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HomeMy WebLinkAboutCAP 2016-08-22 COMPLETE AGENDA PACKETCity of Tukwila Comm unity Affairs & Parks Committee O De'Sean Quinn, Chair O Kathy Hougardy O Thomas McLeod AGENDA Distribution: Recommended Action D. Quinn C. O'Flaherty K. Hougardy R. Turpin T. McLeod L. Humphrey J. Duffle D. Johnson D. Robertson J. Pace Mayor Ekberg M. Villa D. Cline Consortium Seattle -King County. MONDAY, AUGUST 22, 2016 — 5:30 PM HAZELNUT CONFERENCE ROOM (formerly known as CR #3) at east entrance of City Hall Item Recommended Action Page 1. PRESENTATION(S) 2. BUSINESS AGENDA a. Briefing on South King Housing and Homelessness a. Information only. Pg.i Partnership. Joy Scott, Housing Development Consortium Seattle -King County. Laurel Humphrey, Council Analyst b. Contract completion and final acceptance for b. Forward to 9/6 Pg.17 Duwamish Hill Preserve Phase 2. Consent Agenda. Dave Johnson, Parks & Recreation Manager c. A contract with Forterra for Duwamish Hill c. Forward to 9/6 Pg.21 Preserve Phase 2B. Consent Agenda. Dave Johnson, Parks & Recreation Manager d. Tukwila International Boulevard Comprehensive d. Committee consideration. Pg.29 Plan implementation Jack Pace, Community Development Director 3. ANNOUNCEMENTS 4. MISCELLANEOUS Public safety and crime update. Information only. Mike Villa, Police Chief Next Scheduled Meeting: Monday, September 12, 2016 SThe City of Tukwila strives to accommodate those with disabilities. Please contact the City Clerk's Office at 206 - 433 -1800 ( TukwilaCityClerk @TukwilaWA.gov) for assistance. City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Affairs and Parks Committee FROM: Laurel Humphrey, Council Analyst CC: Mayor Ekberg DATE: August 17, 2016 SUBJECT: South King Housing and Homelessness Partnership Report ISSUE Briefing on the first six months of the South King Housing and Homelessness Partnership DISCUSSION Joy Scott, South King County Housing Planner, will brief the Committee on the attached report. ATTACHMENT Convening, Organizing, and Expanding Networks: The First Six Months of South King Housing and Homelessness Partnership Report S Kvl HOU S I NG D EVE 1, 0 P M E NT CONVENING, ORGANIZING, AM111111" EXPANDING IMUMFMFr Prepared by: Joy Scott SKC Housing Planner South King Housing and Homelessness Partnership Housing Development Consortium iovC&housinqconsortium.org 0 Introduction Over the past seven years, South King County (SKC) stakeholders have met to deepen cross - jurisdictional coordination, create a common understanding for housing and homelessness needs and strategies for SKC, and move forward strategies in the SKC Response to Homelessness. However, in the midst of a rapidly growing Seattle economy, poverty and unemployment has moved to the King County suburbs, part of a national trend reported by the Brookings Institute'. This trend is particularly striking in South King County where an increase in poverty has created stark needs for human services that local governments feel ill- equipped to address alone. Although housing in SKC has traditionally been considered "affordable," regional trends related to population, wages, and housing costs are driving an increased need for affordable housing and related services. More than 35,000 SKC households are paying more than half their income for housing C:osts2, putting them at risk of losing their housing if faced with a household financial emergency. Furthermore, 2,869 SKC homeless students were identified in the 2014 -2015 school year alone3, and the most recent One Night Count of unsheltered homeless individuals identified 1,013 individuals sleeping outside in selected areas of South King County. While the One Night Count saw a 19% overall increase in unsheltered individuals counted across the county, South King County regions saw an average increase of 53 %, with some count areas seeing as much as 150% of their 2015 count numbers4. In response to these trends, regional leaders committed to supporting collective impact approaches to address housing and homelessness needs in South King County. In partnership with the cities of Auburn, Kent, Renton, SeaTac, Burien, and Tukwila, the King County Housing Authority, Renton Housing Authority, and All Home as well as many local non - profit organizations, the Housing Development Consortium (HDC) officially launched the South King Housing and Homelessness Partnership ( SKHHP) in the last quarter of 2015. SKHHP supports the groups that have been meeting in SKC to address these issues, including the Homelessness Action Committee and the SKC Joint Planners and Developers workgroup. SKHHP aims to: regularly convene, organize, and expand the 1 http://www.brookings.edu/blogs/ the - avenue /posts/ 2014 /12 /17- lessons- innovators - suburban- poverty- kneebone- berube Z http: / /huduser.org /portal /datasets /cp /CHAS /data guerytool chas.html 3 http:// www. kl2. wa. us/ HomelessEd/ pubdocs/ StatewideHomelessReportBVDistrict20l5 .pdf 4 http: / /homelessinfo.org /what we do /one night count /2016 results.php 1 5 network of stakeholders working to end homelessness and address affordable housing needs in SKC; improve the alignment of county and state homeless and affordable housing interventions and funding opportunities with SKC interests; provide technical assistance to support the implementation of comprehensive plan policies; improve SKC stakeholders' understanding of promising practices and their potential for local impact; and determine and implement strategies that achieve program sustainability. In January 2016, HDC hired a South King County Housing Planner responsible for the coordination of SKHHP and the implementation of these goals. Over the course of the three year grant period, this staff person will work with stakeholders across South King County on collective impact approaches to housing and homelessness issues. Through convening, informing, and supporting these stakeholders, SKHHP hopes to catalyze the network to implement the SKC Response strategies, speak with a united voice, implement comprehensive plan policies, and develop a sustainability plan for this work. Specifically, SKHHP intends to see the following results: • County and state decision makers receive input from SKC stakeholders early in the decision making process to ensure a more effective and efficient public engagement process • South King County stakeholders are better informed of opportunities to impact regional and state housing programs and policies, including regional plans, state legislative proposals, and funding opportunities • South King County stakeholders are better able to speak with a united voice to ensure external programs and policies address local community needs • South King County stakeholders, including those in the education, employment and health sector, are more engaged in housing and homelessness activities Community and elected leaders in South King County recognize the importance of being coordinated in order to achieve results. Over the first six months of this project, SKHHP staff has worked to identify stakeholders, build relationships, and refine group priorities into actionable steps. We've seen progress in all four goal areas, and share highlights below, as well as case studies from SKC cities that are addressing housing and homelessness in innovative and effective ways. Pi Initial Progress County and State decision makers receive input from SKC stakeholders early in the decision - making process to ensure a more effective and efficient public engagement process. In initial meetings with South King County stakeholders and county decision makers, both expressed a desire to be more connected. South King County stakeholders felt that there wasn't a strong SKC presence at the right tables and that their voice was