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Home My WebLink AboutCDN 2019-04-23 COMPLETE AGENDA PACKETCity of Tukwila Community Development & Neighborhoods Committee o De'Sean Quinn, Chair • Dennis Robertson • Verna Seal AGENDA TUESDAY, APRIL 23, 2019 — 5:30 PM HAZELNUT CONFERENCE ROOM (At east entrance of City Hall) Distribution: D. Quinn D. Robertson V. Seal K. Hougardy Z. Idan Mayor Ekberg D. Cline R. Bianchi C. O'Flaherty L. Humphrey Item Recommended Action Page 1. PRESENTATION(S) 2. BUSINESS AGENDA a. A consultant agreement for the PROS (Parks, Recreation and Open Space) Plan. a. Forward to 5/6 Consent Agenda. Pg.1 Robert Eaton, Parks & Recreation Manager b. Approval to submit a grant application for the Pg.21 b. Committee consideration/ 2019 King County Veterans, Seniors and Human decision. Services Levy. Tracy Gallaway, Parks & Recreation Manager c. Planning Commission appointments and terms. c. Discussion only. Pg.45 Laurel Humphrey, Council Analyst 3. ANNOUNCEMENTS 4. MISCELLANEOUS Next Scheduled Meeting: Tuesday, May 14, 2019 The City of Tukwila strives to accommodate individuals with disabilities. Please contact the City Clerk's Office at 206-433-1800 (TukwilaCityClerk©TukwilaWA.gov) for assistance. City of Tukwila Allan Ekberg, Mayor 2905 TO: FROM: BY: CC: INFOR ATIONAL E ORANDU Community Development and Neighborhoods Rick Still, Director Parks & Recreation Robert Eaton, Parks & Recreation Manager Mayor Ekberg DATE: April 17, 2019 SUBJECT: Consultant Agreement for Parks, Recreation, & Open Space Plan Update ISSUE Authorize the Mayor to sign a Consultant Agreement to conduct the City's 6-year Parks, Recreation, & Open Space Plan that is due for an update. BACKGROUND The current 2014 - 2019 Parks, Recreations, and Open Space (PROS) Plan was adopted by Ordinance Number 2207 on February 18, 2014. The RCW 35A.63.061 authorizes cities to perform comprehensive planning, including recreation, park and open space planning. This work is completed every six years by the Parks & Recreation department hiring a consultant to perform the services required to develop, and update, the PROS Plan. Staff is proposing to update the PROS Plan in 2019 for the following reasons: • The current PROS Plan was adopted in 2014 and will expire in 2020. • The PROS Plan serves as a valuable tool for future park, recreation, and open space planning. • The Plan is budgeted in the 2019-2024 Capital Improvement Program to be updated in 2019, with adoption in early 2020. • The PROS Plan serves as the Master Plan for Parks, Recreation, and Open Space. In order to continue to qualify for Federal and State Grant Funding through the Recreation and Conservation Office, this must be updated. • The PROS Plan will incorporate the recently updated and ongoing Citywide Strategic Plan and dive deeper with respect to Parks, Recreation, and Open Space. • Significant changes have occurred since the current Plan was adopted in 2014, including demographic, financial climate, service providers, and department staffing levels. The plan will help to forecast future trends and their impact on parks, recreation and equality in access to recreational opportunities for all residents. • The PROS Plan will evaluate programs, facilities, and parks to identify underserved portions of the community. • The PROS Plan will take into account the City's Strategic Plan, Walk and Roll Plan, Comprehensive Plan, and countywide planning policies and Growth Management Act. DISCUSSION A Request for Proposals (RFP) was advertised in two papers for two weeks and specifically distributed to fifteen Parks and Recreation Planning consultant firms from the Municipal Research and Services Center roster. Five proposals were received in response to the RFP. A review committee rated the five proposals based on Creative Approach, Qualifications and 1 INFORMATIONAL MEMO Page 2 Expertise, Effective Public Involvement, Experience with Implementation, Professional Presentation, and Adherence to RFP Requirements. This review narrowed the field and the top two consultants were interviewed. MIG was rated with the highest score and selected as the most qualified consultant. FINANCIAL IMPACT The budget for this plan is $125,000 (CIP Budget Book page 35, Project No. 81330101). RECOMMENDATION The Community Development and Neighborhoods Council Committee is being asked to approve the consultant agreement with MIG in the amount of $125,000 and move this item to the Consent Agenda at the May 6, 2019 Regular Meeting. ATTACHMENTS Consultant Agreement 2 Mound Agenda Items Parks and Recreation\CDN PROS PlanIMEMO - PROS Consultant Agreement (4-17-19) - FINAL,doc 4,.44.3.1-4 kfr 0 1. % City of Tukwila 6200 Southcenter Boulevard, Tukwila WA 98188 Contract Number: CONSULTANT AGREEMENT FOR PLANNING, DESIGN, & COMMUNITY ENGAGEMENT SERVICES THIS AGREEMENT is entered into between the City of Tukwila, Washington, hereinafter referred to as "the City", and MIG, hereinafter referred to as "the Consultant", in consideration of the mutual benefits, terms, and conditions hereinafter specified. 1. Project Designation. The Consultant is retained by the City to perform Parks & Recreation Planning, Design, & Community Engagement services in connection with the project titled Tukwila Parks, Recreation, & Open Space Plan Update. 2. Scope of Services. The Consultant agrees to perform the services, identified on Exhibit "A" attached hereto, including the provision of all labor, materials, equipment and supplies. 3 Duration of Agreement; Time for Performance. This Agreement shall be in full force and effect for a period commencing upon execution and ending March 31, 2020, unless sooner terminated under the provisions hereinafter specified. Work under this Agreement shall commence upon written notice by the City to the Consultant to proceed. The Consultant shall perform all services and provide all work product required pursuant to this Agreement no later than March 31, 2020, unless an extension of such time is granted in writing by the City. 4. Payment. The Consultant shall be paid by the City for completed work and for services rendered under this Agreement as follows: A. Payment for the work provided by the Consultant shall be made as provided on Exhibit "B" attached hereto, provided that the total amount of payment to the Consultant shall not exceed $125,000.00 without express written modification of the Agreement signed by the City. B. The Consultant may submit vouchers to the City once per month during the progress of the work for partial payment for that portion of the project completed to date. Such vouchers will be checked by the City and, upon approval thereof, payment shall be made to the Consultant in the amount approved. C. Final payment of any balance due the Consultant of the total contract price earned will be made promptly upon its ascertainment and verification by the City after the completion of the work under this Agreement and its acceptance by the City. D. Payment as provided in this section shall be full compensation for work performed, services rendered, and for all materials, supplies, equipment and incidentals necessary to complete the work. E. The Consultant's records and accounts pertaining to this Agreement are to be kept available for inspection by representatives of the City and the state of Washington for a period of three (3) years after final payments. Copies shall be made available upon request. 3 5. Ownership and Use of Documents. All documents, drawings, specifications and other materials produced by the Consultant in connection with the services rendered under this Agreement shall be the property of the City whether the project for which they are made is executed or not. The Consultant shall be permitted to retain copies, including reproducible copies, of drawings and specifications for information, reference and use in connection with the Consultant's endeavors. The Consultant shall not be responsible for any use of the said documents, drawings, specifications or other materials by the City on any project other than the project specified in this Agreement. 6. Compliance with Laws. The Consultant shall, in performing the services contemplated by this Agreement, faithfully observe and comply with all federal, state, and local laws, ordinances and regulations, applicable to the services rendered under this Agreement. 7. Indemnification. The Consultant shall defend, indemnify and hold the City, its officers, officials, employees and volunteers harmless from any and all claims, injuries, damages, losses or suits including attorney fees, arising out of or resulting from the acts, errors or omissions of the Consultant in 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 Consultant and the City, its officers, officials, employees, and volunteers, the Consultant's liability hereunder shall be only to the extent of the Consultant's negligence. It is further specifically and expressly understood that the indemnification provided herein constitutes the Consultant'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. 8. Insurance. The Consultant 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 Consultant, its agents, representatives, or employees. Consultant's maintenance of insurance as required by the agreement shall not be construed to limit the liability of the Consultant 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 Amounts and Scope of Insurance. Consultant 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. Commercial General Liability insurance shall be written on ISO occurrence form CG 00 01 and shall cover liability arising from premises, operations, independent contractors and personal injury and advertising injury. The City shall be named as an insured under the Consultant's Commercial General Liability insurance policy with respect to the work performed for the City. 3. Workers' Compensation coverage as required by the Industrial Insurance laws of the State of Washington. CA revised : 1-2013 4 Page 2 4. Professional Liability with limits no less than $1,000,000 per claim and $1,000,000 policy aggregate limit. Professional Liability insurance shall be appropriate to the Consultant's profession. B. Other Insurance Provision. The Consultant'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 Consultant's insurance and shall not be contributed or combined with it. 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. Consultant 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 Consultant before commencement of the work. Certificates of coverage and endorsements as required by this section shall be delivered to the City within fifteen (15) days of execution of this Agreement. E. Notice of Cancellation. The Consultant shall provide the City with written notice of any policy cancellation, within two business days of their receipt of such notice. F. Failure to Maintain Insurance. Failure on the part of the Consultant 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 Consultant 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 Consultant from the City. 9. Independent Contractor. The Consultant and the City agree that the Consultant 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 the Consultant nor any employee of the Consultant 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 for contributing to the state industrial insurance program, otherwise assuming the duties of an employer with respect to the Consultant, or any employee of the Consultant. 