good evening and welcome to the Monday
October 8 aqua city council committee
work session we counsel deputy president
batiste and councilmember winter Stein
are excused and we are going to have
three items this evening we're gonna
start with I do three for zero a Sequoia
and clothing bank then there's gonna be
a slight change in the agenda we're
gonna go to I do 349 East Side Fire and
Rescue budget overview and we're gonna
end the evening with ID zero three three
four the arch parity update and so we
will be offering audience comment
between each of the three items if you
are so inclined and with that we're
gonna start off with I do three four
zero is equal and clothing bank and I'm
going to start with City Administrator
moon thank you good evening I'm pleased
to help introduce this item tonight the
squad food and clothing bank is here to
give a presentation about their growing
service needs and their desire to
operate out of an expanded facility
currently they operate out of a
city-owned building and that's why
they're speaking to you first one of the
options that they have explored is to
replace the existing structure with a
larger structure in order to meet their
service needs and they'll explain that
proposal to you tonight however in
addition to just sharing that
information we're hoping to gather any
questions that you might have so that we
can help you as representatives as
property owner helped determine how we
want to handle this proposal so I've
laid out some possible ways that you
could analyze this issue we're just
hoping that this is the initial
conversation where you get dialogue
going generate some questions for us
that we can help answer and
also help us understand how you might
want to continue the conversation so is
there a preferred path in terms of
discussing this with council members so
committee structure keeping it with the
whole body etc so with that I'll throw
it over to Cory Cory Walters the
executive director of the squad food and
clothing bank welcome hi well good
evening everyone I'm Cory Walters
executive director of the Issaquah food
and clothing bank and thank you for the
opportunity to share more about our
organization and our current facility
needs before I get started I'd like to
introduce my team that is here today we
have Alana chute
she's our project manager from OAC and
Steve Johnson he's from OAC Tom Ehlers
is our board chair and Jim Merrill is
our facility committee chair and John
Rittenhouse is a food bank special manna
special project manager so as Emily said
we're hoping to have a open dialogue so
interrupt me anytime ask questions
provide comments I would really
appreciate that if you haven't been down
to the food bank recently I'd encourage
you to come down for a tour I'd love to
show you around when we're open and the
facility is busy and active because you
really can get a good understanding for
what we do at the food bank but also for
what some of our constraints are when
you're down there seeing us in action
the mission of the Issaquah food and
clothing bank is to meet our community
members basic needs and help promote
self-sufficiency and I'm gonna share
okay I already did that so currently
we're in a city building at 179 first
Avenue South East and our building is
five thousand two hundred fifty square
feet and we believe that in order to
conduct our current services and to me
the growing community needs efficiently
and effectively and safely we need to
possibly triple our current space and
we're proposing that we replace our
existing building with a three-story
building on the same footprint and we're
asking the City Council today just to
hear our ideas and to consider some
different ways that we might be able to
work together to bring something really
special and super needed in our
community so tonight I'm going to share
a little bit more about who we are and
what we do
I'd like to identify what our current
needs are and what some opportunities
and for growth are for our organization
I'd like to explain what we would do if
we had an expanded facility and we're
gonna kind of share a little bit more
about how we landed on this particular
idea versus other ideas so to start with
who do we serve I don't want to assume
that everybody knows everything about
the food bank so some of this might be
repetitive to you but we serve the
entire is across school district and our
for our food bank alone just our food
bank services serves 100 families almost
every time that we're open during your
service hours that's about 1200
different individuals every week and
we're providing over four thousand
transactions a month and last year we
provided over fifty thousand bags of
groceries to our community members 30%
of the people we serve are senior
citizens and 30% of the people we serve
our children so we're serving our most
vulnerable populations at a higher
a lot of the people we serve are living
on fixed incomes in our community
although many of our households have one
or two incomes in their household a lot
of the people that we serve have
disabilities that is who you serve sorry
I missed that slide so there's a quad
and clothing bank I feel like we do a
great job bringing the community
together to serve people in need in a
variety of ways we have over 250
volunteers every week that provide 1800
volunteer hours a month for our
community and in our current building we
have a grocery store we have a grocery
to go program where we deliver food to
homebound citizens and to people who
have severe transportation barriers we
have a clothing bank we have a case
management program where we work
one-on-one with families and individuals
we help people get connected with
resources and referrals in our community
and work closely with partner agencies
and our case management program requires
private confidential space we have
several feeding programs for children
and we often have partner agencies in
our lobby providing extra resources and
services to the families who walk
through our doors
so the Issaquah food clothing bank has
been working for a long time on trying
to identify what the true needs are in
our community and before I dive into
that too deeply I want to explain what
food insecurity means so that we're all
using the same definition food
insecurity is when a household has to
make trade-offs on important basic needs
such as housing and medical bills for
versus purchasing nutritional
adequate foods for their home so this
model here represents what we believe to
be our current landscape so the orange
outer circle is there is a quad school
district the population of the Issaquah
school district and the blue circle our
current food bank clients so last year
that's the number of people we serve
just in our food bank that doesn't
include any clothing bank clients or any
special programs the yellow circle is
the number of people in our community
living below the poverty line and the
gray circle represents a number of
people living below the poverty are not
living below the poverty line but may
not have enough resources in their
household to keep them from being food
insecure it's not me is that pretty
clear so our goal at the food bank is to
grow that blue circle so that it expands
into the gray circle so anybody in our
community who may have needs that we're
able to step in and help them before
they get into a situation that is
critical or kind of starts to spiral out
of control and a hundred we're currently
at 100% capacity and as you can see
we're only serving one out of five
people in need in our service area so
our concern is what's going to happen in
our community as the population grows
once again what is this going to look
like when we're only because of our
space constraints we're only able to
serve one out of six or one eight out of
the individuals in need so the number of
people that we serve and the number of
people that need services directly
impact our space needs and our
operational needs I have a question yeah
how has though how have those numbers in
terms of the minimum of obtainable
service marketed maximum attainable
service market how have those changed
over time and as a fraction of the of
the population and what does that tell
us about how the future looks
right what I can say is we used Issaquah
community needs assessment and Sammamish
community needs assessment and feeding
America data and u.s. census data to
kind of we kind of melded all of those
pieces together to come up with this
chart and this is new so we don't have
this chart from years in the past but
what I can say is that is a clock
community needs assessment has stated
that you know the area median income
let's see peep that the cost of housing
has really priced people out of our
community so this the gray circle has
really grown in recent years based on
the affordability of our community and
if I think back the housing rental rates
in the in the case in the Issaquah
community needs assessment stated that
housing rates have like gone up like two
hundred dollars a month or something
three hundred dollars a month in the
last just couple of years so small
changes in housing costs are what put
people in need of additional services so
and I can get totally we can I can pull
up those specifics but I think it's
definitely in the last three years has
gotten harder and harder for people in
our community okay I was just wondering
if it's if the relative need has has
been pretty constant or it's been
getting a little better has been getting
a little bit worse you know as the
population has grown I think it's I
think the need has gotten a little bit
worse so and I'll talk a little bit more
about that and are specific with some
specific programs so the food bank has
seen a slow increase in our food bank
service numbers but where we've really
seen a huge increases in our special
programs and we've developed special
programs over time because we recognize
it's hard for families and individuals
to come into our food bank to access
services for a variety of reasons pride
accessibility schedule all kinds of
things so we've started developing
programs where we're actually going out
into the community
and I'll show definitely some more about
that and the in the neck in a future
slide here Thanks
yeah any other questions so for the sake
of time this slide is kind of similar
than what we were just talking about I'm
going to kind of skip through this but I
wanted to let you know since it was in
your packets that there's an air on the
slide the three arrows actually should
be pointing just to the three bottom
levels and not to high food security
basically this graph is reiterating that
families living on 60 percent of the
area median income could be considered
marginally food insecure low food
insecure or very low insecure so this is
where I'll kind of answer your question
Tula our current programs have grown in
such high demand that they are severely
taxing our current operational needs and
making it really really difficult in our
current building to do our work
efficiently and sometimes safely we've
worked hard over the past few years to
optimize our space as creatively as
possible and we feel like we've
exhausted every last inch of our
building in recent months we've moved to
an off-site warehouse we've moved some
of our food and some of our warehouse
off-site so it's given us a little bit
more wiggle room in our current building
but now we're challenged having
operations in two different sites which
is not not easy right the quick question
for you
what is the number on top what does that
represent is that number of people
served number of transactions it's a
number of transactions so on a daily
basis let's see so this graph represents
our additional programs outside of our
food and clothing bank in programs that
we started in 2013 and what this is
telling us I'm sorry let me get scroll
down here
is that in 2013 we provided 2106 61
transactions in that in that year and in
2017 we provided nine thousand five
hundred and thirty transactions and
that's a three hundred and forty-one
percent growth in just a four year
period of time
so although the daily operations of the
food bank isn't spiking at that same
rate our special program numbers
definitely are and all of these programs
that we've created during this time
period which includes summer lunch tools
for school holiday gift barn lunch for
the break power packs dental vans care
kits and groceries to go all require
space for bringing in product for
sorting and organizing product and then
redistributing product so I know these
just look like programs but if you can
think of this as like pallets of food at
any one given point in time
does that help that's great thank you
yeah so to be a little bit more specific
let's talk about our groceries to go
program this is one of our highly
effective like beneficial community
programs it also is requiring a lot of
space and you can think of groceries to
go as an Amazon fresh type program or a
Safeway grocery delivery program for
clients only all the products that you
receive are free from the food bank our
clients put in a weekly order and they
order items that they need and that they
will utilize in their households and
then we have volunteer shoppers who put
those groceries together on Monday
Tuesdays and Thursdays and then on
Tuesday Wednesday and Fridays we have a
whole separate group of volunteers that
deliver those groceries to people's
households we're currently delivering to
70 households every single week
and groceries can include canned goods
