-KENTPW-00060
NPDES Grant - Permit Compliance
Activities - No match grant
7/1/2015-3/31/2017 (signed
by Mayor 1/15/2016)
$50,000.00 Mayor Public Works
Q1 HR13-088-002 Aduro (formerly Worksite
Wellness LLC)
Amendment 1
Master Services Agreement
Workshite Wellness - citywide
wellness program
1/1/2016-12/31/2017
(renewing automatically)
$36,000 Mayor Human Resources
Q1 PW16-029 Holaday-Parks Inc Guiberson Reservoir 2/1/20216-12/31/2016 $57,319.57 Mayor Public Works
Q1 EC16-032 VanNess Feldman Federal Lobbyist 2/2/2016-12/31/2016 $56,000.00 Mayor Economic and
Community
Development
Q1 PK16-040 Northwest Playground Equipment Service Club Playground Equipment 2/1/2016-5/9/2016 $26,198.64 Mayor Parks
Q1 PW16-048 72nd Ave S Extension Engineering Construction Support 2/10/2016-3/31/2017 $33,820.80 Mayor Public Works
Q1 PK16-049 Highline School District No 401 Camp Waskowitz 8/1/2016-8/5/2016 (signed by
Mayor 2/16/2016)
$40,280.00 Mayor Parks
Q1 PK16-050 Eastside LLC dba Eastside Electric Hogan Park Light Pole Conduit Repair 1/27/2016-4/1/2016 $32,061.60 Mayor Parks
Q1 IT16-056 ePlus Technology Inc 2016-2017 ePlus Storage Annual Support
& Maintenance
2/5/2016-2/5/2017 $28,853.25 Mayor IT
Q1 PW16-063 GeoEngineers Inc S 212th St Erosion Repair 2/23/2016-12/31/2016 $27,283.00 Mayor Public Works
Q1 PW16-065 AmTest Inc Routine Bacteriological Testing 2/28/2016-3/1/2018 $47,731.00 Mayor Public Works
Q1 PK16-095 Site Workshop LLC Kent Memorial Park Playground
Renovation Project Design
3/18/2016-11/30/2016 $32,300.00 Mayor Parks
Q1 PW16-098 A Plus Demolition & Excavation Recycling Events 3/18/2016-12/31/2016 $30,000.00 Mayor Public Works
Q1 PW16-103 GeoEngineers Inc South 208th Street Road Repairs 3/22/2016-12/31/2016 $38,076.00 Mayor Public Works
Q1 SHO15-001 NCSI Concessions Menu Reader Boards 11/1/2015-2/29/2016 $37,047.24 General
Manager
Showare
34