10. Covenant Against Contingent Fees. The Consultant warrants that he has not employed or retained any company or person, other than a bonafide employee working solely for the Consultant, to solicit or secure this contract, and that he has not paid or agreed to pay any company or person, other than a bonafide employee working solely for the Consultant, any fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or resulting from the award or making of this contract. For breach or violation of this warrant, the City shall have the right to annul this contract without liability, or in its discretion to deduct from the contract price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 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. CA revised : 1-2013 Page 3 5 12. Assignment. The Consultant shall not sublet or assign any of the services covered by this Agreement without the express written consent of the City. 13. Non -Waiver. Waiver by the City of any provision of this Agreement or any time limitation provided for in this Agreement shall not constitute a waiver of any other provision. 14. Termination. A. The City reserves the right to terminate this Agreement at any time by giving ten (10) days written notice to the Consultant. B. In the event of the death of a member, partner or officer of the Consultant, or any of its supervisory personnel assigned to the project, the surviving members of the Consultant hereby agree to complete the work under the terms of this Agreement, if requested to do so by the City. This section shall not be a bar to renegotiations of this Agreement between surviving members of the Consultant and the City, if the City so chooses. 15. Applicable Law; Venue; Attorney's Fees. This Agreement shall be subject to, and the Consultant shall at all times comply with, all applicable federal, state and local laws, regulations, and rules, including the provisions of the City of Tukwila Municipal Code and ordinances of the City of Tukwila. 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. Venue for any action arising from or related to this Agreement shall be exclusively in King County Superior Court. 16. 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. 17. Notices. Notices to the City of Tukwila shall be sent to the following address: City Clerk City of Tukwila 6200 Southcenter Boulevard Tukwila, WA 98188 Notices to Consultant shall be sent to the following address: 18. Entire Agreement; Modification. This Agreement, together with attachments or addenda, represents the entire and integrated Agreement between the City and the Consultant and supersedes all prior negotiations, representations, or agreements written or oral. No amendment or modification of this Agreement shall be of any force or effect unless it is in writing and signed by the parties. CA revised : 1-2013 6 Page 4 DATED this day of , 20 CITY OF TUKWILA CONSULTANT By: Allan Ekberg, Mayor Attest/Authenticated: Printed Name: Title: Approved as to Form: City Clerk, Christy O'Flaherty Office of the City Attorney CA revised : 1-2013 Page 5 7 8 APPENDIX A: SCOPE OF WORK General Assumptions 1. City staff will be responsible for project management throughout the process, including: managing the overall process; providing relevant reports and documentation to MIG; reviewing all documents and providing comments; publicizing and arranging public meetings; and scheduling/arranging workshops and public hearings. MIG will provide project management support for City staff and be responsible for management of the MIG team, 2. The project budget is an estimate of how project costs are allocated among phases and tasks and among MIG team members. The MIG Team will not exceed the total contract amount without the express approval of the City. MIG may reallocate costs among phases and tasks and team members as needed to carry -out the phases and tasks in Scope of Work. MIG will notify the City of significant cost reallocations in conjunction with monthly invoicing. 3. The City will arrange, advertise, host and facilitate all public meetings, workshops, study sessions and public hearings, unless otherwise noted in the Scope of Work. The MIG Team will provide content and conduct the meetings, workshops and study sessions as noted in the Scope of Work, 4. City staff will provide a single, consolidated set of comments in electronic format on all documents. All comments will be reviewed by City staff to resolve any inconsistencies and provide clear direction, If possible, changes will be provided using track -changes or similar digital comment format, 5. The MIG Team will provide digital files of all documents and products to the City suitable for posting on the City website and for printing paper copies. The City will be responsible for the printing and distribution of paper copies of all documents, unless otherwise noted in the Work Plan. 1. Project Kick-off and Foundation L'i PROJECT KICK-OFF, TOUR, AND ENGAGEMENT STRATEGY (TAG MEETING 3)° MIG will join City staff to initiate the project, including a Yz-day tour of park facilities, followed by the first TAG meeting. The tour will be used to provide the team with an update on any changes, major acquisitions, and improvements since the 2014 Plan. The tour will also help our design team to begin a more detailed assessment of site conditions to be used as a foundation for the capital improvement program. At this first TAG meeting MIG will review the project scope, obtain TAG perspectives on key planning and implementation needs and issues, and discuss the Community Engagement Plan. 1„2 SYSTEM INVENTORY AND EVALUATIONo During this task, MIG will conduct a detailed assessment of park assets and facilities to document and describe site conditions and potential capital improvement projects for Phase 3. This task will also include an updated park system inventory. This task assumes that the City will provide a consolidated list of information on the existing system for the system inventory. MIG will check the City's inventory against GIS data to ensure that acreage numbers are consistent and accurate, We further City of Tukwila Parks, Recreation, and Open Space Plan Update I Appendix A Al 9 review and analyze the City's inventory to cross-check park classification and facility counts, This product will result in an update of the inventory, linking it spatially to the GIS park data. 1-3 BACKGROUND INFORMATION AND SEPA REVIEW- After receiving relevant background information and GIS data from the City, MIG will conduct a review of information related to the PROS Plan, including an initial assessment of the SEPA checklist to uncover needed information for plan development, review, and adoption. As part of this task, MIG will outline relevant sections of other City plans related to the PROS Plan effort. This information will be used as a reference guide as part of the Final Plan document. The City is responsible for providing the preferred data source for the most recent available information on demographics and population to be used for the project. L4 UPDATED PARKS AND TRAILS INVENTORY AND MAP: Based on the updated inventory confirmed by the City, MIG will develop an updated map of existing parks, trails, and recreational facilities. 1.5 CoMNMUNITY ENGAGEMENT PLAN: Based on the City's preferred approach, MIG will develop the Community Engagement Plan that outlines the goals, tools, and strategies to conduct a comprehensive outreach program for the process. This will ensure that we work in close coordination with planned and ongoing efforts such as the 10-Minute Walk program, to maximize effectiveness and reduce any potential for participation burnout from the public and stakeholders, During our first TAG meeting, we'll identify the best tools to use for this process based on identified underserved communities, which may include an online mapping tool, a series of pop-up events, in -person interviews, social media, and language translation. Our approach includes budget in three phases to carry -out the Engagement Plan and MIG will custom tailor our engagement tools to match the preferred strategies we identify together. As part of our approach, MIG recommends working with the Community Connector program and our proposed budget includes a stipend amount to offset these costs as needed. MIG assumes that preferred and agreed upon community engagement activities will not exceed the level of effort or expense allocated for each task related to engagement, L6 PHASE x SUMMARY -STATE OF THE SYSTEM (GOALS AND PO,0055 BENCHMARK): MIG will develop a concise Word document summary of major findings from this first phase to serve as a foundation for the next phases of the project. This task includes one draft and one final version. Specifically, the summary will describe: An updated progress summary of goals and policies from the 2014 Plan; Changes in demographics and recreation trends, including demographic changes within Tukwila in the last 30 years, and future implications from these findings; A list of relevant plans, goals, and policies; Existing level of service standards; Observations from the park evaluation and inventory; Budget and operating expenses; and Existing recreation activities, programs, and events, City of Tukwila Parks, Recreation, and Open Space Plan Update I Appendix A A2 10 1.7 PHASE 1 PROJECT MANAGEMENT AND ADMINISTRATION: MIG will hold one -hour project management calls with the City twice a month. This task includes budget for these coordination calls, as well as routine project management and administration for this phase. MIG Deliverables • TAG Meeting 1 agenda and summary memo • Updated Park System Inventory spreadsheet (Draft and Final) • Updated Parks, Trails, and Recreational Facilities Map (Draft and Final) • Community Engagement Plan (Draft and Final) • State of the System Summary (Draft and Final) 2. Community Needs Assessment 2,1. PARK COMMISSION MEETINGS - VISION AND GOALS: MIG will meet with the Park. Commission to present the State of the System Summary and Engagement Plan and conduct an interactive discussion about the vision and goals from the 2014 Plan. The results of this meeting will help refine updates to park and recreation policies and provide an opportunity to coordinate on community engagement events. This is the first of eight review meetings MIG will hold to discuss the plan. 2.2 COMMUNITY ENGAGEMENT PLAN IMPLEMENTATION (PHASE 2): This is the first of three tasks that includes budget to carry out engagement activities identified in the final Community Engagement Plan. Phase 2 engagement will focus on listening and offering outreach tools that are fun, accessible, and meaningful. We expect this task to require the highest level of effort in terms of gathering needs and reaching a broad range of community members and have budgeted accordingly. For all three Community Engagement Plan implementation tasks (2.2, 3.8, and 4,7), we plan to work with the Community Connectors program to ensure we reach Tukwila's diverse community members and this task includes budget to offset costs of the program. 