dairy products produce and freezer items
such as meat most families who are
involved with this program or benefit
from this program are senior citizens or
people who have disabilities or families
with children who have severe
transportation barriers for those annual
is that is the x-axis years and if so
that looks like there's a big it's kind
of cut off there isn't it yes so the
blue is the hits are historical numbers
and we've grown this program an average
of 15% every year since we started it
and then yellow is just kind of what it
would look we project that this program
will continue growing 15% every year if
we had more facility space we definitely
think that there's even more of a need
now do you know why you had a untypical
growth last year it looks like it almost
doubled in one year I think a couple
things we we've accessed some more fund
additional funding sources so all of our
programs we've had an uptick in healthy
food options so I think that's attracted
a lot more people and we've done a
little bit more advertising with the
partners that we're working with I also
think that the need is growing
currently we we're kind of plateaued at
serving 70 households a week because our
space just really won't allow us to
support anymore growth and so I'll tell
you a little bit more about that so this
slide is to help paint the picture of
like what is 70 deliveries a week look
like for every family we deliver
groceries to we assume there's an
average of three grocery bags that go to
that household so two of those grocery
bags would be dry goods
so rice canned goods cereal stuff like
that and one of those grocery bags would
be can considered cold goods or a
refrigerated item
including freezer items so so on every
if on a typical delivery day we need a
spot for 46 dry goods and 23
refrigerator goods so if you can picture
your refrigerator at home or picture a
refrigerator at the grocery store 23
bags of groceries need to fit into that
refrigerator our refrigerator can fit
just that and that's all we can do and
we're doing that delivery three times a
week so additional storage is needed for
just sorting the food and then getting
the storing the food overnight and then
getting it out the very next day we're
trying to be a strategic as we can with
this program so that we can welcome more
individuals into it but they're just
small little fixes that we're currently
doing for right now this program needs a
significant amount more refrigerator
space that we just really don't have any
room in our current building to
accommodate the big walk-in refrigerator
and freezer that we have is full of
stuff for a day-to-day operation so this
requires additional refrigeration
outside of kind of typical daily
operations
another project program that is highly
successful and really needed in our
community is our summer lunch program
we've had a big jump in services in
summer lunch also because we started
being able to offer healthier food
options and Families really appreciate
that summer lunch is a program where we
distribute a week's worth of breakfast
lunch and snack items every single week
during the summer summer months when we
started this program back in 2011 we
averaged 75 distribution bags every
single week and in 2018 so this last
summer we averaged 300 bags every week
so we pretty easily could fit 75 bags
somewhere in the nooks and crannies of
our building in 2011 but 300 bags every
single week of the summer has been a
real stretch for us if you go into our
building on a Wednesday and see what the
space looks like it takes up all of our
shelves all of the floor in our program
room with two or three stacks of bags of
groceries on top of each other making it
really difficult to get any other work
done in that space so our current
operations as I said are expedience be
exceeding the space that we have as you
can see by this lovely food drive photo
that we have up here our building worked
when we had three employees a hundred
volunteers and brought in an average of
60,000 pounds of food a month and all we
provided in our building was food and
clothing but our organization has been
reacting to the needs of our community
and stepping out and doing more than
just that and so today we have 10
employees we have 250 volunteers and we
bring in more than 85,000 pounds of
groceries donated groceries and food
every single month and we're providing
all those additional programs that I've
mentioned so given the growing need
if we stay as we are today with no
expansion that actually means that in
the future we'll be serving a smaller
percentage of the need than we have
right now and so as our population
increases the use of food bank services
is going to increase and the Issaquah
food and clothing bank has been working
on these space constraints for over
eight years this is a new conversation
amongst us and we feel like now is the
time to do something really different we
feel like we have a veteran staff we
have a board that a board of directors
that's super motivated and supportive we
have a really high degree of trust and a
good reputation in our community and we
feel like the need is pretty clear so
what would we do if we had expanded
space this is the exciting part we would
have a loading dock so we could get one
of our vehicles in a safe space
overnight and easy accessibility into
the building we would expand our
warehouse so that we could better manage
our inventory and food bank inventory is
very complicated as we rely heavily on
donations which change literally every
single day and to kind of help you
understand what that looks like we
distribute 400 boxes of cereal every
week if you think about how much space
that takes up and that definitely
doubles during the summer months because
kids love their cereal in the summer we
just have to manage like where that is
stored what's going to happen in three
weeks from now if we only have 50 boxes
right now how do we get that food into
the building how do we get it out to
people more space would help with that
as I've shared we definitely need more
refrigerator and freezer space our
clothing bank
is very small right now we just have a
small sorting room in a small space we
and we have no storage or inventory
space for clothing items so with a
bigger store we could easily double or
triple the output and offerings that we
give our community members we need
multiple private office spaces for case
management having people come in and
share their stories is very sensitive we
are one of the first places that people
come in to to access services and to
have a confidential quiet respectful
space for them to share their story is
really important right now we have one
case management office and it's in the
middle of the food bank and so people
have to if we're open they have to weave
through our food bank
hopefully not trip over a crate and have
a conversation with Rebecca we envision
having shared space with partners in our
community we think that as a community
we can increase efficiency and services
to food bank clients if they could
access more programs in one common space
and then like today we would like we
would envision ourselves using every
nook and cranny of a new building and we
would utilize a roof top for a garden so
that we can teach our clients how to
grow food on their own patios we'd also
grow food for our food bank so Elana is
gonna take it over from here but does
anybody have any questions or comments
for me I feel like it just shared a
whole lot of information that comes from
the hunt thanks on the second point the
expanded food warehouse in August I got
the opportunity to see the warehouse
space that was by the at work on June
yes and so I wondered if you could talk
about that and with the plans with that
how that fits into the expansion and
your plan for that space as well right
so that is a temporary fix
we felt like we wanted to start growing
our groceries to go program before we
had all of the perfect space in our
current building so we wanted to move
some stuff off-site so that we had just
some more room we've had so we're using
that warehouse space we think that it's
probably temporary a year or two years
so the vision is to have more of that
food back in one common building
eventually but we're using that as a
temporary fix because we just couldn't
do another holiday season in our current
building and we're hoping all of our
food donations go over there right now
we're shipping food back and forth as we
need it and it's it's been great it's
not solving all of our space challenges
though other questions right now okay
I'd like to hand it over to Atlanta
she's just going to share a little bit
more about the site visibility and some
construction
my name is Elena shoot I'm with OAC we
joined the team as a construction
management organization that is teamed
up with these great folks that are doing
all this great work and have a need and
we want to kind of look at what best
serves the need that they've identified
and so part of that was is the current
location the best space for the
expansion so over time and prior even to
always cease involvement there's been
we've looked at the team has looked at
other city-owned spaces as well as other
private public spaces and ultimately
keep coming back to the current location
for various reasons primarily
transportation and accessibility in
addition to community acceptance and so
their their current location is is
favorable from that from that
perspective and then as well as zoning
and in those sorts of needs that are
important in a development project so
we've worked really hard and we've got
we're serious about this we've worked
hard and taken the steps even to design
a building that would fit within the
space that we think is best in the
current location and and are happy I'm
happy to speak to that current design or
maybe that's best suited for another day
kind of whatever best fits your needs we
know that there's challenges whether at
the current site or a different location
and we're part of today is to start
identifying together what those
challenges are whether they be parking
which I know is a hot topic or we've
also talked internally just about you
know the surfaces and the
zoning as well different things that
we're going to have to work through in
any location but really focusing on the
current location is the best fit so we
talked a little bit about public transit
and community acceptance those are what
we as site selection have narrowed down
to the existing location and to address
a little bit your comment about the
warehouse space and how that work fits
in it may be that right now that's a
short-term solution that's required to
keep operating at the level that we are
there's a concern over the growing years
and the operation increases do we hang
on to that space and even into an
expansion is that is that a viable
option to keep that warehouse space
ideally we want to increase the flow and
food comes in and is an out faster so
that's less storage is required but
that's all part of this our our facility
committee is looking at the operations
and the how quickly we can serve growing
needs and insert more we've put together
I've put together a schedule and this is
less to kind of stunned folks with
specific months but more so to identify
what we're looking at in terms of
overall duration so this we're looking
at we're plugging in approximately nine
months of permitting for a project like
this in 14 months for a construction for
the current drawing set and this is only
to help identify that if we were to
start today which we know isn't the case
but if we were to start today work years
out from meeting the ever-growing needs
so we're just trying to help kind of put
a magnifier on that of wanting to we
understand that today is kind of the
first step of this process and working
together
how do we get to the and finish line so
I think the most important part to kind
of close with course and a great job of
introducing us introducing the need
having the conversation that has been
happening in the community for a long
time but kind of formalizing that plan
and this starts with and Emily
introduced it also at the beginning
we're looking to work with you on what
are the next steps we understand that
this is your property and the city's
property we're ready to we've already
started growing our project team we've
already started engaging campaign
capital campaign consultants there will
be a successful capital campaign that
will need to occur for the construction
to happen and you know we're advised we
can't do any of that until we have a
until we have a project and and so
identifying that we have a project is
identifying if the city just getting a
pull sign if if this location is
feasible from your perspective as the
property manager or the property owner I
should say and entering those kind of
lease agreement conversations and things
that need to happen before commitments
are made and and then we can engage
really start fine-tuning design and
engaging those sorts of teams so again
we're serious about this but we're also
sensitive to wanting to really have that
conversation and work through challenges
together so identifying some of these
next steps is you've you've heard the
need and so being prepared to answer
more questions about that create a
dialogue get feedback from you us to
kind of understand who we should start
flowing questions through
whether it's the council as a whole or
if their specific committees and not
necessarily looking for all the answers