often overshadowed by other regions when presenting input. At the same time, county staff expressed that they hadn't been as present in the region as they'd like and that they were unclear which meeting spaces in SKC were the most strategic to attend to ensure full regional input. Additionally, many stakeholders mentioned the challenge of staff turnover and the subsequent loss of institutional knowledge and established relationships. Individuals in both groups agreed that consistent and clear communication with such a geographically diverse group is challenging when there is no overarching regional body with which to communicate. After the SKC Housing Planner was hired, work immediately began to build relationships across sectors in SKC and continue to engage folks in the two established South King County stakeholder groups: the Homelessness Action Committee and the Joint Planners and Developers workgroup. Equally important was engaging in discussions from which SKC stakeholders felt excluded, including All Home (formerly the Committee to End Homelessness) and King County. A SKHHP webpage and mailing list were created, and the Housing Planner worked to establish a visible physical presence in SKC, including in existing community meeting spaces. In the first six months of this funding, SKHHP facilitated feedback being provided to county and state decision makers in multiple settings. The following are examples of these key decision makers in our region and how SKHHP has facilitated greater engagement with them. All Home 3 VA All Home is a community -wide partnership to align public and private efforts to make homelessness in King County rare, brief, and one -time. All Home develops and implements data driven strategies to respond to the crisis of homelessness and, as the Seattle -King County Continuum of Care (CoC) agency, receives federal funds and is responsible for overseeing the development and implementation of Coordinated Entry for All (CEA). Coordinated Entry for All is an expanded system for accessing housing services in our county that aims to ensure that people experiencing homelessness can get help finding stable housing by quickly identifying, assessing, and connecting them to housing support services and housing resources. As our community has moved towards fully implementing CEA and elements of a housing first model, service providers and city staff are faced with significant changes in how programs in our community are funded and operated. In order for this countywide system change to be successful, stakeholders from all regions need to participate in the change process rather than outside of it. Over the past six months, members of the Homelessness Action Committee have worked to identify key stakeholders who are responsible for implementing this change and better engage them in dissemination and discussion of potential changes. SKHHP has hosted regular meetings with representatives from All Home to provide a stronger SKC perspective in their decision making process and has facilitated engagement of SKC stakeholders in All Home county -wide meetings. As a result, All Home staff became more aware of the unique challenges facing this region. Five SKC stakeholders were a part of the All Home Vehicle Residency Solutions workgroup, which developed a policy statement and direction for vehicle residency in King County. That statement was formally adopted by the All Home Coordinating Board in April 2016, and provides policy direction for cities across the county in addressing the unique challenges faced by individuals sheltering in their vehicles. Kina County Board of Health The Joint Planners and Developers (JPD) workgroup engages SKC city staff from economic development, land use, and human services departments as well as affordable housing developers and providers across South King County. In January 2016, this group provided feedback to Nicole Thomsen of Public Health Seattle -King County on the King County Board of Health's Healthy Housing Rl 0 Guidelines and Recommendations prior to their being brought to the Board for adoption. South King County has faced significant challenges with substandard housing, and city staff and service providers are aware of the specific barriers facing our SKC communities. The JPD workgroup was able to provide their unique perspective on healthy housing challenges in suburban cities of South King County in order to ensure that the document reflected healthy housing needs across the county. Continued opportunities exist to collaborate with department of health on our joint interest in quality condition of housing. State Legislature In February of 2016, SKHHP members had the opportunity to engage with state legislators on housing issues during multiple advocacy days. Because of the work done by the Joint Planners and Developers workgroup at the end of 2015 to develop a set of goals for the group, including state legislative priorities, SKHHP members were able to speak with a united voice on policy issues impacting housing in SKC. These policy priorities included the support of funding for the state Housing Trust Fund and a Preservation Tax Exemption to support the preservation of affordable housing. The group hopes to create a joint set of legislative recommendations for cities to consider for the 2017 legislative session. South King County stakeholders are better informed of opportunities to impact regional and state housing programs and policies including regional plans, state legislative proposals, and funding opportunities. Bridging the gap between SKC stakeholders and regional and state decision makers is a key goal of SKHHP. Individuals working in housing and homelessness issues in South King County are often filling multiple roles in spaces that are frequently understaffed. The ability to impact policies and proposals is hampered by the enormous amount of information these stakeholders are presented with on a daily basis, due to the many intersecting issues and systems related to this field. Materials presented at meetings of policy makers, such as King County and All Home, are often high -level and challenging to contextualize quickly. Additionally, due to the urgency of the homelessness situation in our region, individuals in these groups are often asked to make decisions immediately upon receipt of the information. This does not correspond well to the need for thorough communication and official buy -in from city leaders. For representatives in a region as diverse as South King County, the inability to process with peers across the region can create challenges, as there is not yet a unified perspective on best practice in addressing regional housing and homelessness issues. South King County stakeholders identified a need to address the capacity gap of identifying opportunities for funding, policy proposal input, and program development. In response, the SKC Housing Planner created an email mailing list of stakeholders and developed a bimonthly newsletter with information on resources, upcoming meetings, opportunities for feedback, action alerts, and highlights of work being done in SKC. The newsletter, which has grown from 124 to 195 subscribers, has released eight issues and highlighted opportunities for SKC stakeholders to provide feedback on Coordinated Entry for All, King County funding streams, state legislative actions and bill proposals, transit - oriented development priorities in the region, and healthy housing initiatives. In addition to highlighting and disseminating regional information, the SKC Housing Planner is able to assist cities with providing technical assistance on policies to positively impact affordable housing and homelessness issues. During the initial six -month period, SKHHP staff worked with South King County cities