2.3 LEVEL OF SERVICE ANALYSIS AND COST RECOVERY MEMO: This task will evaluate Tukwila's existing park levels of service, focusing on equitable access to parks and recreation in coordination with the 10-Minute Walk program findings, as well as comparison's to NRPA standards. This task includes a series of updated access analysis maps (up to five) showing gaps and opportunities in the current network. Based on findings from Phase 1, this task will also identify potential updates to cost recovery for recreation activities, programs, special events, park maintenance, and golf operations. This task includes one draft and one final version of the map series and memo. 2.4 PHASE 2 SUMMARY - NEEDS ASSESSMENT: MIG will develop a Needs Assessment summary that describes community needs for parks and recreation based on results from Phase 1 documentation, Phase 2 outreach, and the Park Commission Meeting. This task includes one draft and one final version. Specifically, the Needs Assessment will document the following: City of Tukwila Parks, Recreation, and Open Space Plan Update I Appendix A A3 11 A Community Needs Assessment that documents needs from community engagement events and results of relevant studies, including the senior needs assessment and 10-Minute Walk program, This will include a description of changes from the 2014 Plan, including needs for seniors, adults, young adults, and youth. This will combine relevant findings from the recent Older Adults Recreation Services Needs Assessment and include a prioritized list of strategic implementation tactics. An update to the Park Access Analysis completed for the 2014 PROS Plan in coordination with analysis from the 10-Minute Walk Program to examine needs for equitable park access. A Capital Improvement Needs Assessment that documents level of service needs, including quantity (park acreages, trail miles, and recreation facilities numbers), and quality (park condition and characteristics) to drive maintenance practices, capital improvements, budgeting, and decision making. This assessment will also include needs for park infrastructure improvements. 2.5 TAG MEETING 2 - REVIEW AND PRIORITIZE KEY NEEDS: Scheduled on the same day as the City Council meeting, MIG will hold the second TAG meeting to present results of Phase 2 community engagement and discuss key findings from and any refinements to the Needs Assessment. 2.6 CITY COUNCIL UPDATE J. - REVIEW KEY NEEDS: Scheduled on the same day as the TAG meeting, MIG will provide an update to City Council on plan progress, focusing on high-level findings from the Needs Assessment. This is the second of eight review meetings MIG will hold to discuss the plan. 2.77 PHASE 2 PROJECT MANAGEMENT AND ADMINISTRATION: MIG will hold one -hour project management calls with the City twice a month. This task includes budget for these coordination calls, as well as routine project management and administration for this phase. MIG Deliverables • Park Commission agenda and summary memo • Phase 2 public engagement materials to be outlined in the Public Engagement Plan, including agendas, presentations, and one summary memo as needed. Budget for this task includes a stipend for Community Connectors. • Level of Service Analysis and Cost Recovery Memo (Draft and Final) • Needs Assessment Summary (Draft and Final) • TAG Meeting 2 agenda and summary 3. Capital Improvement Program 3.1 DRAFT CAPITAL PROJECTS LIST, IMPLEMENTATION, AND PRIOPJT`I6=�S: MIG will develop recommendations for each existing site in the system, including proposed new parks and facilities. This will be accompanied by a capital projects list summarizing recommended improvements in a matrix. MIG will develop standardized decision -making criteria to prioritize recommendations and improvements and a process for evaluating priorities regularly. This task will include guidance for site acquisition, development, and preservation, focusing on Tukwila Urban City of Tukwila Parks, Recreation, and Open Space Plan Update I Appendix A A4 12 Center. In addition, implementation recommendations will include potential strategies to ensure equitable access to parks, as well as considerations to address potential future gentrification caused by system investments. This task includes one draft and one final version. 3,2 PROPOSED SYSTEM MAP: MIG will develop a draft system map showing park improvements, connections, and other projects identified in the Draft Capital Projects List. 3,3 TAG MEETING 3: CAPITAL PROJECTS AND PRIORYTIES: At this third meeting, MIG will meet with the TAG to discuss the Draft Capital Projects List and system map and identify any refinements and next steps needed for implementation and prioritization. 3,4 CITY COUNCIL UPDATE 2 - CAPITAL PROJECTS AND PRIORITIES: Held on the same day as TAG Meeting 3, MIG will present draft findings from Phase 3 to the City Council and identify any refinements required before beginning Phase 4. This is the third of eight review meetings MIG will hold to discuss the plan, 3.5 DRAFT STAFF, MAINTENANCE, AND OPERATIONS ,STRATEGY; Based on existing levels and resources identified from the Phase 1 Summary, MIG will outline draft staffing needs, and maintenance and operations costs and service levels to match needs from the Phase 2 Summary (Community Needs). Based on the needs identified in Task 2.4, this task will provide a strategy to meet any gaps in maintenance and staffing levels of service with the demands of ongoing park operations. 3,E IMPLEMENTATION FUNDING AND PHASING. MIG will develop a recommended list of funding sources in a table format to align with specific projects and investments, as well as a phasing strategy for priority projects. 3.7 PREUMINARY URBAN CENTER coNCEPT. Based on recommendations targeting the Urban Center, MIG will develop a draft conceptual illustration for park provision in the Urban Center. We completed a similar effort during Shoreline's PROS Plan update. This illustrative diagram will show how the vision and potential recommendations in the Urban Center will respond to the context of Tukwila's unique urban environment. This task includes one draft and one final version. 3.8 COMMMUNRTY ENGAGEMENT PLAN IMPLEMENTATION (PHASE Phase 3 engagement will focus on documenting, presenting, and receiving opinions on potential projects, recommendations, and priorities. We expect this task to require less level of effort than Phase 2 and we've budgeted accordingly. As with other implementation tasks, we plan to work with the Community Connectors program to ensure we reach Tukwila's diverse community members and this task includes budget to offset costs of the program. 3.9 PHASE 3 PROJECT MANAGEMENT AND ADMINISTRATION MIG will hold one -hour project management calls with the City twice a month. This task includes budget for these coordination calls,, as well as routine project management and administration for this phase. MIG Deliverables • Draft Capital Projects List, Implementation, and Priorities (Draft and Final) • Proposed System Map City of Tukwila Parks, Recreation, and Open Space Plan Update I Appendix A A5 13 TAG Meeting 3 agenda and summary Draft Staff, Maintenance, and Operations Strategy (Draft and Final) Implementation Funding and Phasing table (Draft and Final) Preliminary Urban Center Concept (Draft and Final) Phase 3 public engagement materials to be outlined in the Public Engagement Plan, including agendas, presentations, and summary memo as needed. Budget for this task includes a stipend for Community Connectors. 4. Review and Adoption 4,1 DRAFT PLAN UPDATE: Building on updated deliverables in Phase 3, MIG will prepare an Administrative Draft Plan for internal review by City staff. This draft will be provided in basic Word format to facilitate edits and feedback. City staff will provide MIG with a single set of consolidated comments on the Administrative Draft Plan prior to review by the TAG (Task 4.2). 4.2 TAG MEETING 4 - DRAFT PLAN REVIEW MIG will hold the fourth and final meeting with the TAG to present the Draft Plan and make any necessary refinements for the Public Draft Plan. 4.3 PUBLIC DRAFT MASTER PLAN. Using comments from City staff and TAG on the first Draft, MIG will update the Public Draft plan for the City to post online. The Public Draft will present the six -year plan and goals, objectives, and implementation strategies for parks, programs, maintenance, and operations. This will include a list of priorities and tactics for quick wins, and potential short-term opportunities. This draft will be used throughout the review process to ensure that every comment is made from a consistent version of the document. The document will be delivered in PDF format sized for high -quality printing, as well as online distribution. City Staff will provide the public draft plan to Park Commission, Planning Commission, and City Council. 4,4 PUBLIC DRAFT PLAN SEPA CHECKLIST, MIG assisted with SEPA compliance for the 2014 Plan and anticipates a similar level of effort to complete the initial SEPA Checklist for compliance with state requirements. 4.5 PUBLIC DRAFT PLAN REVIEW HEARINGS. In addition to the three review meetings in previous phases (2.1, 2.6, and 3.4), MIG five review hearings related to the City's official process for adoption. upport up to 4,6 FINAL PLAN AND COMPREHENSIVE PLAN UPDATE, MIG will make final changes to the Plan following public review and City Council review hearings. As part of this task, MIG will also work with the City team to update the Comprehensive Plan element in coordination with the review hearings. As part of this task, MIG will develop a reference section that outlines relevant sections of other City plans related to the PROS Plan as an appendix to the Final Plan. 4.7 COMMUNITY ENGAGEMENT PLAN IMPLEMENTATION (PHASE 4)t Phase 4 engagement will focus on, presenting the Draft Plan and receiving comments for the Final Plan. We expect this task to require a similar level of effort as Phase 3 and we've budgeted City of Tukwila Parks, Recreation, and Open Space Plan Update I Appendix A A6 14 accordingly. As with other implementation tasks, we plan to work with the Community Connectors program to ensure we reach Tukwila's diverse community members and this task includes budget to offset costs of the program. 