today but these are some of the things
that that we're talking about and
wanting to bring to the forefront and I
I think we know there's a general
understanding of the need and so now
wanting to kind of move it to the next
level and looking to you guys for what
those next steps are council member
Ramos yeah getting some details but I
can give you some questions to think
little bit so we talked about a capital
campaign which you would need obviously
so what would size capital campaign and
how long do you think that would take if
you were going to pursue that so we have
some weeper we've consulted and thrown
out some rom pricing for the rough order
of magnitude pricing for the building as
designed hesitate a little bit to throw
dollars out there because we're working
on it but it's it's a large number we're
somewhere in the we're somewhere in the
ten million dollar range and Cory can
speak a little bit more to the
conversations that we've had with the
Ostara group who's the campaign
consultant group yeah as far as time to
get questionable so we we started
working with those star a fundraising
consulting firm but even before we
started working with Ostara
we knew we were heading in this
direction a year ago and hired a
development director to help us lay a
really good foundation for fundraising
for our organization o Stara and the
food bank will be going out this month
doing donor stakeholder interviews so
we're gonna get a better picture on what
our donor base thinks that the food bank
can raise do they think this is a good
project do they think that it's needed
then from the information we gather from
those stakeholder donor interviews we
should have a better idea on time frame
and this research will also include like
what grants we should apply for
definitely this is going to take a
couple years but we should know more for
sure and we can bring that information
back to you in November and once we have
a good report from from our deeper dive
in our analysis here thank you and I
would add to that that will be phased so
we don't need all the money upfront just
kick the project off there be phases
where get to a milestone to fund design
we get to a milestone to fund start a
construction etc so it's not all at once
it runs concurrently we're still working
on that scheduling in those durations
and what those milestones are
councilmember hunt
so in our memo there's a question
identified the first one what does the
current zoning allow in this location
I'm interested in that but I think more
specifically I'm interested in what do
you anticipate meeting as deviations
from the current zoning for this if you
if you do anticipate that and it sounded
like you have a design in mind with at
least some specifics we do so currently
we've got some we've got a height Jim's
it's correct me if pardon
well and that was just confirmed within
the last week or so through Emily we've
confirmed that initially we thought that
there was a height that the the proposed
construction would be taller than
allowed which is now okay which is part
of where we feel more comfortable in the
current space even with potential
changes to the old town area area yes
thank you yeah
outside of that yeah it's just the
parking and then we've got some
impermeable surfaces as well cuz
remember rumbles you just followed maybe
Emily you can talk on that I know
there's been some discussions and some
of the Committees of you know
limitations of two storey versus three
storey in Old Town and I haven't been up
on those conversations last week or so
so maybe you could address where those
are now because this is three storey and
I thought was a two storey area I
believe it's consistent with where that
sub area plan review is headed but well
we'll know more as they do a little more
pre design work in terms of exact number
of feet each of the stories would take
but it looks like it's where they're
headed is consistent with where sub area
plan will will land but of course it
hasn't been adopted yet come from over
array so in the interest of time you
don't even have to answer these
questions but these are ones to take
away and ponder first since the city
owns the land and the current building
and the food bank food and clothing bank
and your potential donors are gonna make
a submission a significant investment in
it how do we deal with the ownership of
that property and that structure that's
number one for you number two is what
happens to the top eration is during the
construction period so that we can still
continue to do the great work that you
guys do so that's number two number
three what's the liability to the city
since it's a city building and
land during the construction period and
then number four is given the timeline
that you laid out which has got a you
know best case were three years away and
there's no question that you have
significant need today is there another
way to move forward with to meet your
needs that doesn't involve a large
renovation of the current building and
other sites stuff to think about and all
questions we've started we've started
conversations about - so good to know
that we're asking the same things so and
I realized we don't want to go into
maybe probably don't want to go into
particular designs today but if the
current building is one story tall it's
about five thousand square feet
couldn't you just go with the current
footprint and go to three stories and
have get to 15,000 square feet that you
need okay okay somehow I thought that
there was talk of a larger footprint or
something like same footprint I mean a
full demo of the existing building for
structural reasons and different things
and then but the same footprint which is
essentially maximized three I'm sorry
three stories dot it okay other
questions right now
Tom's member Goodman is there any
thought to the food bank owning that
piece of land or is that one of it yet
so I think we're open to having a
conversation with the city yes yeah now
is there that one parcel with building
on the same parcel shared by another
organization
yeah the Historical Society owns the
building adjacent separate parcel to
separate parcel okay
other questions looks like we're set
from the question the same point I can't
uh City Administrator moon did you have
something that I'm just wondering if
there are any comments tonight about
desired next step sure so I'll I'll ask
since we have both the chair and Landon
Shore and services and safety all right
we're fortunate enough to have both of
them here is this something that we want
to have come back to full council or is
this something that we think should come
back to one of the committee's did you
on and I'll ask councilmember Goodman
first I would I think I would prefer
well council we kept in the loop for a
little bit at a point where it seems
like it would make more sense to go just
to a committee I don't mean just to a
committee but with three members of the
council it seems like a big not a big
topic so if I'm hearing right you'd
rather have something a firmer proposal
plan draft plan before sending it out to
committee and that the next time he came
back could come back to full Council is
that am i hearing that right or a work
session oh sorry yeah but before we send
it off to a committee of three I think I
think we owe it to the folks involved to
let them you know talk about bringing
the rest of the council members along so
that it doesn't go to committee before
it's more formed or vetted so there are
no surprises got it or you know the
bigger chances there won't be any big
surprises if it comes back to the full
council which would then be the majority
I'll ask councilman bere who might be an
alternate potential path on this one if
he agrees with that I'm okay it sounds
to me like we're we still got a ton of
work to do to get to the path forward
and the only reason I'm gonna you
actually come up with a third
alternative another reason I would have
a some sub subgroup deal with it so we
can move more quickly
have more conversation so a group of
three or two members of the council it
doesn't even have to be a committee but
it can be an ad-hoc group who can can
work with the the food and clothing bank
to really understand the problem and
explore these things to me is a much
more nimble approach than working within
our current committee structure all
right well I think what well I
that's ponder this little further comes
with members hunter Ramos thoughts I
think okay
I think so usually we we do go into a
lot of detail discussion and the
committee and I don't know at this point
it sounds like it's a bit earlier stage
and so I think I'm I would be
comfortable keeping it at the at the
full council committee level or a full
council level until it has more detail
for us to discuss in the coming yes I
agree with customer Goodman that I think
until we get kind of conceptual
agreement that we all could involvement
this is a lot of a lot of stuff to go do
yet and I think there's a lot of support
but there are a lot of things to work
out so okay it'd be a little bit better
way but I guess I'm okay if council
member Ray had stomped his feet and said
no it must come to services then I then
I would be willing to entertain that but
in the absence of that I think
councilmember Goodman suggestion to keep
it at the full seven for now until we
have something a little bit more
specific in mind is is sounds like the
will of the body
any questions city administrator or is
there anything else you're looking from
us for this evening on this subject no I
think staff will huddle with food bank
partners and and talk through sort of
what information we might be able to
package up
bring back to you and then we'll need to
discuss kind of a timeline for doing
that given that next a couple of months
are pretty burdened with budget
conversations so we may get creative
about how we start to share information
all right anything else from counsel
before we move on to the next ID oh I'm
so thank you very much
I want to offer public comment if
anybody wants three minutes to speak to
us on the subject before we move on it
would be welcome to take that it's nice
having several former council members in
the room tonight it really represents
some we loved telling me what do the
three story issue is not on that side
it's in the residential area we got a
nice big green in space between that
already known commercial restaurant
office area so I don't see any problem
with the three story at the present
location keeping the the process public
is good and I think build confidence and
support out there I think that can
happen especially given that location
and you know it's seems to work a little
concerned about the expansion of
groceries to go my wife already spends
too much time getting the books ready
for that and tripling that it's gonna be
quite a challenge we'll work it out
thank you so much for your comments
there anyone else from the public
wishing to speak tonight anyone else all
right we'll move on thank you again this
week with food and clothing bank for
joining us this evening
we will move to id0 349 Eastside fire
and rescue budget overview with Jeff
Clark chief of Eastside Fire & Rescue
chief thank you thank you I'll get this
set up and then all right can you hear
me okay mm-hmm all right first of all
thank you for the invitation to come and
speak with you I'm excited to have this
conversation and present the proposed
our first proposed two-year budget to
you from East Side as you know last year
we set in part of our strategic plan to
set a two-year budget cycle so we've
been successful to date and actually on
Thursday night re4 board as a whole will
be considering the budget what I
explained in the memo that I sent out
with your packet what you have in front
of you is a conglomeration a summary of
a lot of the presentations we gave you
do not have everything I'll be happy to
answer any questions you have though as
we go through the process here so first
of all I pulled out the compare of
comparisons let's see which screen is it
this one okay I pulled out the
comparisons that applied it to Issaquah
so first this is a something we do every
year now we compare to our the
comparable areas in King County Sonoma
Snohomish and Pierce County how we're
doing as an agency and it's very
difficult to compare apples to apples
what we're looking at is strictly
operating budget contributions okay for
this set of slides and as you can see
when you look at other types of regional
consortiums okay they're either RFA's
fire districts contract cities or in our
case the only ila form work from an a/v
perspective we're doing good from cost
per capita in order to break down AV is
one measure and if you're in a high
value area like we tend to be assessed
valuation so I'm sorry coming
from Arizona a V was never on the radar
we didn't look at thing when I got up
here to Washington realized everything
from a tax perspective is based on a
suspects Oh quickly became everytime I
met a new chief from an RFA or something
he said Oh what's your AV what's your
you know and I I had to become a quick
study on what that means so if we were
an RFA or some form like that are
equivalent right now would be 78 cents a
baby to operate on the operating budget
compared to snow one which is the most
expensive which is two dollars and sixty
cents and but I just want to mention in
case anybody at home might be panicking
yes that's per thousand assessed that is
per thousand you're correct sir and and
what I was saying before when comparison