on exploring the development and implementation of policies such as Rental Licensing and Inspection, Source of Income Discrimination (SOID) protections, 10 C1 and Just Cause Eviction Ordinance. As cities explore opportunities to change their housing policies impacting low- income community members, SKHHP hopes to develop a toolkit of easily accessible resource pages to explore policy options and their impact in similar communities across the state. Due to widespread support and examples of local implementation, SKHHP has started with initial resource pages on SOID protections and Rental Licensing and Inspection programs. In spring of 2016, HDC engaged students from the Evans School of Public Affairs to review cities' status towards implementing the housing components of their comprehensive plans. The students compiled detailed information on cities across King County, including seven cities in SKC. At the May meeting of the Joint Planners and Developers workgroup, the students presented their South King County findings, along with a "snapshot" one -page overview of each city's goals and status. Their report provided an accessible framework for understanding what housing actions and policies cities prioritized in their planning process and what next steps those cities could take to continue to move those policies and actions forward. HDC and SKHHP will continue to work with cities to provide ongoing progress reports on cities implementation of their comprehensive plans. South King County stakeholders are better able to speak with a united voice to ensure external programs and policies address local community needs. In interviews conducted during the first six months of this project, South King County stakeholders consistently identified a goal to speak with a united South King County voice. The lack of this voice is seen as a significant barrier to stronger funding and political influence across the county. At the same time, key decision makers outside of SKC also expressed a hope for a stronger SKC voice to ensure that they are hearing clear input on proposed systems and policy change. In order to effectively present a unified position on housing and homelessness issues in South King County, city staff, service providers, and developers had to come together to develop an agreed upon set of priorities and policy positions. Joint Planners and Developers Workgroup In November 2015, the Joint Planners and Developers workgroup met to identify their 2016 goals. During the meeting, which was facilitated by an outside party, 11 the group identified six goal areas to prioritize for the South King Housing and Homelessness Partnership in the coming year. These goals, finalized in January 2016, are: • Maintain and improve healthy affordable housing • Increase funding for affordable housing (federal, state, and local) • Address barriers to housing development • Provide emergency homeless services • Build public awareness to address housing and homeless needs • Increase awareness and connections between housing and other key issues The group identified 3 -4 specific strategies or policy priorities under each goal to focus on in 2016. This goals document can serve as a basic framework for cities to explore local opportunities to positively impact housing and homelessness in their community. The SKHHP goals document has also served as the first step towards a united South King County voice for housing and homelessness issues. Homelessness Action Committee The first iteration of the South King County Homelessness Action Committee (HAC) originally formed in 2008. The group of SKC stakeholders from county and local governments, non - profit housing and service providers, and funders published the South King County Response to Homelessness: A Call to Action (SKC Response). The report highlights eight strategies designed to respond to the unique factors that cause and perpetuate homelessness in South King County. Using the work plan outlined in the SKC Response as a guide, SKC stakeholders organized and began making coordinated progress on tackling some of the issues specific to the region. Due to subsequent funding loss and staff turnover, the group lost momentum toward achieving those local goals and connection to countywide priorities and planning. In refocusing on this body of work, it was necessary for the group to reexamine and refine these eight strategies. Through a series of meetings, the HAC identified the following SKC Response strategies as the highest priorities: • Develop the political and community will to prevent and end homelessness. • Build on existing promising programs in South King County, both geographically and quantitatively, to provide appropriate solutions for the unique needs of all cities in South King County. Ei 12 • Provide services and support to prevent homelessness, rapidly re -house those who have lost their housing and increase permanent supportive housing resources to prevent and end chronic homelessness. • Prevent homelessness by supporting local and regional plans to create and expand job training, job supports, and living wage jobs so that South King County employees are able to maintain their housing. After identifying their priority strategies, the HAC identified actions under each strategy, and participated in a heat - mapping exercise to focus in on a top action in each strategy. The immediate actions that this group has decided to move forward on are: • Better coordinate efforts between workforce investment activities and housing and human services. • Work to increase tenant protections and increase access to tenant rights information. • Provide additional outreach to business and chamber groups, civic clubs, elected officials, faith communities, the public, education, and public safety. • Create a gap analysis of need vs availability of homeless services in South King County. Through facilitated conversations and activities, members of HAC will continue to meet over the next few months to dive into these actions and create measurable progress on their prioritized strategies. The group has started to move forward in these actions with the help of partners such as Solid Ground, the Tenant's Union of WA, the South King Council of Human Services, and All Home. SKC stakeholders, including those in the education, employment and health sector, are more engaged in housing and homelessness activities. Multiple community and professional groups across South King County work to positively impact regional outcomes related to health, financial wellbeing, housing access, education, and employment. A few of these groups have clear cross - sector engagement with an overarching focus on homelessness issues, such as the South King County Forum on Homelessness and City Vision. However, the most active groups drawing from different fields in the area seem to be primarily comprised of direct service staff. Key components of these meetings are resource sharing and networking, which fill a clear and specific need in such a large region with comparatively few co- located services. The lack of E 13 engagement across sectors from higher level nonprofit and city staff and elected officials, however, keeps these meetings as information sharing rather than intentional and strategic policy and program change. Silos within these fields of work can start to be broken down through increased collaboration and communication, which requires additional staff capacity. The lack of connections between the committees and groups doing strategic work in these fields can frequently be attributed to the need for staff to prioritize their time. As the SKC Housing Planner has added some capacity to the groups doing housing and homelessness work, the SKHHP staff has made an effort to connect with these groups over