4.8 PHASE 4 PROJECT MANAGEMENT AND ADMrNVSTRA°r#ON MIG will hold one -hour project management calls with the City twice a month. This task includes budget for these coordination calls, as well as routine project management and administration for this phase. MIG will send all final digital files to the City as part of this task. MIG Deliverables • Draft Plan Update • TAG Meeting 4 agenda and summary • Public Draft Master Plan • Public Draft Plan SEPA Checklist • Final Plan and Comprehensive Plan Update • Phase 4 public engagement materials to be outlined in the Public Engagement Plan, including agendas, presentations, and summary memo as needed. Budget for this task includes a stipend for Community Connectors. • Five printed and bound hard copies of the Final Plan City of Tukwila Parks, Recreation, and Open Space Plan Update I Appendix A A7 15 16 project budget 1.2 .3 1.4 Project Kick-off, Tour, and Engagement Strategy (TAG Meeting 1) System Inventory and Evaluation Background Information and SEPA Review pdated Parks and Trails Inventory and Map 1.5 ICommunity Engagement Plan Phase 1 Summary: State of the System (Goals and Policies Benchmark) Phase 1 Project Management and Administration (y A*t5€rs5ftfei31 2.1 ,Park Commission Meeting: Vision and Goals 2.2 1 2.4 3- 1 2.5 2.6 ommunity Engagement Plan Implementation (Phase 2) 2,3 ILevel of Service Analysis and Cost Recovery Memo Phase 2 Summary: Needs Assessment TAG Meeting 2: Review and Prioritize Key Needs City Council Update 1: Review Key Needs Phase 2 Project Management and Administration Sabtola $1,320 6 S870 50 4 $540 S440 8 SO 8 0 S2,200) 40 Subtotal 10 1 3.1 Draft Capital Projects List, Implementation, and Priorities [ 2 1 3.2 Proposed System Map 3.3 3.4 3.5 3.6 3.7 1 3.6 TAG Meeting 3: Capital Projects and Priorities City Council Update 2: Capital Projects and Priorities Draft Staff, Maintenance, and Operations Strategy Implementation Funding and Phasing Preliminary Urban Center Concept Community Engagement Plan Implementation (Phase 3) Phase 3 Project Management and Administration 4 2 Subtotal I 13 $1,320 $880jj1 16 $0{ 6 $0 2 S2,2001 62 $1,160 $1,160 $5,800 $2,320 $1,160 $2,320 $1,860I $1,240 S3,100 1 10 $0 1 j S75 17 S2,805 g $800 9 $1,000 $0 24 $3,120 � $100 0 10 $1,000 $1,350142 $0 $1,200 4 S01 2 54,2001 7 $01 $01 1 $o 16 $2,480 6 5810 I $0 16 S2,4801 i $01 $0 S0 12 ; S1,6201 16 $1,600 6 $930 I $Oh $0 $290 2 $1,1601 $8,9901 40 S440 6 $870 $0 4 $580 $880 6 $870 S440 2 S290 $0 $2,860 52 $1,160 $5801- $1,740 8 $1,160 $7,540 2-t SO $6,2001 /8 S0 S0 S0 soi $I,ss0l 10 so( 2,430 /6 $01 S0 $930 4 1 $540 $01 $1,2401 $0 S3,720 14 5/,890I 42 $1,6001 18 $1,200 $1,400 $0i 16 1 $1,600 $01 1 SO 4 $4,2001 4 City of Tukwila Parks, Recreation, and Open Space Plan Update I Exhibit B 16 12 $300) 34 $150 10 $150 $450 So 24 $300) 52 $300 16 S1,350 SO 4 10 30 18 10 $0 4 $0 22 $1,870 I $1,290 a s $2,440 S4,340 I $1,310 11 517,175 f 59001 51,0201 $100 57,380 s 52,000 $3,640 1 $6,720 1 S2,100 1 5600 $1, 310 S600 522,770 $2,700 S3,860 a 51,980 $1,980 -1 $1,750 $800 $2,5501 $730 l $3,590 $1,760 u I $1,760 $2,180 ) $2,180 I 53,100 I $1,200 $4,400 $1,460 01,460 $3,605 1 S3 220 $1,870 $1,290 $2,440 7 S4,340 $1,310 $18,075 1 9,380 $3,640 I $6,720 1 $2,700 1 $600 S25,470 I $3,590 I SO( 12 SOI 20 SO t 21 S300 12 -i- S300( 149 t _ $3,860 1 520,510 52,0001 $21,510 Bl 00 project budget Roview-anti Adoption ` 4.1 Draft Plan Update 4.2 TAG Meeting 4: Draft Plan Review 4.3 Public Draft Master Plan 4.4 I 4.6 4.7 4.8 Public Draft Plan SEPA Checklist Public Draft Plan Review Hearings Final Plan and Comprehensive Plan Update ommunity Engagement Plan Implementation (Phase 4) Phase 4 Project Management and Administration $880 16 $2,3201 8 S1,240! E0, 8 $1,1601 $O $440 14 $2,030 4 $620! $0 8 $1,160 S0 SO 24 53,480 8 $1,2401 5220 10 $1,450 8 $1,160 $1 ,160! 513,920 30 1_0801 26 $0 $06 16 SO 6 SOj $1,080 [ 62 $2,600 8 $600 $1,600 $6,200 8 36 27 S300 12 81,6501 2 $8,720 3 $8,720 $1,160 I $100 1 $1,260 I S4,690 I $4,690 l S1,760 I $1,760 1 — R51,870I $1,800 $3,070 s $500 53,530 r $603311- $6,670 $3,570 $4,130 51,460 29,260 $3,000 $1,460 S32,260 I City of Tukwila Parks, Recreation, and Open Space Plan Update I Exhibit B B2 20 City of Tukwila Allan Ekberg, Mayor INFOR ATIONAL E ORANDU TO: FROM: Rick Still, Parks and Recreation Director Community Development and Neighborhoods BY: Tracy Gallaway, Parks and Recreation Manager Stephanie Gardner -Brown, Parks and Recreation Analyst CC: Mayor Ekberg DATE: April 16, 2019 SUBJECT: Veterans, Seniors, and Human Service Levy Funding Application ISSUE Seeking authorization to apply for funding through the King County Department of Community and Human Services Veterans, Seniors, and Human Services Levy BACKGROUND The King County Department of Community and Human Services provides guidance and oversight of the Veterans, Seniors, and Human Services Levy (VSHSL). VSHSL is a voter approved — six -year property tax levy. A portion of levy funding is dedicated to the transformation of senior centers into inclusive hubs that offer resources to seniors and caregivers. Parks and Recreation applied for and received funding through VSHSL in 2018. This first round of funding was intended to stabilize senior centers and services and was awarded as one-year initial investment. Parks and Recreation utilized first -year funding, in the amount of $77,500, to perform minor capital improvements at the Tukwila Community Center and conduct an Older Adult Recreation and Services Needs Assessment. Both were completed in early 2019. The next round of VSHSL funding covers a five-year span between September 1, 2019 - December 31, 2023. $20,650,000 is available to fund initiatives throughout King County and is expected to be a highly competitive process. King County's request for proposal was recently released the submission deadline is May 24, 2019. DISCUSSION Parks and Recreation is seeking authorization to apply for VSHSL funding. The next round of funding will provide successful applicants with funds to create vibrant and inclusive senior hubs that offer resources to seniors and caregivers, expands outreach to isolated seniors, and supports opportunities for engagement. Staff is currently exploring potential partnerships to ensure the requirement(s) of creating "vibrant and inclusive senior hubs" is attainable. Additionally, final inputs are being gathered from the Older Adult Recreation Needs Assessment to address immediate priorities that VSHSL funding can address. 21 INFORMATIONAL MEMO Page 2 FINANCIAL IMPACT Matching funds are not required to receive funding. RECOMMENDATION The Community Development and Neighborhoods Committee is being asked to authorize staff to apply for funding to further support senior recreation programs and services. ATTACHMENTS A. Request for Proposals: Transforming Senior Centers into Senior Hubs Z:\Council Agenda Items\Parks and Recreation\CDN VSHSL Application Request\CDN King County Senior Levy Info Memo 4.17.19.doc 22 King County Veterans, Seniors Human Servic REQUEST FOR PROPOSALS (RFP) Department of Community and Human Services Adult Services Division Veterans, Seniors and Human Services Levy 401 Fifth Avenue, Seattle WA 98104 TTY Relay: 711 ADVERTISED DATE: MARCH 29, 2019 RFP Title: Transforming Senior Centers into Senior Hubs Due Date: May 24, 2019 by 11:59 p.m. Procurement Lead: Traci Adair, traci.adair@kingcounty.gov Purpose: Funding: To provide transformational funding to competitively -selected senior centers in becoming vibrant and inclusive senior hubs that offer resources to seniors and caregivers, expand outreach to isolated seniors, and support opportunities of engagement for the diversity of seniors in King County. Up to $20,650,000 in Veterans, Seniors and Human Services Levy funds Investment Period: September 1, 2019 — December 31, 2023 (subject to change) Bidders Conference King County will host a bidders conference related to this RFP, scheduled as follows: April 18, 2019 from 1:30-3:30pm Redmond Public Library 15990 NE 85th Street Redmond WA 98052 Join by Skype: https://meet. kinqcounty.qov/tadair/PTG958V4 Join by phone: 1 206.263 8114; Conference ID: 6246799 The bidders conference session will be recorded and posted at kinqcounty.qoyNSHSL-Fundinq. Questions Applicants will be required to submit any questions in writing prior to 5 p.m. on May 13, 2019 in order for staff to prepare any response required to be answered in an FAQ document uploaded to ZoomGrants. Questions regarding this RFP should be sent through the Contact Admin tab in ZoomGrants. Submitting a Proposal Proposals are hereby solicited and will be received using the link below through ZoomGrants no later than 11:59 p.m. on the due date noted above regarding this RFP. The services procured through this RFP shall be provided in accordance with the following and the attached instructions, requirements and specifications. Applicants are responsible for regularly checking ZoomGrants for any updates, clarifications or amendments to this RFP. Submit proposals through ZoomGrants at: https://vvww.zoomgrants.com/zgf/Transforming-Senior-Centers-into-Senior-Hubs Alternate formats available upon request. 23 24 King County Veterans, Seniors Human Services Levy REQUE��U��U��~�� U��`��'4� ST U-�� -N�^w�'�-w^��ALS Veterans, Seniors and Human Services Levy Transforming Senior Centers into Senior Hubs Due May 24, 2019 Contents Introduction 3 A.Veterans, Seniors and Human Services Levy 3 U. Strategy 4 A. Description ..................................... ................................ 4 B. Background ............... ........................ ..... 4 C. The Request ...................................................... ........................ ................................. 5 Ui Eligibility . y |\( Available Funding ....................... ......................................... ,............................ ....... ...... 9 V. Contract Requirements '.... .............. ........ .... 11 A. NjnQ County Bo .------'--.—..—.--.--'—'----'.-----'11 B. Equity and Social Justice ............ ............................. —............................................ 11 C. Evaluation ........................... ,~'~~................ .......................... 1 D. Data Collection and Reporting 12 E. V8U8L Network .................... 13 F. Wage Survey Participation ....... .................................. ,,,~..................................... —13 G. Client Satisfaction ....................................................................................................... 1D VI. Timeline _ _ � � 14 VU. Application Process ................................ 14 V|U. Technical Assistance .............................. ..... t5 |)(. Selection Process ........................................................................................................... 5 A. Rating C[Keria....................................................... ...................................................... 15 B. Review Process ....................................................... .................................................. 18 X. Glossary ofTerms ............................. ................................................... ' 18 >(i GgAend Information ..................................... ............................... .......................... 