I don't like just using AV because AV if
you're in a higher AV area where you're
assessed valuation is higher it looks
really good but it doesn't mean the
dollar are the dollars any better which
is really hard to tell so that's why we
look at the next one which is cost per
capita so per citizen living in our
service area what are we paying when you
translate that operating dollars in AV
to a cost per capita and you can see the
comparison here the one thing I'll note
you'll notice on a couple of these
metrics this South King actually comes
out a little bit better than a South
King is the Federal Way area way down
south it's a department is probably
about the size of ours maybe a little
bigger in a higher volume area and there
there AV tends to be a little bit lower
there but they got hit tremendously hard
in 2009 with the crash that occurred
they did layoffs and they're in the
process of hiring more people there
their fleet is not fully funded their
capital plan is not fully funded we're
we're fully funded on both so but just
just you'll know there is a difference
in demographics when we look at it this
is an important metric to our board one
of the marching orders that I received
when I first walked through the door was
that we be as efficient as possible and
when it comes to full-time employees
equivalent employees that we keep things
as minimal as possible moving forward
and you'll see we're staying the same
106 1.06 per thousand is is exactly
where we were last year is where we are
this year and with the with the budget
that we're proposing
we're staying the same and then if
in zone 1 now zone 1 the fire service is
broken into up into three zones in King
County zone one is everything that's
basically north of i90 and east of
Seattle ok so we took those cities and
plugged in e4 on the same metrics that
we showed and then I believe my next
slide breaks it down into our partner
cities which are Issaquah Sammamish and
North Bend breaks it down so he looks at
your operating contributions when it
comes to a V compared to all of the
other cities in our zone and our zone
from my from a contribution standpoint
is gonna be very similar the Avs are
gonna be closer to each other than when
we compare ourselves to zone 3 which is
south county so it's it's a more
equivalent view of comparing the
services we provide on the operating
side same thing with FTE per population
you'll see that we as efer leads the
zone this is a FTE is not practical to
break down by our partner cities it
needs to stay at the organizational
level and then when you look at our cost
per capita you can see across the board
and I'll let you read that same thing
with cost per capita when you look at
our three partners three of our five
partners yes sir so and yet I get
there's some differences any thoughts on
why we're fifty percent higher per
capita than Sammamish the the biggest
reason is you're around thirty to thirty
three thousand people and they're around
sixty two thousand people you have a
much higher call volume here the
demographics in this city compared to
Sammamish oh sure just don't match up
and and they they can serve as sixty two
thousand people for some reason with
fewer resources than what it takes to
service Issaquah
I've spoken Sammamish a number of times
on that so it's a strange anomaly for
sixty two thousand people to generate as
little as it does from around the
country but that's all I can answer for
you got it all right thank you you bet
oops skipped one there all right and
then and this is just a quick a summary
as we could do we started this one last
year this simply looks at other three
station comparable cities or
jurisdictions within our zone within
zone one and what they pay for their
operating budget only versus what what
is Qantas managed right now this is all
2018 we wanted to compare apples to
apples so this is our current budget
this does not include what we're
proposing because we don't know what
everyone else is proposing as far as
moving forward either but well you'll
get those numbers next year obviously
and then this this was something we
started last year as well this is
comparison comparing our our annual
average increase to our budget our
operating budget compared to what the
city's looking at your city's comparable
budget increase on operating side what
that is amortized over now this is
looking at operating budget on the on
the books and do the three cities that's
over six years I don't know what your
proposed stuff is for this year this
includes the two years that we're
looking at for cement for yfir so this
is over eight years for this so I saw
some quizzical looks we would average
six percent annual growth and our
ratings expenditures over eight years
each of the last eight years so
technically for you guys it's over six
because the last two years of this
includes 19 and 20 because I have 19 and
20 data for yfir okay but the next slide
let's see what I have this is what I
have for each of you when we went over
this last year we had the city managers
in the city managers and our budget
folks in Issaquah you would add your
budget director in there last year we
showed this slide and explain how how we
got to this all we did was open up your
operating budget grab the operating
number and we took out some if there's
capital or if there's a transfer in of
funds we took that out and just looked
at just year-over-year your operating
piece okay and here's what we have and
we I did not have to update these
numbers for this year because 19 and 20
are not published yet so these are this
is still for you it's the same numbers I
presented last year all right and
obviously if there's a if there's a
change in any of this we'll gladly
change it but it prompted a lot of
conversation which was at what it was
meant to do in order to compare coming
in from outside I wanted to get an idea
of what your operating cost increase
look like and this has to do with where
you
basa fight in your budget at the end so
I think I mean I think one has to be
careful with this because yes as I think
about it you know we've continued like
as a city it's a quota that's grown
deputy rapidly over that same time frame
huh
whereas I don't I mean I don't know as a
whole if efer has grown you know if you
were to if you were to put this on a per
capita might it might not look so stark
because you might end and this was not
intended to look stark I mean I
completely understand your perspective
this was intended if I'm if I'm asking
for 3.6 percent and all three of the
cities were down at one and a half and
two percent I would be doing an internal
check saying we're asking for way too
much all right when we're at 3.6 percent
and I see that that our partner cities
are in this this range it gives me a
barometer that okay I'm not outside of
the ballpark this is how we started it
last year yeah I mean the point should
almost be like smear off the specific
numbers for a second the point is that
you're asking for less than any of the
cities and yes which just means that
we're in actually even even easier than
that the point is is that for as the
administrator I'm just not asking for
something that's out of the ballpark
okay and this is a comparison that we
showed to the fact and talk through
morons in more specifics last year this
year it really didn't we showed the
numbers but the conversation we didn't
dig into okay okay thanks good all right
so now getting into the specific budget
for this year and I'm really sorry that
the councilmember winter Stein isn't
here because last year he had some
questions that I still remember so I
might bring him up a couple times just
just to put it on the record but first
of all with revenue our revenue did
change a little bit in our projections
and I want to explain just a few key
points I'm not going to go over all of
these with you so first of all there's
no Kwame tribe the Snoqualmie tribe
we've actually had a service contract
with for a few years now and you'll see
in 2018 that the revenue from the tribe
is zeroed out as far as our budget was
concerned at the board level we did not
count that tribe money as revenue we did
bring it in and we did set it aside
essentially to fund the liability fund
and - which is a which is a fund that we
have one time
and that we have in the budget but it
would we decided not to count it as
revenue we basically treated as in fund
balance and make sure that our
contingency funds are funded before we
get into the budget here this year
however I'm recommending that that the
tribe money come back into and be
counted in our revenue on the budget
that's why you see an increase there the
reason that I'm recommending that is the
line GMT the third from the bottom of
the top there that is a new revenue line
there was a state law that passed a
couple of years well about two years ago
it's being implemented now this has to
do with Medicaid patients and transports
and it increases our revenue our ability
to collect revenue from the Medicaid
system we plug seventy-five thousand
dollars in we hired a consultant this
year we plug seventy-five thousand
dollars for the next two years we
actually think that has potential to be
as high as six hundred thousand dollars
until I see real money coming in though
I don't want to project that it's
actually coming in so that's six hundred
thousand dollars essentially we'll sit
we're not spending it it will sit in the
ending fund balance if we get to 19 and
we at the end of 19 we actually
collected six hundred thousand dollars
then it will first go to make sure our
contingencies are funded properly with
on this budget January 1st our
contingencies will be a hundred percent
funded in 19 at the end of 19 if there's
still 100 percent funded the board will
have a decision to make with what to do
with that revenue that's not a decision
that I or my staff are gonna make we
won't have the authority to spend it and
once we know what that real number is
we'll figure out how to budget properly
moving forward and most likely while the
table will do my recommendation is going
to be if we feel good with the $600,000
number will plug $600,000 in the
out-years and and just continue down
that path it also depends on how long
that funding stream is gonna last by
state law it's not going to change as
far as what we do but if the feds ever
change the way they fund this and we're
only I think we're the third state to
get into this if all 50 states get into
this funding stream I do not believe the
federal government's going to be able to
afford to keep paying it so we'll have
to we'll watch the subject but that's
why you see a difference there and then
there's a note at the bottom we're
currently conducting a pilot study
through March for reimbursement of motor
vehicle accidents we're not counting any
of that revenue because we have not
counted out as a
program we're just parking that again in
fun balance and that will be decided
once we decide what we're gonna do with
the program we're only expecting up to
maybe a quarter million two hundred
fifty thousand in that and I don't think
we're gonna hit that mark by March but
that's the number that's plugged right
now so outside of that the revenue
projections have stayed largely the same
as when and you'll note this was
presented on July fifth they have
changed some of the numbers have tweaked
a little bit but largely it stayed
pretty similar you have what happened
this tomorrow a.m. art that the a.m. art
contract for all of Zone one Eastside
manages a contract for AMR in that
contract there is a reimbursement rate
to the contract administrator and that
rug that right now that totals 207 they
have asked to renegotiate we started
renegotiating with them in March it's
very clear that that funding stream is
going to go away that 207 it has not yet
but by the end of 18 I fully expect it
to so we just wanted to plan for the
amenity that that goes away rather than
hope that we're gonna be able to save it
if we're able to save it in negotiations
I know we won't save all of it
well obviously we'll plug that number in
moving forward but we wanted a plan for
the worst-case scenario with that if
frankly we don't use AMR near as much as
we used to and after January I'm not
sure we're gonna be that I'll be
recommending that we're the lead agency
for negotiate in that contract either I
think we probably need to get out of the
way of that administration run our
business the way we're running it and
we'll let one of the other entities deal
with it any other questions on revenues
report so that's question it's on
because I've never been on the eve
report so how how do you do it like how
do you keep I mean these numbers are we
tell a really strong story in terms of
sort of efficiency of your delivery
model like why is e for so much more
efficient than all the other like we
always we often time to compare
ourselves to like Redmond and what we've
been doing and we're like a we're just
light years ahead of them this I'm gonna
go bragh - Hank next time I see him def
please do
work so well I'm I have to I came in in
the middle of this the first the first
place where credit needs to go is that
you've had five government local
government entities that decided to get
together and rather than base your
organization on a funding stream like
saying RFA or a Fire District does which
is a property tax where they basically
get to budget towards well this is the
amount of money we can collect on
property taxes so let's budget to that
number which you had the foresight to do