the past six months and provide support for stronger collaborations. The staff has provided technical support for cross - disciplinary grant applications to community based organizations as well as facilitated meetings between housing developers and other groups interested in lending support or land to increase affordable housing in their community. In addition to holding extensive individual stakeholder meetings and attending community gatherings, the SKC Housing Planner has also presented to community groups and city councils on the South King Housing and Homelessness Partnership and the state of housing affordability in their community. In future months, we aim to support and inspire stronger partnerships and more holistic and effective community solutions to housing affordability and livability by working more collaboratively with workforce development, education, and health sectors. In May 2016, the Housing Development Consortium led a countywide Affordable Housing Week to bring community members, non - profit agencies, businesses, and elected officials together to highlight the need for increased affordable housing in all of our cities. Twenty cities, including seven in South King County, declared the week of May 16 -22, 2016 to be Affordable Housing Week and included an item on their city council agendas to highlight the issue and its impact on the local community. With the support of SKHHP, events during the week showed a strong SKC presence with multiple elected officials, city staff, and SKC agencies participating. Affordable Housing Week engaged SKC stakeholders from varying sectors through events, council meetings, local media coverage, and community conversations on housing and homelessness. Efforts like these create a foothold with which to further the conversation and engage Zo 14 people across sectors in developing creative and effective solutions for their community and the larger region. Over the past six months, the SKC Housing Planner has worked to ensure that there is a voice for SKC housing and homelessness issues across sectors both in and out of the region. The newsletter, email blasts, and coordination at SKC meetings have highlighted opportunities for engagement to stakeholders. However, there is more work to be done to ensure that SKC stakeholders show up to these spaces and provide the consistent engagement that will bring a SKC perspective to the forefront. Key Observations • Stakeholder engagement from external decision makers in South King County is varied; at times, the engagement is more focused on informing them of the process rather than bringing them in to inform the process. Relationship building between stakeholders and regional decision makers takes time but is essential to ensure that regional policies are not shaped by any one city's unique need, or by the loudest voice at the table. 11 15 • In order to effectively engage a diverse set of stakeholders in regional housing and homelessness policy information, it is vital to increase accessibility and reduce barriers in how and when that information is presented. • City Human Services staff in South King County, when empowered by city leaders, are uniquely suited to provide perspective on homeless service systems and city policy, as they operate from the unusual overlapping role of direct service, policy, and administrative oversight. They see how policy decisions impact the most vulnerable members of their communities, and can act as the bridge between intention and impact. • Even though there is wide SKC stakeholder involvement in regional committees, communication between SKC groups is murky between the points of discussion and action. SKC representatives on these committees should develop a mechanism for reporting out to the broader stakeholder network, and they should feel empowered to speak to the unique issues facing SKC while in those discussions. • Cities with an elected official as a champion for housing and homelessness issues seem to be making progress on creating greater buy in from the community by creating explicit processes for discussion and community education, and exemplifying clear, consistent leadership and commitment to action. Next Steps In the coming months, SKHHP will continue to move forward on these four overarching goals. The SKC Housing planner will work with the Homelessness Action Committee and Joint Planners and Developers workgroup to develop a set of specific actions for 2017 and create a legislative agenda to share with cities. As the time frame of this program is limited to 3 years, discussions within the group have begun to focus on sustainability planning. SKHHP has been working with SKC cities to explore potential long -term frameworks for a more united South King County voice, and will continue to discuss the possibilities for developing an inter -local agreement and promoting stronger engagement from across sectors, including from city elected officials. 16 12 TO: FROM BY: CC: DATE: City of Tukwila Allan Ekberg, Mayor Community Affairs and Parks Committee Rick Still, Parks and Recreation Director Dave Johnson, Parks and Recreation Manager Mayor Ekberg August 16, 2016 SUBJECT: Duwamish Hill Preserve Phase 2 Construction Project No. 90330109, Contract No. 15 -113 Project Completion and Acceptance ISSUE Accept construction contract as complete and authorize release of retainage. BACKGROUND The Notice to Proceed for Contract No. 15 -113 with Paul Brothers, Inc. of Boring, Oregon was issued on June 22, 2015 for construction of Phase 2 at Duwamish Hill Preserve. This project provided for the development of the West and North portion of the site, including construction of habitat areas, pathways, irrigation, and maintenance entrance driveway. DISCUSSION Construction was substantially complete on November 11, 2015, with punchlist items recently completed. There were 5 Change Orders approved for this project including extension of Maintenance Driveway, additional mounding, irrigation and planting along the west border, and drainage in the Wet Meadow. FINANCIAL IMPACT The bid award for the project was accepted by Council on June 1, 2015. Forterra was partner funding source and was billed directly for their portion of the project. Funding breakdown is as follows: DHP Phase 2 Construction Contract Amount $564,170.20 Change Orders 36,132.25 Sub -total $600,302.45 Forterra funding - 105,556.02 City cost $494,746.43 A significant portion of the City cost for the project is funded through the Washington State Heritage Capital Projects Fund grant ($339,500). RECOMMENDATION Council is being asked to formally accept the construction contract with Paul Brothers, Inc. in the final amount of $494,746.43 as complete and authorize the release of retainage subject to standard claim and lien procedures, and to consider this item on the Consent Agenda at the September 6, 2016 Regular Council Meeting. ATTACHMENTS Notice of Completion 17 im ,�(� 4 LYd Original 0 ❑ Revised # NOTICE OF COMPLETION OF PUBLIC WORKS CONTRACT Date: Contractor's UBI Number: 600237979 Name & Mailing Address. of Public Agency Department Use Only City of u wl a Assigned to: 6200 Southcenter Boulevard Tukwila, WA 98188 Date Assigned: UBI Number: Notice is hereby given relative to the com letion of contract or Project described below Project Name Contract Number Job Order Contracting Duwamish Hill Preserve Phase 2 115-113 ❑ Yes—No Description of Work one /Include Jobsite Address(es) Development and construction of Phase 2 at Duwamish Hill Preserve, including excavation, grade /fill, soil prep, plant/lawn, irrigation and fence installation. Federally funded transportation project? ❑ Yes LYJ No (if yes, provide Contract Bond Statement below) Contractors Name E -mail Address lAffidavit ID Paul Brothers, Inc. ppaul @paulbrothersinc.com 1651275 Contractor Address Telephone # 8601 SE Revenue Rd., Boring, OR 97009 503 -663 -1220 If Retainage is not withheld, please select one of the following and List Surety's Name & Bond Number. ❑ Retainage Bond ❑ Contract/Payment bond (valid for federally funded transportation projects) Name: I Bond Number: ate Contract Awarded ate Work Commenced Date Work Completed Date Work Accepted June 1, 2105 1 June 22, 2015 November 11, 2015 Were Subcontracters used on this project? If so, please complete Addendum A. ❑Yes ❑ No Affidavit 1D* - No L &1 release will be granted until all affidavits are listed. ; Contract Amount Additions ( ) Reductions (- ) Sub -Total Sales Tax Rate rule 171 (If various rates apply, please send a breakdown) Sales Tax Amount $ 458,614.18 $ 36,275.18 $ 142.93 $ 494,746.43 TOTAL $ 494746.43 Liquidated Damages $ Amount Disbursed $ 470,009.11 Amount Retained $ 24,737.32 NOTE. These two totals must be eaual TOTAL $ 494,746.43 Comments: Note: The Disbursing Officer must submit this completed notice immediately after acceptance of the work done under this contract. NO PAYMENT SlIALL. BE MADE FROM RETAINED FUNDS until receipt of all release certificates. Submitting Form: Please submit the completed form by email to all three agencies below. Contact Name: Diane Jaber Title: Fiscal Specialist Email Address: diane.jaber @tukwilawa.gov Phone Number: 206 -433 -1871 X1871 Department of Revenue Public Works Section (360) 704.5650 PWC @dor.wa.gov Wesivngton state oqurm,eni of Labor & Industries Contract Release (B55) 646.8163, opfaon #4 ContractRalease @LNI, WA. GOV Employment Security Department Registration, inquiry, g q ry' Standards b Coordination �� -'° Unit (3fi0) 902.8450 pu blicwo rks @esd, wa. gov REV 31 0020e (10/26{151 F215- 038 -000 10 -2014 19 Addendum A: Please List all Subcontractors and Sub -tiers Below This addendum can be submitted in other formats. Provide known affidavits at this time. No L &I release will be granted until all affidavits are listed Subcontractor's Name: UBI Number: (Required) Affidavit ID* San Poil Surveying 602438567 617173 Hansen Drilling Co., Inc. 065050600 590773 Interstate Fence Co. 602653740 652416 For tax assistance or to request this document in an alternate format, please call 1- 800 - 647 -7706. Teletype (TTY) users may use the Washington Relay Service by calling 711. REV 31 0020e Addendum (10/26115) F215- 038 -000 10 -2014 20 City of Tukwila Allan Ekberg, Mayor INFORMATIONAL MEMORANDUM TO: Community Affairs and Parks Committee FROM: Rick Still, Parks and Recreation Director BY: Dave Johnson, Parks and Recreation Manager CC: Mayor Ekberg DATE: August 15, 2016 SUBJECT: Duwamish Hill Preserve Phase 2b Contract for Services with Forterra ISSUE Enter into a contract for services with Forterra for work at Duwamish Hill Preserve Phase 2b. BACKGROUND During the planning of Phase 2 construction at Duwamish Hill Preserve in 2014, we had to reduce the original scope of work due to funding and cost estimates for the project. In 2015, additional funding became available to the City by way of the Heritage Cultural Facilities Grant program through King County 4Culture. In April 2016, Council authorized the Mayor to sign and accept $200,000 grant for Phase 2b work at Duwamish Hill Preserve. DISCUSSION Among the items to be completed in Phase 2b are design, construction, and installation of an Entrance Kiosk, Interpretive Benches, Interpretive signs, and installation and establishment of cultural landscape area. The work specifically to be completed in this Contract is the crew time to prep and plant the cultural landscape areas, maintain a 3 -year establishment period, and the coordination of the prep, planting and establishment period. FINANCIAL IMPACT The work to be done under this Contract for Services in the amount of $76,725 is funded through the King County Heritage Cultural Facilities Grant that the City accepted in April 2016. RECOMMENDATION Council is being asked to forward this item to the Consent Agenda at the September 6, 2016 Regular Meeting to authorize the Mayor to sign the Contract for Services. ATTACHMENTS Contract for Services Exhibit A 21 22 City of Tukwila Contract Number: • 6200 Southcenter Boulevard, Tukwila WA 98188 CONTRACT FOR SERVICES This Agreement is entered into by and between the City of Tukwila, Washington, a non - charter optional municipal code city hereinafter referred to as "the City," and FORTERRA, hereinafter referred to as "the Contractor," whose principal office is located at 901 5th Avenue Ste. 2200 Seattle, WA 98164. WHEREAS, the City has determined the need to have certain services performed for its citizens but does not have the manpower or expertise to perform such services; and WHEREAS, the City desires to have the Contractor perform such services pursuant to certain terms and conditions; now, therefore, IN CONSIDERATION OF the mutual benefits and conditions hereinafter contained, the parties hereto agree as follows: Scope and Schedule of Services to be Performed by Contractor. The Contractor shall perform those services described on Exhibit A attached hereto and incorporated herein by this reference as if fully set forth. In performing such services, the Contractor shall at all times comply with all Federal, State, and local statutes, rules and ordinances applicable to the performance of such services and the handling of any funds used in connection therewith. The Contractor shall request and obtain prior written approval from the City if the scope or schedule is to be modified in any way. 2. Compensation and Method of Payment. The City shall pay the Contractor for services rendered according to the rate and method set forth on Exhibit B attached hereto and incorporated herein by this reference. The total amount to be paid shall not exceed $76,725.00. 3. Contractor Budget. The Contractor shall apply the funds received under this Agreement within the maximum limits set forth in this Agreement. The Contractor shall request prior approval from the City whenever the Contractor desires to amend its budget in any way. 4. Duration of Agreement. This Agreement shall be in full force and effect for a period commencing September 7, 2016, and ending December 31, 2019, unless sooner terminated under the provisions hereinafter specified. 5. Independent Contractor. Contractor and City agree that Contractor is an independent contractor with respect to the services provided pursuant to this Agreement. Nothing in this Agreement shall be considered to create the relationship of employer and employee between the parties hereto. Neither Contractor nor any employee of Contractor shall be entitled to any benefits accorded City employees by virtue of the services provided under this Agreement. The City shall not be responsible for withholding or otherwise deducting federal income tax or social security or contributing to the State Industrial Insurance Program, or otherwise assuming the duties of an employer with respect to the Contractor, or any employee of the Contractor. CA Revised 2012 Page] of 4 23 6. Indemnification. The Contractor shall defend, indemnify and hold the City, its officers, agents, officials, employees and volunteers harmless from any and all claims, injuries, damages, losses or suits including attorney fees, arising out of or in connection with the performance of this Agreement, except for injuries and damages caused by the sole negligence of the City. Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Contractor and the City, its officers, officials, employees, and volunteers, the Contractor's liability hereunder shall be only to the extent of the Contractor's negligence. It is further specifically and expressly understood that the indemnification provided herein constitutes the Contractor's waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the purposes of this indemnification. This waiver has been mutually negotiated by the parties. The provisions of this section shall survive the expiration or termination of this Agreement. 