18 25 V8H8L- Transforming Senior Centers into Senior Hubs RFP Page 2 26 I Introduction The King County Department ufCommunity and Human Services (DCHS) is pleased to release this Request for Proposal for Transforming ' Senior Centers into Senior Hubs with funding from the Veterans, Seniors and Human Services Levy (VSHGL)and guidance from the VSH8L Implementation Plan (kinocoumtV.qov/yB|HSL-Implementation-Plan). As the number nfadults age 55 and over continues to grow in King County and as that population grows increasingly diverse, this request for proposals (RFP) seeks senior centers to expand their reach, inclusion and service -connection tofunction aosenior hubs. The senior hubs will be positioned to serve the cultural and geographic diversity of King County's seniors and their caregivers, including senior veterans, oervicamamberaand their respective families. A.Veterans, Seniors and Human Services Levy Approved by the voters in 2017, the Veterans, Seniors and Human Services Levy (VSHSL) is a sin -year property tax levy to promote healthy living, housing Sbabi|ity, financial otab||ity, social engagement, and service system improvement and service system access for veterans and military servicemembers and their respective families, seniors and their caregivers and vulnerable populations. The VSHSL expands and builds on the success of the former Veterans and Human Services levies approved byKing County Voters in2O05and 2O11. The guiding principle of the VSHSL is to build and improve con nections—con nections among the people the levy serves and among the people and organizations that provide the levy's oen/|uea. People do best when they feel o sense of belonging based in personal relationships and connections tocommunity. Human services investments are more effective and efficient when they are connected to form systems of services. The VSHSL takes a combined arms approach by making thoughtful combinations of programs available through a system of hubs. Our goal iatobetter connect individuals toservices and providers toeach other. For more information about the V8HGL, visit hhlqooundy.qovN8H8L. B. Equity and Social Justice For many |nour region, King County kaogreat place tnlive, learn, work and play. Yet yvehave deep and persistent inequities —especially by race and place —that in many cases are getting worse and threaten our no||eoL|ve prosperity. The King County Equity andSoda/ Justice (BSJ) Qtrat8qicPlan ieen integrated part Vfthe CoUnh/'owork and foundational tothe work ofthe Veterans, Seniors and Munnon Services Levy. Our overarching goal is to ensure that all people, regardless of who they are and where they |iVe, have the opportunity to thrive, with full and equal access to nppArtun|Ues, povver, and resources. For all VSHG-fundad programs, yveseek to support organizations that are reflective ofand embedded in the communities they serve. We further seek to support organizations that recognize and oddnsoo the disparities and diaproport|ono|ity that exist in our oonnnnuniUae. Applicants will be eohad to demonstrate on understanding and 'commitment to the principles of equity and oouio| justice as shown through their staffing, services tailored to community need and commitment to social justice and continuous improvement. One aspect of this vvnrh includes underotending—`otboth aprogram and system level — the intersection nfrace, structural and institutional r8n|snn as it plays out in the racial and ethnic characteristics of individuals served through VGH8L-funded oervineo, and those individuals' experiences and outcomes compared to the population eaawhole. VGH@L-Transforming Senior Centers into Senior Hubs RFP Page 27 A. DGsC7'pt'OO The purpose of this VSHSL strategy (GE 3: Transform Senior Centers) is to provide transformational funding to competitively -selected senior centers in becoming inclusive senior hubs that offer resources to seniors and oenegivers, including connections to other yGHSL' fundednenvicosandpnnvidmrs.expandoutnauchtniso|atex1scniors.andsupportopportunihen of engagement for the diversity of seniors in King County. The senior hubs supported with this funding will have either a geographic or cultural focus: Senior hubs with a geographic focus will be located throughout the county in a distribution that, as much as possible, reflects the County'o demographics, with the understanding that rural, suburban, and urban areas each require unique consideration. Senior hubs focused on ageognaphic area will also be required todevelop inclusive programming for focus populations that reside within their geographic area either independently or in collaboration with culturally -focused senior hubs, as appropriate. Geographic service areas need not be next to each other to operate as a senior hub. Senior hubs with a cultural focus will provide support, oudneach, connection and community engagement to seniors with particular cultural identities who have experienced disparities in health outcomes because of racism, homo/trans/queer phobia, orother social barriers such asimmigration status orlanguage. The populations offocus for this strategy are seniors (persons 55and older) and their caregivers in general and in particular those seniors who have previously had no or limited involvement in senior center activities due to barriers such as language, transportation and nnobi|dv, cultural differences and understnnding, ageism, naciam. LGBTO status, and other factors that contribute to isolation or exclusion. Seniors who are veterans, servicennmnnbers or family members of veteran or se,vicenoember are another focus popu|etion, and there is specific funding inthe VGHSLstrategy for serving this population. B.BaCkgroUMd The significant impact of social isolation on not only older adults, but on other populations including vetenans, immigrants and refugees, persons with disabi|itien, and caregivers are evident and well undorotood. Research has pointed tothe importance ofremaining socially engaged as people age. The Sinhtlines Project: Seeing our way to living kng, living well in 21' Century America documented many benefits to remaining engaged in community, including better physical health and resistance to illness and disease from common colds to heart disease; mental and cognitive health; a sense of purpose and control; and longevity.' By oontraot, socially isolated individuals face significant health rinks.'A review ofresearch on loneliness and social isolation found that actual and perceived social isolation are both associated with increased risk for early nnorta|ity.' ` Stanford Center nnLongevity, The SightlinonProject: Seeing our way k/living long, living we8in21ucentury A/norica.Stanford University: February 2O1O. ' Stanford Center onLongevity. The SightlinaxProject: Seeing our way k/living long, living well in2y11century America. Stanford University: February201O, n Holt-Lunstad. Julianne; Smith, Timothy; Daher, Mark; Harho, Tyler; 8tephenson, David. Loneliness and Social Isolation as Risk Factors for Mortality. Perspectives onPsychological Science. Manch2O15. 10:2� VSHSL - Transforming Senior Centers into Senior Hubs RFP Page 4 28 Many older adults i King County experience or are atrisk ofexperiencing social isolation because ofany ofthe following factors: lack ofnearby family, few social supports, or mobility issues that cause them to be home -bound. Certain population groups or individuals in some communities may be at particular risk of isolation, such as individuals who are part of an immigrant community, Native American elders, non- or limited -English speakers, individuals who identify as LGBTQ�, orindividuals who reside in rural communities that may be geographically isolated. As community gathering places that provide older adults with opportunities for social engagement, provide resources and assistance toseniors and their caregivers, mndofher participants a sense of belonging, senior centers offer an antidote to social isolation for seniors and their caregivers in our communities. However, m/U||e they provide services to many, senior centers are insufficiently nasVuroadtobothe central points of social engagement 'for the diverse population of seniors in our communities and throughout the county's geography. In many cases, they are also challenged to provide culturally -appropriate and community -competent programming for the changing demographic ofseniors inour county. Seniors who identify 8s |esb|an, gmy, b|aexua|, tnanogender, or queer; seniors who are isolated; seniors of color; Native American elders; seniors from ethnic and racial minority populations; seniors who are veterans orfamilies nfveterans; and seniors who are immigrants and refugees are just some of the groups of older adults who, on the whole, connect to senior centers less than the representation of these groups in our county population. Lack of flexible funding and long-term cuts to available senior center funding streams have prevented senior centers from fully realizing a vision of becoming strategic places of social engagement from which to holistically deploy financial stability strategies, housing stability atrate0ies, human service system access atrmteg|eo, and healthy living strategies. Based on the growing scientific understanding of the risks of isolation, this strategy seeks to support senior centers jnbecoming vibrant and inclusive senior hubs that expand outreach to isolated seniors and support opportunities ofengagement for the diversity Ofseniors k1King County. This strategy further promotes belonging where systems, bioaee, nni000rnnnVnicotiVns orcultural differences too often serve toisolate. The goal of this strategy aligns with the feedback received from VSHGLcommunity outreach efforts. Some ofthe key populations that participants incommunity planning sessions identified as not accessing the existing network of senior centers for social engagement and resources include: seniors of color, Native American elders, homeless san|ors, senior veterans, seniors who are isolated due to mental health and accessibility issues (honnebnund), immigrants and refugees, and people who are LGBT{}. ' General Note: See Attachment G: Links King County Data for some general data related to pe0nna. C. The Request With the funds available |nthis request for proposals, King County intends to support as many as 13 senior centers or senior center partnerships in transforming into senior hubs each with a geographic and/or cultural focus. The County reserves the right to increase or decrease this potential number. This funding has two main aims: VSH8L-Transforming Senior Centers into Senior Hubs RFP Page 29 1. To provide the awarded senior center msenior center partnerships with sufficient infrastructure, staffing, and other support to enable the deep and sustainable outreach and programming that becoming msenior hub will require; 2. To strengthen and deepen a geographically and culturally diverse set of programs and sen/iomo that will enable more seniors —including seniors who have not traditionally benefited from the existing network of senior centers in King County —to connect to and access resources, programs, and services that improve their social engagement, financial etab||ity, and housing stability. As part of this request, senior hubs with experience (whether that experience resides with all partners, in the case of a partnership application, or a single partner) and a strong history of serving people with unique needs (for |natanoe, seniors with dementia or their caragivers, seniors who are homeless or experiencing housing instability, seniors who identify as LGBTQ, seniors who are immigrants ornon-native English speaking, and Native American seniors) may choose to add a component of service to their programs that allows them to provide training, technical assistance, and consultation to other senior hubs related to that area of expertise or to culturally competent programming strategies in general. The purpose of this service component is to strengthen the capacity of the network of senior hubs for serving people who might otherwise remain isolated or disengaged due to barriers such as language, transportation and mobility,cultural differences and understanding, ageism, racism, LGBTQ status, being a veteran or family of a veteran, and other factors that contribute to isolation or exclusion. 