back in 1999 was put together a
interlocal agreement that holds each
other accountable put together a board
of directors of the elected officials of
those five and hold the organization
accountable and you set a parameter for
efficiency being one of the reasons you
move forward to provide a quality
service but be efficient I think it's
because you hold each other accountable
now now I came in two and a half years
ago and as part of the recruitment
process and anybody who switched jobs
understand you look at a recruitment
flyer and you you study and you have
conversations and you make sure that
your personality is the right fit for
the organization and frankly since
getting here I found out that my
personality is the right fit for the
organization and the staff that we have
and part of what the marching orders I
received from the board has been is that
hey we want to continue to provide a
quality service but we want to do it as
an efficient way possible when we did
these comparisons I don't think anyone
knew where we landed this is something
that that I brought in is something that
I used to do in my past
we brought in these comparisons I didn't
expect the comparisons to be this
different when I looked at regional fire
authorities though specifically because
those of you that have been involved in
the board understand that there was a
when I walked through the door there was
a some contention about a regional Fire
Authority regional Fire Authority bears
out that it's the most expensive model
you can do from a city perspective and
Emily I apologize but I used to work in
a big city so I get to say this from a
city perspective it's very hard to hold
to to be critical of the of every line
item all the way through the budget and
holding accountable and I'm sure all of
you have had that experience as well not
because there's nobody being mischievous
or anything with the budget but it's
such a large animal and Redmon's you
brought up Redmond so I'll say I got to
believe there's a large large animal
there it's a qualtiy your budget is more
complicated than mine we can probably
take yes in the 50 to 75 line items that
I have it's pretty easy as a chief to
screwed
and hold accountable that number of
lines versus the layers upon layers that
a city has and depending on who's been
leading the fire department over those
years and what their personality is and
what their background is I don't think
that they can hold their organization as
accountable as I'm able to because of
the structure that you put together
before I got here at it that's my
opinion anyway all right thank you
mm-hmm other questions right now it's
too bad you haven't had an opportunity
to be on the e4 board because it's
really fun
[Laughter]
I have a quick question on the revenue
side what are the other sources of non
partner revenue okay all right so the
EMS levy is in King County EMS what
falls into the other three yeah John
help me could you I'm sorry she came up
to the microphone because people can't
hear us on the at home of the seven
people who are 7000 that's what I meant
to say sorry John Parkinson deputy chief
so the bulk of that's going to come
through a few things it's vehicle
contracts with other agencies cost
recovery from fire marshals or the other
is the other large one but that makes up
the bulk of it so there's odds-and-ends
which is some money that comes in from
school districts in the tens of thousand
ranges but and we can provide you a
break down to that's we just try to keep
it keep it easy
sometimes I keep it too easy though all
right so this this is a document that we
presented on July 5th one of the things
that I try to do to keep it really
simple is to just show you the
exceptions okay so what this is is an
exception report this is not up to date
with what your reps are gonna see on
Thursday but it's been vetted through
four meetings with the FAC
but largely here here's what you see is
in 19 here are the exceptions everything
that's over $20,000 that we're looking
at this does not reflect if I found
or if the staff found 20,000 dollars of
savings somewhere else and we were able
to use that for a priority that we
didn't have to ask the board for that's
not reflected in here either this is
just what is above what we were asking
for and our our initiatives I'm gonna go
over the major initiatives here towards
the end of the presentation so I but I
just wanted you to see the one-page
summary that we speak from in the
beginning and our board did see this as
a whole in June when they referred this
to the fact and then this isn't updated
we just presented this on September 24th
but back in June the board saw a similar
piece based on what our projections were
in June and you'll see this is 19 and 20
as far as what the proposal that our
board is going to consider on Thursday
night and you'll see for Issaquah it's a
six and a half percent proposal I'm
gonna get into a smoothing idea that
came across and understand that this
year the funding formula changed based
on the contract that was negotiated back
in 2015 alright so and that means
there's an absolutely nothing from an
organizational standpoint that changed
to change these numbers other than the
contract says that we have to redo 15%
which is based on call volume and
eighty-five percent of the formula which
is based on assessed valuation and that
changed the actual percentages that each
partner play pays as far as our final
proposal in 19 it's a three point six
three percent operating budget increase
or partner contribution increase and in
2020 it's a two point four eight percent
but you'll see based on this it's three
point six three for the whole agency but
Issaquah sees a six and a half percent
increase if it's accepted as it is here
and it's because of the funding formula
refresh not because of anything that we
did operationally this is the this is
the latest summary that we landed on
when it comes to actual revenue and
expense it's just meant to be the
summary to demonstrate the three point
six three percent and the two point four
eight percent for 19 2019 and 2020 and
you can see the updated revenue
projections across the bottom there
all right so then what I wanted to do
was just include a few of our major
initiatives so that you understand what
the changes are and where we're moving
again I hope you'll see at the end that
there's a theme here about efficiencies
and doing everything we can one of my
first mandates back to staff after we
have we first solicit out to our staff
on what potential budget items they need
moving forward once we assemble those my
executive staff the three deputy chiefs
and myself we will sit we'll go through
those a little bit and and now after
this is my third budget here it doesn't
even come to me before this this step
now it's basically they ask everybody
okay what resources do we have right now
to handle the things that you're asking
for so that we don't have to go ask the
board of directors for something that's
our last option is to ask for more money
our first options are to handle things
in-house so first of all our first
initiative what this is outlined in our
strategic plan was getting to a plan
where in our urban core as you recall
from our standards of response coverage
Sammamish in Issaquah are by definition
urban areas they are they should be
getting served we should be serving them
from a fire service perspective with
dedicated aid car system right now what
happens in our six fire stations that we
have in Issaquah and Sammamish is that
when an aide call comes out our
firefighters come out and they jump in
the aid unit and they respond on an aid
call all right they go back to the
station if another call comes out this
fire related then they jump on the fire
engine the problem with that system is
when a fire call kicks out and the three
closest companies are coming back from
an aid call and they're in their aid
unit they can't fight the fire they have
to go all the way back to their station
get their fire engine and move back the
urban benchmark or best practice within
the industry is that they're always in
their engine in their ladder one of the
things we identified through the
strategic plan was in order to
accomplish that in the urban area which
is Sammamish in Issaquah those six
stations we need to add a couple of
dedicated units dedicated aid units
during a budget process so that means
adding to personate units two of them
during the day or during the 12 hours
8:30 in the morning till 8:30 at night
and one that would be overnight for all
24 hours is what's needed so you'll see
that based on this and these are all
going to sum up together but based on
this to add one 24 hour unit is
and $42,000 to meet that benchmark you
explained again for those of us who have
lucky enough to be on board yet what's
something that's bigger than sending out
an ambulance but smaller than than
setting out a fire engine as an aid car
whatsit yeah an aid car is an ambulance
basically so it's a it's synonymous with
ambulance actually just in the fire
service here we call it an aid car so it
would be an ambulance that's responding
with three people on it the same three
people that are on the engine or the
engine they just pick one or the other
so we don't uh forgive me I've never
held that's a different ambulance or
anything good for you they don't send
ambulances they send the fire department
this in the fire department yeah there
the fire department is the first
responder and then if our ambulance
contractors am are here if we need to do
a transport that we can't facilitate
ourselves then we would call the
ambulance company and to perform that
but no the first response is handled
through the fire department in this area
and in most areas of the country got it
okay thank you you're welcome very
helpful so as as proposed if we were to
add dedicated aid units to our existing
system we would need nine hundred and
forty two thousand dollars to add every
24-hour unit okay technically we need
two 24-hour units to serve the Issaquah
and Sammamish ares if we did things
traditionally alright but we really only
need two during the peak times which is
8:30 in the morning to 8:30 at night so
that means we need one and a half right
a 12-hour unit at 24 hour units so that
number for one and a half is going to be
somewhere around 1.4 1.5 million dollars
just remember that number and I'll come
back to it all right so that's one of
the initiatives that we're achieving
with the budget that's proposed
currently and in this this is just a
visual depiction from our standards of
response coverage where it these red
marks here are the six fire stations in
our urban core so there's the green the
red the green dots are dots that we read
that we achieve the response time within
our response time goal the red are the
areas we don't end and the traffic's
area and South Cove those no matter what
we do with our station placement those
two areas are gonna stay pretty red
they're just they're odd configurations
to respond to they're difficult to get
in and out of
and forest rim for those of us who live
on squat yes and I'm one of them too I
don't live that high up but I'm on
squawk I'm not sure why this slide is
doing this so another initiative that we
had from the strategic plan is our span
of control of Supervisors so a battalion
chief is a 24 hour response supervisor
and currently we have one station right
here in downtown in squat station 71 and
24 hours a day they're responsible to
cover a hundred and ninety square miles
that we have in efer area nine career
stations and five volunteer stations
that's a lot for one supervisor to
handle all right we clearly need a
second one more for space than call
volume but still covering 190 square
miles and nine stations plus the
volunteer stations is a lot so we
clearly need that this budget does
achieve it if we were to if we were to
add the 24-hour unit the the BC that's
almost six hundred thousand dollars
there can I ask are there so when we
when we've talked about adding officers
and to a lesser extent talking about
adding senior officers in the IPD
there's either an ik ma or some other
sort of standard that's used to say
we've crossed this threshold and so when
you talk about nine stations and five
volunteer stations there is there a
nigma standard or some other standard
that you can use to say here's you know
this is sort of the this is the industry
standard request you crossed it a while
ago we've been kind of waiting to do
this but we can't wait any longer I
would say ICMA doesn't doesn't have a
standard per se they're part of the fire
service accreditation process but for
the most part and I agree with this we
don't buy into just a standard because
demographics are so different Road
configuration and that is so different
I think universally from a management
perspective span of control of
supervising four people six people at
the most or direct reports is probably
the most efficient way to maintain that
and our folks are at 1 to 9 under our
current system that that's probably the
best benchmark I can provide you
the context of this request of where
we're going but you're gonna find all
over the map in the fire service about
what how many B C's there are versus
stations and supervision and square
miles and that kind of thing got it and
I ask just you know mostly because you
know fire and police are incredibly
trained professionals and thus do not
come cheaply so we always want very
careful oh no you do want to be careful
and probably that number I showed you in