7. Insurance. The Contractor shall procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder by the Contractor, their agents, representatives, employees or subcontractors. Contractor's maintenance of insurance, its scope of coverage and limits as required herein shall not be construed to limit the liability of the Contractor to the coverage provided by such insurance, or otherwise limit the City's recourse to any remedy available at law or in equity. A. Minimum Scope of Insurance. Contractor shall obtain insurance of the types and with the limits described below: 1. Automobile Liability insurance with a minimum combined single limit for bodily injury and property damage of $1,000,000 per accident. Automobile liability insurance shall cover all owned, non - owned, hired and leased vehicles. Coverage shall be written on Insurance Services Office (ISO) form CA 00 01 or a substitute form providing equivalent liability coverage. If necessary, the policy shall be endorsed to provide contractual liability coverage. 2. Commercial General Liability insurance with limits no less than $1,000,000 each occurrence, $2,000,000 general aggregate and $2,000,000 products - completed operations aggregate limit. Commercial General Liability insurance shall be written on ISO occurrence form CG 00 01 and shall cover liability arising from premises, operations, independent contractors, products - completed operations, stop gap liability, personal injury and advertising injury, and liability assumed under an insured contract. The Commercial General Liability insurance shall be endorsed to provide the Aggregate Per Project Endorsement ISO form CG 25 03 11 85 or an equivalent endorsement. There shall be no endorsement or modification of the Commercial General Liability Insurance for liability arising from explosion, collapse or underground property damage. The City shall be named as an insured under the Contractor's Commercial General Liability insurance policy with respect to the work performed for the City using ISO Additional Insured endorsement CG 20 10 10 01 and Additional Insured - Completed Operations endorsement CG 20 37 10 01 or substitute endorsements providing equivalent coverage. 3. Workers' Compensation coverage as required by the Industrial Insurance laws of the State of Washington. B. Other Insurance Provision. The Contractor's Automobile Liability and Commercial General Liability insurance policies are to contain, or be endorsed to contain that they shall be primary insurance with respect to the City. Any insurance, self- insurance, or insurance pool coverage maintained by the City shall be excess of the Contractor's insurance and shall not contribute with it. CA Revised 1 -2013 24 Page 2 of 4 C. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of not less than A: VII. D. Verification of Coverage. Contractor shall furnish the City with original certificates and a copy of the amendatory endorsements, including but not necessarily limited to the additional insured endorsement, evidencing the insurance requirements of the Contractor before commencement of the work. E. Subcontractors. The Contractor shall have sole responsibility for determining the insurance coverage and limits required, if any, to be obtained by subcontractors, which determination shall be made in accordance with reasonable and prudent business practices. F. Notice of Cancellation. The Contractor shall provide the City and all Additional Insureds for this work with written notice of any policy cancellation, within two business days of their receipt of such notice. G. Failure to Maintain Insurance. Failure on the part of the Contractor to maintain the insurance as required shall constitute a material breach of contract, upon which the City may, after giving five business days notice to the Contractor to correct the breach, immediately terminate the contract or, at its discretion, procure or renew such insurance and pay any and all premiums in connection therewith, with any sums so expended to be repaid to the City on demand, or at the sole discretion of the City, offset against funds due the Contractor from the City. 8. Record Keepinq and Reporting. A. The Contractor shall maintain accounts and records, including personnel, property, financial and programmatic records which sufficiently and properly reflect all direct and indirect costs of any nature expended and services performed in the performance of this Agreement and other such records as may be deemed necessary by the City to ensure the performance of this Agreement. B. These records shall be maintained for a period of seven (7) years after termination hereof unless permission to destroy them is granted by the office of the archivist in accordance with RCW Chapter 40.14 and by the City. 9. Audits and Inspections. The records and documents with respect to all matters covered by this Agreement shall be subject at all times to inspection, review or audit by law during the performance of this Agreement. 10. Termination. This Agreement may at any time be terminated by the City giving to the Contractor thirty (30) days written notice of the City's intention to terminate the same. Failure to provide products on schedule may result in contract termination. If the Contractor's insurance coverage is canceled for any reason, the City shall have the right to terminate this Agreement immediately. 11. Discrimination Prohibited. The Consultant, with regard to the work performed by it under this Agreement, will not discriminate on the grounds of race, religion, creed, color, national origin, age, veteran status, sex, sexual orientation, gender identity, marital status, political affiliation or the presence of any disability in the selection and retention of employees or procurement of materials or supplies. 12. Assignment and Subcontract. The Contractor shall not assign or subcontract any portion of the services contemplated by this Agreement without the written consent of the City. 13. Entire Agreement; Modification. This Agreement, together with attachments or addenda, represents the entire and integrated Agreement between the City and the Contractor and supersedes all prior negotiations, representations, or agreements written or oral. No amendment or CA Revised 1 -2013 Page 3 of 4 25 modification of this Agreement shall be of any force or effect unless it is in writing and signed by the parties. 14. Severability and Survival. If any term, condition or provision of this Agreement is declared void or unenforceable or limited in its application or effect, such event shall not affect any other provisions hereof and all other provisions shall remain fully enforceable. The provisions of this Agreement, which by their sense and context are reasonably intended to survive the completion, expiration or cancellation of this Agreement, shall survive termination of this Agreement. 15. Notices. Notices to the City of Tukwila shall be sent to the following address: City Clerk, City of Tukwila 6200 Southcenter Blvd. Tukwila, Washington 98188 Notices to the Contractor shall be sent to the address provided by the Contractor upon the signature line below. 