1. The following definitions are important for understanding this request for proposals. a. The definition ofasenior center: ). /\nentity that hosts aphysical space for seniors (persons 55and older) tu gather inorder toaccess services that promote healthy aging and to experience life enrichment, empovvermnnt, bo|on0ing, and enjoyment. /\ senior center's programs include atleast three ofthe following services: ° Food and nutrition programs, and/or congregate (ohanad)meals; ° Social activities; * Information and assistance that connects individuals to aging networks and services; ° Educational opportunities for enrichment and life -planning; " Celebratory events for ho|idoyo, b|rthdoyo, cultural experiences, etc; and/or ° Health pronlotinn, vvmUnmss and fitness. i|. Asenior center may have ogeographic orcultural focus. iii. The space defined as the senior center may be g otand-o|one, dedicated building orbapart ofalarger orshared center that has multiple purposes. That space, per iv below, may also include G series of spaces or locations. iv. Services must be ongoing and offered on o regular basis but do not necessarily need to beat the same location every day. A senior center may meet or provide services at different locations on different days of a week, as long as there is o consistent schedule easily accessed by intended participants and community organizations who can depend upon the |onoUnn on anyspecific day ofthe vvaeh or month. b. The definition of senior hub: V8HGL-Transforming Senior Centers into Senior Hubs RFP Page 30 i Asenior center madefined inthis RFPorset of partnering senior centers with the staffing,programmatic, .and systems capacity toserve aothe recognized resource center ml agingservices and supports for afocused geographic area and/or specific cultural gcDup(s). ||. A senior hub will be available to seniors and their caregivers on a regular and consistent basis, ideally several hours a day, five days per week. If the senior hub consists of partnering senior centers, the times and location of services may be spread between the partnering centers in order to achieve the level of access required tobeconsidered osenior hub. Services need not baequal at each partner and may be structured so as to capitalize on the strengths that each partner brings tothe partnership eewell aaonthe needs ofthe portion ofthe geographic area orpopulation group(n) that each partner seeks to nerve. |U. Services and supports provided through the senior hub will reflect culturally informed approaches, taking into consideration particular cultural or programmatic specifications to support engagement and inclusion for focus populations the senior hub intends tVserve. iv. Asenior hub has the capacity toprovide the following services, na appropriate and needed for their geographic service region and their articulated service populations: 1. Outreach toincrease participation and provide opportunities for social engagement for seniors 'within the senior hub'o intended geographic or cultural sphere who might otherwise remain isolated or disengaged; 2. Engagement with isolated seniors who may choose not tovisit the physical opane(s)where the senior hub |olocated; 3. Guided connections and active navigation ofreferrals between the senior hub and other specified VGHGL-fundadservice providers, ao appropriate and aoagreed upon on a000e'by-cmsabasis |n partnership with King County; 4. Coordination with other community organizations tUexpand the services available through the senior hub; 5. Knowledge of and/or participation in Community Living Connections. O. Representing the voice pfthe seniors served bythe senior hub in other human service co||mboratives,such aatransportation, food access, housing as appropriate and as agreed upon on a case -by - case basis in partnership with King County; and 7. Active engagement inand occasional hosting ofthe anticipated Senior Hubs Learning Collaborative. 2. Potential for Partnering hmBecome A Senior Hub Senior centers, as defined in this request for proposals, may apply as single entities or as partnering entities in order to deepen (serving people with a greater number of services or more intensive services), broaden (serving o larger geographic area) or diversify (improve service to community historically und8roen/ed by senior centers in particular geographic area) and transform into the senior hub model. V8HGL-Transforming Senior Centers into Senior Hubs RFP Page 31 )fapplying ospartnehogaanioroentena'thepartnerah|podonothauetobedn|ineatedthnough memoranda ofunderstanding orother formalized documentation priortOthe application, but applicants should be prepared to name each partnering entity and what responsibilities each will hold and which responsibilities they will share |fawarded. Partnering senior centers should provide one application that includes the role of each entity in the intended partnership, along with budget information specific to each partner's role, raopons|bi|it|ea, and funding needed tofulfill those responsibilities. Budgets should also reflect what other resources each partner will bring to bear to effectuate the partnership so that raters can have a clear picture of the financial position of each partner and of the partnership as a m/UU|e. While King County does not have a specific limit for the number of senior centers that could partner together to become a senior hub, the work required to create a viable and sustainable partnership will Ue significant for all parties. Due to the estimated funding available for each senior hub, potential partnerships should consider whether the number of senior centers in a proposed partnership iatoo 'great tUeffectively resource each partner. King County reserves the right to suggest and facilitate potential partnerships among single applicant programs that alone would not have the capacity tomeet the requirements ofasenior hub but that otherwise demonstrate aotrong possibility for participating as part nfa hub. King County further reserves the right tosuggest andfoni|ifoteadditiono|nnemb8rofooproposed padnorship, provided all partners are willing to collaborate. 3. Scope ofWork Transforming a senior center or set of partnering senior centers into a senior hub as defined in the RFP may include but is not limited to the activities described below. e, Creating or strengthening relationships that expand reach and inclusion so that seniors who have previously had no or limited involvement in senior center activities feel welcomed .and included, working to address barriers such aolanguage, transportation and mobility, cultural differences and Understand|ng, agaiorn. racism, LQBTOStatus, being avetanan. experiencing dementia or other factors that contribute to isolation in seniors; b. Deploying creative engagement strategies (which oou|d, but does not have to, include the provision of transportation or serving seniors where they are) that increase the ability of the senior hub to include isolated seniors, including the ability to support well-being and provide opportunities for social engagement for people who do not attend the senior hub'e activities; o. Implementing a staffing model that supports and sustains the senior hub's capacity for relations hip-bu|/ding. outreach to isolated sen|ons, possible expanded houro, and/or deeper and more extensive service provision either directly Vrthrough additional collaborating entities (e.g. caregiver respite servicea, social work, etc.); d. Participating in collaborative learning opportunities between King County, other senior hubs, aging system entities, and other community providers; e. Demonstrating a commitment to being a central part ofthe VGHSL system as it relates to seniors and their caregivers and healthy aging, through such possible activities as: i. Becoming knowledgeable ofother levy -funded services and programs in order to inform the seniors and their caregivers accessing the hub of these resources. VGMGL- Transforming Senior Centers into Senior Hubs RFP Page 8 32 ii Offering dedicated space and time adthe hub for other levy -funded services and programs to provide information and resources directly to seniors and their caregivers, as appropriate and asagreed upon on auase'by-casobasis in partnership with King County. iii. Accepting prnQrenn'apedficreferra|s and prioritizing referrals from other levy - funded programs and services, as appropriate, iv. As appropriate, screening seniors and their caregivers for potential eligibility for other levy -funded services and progranns, including but not limited to identifying seniors and their caregivers who are veterans, servioennembers, or a family member of either, who are seeking affordable housing, in order to refer them tolevy-funded affordable housing units when they become Focus Population(s) The populations of focus for this strategy are seniors (persons 55 and older) and their caregivers in general and in particular those seniors who have previously had no or limited involvement in senior center activities due to barriers such as language, transportation and mobi|hv, cultural differences and underntandinQ, ageism, nanism. LGBTC) status, and other factors that contribute to isolation or exclusion. Seniors who are veterans, servicemembers or family members of a veteran or servicemember are another focus population tobeserved under this strategy. This request is open to nonprofit organizations, community -based organizations, tribes and tribal organizations and public or governmental agencies serving communities in King County. Applicant organizations must fit the definition of a senior center as described in this RFP, whether applying as a single entity or as a set ofpartnering senior centers, in order to qualify for funding. Eligible applicants fall within two categories: 1. An organization functioning as a senior center as defined in this RFP or a partnership of such senior centers, with an interest in developing orexpanding their model of inclusion and strengthening their ability ho serve as a geographic senior hub, with particular intention of providing outreach and engagement for focus populations that reside within their geographic area, including seniors who do not currently benefit from their current senior center programs; or 2, An organization functioning as a senior center as defined in this RFP or a partnership of such senior centers providing suppod, outnaanh, connection and community engagement to seniors with particular cultural identities who have experienced disparities in health outcomes because nfracism, hnnno/trans/oueerphobia. or other social barriers such osimmigration status orlanguage. . ' J8V~�.