the beginning and the comparisons with
FTEs of 1.06 per thousand now what is a
common benchmark that I would say the
ICM a and I to probably fight on a
regular basis would be they they're
likes to be a number of the number of
sworn firefighters and they want that to
be at one per thousand is kind of the
common push for proponents of that kind
of a metric same thing with PD they
might be a little higher than one but
there's nothing tying to the the
effectiveness or the efficiency of that
is just saying oh we should have one
firefighter per thousand which we don't
have we have 1.06 employees per thousand
but again I don't buy into that number
either I think everything's depending on
what service you're trying to achieve
and every community is a little
different thanks you're welcome so then
the budget has proposed what we're
actually doing this is something that I
wanted
councilmember winters team to hear
because he made a comment last year when
we talked about strategic plan and we
talked about not having to add people I
said yes I'm confident that as we move
forward we can achieve a lot of our
goals without having to add new people
so this is this is an example of this
what we're doing up and Sammamish under
this budget is they have a station which
is not on this map I'm gonna show you
so this station 281 okay that station is
our least busy I guess fire station
within the urban core all right and it
is pretty easy to identify how we could
cover our urban core with five fire
stations along with to dynamically
deployed staff aid units all right so
what we propose is repurposing station
81 there's 12 personnel at that station
and utilizing those personnel to
populate the aid unit the 24-hour aid
unit and the 24 hour BC unit okay rather
than ask for new people all right and
then the station the 12-hour aid unit to
take care of the rest of the peak time
we're gonna staff when this is the five
hundred and forty forty eight thousand
dollar ad we want to staff that twelve
hours a day during the peak time because
during the peak time 8:30 in the morning
to 8:30 at night we run 66% of our call
volume 33 percent of our call volume is
from 8:30 at night till 8:30 in the
morning okay so what we what we see from
there is we can utilize twelve hours of
actually overtime putting to overtime
personnel on there is cheaper than
getting what we'd have to hire as a
minimum of four full-time employees it's
actually cheaper to staff this with
overtime
than with new employees especially over
the long run so we're proposing this 12
hour car with overtime and that's the
add rather than to do all of this by
just adding straight up to the budget is
just over it would be over a two million
dollar ask which I wouldn't I would no
not even to come ask for the two million
it's just it's far too much and at the
same time by repurposing we're achieving
the goals that we set out to to achieve
weight yes so go back for a second yes
sir there's there's another change Oh on
the on the map yes okay so South yeah so
there's there's a couple things that are
going on what what this deployment plan
presupposes is that the station that's
here would be moved somewhere along the
East Lake Sam corridor and currently
there's land that we're evaluating over
there in the city of Issaquah this was a
request from mr. Kyle misuk well when I
first arrived and we are planning that's
actually a good spot in that area for
the station so moving that station helps
us cover the area more efficiently and
then the extra dots that you see
including station 81 is still up there
the one we're repurposing and then out
here in traffic's those are basically
posting locations so that the to 8 units
what's not going to happen is those two
staffed 8 units are not just gonna sit
in stations along with another fully
staffed engine or ladder and just wait
for the next call that we're not
spreading out our resources that we
to dynamically deploy those based on
call volume trends based on the areas we
need to cover so and with to be sees out
there we're gonna be able to cover and
monitor our larger areas on a more
regular basis more effectively so we're
gonna be moving our resources around so
I have a question mm-hmm
my house is one of the now little red
dots just to the east of forest rim okay
that is on your map you sit it until now
was a green dot yep
so will I pay higher homeowner's
insurance because I'm a red dot not a
green dot no in this in the city of
Issaquah you will have the same rating
that the city attains which is currently
a four so no you you should not and if
if you do give me a call we'll we'll
talk to the insurance companies for you
thank you other questions right now
comes from Edgar Ramos yeah there's a
lot of detail underneath all these dots
under the dots yeah yeah so I guess so
when you say repurposing 81 mm-hmm
meaning what what is that station a
couple of things here and then as you
say there's donat dynamical locations
there's not something there now that
means you have to create something oh
wait no what it means it's so station 81
we're actually gonna we're gonna post
that 12-hour unit when they're not doing
anything else then they're gonna cover
from station 281 okay so that's that's
what we mean by repurposing rather than
being 24 hours a day with an engine
company in there that's underutilized
we're gonna put a 12-hour 8 unit in
there with the two-person 8 unit and
they're gonna still support all the
urban area as they do today the other
area is is no they're not planning on
building any new facilities it will be
over time where's the best place to post
where do we move we know we need to
cover some area in the tropics and we
know South Cove depending on call volume
again I think I want to say this is
three years worth of data so don't think
that like South Cove that we're never
getting to any of the calls there this
is just it's either three or five years
that we piled on this map so there's a
lot to cover there but will dynamically
deploy them but simply by going to a
parking lot if need be if we know during
that time of
we normally get a call in south kovin
some of this stuff is predictable but
until we can have these smaller units to
respond this way we can't perfect the
science of how to cover the area either
it's just guessing through data we want
to actually get units out there and see
how accurate we can be and it won't take
long but then we'll know where the best
places to post are but we know now I've
committed to the city of Sammamish that
will be posting at station 81 whenever
we can with that unit in order to do
everything we can to maintain the
services there okay all right and then
in community programs I cited community
programs just to let you know some of
the great work that we're doing with our
volunteer our volunteer program over the
last two years has completely been
revamped and is moving forward and it's
thanks to a lot of great work from staff
and our volunteer folks Fire Corps has
expanded these are this is anything
volunteer wise that has not nothing to
do with responding on actual fires
alright these are these are our
volunteers who are the new drone program
that we just started with thanks to the
donation from the EMS foundation they're
running that fire core was all over
salmon days this last weekend they were
they were doing everything in support
our fire Explorer program kicks off
actually it's kicking off
I think it's Wednesday night I'll be
kicking off with 20 or 30 young people
from the from high school and then and
our reserves which was our old volunteer
program you'll see that there was an
increase in the academy and then the
stipends this is all being shared with
district 38 and district ne4 is a 33%
partner in the volunteer costs when it
comes to this stuff and then the public
education supply increases just that
just to have materials to hand out
because we're we are more visible than
what we've ever been and in more more
events than what we have been and then
some of the other budget items that we
went into more depth with you can see
here one of the things I want to call
out is wildland preparedness this this
scares me the dryer we're getting 100%
of our firefighters will receive
wildland training and we'll maintain
that beginning next year that has not
been the case here in the past and we
have as much interface as anyone in the
country we're just lucky it's been wet
and hopefully it stays that way
but we're going to be prepared if not
and then the rest of the command
training platform is a is a big move we
do not have a standard command training
platform never have at Eastside and this
is something frankly we just we need to
be covering our liability and training
our folks appropriately and
systematically and that's what that
system does for us chief can I see a
couple questions around that wildland
preparedness yes servants so it's cost
neutral so who's who's paying the bill
yes so so the reason we call that cost
neutral is we bumped some other training
priorities that we normally would do and
we slid it in next year as this is our
focus so we're using our existing
training budget to handle the pride the
new priority of wildland and we bumped
out what otherwise we thought could wait
a year and we'll take care of that in
2020 that's why we're calling it cost
neutral I'm really glad to see that
we're doing that I think that you just
have to look at what happened when a chi
three years ago yes recognize that the
the then state fire marshal told me yes
'equal was sort of the poster child of
wildland urban interface fires risk on
the western Cascades because of all of
our because of all of our butan
beautiful mountainside around us yeah so
I'm really glad to glad to hear that are
we doing anything with fire why's the
program to help homeowners sort of
ruggedized their properties yes against
against wildland fires yeah we are we
actually just had a community
preparedness BC was back in Emmitsburg
Maryland where the fire academy is and
he was getting some overview on that he
has some fire wise training you're gonna
see it start to roll out a little bit
more I think the hard part with fire
wise is you have to get people's
attention in order for them to
participate that hey it's a possibility
I think we're based on the the enquiries
that we received the last couple of
years I think the attention is starting
to get to folks that hey maybe this is a
possibility here and that once we can
grab hold with the public their
imagination a little bit that hey maybe
this stuff can happen here the
prevention can start to come around but
you will see a focus on that we do have
a focus on it it's just hard to get it
going because a lot of people just don't
believe it can happen here sure and I
think I mean you mentioned squawk two of
the seven of us are
on squawk yep and you know as beautiful
it is and as proud as we are of the
canopy that we have and I living in the
forest
you know my property is not ready for
any kind of anything running along the
ground so yeah you know I I think
whatever we can do as a community to
understand that risk we'd be good the
other question I have for you is in
terms of large scale emergency
preparedness I know that the Cascadia
rising didn't I don't think it came all
the way down to the like yfir level did
it no we did we did participate in
Cascadia rising yes okay so so efer has
plans around those those sorts of like a
subduction fault event and and
emergencies that would potentially arise
from the subduction fault yeah I think
how it categorizes is were we are folded
in with everybody that we serve and we
fold into your plan as the jurisdiction
you're actually one responsible to have
a plan and then we support that same
with the county and the state so we'll
obviously be involved in them we take
care of that we take part of the
planning processes for all of that
unlike a traditional City Fire
Department we don't have a formal role
because we went through this with
Sammamish as the authority having
jurisdiction is you the city not me the
contracted fire provider we are here in
full support and we work with your folks
on staff but you're the lead and then we
follow with it and so our plan is really
your plan when it comes to questions
specific to that got it thank you other
questions right now okay we're almost
through this the last thing I have is
the funding formula refresh I want to
let you know where we're at I explained
this a little bit that in 2015 the
contract was agreed to it was actually
so would have been prior to January 1st
2015 that the contract was agreed to and
the funding formula is broken down with
the 85/15 that was new to the agency at
the time what you agreed to back then
was that in May of 2018
that the numbers would be reapplied
based on the 2017 session in the 2016
Norcom incident data now moving forward
when we signed the contract extension
last year we extended the contract to
2026 and we planned to have automatic
tenure
Newell's in that contract and then we
planned that every two years that there
would be this data refresh rather than
waiting three four and five years which
is why right now specifically Issaquah
North Bend you have kind of a shock when
it comes to the amount that we're asking
for an increase because it's so many
years in between so but right now the
next refresh is 2022 so in 2022 we can't
predict it it'll again be mr. Kuan North
Bend but there are going to be some
partners who are gonna see an increase
and some partners who are going to see a
decrease as far as whatever the increase