16. Applicable Law; Venue; Attorney's Fees. This Agreement shall be governed by and construed in accordance with the laws of the State of Washington. In the event any suit, arbitration, or other proceeding is instituted to enforce any term of this Agreement, the parties specifically understand and agree that venue shall be properly laid in King County, Washington. The prevailing party in any such action shall be entitled to its attorney's fees and costs of suit. DATED this day of , 20_. CITY OF TUKWILA CONTRACTOR Allan Ekberg, Mayor ATTEST /AUTH E NTI CATE D: City Clerk, Christy O'Flaherty F-3 51 "51563NA Una • •Cll Office of the City Attorney CA Revised 1 -2013 26 By: Printed Name and Title: r_trrVM Page 4 of 4 EXHIBIT A Scope of Work 2016 -2019 Duwamish Hill Preserve Phase 2b Forterra 1. Exhibit Prep and Planting (crew days) A Dry Buffer Area (5 days) $ 5,875.00 B Wet Buffer Area (1 day) $ 1,175.00 C Wet Forest & Shrub Buffer (2 days) $ 2,350.00 D Dry Forest & Shrub Buffer (2 days) $ 2,350.00 E Meadow (4 days) $ 4,700.00 SUBTOTAL $ 16,450.00 2. Establishment Period (thru 2019) A WCC Crew (23 days) $ 27,025.00 B Maduzia Crew (10 days) $ 21,000.00 SUBTOTAL $ 48,025.00 Coordination and Management of Exhibit Prep & 3' Planting and Establishment Period $ 12,250.00 SUBTOTAL $ 12,250.00 PROJECT TOTAL $ 76,725.00 27 W. City of Tukwila Allan Ekberg, Mayor To: Community Affairs and Parks From: Jack Pace, Director Community Development By: Moira Bradshaw and Lynn Miranda 11 Copy: Mayor Ekberg Date: August so, 2016 Subject: Tukwila International Boulevard Comprehensive Plan implementation Issue Should Tukwila apply to be a participant in the Legacy Charrette Program, which is sponsored by the Congress for New Urbanism (CNU ?) Background A limited number of municipalities are invited to apply for this program that offers technical assistance from nationally known experts. The weekend long charrettel, which would occur in late February 2017, empowers leaders, advocates and residents on how to create walkable, mixed use, diverse, connected, traditional neighborhoods with quality architecture and urban design. Discussion The City is on the cusp of creating recommendations for implementing the TIB goals. The adopted Vision for the neighborhood is; "an area that is a complete neighborhood with a thriving multicultural residential and business community with vibrant places to live, work, shop and play for everyone. The District is a safe and walkable destination with an authentic main street character that is connected to other destinations. There is an emphasis on self - sustaining, living wage employment opportunities within the District." The charrette would be an opportunity to engage with property owners and residents in questions that will be their concerns as the City moves forward with specific implementation. The charrette will focus on how the community's desired outcomes can be achieved and will involve the participants, thereby allowing everyone who partakes to be to be a mutual author of the final products. This process will create specific, implementable actions that takes the policy direction given by the TIB portion of the Comprehensive Plan and defines the activities for moving towards the goal Financial impact If the City is selected, it will be notified on September 16, 2016. A signed participation agreement and a $10,00o financial commitment is required by October 7, 2016. During the charrette weekend, expenses for the meeting room, breakfast and boxed lunches for the charrette participants will be I A Charrette is an intensive workshop in which all stakeholders collaborate on solutions to a common goal or problem. It's intended to promote shared ownership of solutions and often can involve subgroups working together and reporting back to the full group over the course of the multi -day workshop. 29 INFORMATIONAL MEMO Page 2 required. It must be noted, however, that the $zo,000 fee leverages over $ioo,000 of in -kind design, facilitation, architectural and planning services. Recommendation The CAP is being asked to approve the letter of commitment and interest from the City to collaborate in the Legacy Program charrette. Attachments A. Invitation to Apply B. Draft Desired outcomes 30 CNU 251 Congress Legacy Charrettes %moll U Invitation to Apply BUILDING PLACES PEOPLE LOVE Each year, the Congress for the New Urbanism (CNU) invites municipalities and neighborhood organizations located within the Congress's host region to apply for low -cost technical assistance from leading urban design firms. Each expert -led workshop, know as a Congress Legacy Charrette', wilt empower leaders, advocates, and residents to implement New Urbanist principles to build places where people and businesses thrive. Legacy Charrettes explore the opportunities, identify roadblocks, engage local residents, and generate top -of- the -line design and placemaking strategies. The Congress for the New Urbanism (CNU) is an international nonprofit organization working to build vibrant communities where people have diverse choices for living, working, and getting around. We believe that well - designed cities and neighborhoods are crucial for our health, economy, and environment. CNU will hold its 25th annual Congress in Seattle, Washington and the greater Cascadia region from May 3 -6, 2017. A limited number of communities will be selected to participate in CNU's 2017 Congress Legacy Charrette program. Applications are open to invited municipalities and community organizations chosen based on need and readiness to implement the resulting workshop suggestions. Candidates were identified by the Local Host Committee and by a range of local institutional partners. If you received this invitation directly from CNU and /or its Local Host Committee it has been determined that your community fits the initial criteria, and we invite you to apply. Once communities determine their own needs and areas of focus, CNU's expert designers— national leaders in architecture, planning, placemaking, and revitalization — partner with local teams to prepare the scope of work, host on -site workshops, and create highly- visual, engaging, and implementation - focused final deliverables. Through public engagement and press coverage, CNU's Legacy Charrettes strive to demonstrate the power of great urban design beyond the boundaries of each selected community. Pairing national experts with local professionals ensures that Charrette teams use state of the art strategies and tools grounded in local issues to facilitate the community -based workshops. Targeted communities experience both short -term progress and long - lasting momentum. » Applications Due » Selected Communities Notified >> Agreements /Payment Due >> CNU Site Visit >> Participant Kick -Off Call >> Bi- weekly Organizing Calls (3) >> Legacy Charrette Workshops >> CNU 25 Seattle (final deliverables) August 29 by 5 PM PT September 16, 2016 October 7, 2016 Week of October 10 (tentative) December 7, 2016 January - February, 2017 February 23 -26, 2017 (tentative) May 3 -6, 2017 31 CNU 25 1 Congress Legacy Charrette Program Program owls >> Move the needle on crucial local or regional development issues, >> Increase participation of historically underrepresented or underserved communities in the planning and design process and promote equity, >> Bring a level of placemaking and urban design expertise beyond the reach of local communities, >> Overcome the barriers to building great places and advance implementation, and >> Create replicable, sustainable and model community solutions in urbanism. CNU Legacy Charrettes may focus on downtowns, neighborhoods, or corridors. They may address infill development, revitalization, affordability, infrastructure, open space and parks, historic preservation, transportation networks and multi -modal transportation including transit, cycling, and pedestrian needs. Charrettes may provide redevelopment strategies and priorities, funding mechanisms, analysis and recommendations for regulatory systems and policies, and preliminary design of urban and open spaces, and transportation systems. Z,3# r Applications must be implementation- focused and will be evaluated according to the degree to which application meets the following four program goals: 1. Degree of likely success and some form of implementation following the charrette. 