��F�K |�lu��0N��N -' -' '_ . Up to $20,650,000 in Veterans, Seniors and Human Services Levy fund is available for the estimated program period from September 1, 2019 — December 31, 2023. Funding amounts for the program period are detailed in the funding table below: VSHSL - Transforming Senior Centers into Senior Hubs RFP 33 FUNDING SOURCES 2019 2020 2021 2022 2023 Seniors $3^700.000 $3700.000 $3.700,000 $3.915.000 $4.000.000 Veterans $300.000 $300\000 $300,000 $300.000 $375.000 Applicants, whether single senior centers ora partnership ofsingle centers, may request awards up to $440,000 annually. The specific award amounts offered as a result of this strategy will vary. King County reserves the right to award less or more funding than requested and to adjust amounts for partnership applicants, in conversation with those applicant entities. King County VSHSL will accept applications from single senior centers or from partnering senior centers that will share an award if funded, based on the following considerations: ° King County intends to develop as many as 13 senior hubs, although it reserves the right todecrease orincrease that number. • The geographic distribution of awarded senior hubs will depend on the number, strength and types of applications received; however, we are committed to ennuring, whenever possible, services are accessible throughout the geography ofKing County. • Applications that include partnerships between senior centers, as defined in this request for proposals, should consider equity between the partners so that smaller organizations partnering with larger organizations that are currently a part of King CVunty'anetwork ofsenior centers will bepositioned tohave equitable representation in the partnership. Equity between the partners does not necessarily mean equity in funding levels proposed or equity in programmatic responsibilities. Rather, in considering equity, partners should think about and articulate an approach to power -sharing and decision -making that allows each partner to bring to bear their strengths and that enables partners to capitalize on each other to mitigate weaknesses. Applications in which larger senior centers (whether by number of staff, proQrmnlm|ng, budget' spoua, or geographic reach) are the "lead partner" or hold the decision -making authority in the partnership will not Ueconsidered equitable. ° Partnering senior centers will submit a general proposed budget amount and detailed budgets specific to each partner's role and responsibility within the partnership. ° As needed, King County may contract individually with each awarded partner; however the proposed budgets for each partner must reflect the proposed overall model that brings the partners together as senior hub. Contronts. LVo, will reflect the partnership and model. We expect applicants to estimate and develop an initial proposed budget covering proposed goals, activities and potential milestones using one of the budget forms in Attachment C. Contracts awarded under this RFPere anticipated to begin September 1.2019. /n light of this start date, the budget form asks applicants to provide both an initial funding request for the remainder ofcalendar year 2O1800well aoanannual funding request for calendar years 2O2O- 2023. VSH8L-Transforming Senior Centers into Senior Hubs RFP Rage10 34 Costs described for calendar year 2019 should include anticipated costs associated with expanding the individual or partnering entities' staffing, prngramnnstio, and systems capacity to serve as senior hubs asdefined in this RFP. Initial costs may inn|ude, for example, purchases of equipment orvehicles, space expansion or rentals, hiring and onboanding new staff, consultation and training services that will strengthen the senior hub's ability to provide a warm, welcome and inclusive atmosphere for the focus populations that the senior hub intends to serve. The subsequent year budget should reflect the anticipated annual costs associated with sustaining the hub, including but not limited to ntmffing, maintenance of equipment, training and oonau|tation, funds to support community connections and outneaoh, tnanoportadinn, and other organizational costs that would otherwise prohibit the senior hub from sustaining outreach and engagement with the populations the senior hub intends hoserve. We understand that exact program costs may not be currently known. We ask that you do your best to estimate these costs in your proposed budget knowing you will have an opportunity to adjust accordingly during the contracting process. Once funding awards are nnade, contracts with the awarded organizations will be renewed on a biennial basis. VVhi|o itisthe Counh/'s intention to renew agreements resulting from this RFP on o biennial basis through the 2023 program year, future funding will be contingent upon appropriohon, engagement in program and performance reporting and associated continuous quality improvement, and continued funding availability. A. King County Boilerplate Organizations awarded through this procurement process will contract with King County DCHS. Contractors will be required to meet baseline naquin*nnents, including inaurance, equal employment opportunity, record keeping, and more, See sample of the department's standard services contract boilerplate with terms and conditions inAttachment E. B. Equity and Social Justice In order to effectively operate and provide services within a culturally responsive framework, an organization shall intentionally consider equity and integrate it into its values and princip|ea, decisions and policies, King County expects funded organizations to incorporate racial and equity lens in their service delivery models and administration in order to challenge systemic and structural ineque|ih/, reduce prejudice and racism, and advance equity. As part of this effort, organizations will be asked to provide individual level demographic information tn inform analysis and understanding of barriers created by institutional racism, See Section V.O. DATA COLLECTION AND REPORTING below. C. Evaluation King County DCHS will work with funded organizations to develop an evaluation plan for funded programs. The evaluation plan will include a methodology and type of data collection, reporting cyc|e, and other activities that may support evaluation and learning. This co -developed evaluation plan may require reporting on the status of key milestones that o program must achieve before itcan finalize performance measures and performance targets, if any, in collaboration with King County, Examples nfmilestones that may be used for early payment or VSHSL - Transforming Senior Centers into Senior Hubs RFP Page 11 35 reporting include but are not limited to: identifying o model for growth and auote|nobi|Uv; hiring and onbnmrdingofstaff; training onparticular topics that support cultural competence |nserving the populations the senior hub would like toserve. Performance measures may be collected throughout this period. Finalization of targets, if any, will be co -developed with funded senior center hVbe, as appropr|ate. given components of senior hubs' program model. Further, as programs grow and evolve within the award period, King County DCHS staff will be available to make any necessary adjustments to the strategy evaluation plan and related contract sections. Where possible, evaluation plans will include three types of performance measures. These types ofperformance measures and examples ofeach are described below: 1. How many people were aerwed/rmmchmd/imnpacted bythis program? * Your program can define people served/reached/impacted based on your model of service and on how your organization or program determines the reach of your service's impact beyond the direct client. o The number of participants who identify as belonging to an historically undereen/adnonnnnunity 3' How well did your program serve people? � Measures of program quality and efficiency for the range of services being procured through this RFP might include, but are not limited to: o The number of participants who feel that they are treated well or socially engaged otthe senior hub. 3. How are those you served better off? 0 Measures of program effectiveness or impact might include, but are not limited to: • Number ofparticipants who express that the senior hub allows them opportunities tofeel aaifthey can participate iDtheir community. o Number ofparticipants who indicated the senior hub provided opportunities for social engagement and tnconnect with others. oPerc8ntage ofparticipants who expressed they felt less lonely because of their participation otnrconnection tothe senior hub. D. Data Collection and Reporting� Demographic and Services Data Funded agencies should collect client enrollment and demographic data in a format that aligns with King County. The format that data will be reported to King County depends on the program model and specific service. 0n0 County is moving toward client -level data collection for services that work with clients over time. Some services, however, might bereported tuKing County inaggregate. Service and outcome information will be collected in aformat appropriate tothe program model. Performance measures and related required data will bedeveloped in collaboration with y8HGLstaff in the e«o|uot|un plan (See Section V.C. EVALUATION above) during the first several months of the contracting period. Information about clients served should be collected continuously by the funded program and will be reported quarterly via DCHS' online reporting system (currently under development). Data will be used to assess the quality of the services that clients received and the outcomes of program participants. Client -level data elements will V8H8L - Transforming Senior Centers into Senior Hubs RFP Paoe12 36 include client demographics, basic information about services prov|ded, and outcomes of those services. [}CHSwill work with providers tndetermine which client -level data elements are appropriate for the service provision model and for the data collecting process that senior hubs will develop. Narrative Reports In addition to collecting demographic data, funded organizations will also submit narrative reports to share information about milestones, program success or lessons |marn8d, operationa, participant storiea, system change efforts and other requested information. The frequency and specific content of narrative reports will determined in collaboration with King County during the first few months of the contracting period. E.VSHSL Network 1. Service Coordination Services must be coordinated and aligned with other VSHSL-funded organizations and system partners to better serve King County residents. How this program will be coordinated and aligned will be developed in collaboration with providers during the contracting process or, if timelines do not align, through a contract amendment process urcontinued collaboration between King County and providers. 2. Participation inMeetings and VSHSLTmdnings Funded organizations will participate in quarterly VSHSL meetings of levy -funded organizations, ifand when these are convened; any meetings convened for organizations funded under this RFP; and any trainings offered by the VSHSL for the purposes of improving system connections, coordination of services, and improving skills and core competencies. VSHSL staff will take equity in consideration in scheduling dates, times and locations ofthese meetings. 