the budgets going to be it's not going
to be uniform like it typically is so
one of the things that we did is we
staff proposed a couple of options we
were asked to after the first fact
meeting on how we might smooth this and
this example here is what's going to be
considered under a separate action on
Thursday night is a funding formula
smooth which this there's language that
accompanies this in a in our financial
policy that the Board of Directors
adopts which basically the quick summary
on this says that any no partner could
have more than a one and a half percent
increase above whatever the efer
increases so in this case our increase
is three point six three percent okay
from 2019 there is a typo the five point
four six up under bullet number two
there that was from an old version that
really should be five point one three
four this version but since we are
budget settled at a three point six
three percent increase what the smooth
says is that no agency can be build more
than one-and-a-half percent above the
three point six three which caps North
Bend and it's aquifer this year at five
point one three percent the remainder of
what otherwise would have been covered
by those two entities is spread out
based on the funding formula to the
other three partners then in the second
year it repeats and you kind of play
catch-up and you'll see that Issaquah
gets smoothed out but North Bend doesn't
quite make it alright but in in two and
a half years roughly North Bend will
make it what this does is limit the what
could have been easily a ten or a nine
or ten percent increase for you in North
Bay
it limits to whatever partner gets
affected from the funding formula
refresh to just one and a half percent
which is a little bit more realistic and
manageable from a North Bend perspective
I know and just in speaking to their
city manager she was looking at a seven
point eight two and I want to say that
our first rendition was over eight
percent for her budget and that size it
that was almost completely undoable she
was a little bit panicked and she
actually requested that we look at this
so the FAC has recommended that this be
approved I've talked to a couple of the
governing bodies that had questions
about this as a whole I do believe there
is support for this now moving forward
we'll see for sure on Thursday night but
this was at the pleasure of the fact to
figure out a way how to smooth it in for
partners now if adopted the way it's
presented this will be in effect for
2022 as well I expect 2222 to be bad for
somebody just don't know who after that
when it goes to every two years this
probably won't have to apply again
because it should you shouldn't have a
radical change in AV or call volume over
a two-year period but over a four-year
period you're gonna see some significant
changes so but that's the last slide
I'll be happy to answer any more
questions you have questions
councilmember good I don't having I do
have a comment first of all thank you
for bringing your roadshow to is qua
appreciate it well so councilmember ray
and I are the city's representatives on
that East Side Fran rescue board and as
Chief Clark mentioned we will be as the
full board will be seeing the budget and
considering the budget and so council
members who have any feedback on what's
been presented tonight that would be
helpful for us as you heard the Finance
and Administration Committee that I
happen to be on recommended bringing the
his proposal to the to the full board
but we do still have to take our votes
so any feedback that you all have be
appreciated and we we gonna see it twice
or once the budget this is the second
time because we counted the June is the
first one so yes so yes so anything
before Thursday would be helpful thank
you
thank you for that I think that's it
oh and oh yeah thank you so much for
presenting we will offer it up if
there's any public comment this evening
on this subject
thanks again chief takes me back to when
we had a Public Safety Committee and
they wouldn't let me in land use or near
the roads so they got me no Public
Safety we had police and fire we kept
our fire department we kept our police
department as city of Issaquah and was
glad we moved over to a regional fire
and I hear great things different
employees and everybody seems quite
happy with what's going on and I know
very positive from councilmembers and
mayor's as well so keep it up
wildland issue is a big concern we had
four we had five example five homeless
camps over on the city property over
there and across ninety and we had one
fire and a very warrant but it didn't
get very big or they didn't even find it
actually it got put out but it was
visible from i-90 and there were calls
in that but I've I've been to lots and
lots of homeless camps and I've hardly
ever seen one where there wasn't
evidence of burned tarps burn tents or
out of control fires and that's
something we really need to think about
not that that's the only potential cause
of fires but it once something starts
racing up some of these hillsides
especially where you don't have water
don't have roads it's it's pretty
frightening and these these these hill
sites are too valuable to lose thank you
thank you for your comment actually
chief I did have one last question for
you and I wrote it down and I don't know
why I didn't ask you when it actually
does come back to the wildfire question
so I know that last year there was a
concerted effort to or I should say the
beginning of the effort to sort of
reassess how the federal government
supports growth of in in National Forest
Service land and whatnot and now part of
that was Senator Cantwell and
representative Reichert pushed a bill
and I don't remember which particular
kinds of trees it was but it was a it
was and it was a dry sided thing like it
was a thing that was great for the other
side of the pass wouldn't necessarily do
anything on our side but the question is
is there anything that folks on the on
the wet side of the pass should be doing
we rarely talk about federal issues
around here because they don't generally
affect our city all that much but I
don't know how much you know about that
effort that Cantwell and Riker did but
is there something similar that should
be done on this side to help sort of
revise how the feds handle these open
spaces it's a great question I really
don't know the answer to it I'm not
familiar with the effort that was made
there a large controversy in the in the
country of course is what we do to
manage our forests and there's there's
pros and cons on both sides and and
there are often bills at the federal
level and some of the state levels to
come up with policy on that the best
policy locally is keeping the brush and
your and the floor of the forest as
clean as possible around your structures
there's not much you're gonna do with
the tall trees so it's interesting
Washington State over the last five
years is number two in per square mile
wildfire burns like uncontrolled
wildfire burned and we're like number 35
in controlled burns so we in no way like
Georgia's number one for controlled
burns and it's up there for uncontrolled
burns but you know we just we are
totally out of whack for how much damage
wildfires do in our state versus how
much controlled burns we do and I don't
know enough I know it's a bigger deal on
the dry side than it is on the wet side
but I know that you know I know that
there's a lot of conversation about what
should be done to manage things such
that we're not number two you know for
for a wildfire so what I can do is
Ephraim we'll be building our
legislative agenda between now and
December so I will research that locally
and bring that back to the board to see
if there is anything within our state
that would
impact locally that is either being
worked on or maybe perhaps we should be
working on I can reach out to some of
the agencies to find that out I suspect
it's a federal issue not that it's an
issue for DC not in for Olympia but
either way it'll come across when in the
research saw like I said I think for our
city you know it's it's keenly important
that we reduce that in that risk
I would agree thanks thanks for taking
thought you're done all right
and with that any other final thoughts
no all right so we will move on to our
last item of the evening ID zero three
three four regional coalition for
housing aka arch parity updates back to
city administrator moon thank you
hopefully this will be relatively quick
by my pager sorry so city's a member of
the arch group which is an acronym for a
regional housing coalition this is a
group of 15 cities on the east side King
County and this coalition formed in the
early 90s to support the development of
affordable housing the organization's
Executive Board
huaquan established some advisory goals
that's really important voluntary goals
for each members financial contribution
to the coalition and in particular to
the coalition's Housing Trust Fund there
are two ways that cities that are
partners in arch contribute to arch one
is through an administrative fee that it
serves as the overhead contribution for
the organization so we pay for the staff
and the electricity in the offices and
all those sorts of things
our contribution for the admin fee is
roughly fifty thousand dollars a year
and then the second piece the
coalition members contribute to is to
the Housing Trust Fund the overall
Housing Trust Fund has made
contributions to affordable housing on
the east side to the tune of 65 million
dollars since the point in time when
arch was established created over three
thousand six hundred and forty eight
units we benefit from contributing to
the arch housing trust fund because our
funds go into a larger pot with the
other fourteen members and leverage
funds to create housing units here and
elsewhere on the east side and we also
benefit from that dedicated housing
staff that are truly subject matter
experts more so than staff most of our
cities have in-house those experts are
not only good resources for us in terms
of figuring out how to do the financing
on these deals but also on land use and
regulation on management of these types
of projects programs and financing tools
and then also on housing policy so
that's how we benefit from arch tonight
I wanted to bring forward three
questions so the Executive Board which I
serve as I suppose representative
recently took action after two years of
work on a set of questions and the board
in early 2018 made a recommendation that
we update what we call the parity goals
and parity is is a formula that we use
to describe the distribution of the
contributions and again those are
voluntary contributions to the housing
trust fund
so in mid 90s a formula was established
to describe what member contributions
might be and that formula has really not
been adopted and been adjusted over time
to bring in current housing statistics
population statistics employment
statistics the formula has remained the
same but the inputs to the formula were
not adjusted and so as a result the the
housing trust fund contribution has
remained fairly static and and its
leverage power therefore has diminished
and the number of units that we're able
to afford to construct has has been
affected because as we all know it's
more expensive to build houses now than
it was two decades ago
so tonight I'm bringing forward the
executive boards recommendation to
update the parity formula we refer to
this as the technical update I'm also
bringing forward a second ask from the
Executive Board and that's just to take
the temperature on whether or not you
believe the time is right for the arch
board to begin a conversation with
member communities about setting an
aspirational goal for the housing trust
fund so in the mid 90s the the goal that
was established was established really
because city said here's how much I
would like to contribute and how much
was generated out of applying the parity
formula and that Garner's about a 1.5
million dollars per year of contribution
that's this used to leverage these
projects 1.5 does not go as far as it
used to and so the board along with
elected officials from member
communities have met over the last two
years and begun a conversation about is
that still the right number for us 1.5
million dollars or do we wanna set a
different type of goal do we want to be
base that goal on the number of housing
units we'd like to create do we want to
base it on the what we call the sweet
spot which is a target range that we
think does the best to leverage other
funds and so the board has asked us to
go and shot that question with all of
our member City Council's and to ask
would you be interested in us starting a
conversation throughout the coalition
about a new aspirational goal for the
Housing Trust Fund so I've given you a
packet that lays out the technical
adjustment recommendation that is just
an adjustment to the formula itself it
would bring it up to today's housing
employment numbers for each member City
and establish a new target range that's
both a min and a max in the case of the
city of Issaquah we are currently in the
2018 budget contributing a number that's
just below what would be the new men the
anticipated proposed budget for 2019
from the mayor will include
recommendation to raise our voluntary
minimum contribution to the trust fund
to the new minimum roughly but we will
discuss that during budget deliberations
so tonight really I'm seeking some
feedback on whether or not you agree
with the board's recommendation to