2. Existence of a project champion, e.g., someone who is able to advance the Charrette and help address implementation barriers. 3. Support of local government, including organizational assistance such as public engagement, marketing, providing background materials, etc. 4. Degree to which the charrette supports historically underrepresented or underserved communities. In addition to addressing the selection criteria, applicants must identify: A Charrette Champion to serve as the community's point of contact, participate in all organizing calls, staff the project weekend, and address implementation barriers. The Target Audience of the project. The Desired Outcome(s) of the workshop Examples might include creating a Form Based Code, changing a policy, redeveloping a parcel, etc. Ideal Deliverable(s) Examples might include renderings, report, PowerPoint, white - paper, etc. Upon selection, CNU will assign each community a custom project team led by a nationally recognized consultant firm with expertise matched to the community's self identified needs and desired outcomes. 32 CNU 25 1 Congress Legacy Charrette Program CNU project teams will provide low -cost assistance and prepare final deliverables. These professional services are valued at approximately $100,000 in donated time and services. Each selected community is required to contribute a local match of $10,000 to cover expenses such as travel for the consultant team, charrette materials, and direct costs associated with executing the project weekend and preparation of final deliverables. In addition to the local match, selected communities are required to secure and make available the following: >> Workshop venue and security (if applicable) >> Wi -Fi connection and printer >> Three breakfast and three boxed lunches for project team members >> Snacks and refreshments for project team members >> A/V to support public meetings (projector, screen, microphone) >> Local marketing and promotion Note: o Any combination of municipal and third party resources may provide the local match. CNU encourage applicants to begin the process of securing the local funding commitment (or match) as soon as possible. Communities are encouraged to contact CNU with any questions regarding the local match and budget. Expectations Selected Communities Congress Legacy Charrettes rely on input and active involvement from the local government, residents, and nonprofit and for - profit organizations. Participating communities are expected to: >> Sign a Participation Agreement and pay the required cash match in full by October 7, 2016 >> Work closely with CNU to make timely decisions on timeline, budget, and other parameters >> Form a multi - disciplinary charrette steering committee consisting of key local government departments, community philanthropies, property owners and other development interests, nonprofit organizations, business organizations and other relevant stakeholders >> Make lead staff available for a project kick -off call and subsequent bi- weekly organizing calls >> Take a lead role in marketing to residents, business owners, local media, and other potential opinion leaders » Cover direct costs for on -site meetings, such as refreshments, facility rental, and /or audiovisual equipment >> Follow through with charrette implementation and /or continued support beyond the project weekend >> Attend presentation of the final work product at CNU 25 in Seattle, May 3 -6, 2017 Notes: • Projects should not replace work already contracted by the applicant and /or Charrette partners. • Projects can be viewed as an opportunity to augment elements of existing contracts and /orscopes of work. 33 CNU 25 I Congress Legacy Charrette Program Application Requirements Send completed applications no later than August 29, 2016 at 3:00 PM PT via email to William Herbig: will @cnu.org While charrette partners may include other entities, the lead entity should be a local government or a nonprofit organization working with the local government(s). If a nonprofit organization is the lead entity, it must provide a letter of support from the local government(s). Complete applications should NOT exceed 5 pages and must include the following: >> Cover page with the charrette name, brief executive summary of the proposed challenge to be addressed, and point of contact (including email and telephone) >> Summary describing how the charrette meets the goals and criteria listed above >> Opportunities for near -term implementation, including property ownership, possible funding sources, etc. >> Maps showing: • The location of the community within the region • The proposed study area boundaries >> Letters indicating: "" • Endorsement /commitment from local government (if local government is not the applying organization) • Endorsement /commitment from applicant to commence implementation in accordance with the charrette recommendation, and indicating possible funding sources. "Note: Communities are encouraged to apply even if they cannot secure the required letters of endorsement and commitment by the August 29 submission deadline. If selected, communities will be required to provide both letters prior to signing the required participation agreement and payment of local match, which are due by October 7, 2016. >> CNU staff and members of the CNU 25 Local Host Committee will review all complete applications >> Communities will be notified regarding their section status by September 16, 2016 >> Communities must sign participation agreements and pay the required cash match by October 7, 2016 » Charrettes are tentatively scheduled to take place the weekend of February 23 -26, 2017 Background e® r To review past Congress Legacy Charrette deliverables, visit www.cnu.org/cnu24 /legacy charrettes www.cnu.org /cnu23 /le a� cyprojects More Information Contact William Herbig, Project Director will@cnu.org 1404.944.2321 34 CNU 251 Congress Legacy Charrette Program ' A design "charrette" is an intensive planning session where citizens, designers and others collaborate on a vision for development. It provides a forum for ideas and offers the unique advantage of giving immediate feedback to designers. More importantly, it allows everyone who participates to be a mutual author of the resulting plan. I Source: The Town Paper 35 36 Attachment B Congress for New Urbanism — Legacy Program Charrette Draft Desired Outcomes The City will strive to ensure broad representation at the charrette and will strive to recruit both individuals new to the process, as well as those who have previously worked on TIB issues. Representation at the charrette shall include representatives from key communities, including: o TIB area property owners o TIB area residents, both single family and multifamily dwellers o Leaders from the City's multiethnic communities so that the neighborhood is seen through their eyes and the outcomes address their needs and desires o TIB area business owners, including ethnic business owners o Tukwila School District o Abu Bakr Islamic Center o Planning Commission o City Council Draft Code amendments Draft Tukwila International Boulevard Design Manual amendments Graphic renderings of what the neighborhood would look like when design standards and guidelines are implemented A master plan for the community that suggests locations for public investments and types of improvements. Design(s) for streets, sidewalks, and other public spaces Service programming recommendations Affordable Housing white paper that recommends strategies for retaining and growing the existing number of units affordable for those households making 50 -80% of King County's median income. 37 W