adjust the parity formula for housing
and employment numbers population
numbers that are consistent with
really what is occurring in cities today
and also a Flay ssin airy factor that
would be applied on a more regular basis
so that the formula keeps pace with with
growth and with inflation and then
secondly asking if you are also
interested in member cities and the
coalition having a conversation about
setting a more aspirational goal over
the next two months we will talk about
budget contribution to the housing trust
fund as part of budget deliberations yes
yes yes maybe yes yes maybe yes on
adjusting to reflect where the realities
today yes on an inflation bogey no idea
what to say about aspirational because I
just have no idea and I think you and I
have talked a little bit about it to me
it has to do with how does that compare
to our historical numbers are there ways
to contribute to that with you know
in-kind contributions how does it this
aspirational target how does it compare
to and I know some of this work a lot of
this the answer is going to come back at
budget time but I just want to be clear
what what am I thinking you know what
does this represent in terms of you know
a change in operational tempo for arch
and also you know the the the challenge
that I see with some of the other
efforts that are ongoing right now to
address low-income housing and
homelessness and what this would do you
know we just a few years ago
we were very excited because we got to
ten dollars per person in Human Services
funding right and so as I think about
that I think about where we might be in
terms of what we're asking from our
residents if we did if we did a big lift
for this and we did a big lift on
whatever was coming out of out of other
mechanisms and so these are all some of
the some of the concerns I have that
lead me to say maybe
on the on the aspirational piece false
Council President Mart's you fresh my
memory that I meant to also ensure that
council members and community members
understand that the voluntary target for
the Housing Trust Fund is not only able
to be satisfied that was our goal with
cash so general fund contribution but
also through land dedication and waiver
of fees or variety of means other
people's thoughts I'm sorry
one comment it's about the escalation
the adjusting and so it's just some
clarity around if we're talking about
adjusting that based on consumer price
index or we were talking about dusting
it based on the high price of housing
and that how that changes cpi-w so based
on sort of wage rate inflation thanks
thoughts
councilmember hunt you mentioned the
need to understand the sweet spot and
there's some information about that also
in the memo so how how will the
coalition go about understanding what is
a best target level to leverage other
funding funds etc sure so the executive
board and the elected official
representatives from each community have
met three times over the last two years
and have had a more robust conversation
about what is the sweet spot there are
probably a handful of different ways
that we could go about taking that
conversation forward what I would
envision as a board member is will
collect this feedback from member
communities over the next two months
about you know whether it's a yes of
maybe or know about feeling comfortable
with arch engaging in in subsequent
discussions about a aspirational goal
and then we may decide that that's too
difficult of a conversation to do in 15
cities Simon
easily and so perhaps we will convene a
group of elected officials and board
members to come up with some
recommendations to then take back out to
communities I think that probably is
going to be the most effective way to do
it okay so with the idea be then if
councils were interested in an
aspirational goal that aspirational goal
would be set by whatever this sweet spot
level is that is decided through I would
anticipate that if the feedback from
member councils is yes we're interested
in having a conversation about studying
a more aspirational goal that that
committee would then come up with some
recommendations it may involve a
recommendation that says we should set
an overall contribution target for all
the cities collectively that's within
the sweet spot that's one possibility or
it might be we think that PSR C has
indicated we need to create X number of
units over the next decade and so we're
going to set our coalition's goal as
some fraction of that per year so I
don't know what what those
recommendations would end up being one
possibility is that it would be relative
to the sweet spot comes member Ramos
just to get into the weeds a little bit
here arts has done great work over the
last couple decades for sure I'm no more
questions on predominantly the work they
do is building new affordable housing
units they've taken over someone they've
done some other things but that's a
majority of what they do and as times
now to my mind are changing a bit into
that model building new affordable
housing is the most expensive way to get
there and that model is never going to
catch up with the reality on the road so
how I'm interested in how arts would
also start looking at other ways of
doing things I'm very concerned about
preventing the loss of affordable
housing that already exists yes and
those kinds of things that could be done
in in other ways of doing things that
more models more new things to look at
other than the standard because that's
we're losing faster than we're gaining
and that's that's a model set for
failure in the long haul so I want to
make sure we're starting to look at
broadening the scope and opportunities
and alternatives that arch looks at
because I think that's very important in
the long haul of getting and this and
even also things like for sale units as
well as rental units and and they say
taking over some units that could be on
the verge of being lost from being
affordable converted to something else
or redeveloped those kinds of things to
stop that that loss which is I think the
only way we're going to get a handle on
this absolutely and so the trust fund
can be used to preserve housing and in
fact has on many occasions and then it's
not just new construction and sometimes
it's land to preserve opportunities for
new construction
sometimes it's preservation the
coalition also has a separate program
around downpayment assistance so there
are a variety of activities that support
either the creation the preservation or
affordable housing or the ability of
people to access and remain in
affordable housing and I went on for a
while though I'm just I'm just hoping my
encouragement is that I know they've
done a little bit of all of that in the
past I would like to encourage to look
at those things even more so in a
broader sense away from the the most
expensive way of which is building new
very good thank you
I also have some is across statistics
these would be of help as well our city
of Issaquah general fund contribution
from 2000 to 2017 2000 is the first year
we made such a contribution have equaled
nine hundred and sixty thousand dollars
our total contribution to a Housing
Trust Fund again yeah at the nine sixty
cash to all the land dedication etc has
been eight point six million dollars six
point five of that was probably related
to the YWCA in the highlands so the vast
majority of it and the total amount of
development cost that that's supported
so the value at that point in time when
it was constructed a hundred and forty
six million dollars so our cash
contribution nine hundred and sixty the
value of that development one hundred
and forty six million and the total arch
trust fund value in vested in city of
Issaquah projects sorry that other
number was development values so the
total value that arch contributed to
projects that occurred in Issaquah was
fifteen million dollars so we put in
nine hundred and sixty in cash eight
point six total fee waiver land
dedication etc and we got fifteen
million dollars out of the arch trust
fund that also included other member
city contributions to projects that
occurred in Issaquah and that led to the
creation of four hundred and fifty seven
units and six beds in a group home so
it's a it's a it's a pretty phenomenal
return on investment
other questions from Council do you have
more material you want a precise that's
that's it and so just looking for if
there are any other thoughts on shall we
shall we tell the rest of the arch board
and other communities that yes we're
gonna support this technical update to
the parity formula and then any other
thoughts on whether now is a good time
to continue a conversation about sending
an aspirational goal for the trust fund
and if the answer is yes to the first on
the technical update and I'm going to
prepare a very brief resolution that
looks like an endorsement of the formula
and we'll bring that forward for council
consideration my YES on the technical
update what's that I would yes I see the
value of the technical complicate okay
thank you seeing some good with the
resolution be in advance of the budget I
would try to get it prepared just as
soon as possible so I would anticipate
it would come forward be acted upon
before adoption of the budget I think
there's not a direct relationship there
it's again voluntary targets we get to
decide and an annual basis how much we
want to put in our budget for our
contribution so I don't think they need
to be linked all right thanks and I
agree with the technical okay
council member Ramos and I'm there too
and the aspirational side the other
thing I'd throw out there there's you
know a lot of talk going on and a lot of
other things happening in King County in
in this regard for a lot of things as
well so I would when we start getting
more T detail of that I'd like to
definitely see how those are connecting
with these other programs to to be most
efficient and how that that could tie
again you talk about sweet spot get some
you know some synergism that gets things
going and really has good payoff because
of that something's working together so
I think that would be a thing that had
to be tie into that aspirational sign
okay thank you any other thoughts
anything else you're looking for from us
Thanks
so I was looking at the parity summary
chart that was in your presentation it
looks like there are occasionally years
with really high local investment in
affordable housing by year in that chart
and then so there are occasional Peaks
and I wondered about the efficiency or
if you could speak to that why it
happens and also sure it seems like the
the having an aspirational goal would be
have it and what the relationship I
guess would be to this sort of peaking
that's already that we're already seeing
a short I'm sure and are you looking at
sort of the historical charts I'm
looking at specifically page 40 of 70
it's attachment 3 parity summary chart
and has annual support for affordable
housing and there's two really notable
yes shorts yeah okay
yeah so the other ends up being fee
waivers and lane and dedications largely
occasionally they are other grants that
are given to projects the CDBG is each
cities or the whole coalition's
Community Development Block Grant that
we get from federal government it's
allocated through
population and census information to
each municipality all the municipalities
and arch aggregate that money and an
arch is the recipient of our CDBG money
and then it's allocated back out to
projects and then general fund
contributions is just what we talked
about it's the cash contribution from
each city so the Green does that other
sources of funding definitely fluctuates
its dependent on what type of project is
being pursued or what each community
decides on a given year to contribute
there are spikes because there are even
spikes that we have been seen in just
the last year you can see 2017 and I'm
anticipating it for 2018 there were some
sizable cash contributions from
municipalities who decided this was
their top priority issue affordable
housing and then they decided to take
general fund balance and make sizable
contributions to the housing trust fund
so we do see spikes from time to time
for a variety of reasons and I think any
change so that parity formula is not
gonna change that
that pattern and on that em'ly
aspirational goal the aspirational goal
would just be that it would it would
help set a new target for the
organization so right now the
aspirational goal is that 1.5 million
dollars like it was from 1996 that
became the basis for the parity formula
now we would need to discuss do we want
to set a new target whether or not we
actually achieve that target each year
is going to be up to individual cities
in terms of their cash contribution or
other contributions
other questions
great alright you with that then any
closing comments from anybody nobody in
the nobody from the public has chosen
just stay with this house never hunt I
like more information about how if if
the aspirational goal were to be the
direction of arch how that would be
decided just because they feel like it's
um I would like more information to know
okay very good and I'd be happy to
provide that I think over the next
couple of months we're trying to get
this input from member cities so I would
imagine that say in January the board
will be able to kind of report back out
to all member cities about what we heard
and what we're going to do all right and
any other closing thoughts all right
thank you City Administrator moon with
that we are adjourned
you