3. Senior Hubs Learning Collaborative for King County The County intends bo develop ostructure for supporting best practices and shared learning among the awarded senior hubs. The format will be decided through the contracting phase in collaboration between the awarded senior hubs and King County. F. Wage Survey Participation The VGH8Lwill contract for mwage study tnofferlevy-funded organizations information on prevailing wages among nonprofit providers. The study will aid the community in better understanding how compensation may becontributing tostaff turnover and quality ofservices. Once developed, all levy -funded organizations will be expected to complete the wage survey every two years, the results of which will be freely and universally available to King County human services providers. G. Client Satisfaction Funded organizations will work with King County DCHS to develop a method to collect client satisfaction data beginning in 2020. Some providers may be exempt from this requirement either because of their program nnnde|, populations sen/ad, or other factors. V8HGL-Transforming Senior Centers into Senior Hubs RFP Paoe18 37 VI. Timeline The following timeline represents the tentative schedule of the entire procurement process, from solicitation to program implementation. The dates listed here are subject to change. Applicants are responsible for monitoring ZoomGrants for any changes prior to the submittal deadline. RFP release date March 29, 2019 Bidders conference and webinar Redmond Public Library 15990 NE 85th Street Redmond WA 98052 Join by Skype: https://meet.kinqcounty.qov/tadair/PTG958V4 April 18, 2019 1:30 pm — 3:30 pm Join by phone: 1.206263.8114; Conference ID: 6246799 The bidders conference will be recorded and posted at kinqcounty.qovNSHSL-Fundinci. Final day for small organizations to initiate request for technical assistance May 6, 2019 Final day to submit questions via ZoomGrants May 13, 2019 Proposals due May 24, 2019 Interviews or site visits with applicants (if necessary) July 2019 Responses rated and reviewed July 2019 Notification of selected and non -selected applicants Late July 2019 Anticipated contract start date (subject to change) September 1, 2019 VII. Application Process Proposals are hereby solicited and will be received using the link below through ZoomGrants no later than 11:59 p.m. on the due date noted on this RFP. Applicants are responsible for regularly checking ZoomGrants for any updates, clarifications or amendments. Submit proposals through ZoomGrants at: https://www.zoomgrants.cornizgfaransforming-Senior-Centers-into-Senior-Hubs VSHSL - Transforming Senior Centers into Senior Hubs RFP Page 14 38 Complete proposal packages will include the following: • Responses to summary questions (See Attachment A for reference. Complete responses inthe Summary Questions tabs ofZoomGrants) • Responses to narrative questions (See Attachment B. Upload responses in a separate document to the Required Documents tab ofZoomGrants) • Anestimated budget covering proposed goals, activities and outcomes (See Attachments C1 orC2. Upload completed budget(s)tothe Required Documents tab of ZoomGranto) Free technical assistance is available to support small organizations in applying to this RFP. This assistance is available to any small entity with fewer than 20fuUtime equivalent staff and an operating budget of less than $4 million in the prior fiscal year. The main purpose of this opportunity istoeliminate |inguiatic, cultural and other barriers that might prevent small organizations from seeking government funding, If an application includes a partnership of organizations applying as a senior hub, this technical assistance support may be available through the organization(s) in the partnership that fit the description of a small entity, The VSHSL's technical assistance consultants can: * Assist indetermining appropriate fit between your proposal and RFP. * Provide guidance nnhow best hoanswer questions, ° Support your application dove|opment, including editing and budget review. See Attachment Dfor a list ofconsultants, Qualifying organizations wishing to access technical assistance should email the consultants directly. To ensure high quality support, please initiate any technical assistance by May 6, 2019. Availability of technical assistance is based on consultant capacity. Consultants will ask for information in order to determine your entity's eligibility prior to providing technical assistance. A. Rating Criteria Proposals will be reviewed and evaluated by review panel. The process for choosing projects will include evaluation of the narrative and accompanying documents, and potentially, Below are the selection criteria that will be used during the initial evaluation process, with a total possible score of1OOpoints. See Attachment Bfor the set nfquestions. ~,_,_~_.. � QUALIFICATIONS, CAPACITY AND EXPERIENCE The applicant (each of the partnering organizations if application is from a partnership ofsenior centers) clearly falls within the definition of senior center as defined in this request for proposals and defines a population who currently benefits from the oontor/uonter'aservices. VSHSL - Transforming Senior Centers into Senior Hubs RFP �POINTS�!� 20 10 Page15 39 The application provides details that present oclear picture ofthe `current condition and challenges of the senior center (or each partnering senior center). The information provided clearly demonstrates how VSHSL funding could be used to leverage the senior center's (or each partnering senior center's) current capacity tUexpand and grow into the proposed senior hub. 10 PROGRAM MODEL 50 The application provides a clear description of the boundaries or focus of the proposed senior hub. 5 Applicant provides a clear picture ofthe vision that matches with the definition of a senior hub. The services of the proposed vision build upon the sustainability of the senior nanhar'o current capacity and framework. The application is clear with respect towhat services will beavailable tuwhom and where. The program vision describes supports and services that are relevant to the proposed geographic area orcultural focus. Proposed senior hub as described has the potential to expand and grow to include people who have not benefited from the senior center's (each partnering senior center')services. Application provides a clear and reasonably achievable strategy for reaching isolated seniors. � The following criteria may apply depending on the application type: o|fthe applicant includes senior centers that are partnering t8 transform into aoen/or hub, the application provides a clear picture ofthe different roles and responsibilities ofeach senior center and the changes each will need tomake inorder toexpand and grow into the vision. The model describes apartnership that builds nn the strengths and experience ofeach participating senior center. The model describes apartnership that mitigates for the weaknesses orgaps ofeach participating senior center. o |fthe opp|iconf(o)propooe(o)toprovide technical assistance, training mrconsultation tOother funded senior hubs onaparticular topic area Orcultural focus, the eppUcont(s)demonstrate expertise in that topic and describe(s) clear and practical strategies for sharing that expertise with the other funded senior hubs. Considerations will include staffing, outreach methods, communication and availability to offertrmining/conou|tetion to the other senior hubs. o |fthe senior hub model includes services and outreach to veterans, serviosrnennberaand their families, the model provides a clear plan for engaging and serving this population. The plan demonstrates anunderstanding ofthe unique needs nfveterans and provides programming that addresses those needs. 25 Application identifies milestones that are clear, attainable, reasonably timed, and relevant tothe proposed senior hub model. 10 V8HGL-Transforming Senior Centers into Senior Hubs RFP 40 Application demonstrates uwillingness to be@vital part of the VSHSL system and describes anticipated resources needed to eventually have the capacity to both receive and refer information and resources within the VGH8Lsystem. 10 CCJK8DAUN|TY CONNECTIONS AND COLLABORATIONS 15 Demonstrates that the applying senior center (or partnering senior centers) one well-connected and have strong relationships to relevant resources that support the seniors they currently serve. Answer provides concrete examples of how the applicant might use V8HSLfunds tocreate the capacity tostrengthen the existing relationships and possibly expand their networks Ofsupport. 15 EQUITY AND SOCIAL JUSTICE 28 Response describes culturally informed understanding or willingness to build capacity for pn]VjdiDQ culturally informed pr0g[8nlo relevant tothe populations identified in the program model. Culturally informed understanding may be demonstrated bysuch possibilities oGhaving staff that represent the cultural, linguistic and socio-economic background of the populations the senior hub wants to serve; provide regular and ongoing opportunities for training both staff and participants to promote and support culturally responsive programs and services; collaborations with community -based organizations or groups that represent the cultural diversity ofthe senior hub'sproposed populations. 20 BUDGET AND FISCAL 16 * The budget iScomplete, aligns with proposed activities and takes into account the full scope offunding needed tosupport the applicant's vision for esenior hub eadescribed |nthe program model. • If application is a partnership of senior centers: o /\||0wS partners equitable voice in bringing vision of the Senior hub to life o Budget sheets for each partner describe costs tObuild the vision and sustain the model insubsequent years. 10 Application fully and transparently addresses questions related to management or accounting of government funds, audit findings, and its financial management ayStanl. Application includes information on capacity development or mitigation strategies toensure sound stewardship and management offunds. 5 Data Collection 5 Application shows clear interest in building capacity to collect, report, and use data for continuous improvement ufservices. TOTAL POINTS AVAILABLE 5 125 INTERVIEW OR, SITE,,VISIT,1(IF'NEcEssARY Aninterview and possible site visit (to all senior centers in proposed senior hub) may beconducted with top applicants ifgselection iSnot possible 0n the basis of the written application alone. If interviews and/or site visits are conducted, an additional maximum of 25 points will be given. VSHSL-Tranofornning Senior Centers into Senior Hubs RFP 26 POINTS 41 B.Review Process Review panels can consist ofKing County staff, external subject matter experts, evaluators, members of the Veterans, Seniors and Human Services Levy Advisory Board and the Women's Advisory board, community members, and members or designees of the King County Council (who will serve as nonvoting members). Final selection ofawardeeawill be made by King County division and department directors based upon recommendations from the review panel. The King County Department of Community and Human Services will execute contracts based upon the final selections. Caregiver: Family member or friend who supports an older adult, but is not provided payment for providing those services. Community Living Connections System: Afederal initiative to streamline access toprograms and services through no wrong door model. In King County,Community Living Connections is anetwork ofproviders and system partners that help adults facing aging and disability issues get the information and support they need to make informed decisions. This includes older odu/tn, adults with d|nobi|it|eo, their caregivers, families and professionals. Community Living Connections iosupported by Aqinqand DisabilityServices, the Area Agency nnAging for Seattle and King County, which is sponsored by the City of Seattle and King County. Families of Veterans and Servicemembers: A family unit consists of one or more cohabitating adults over the age of 18 in combination with other adults or children, regardless of relationship. Those who are away from home due to family instability or placement in foster care are considered family members. A family unit includes sheltered or unsheltered non-cohabitating veterans or veteran family members who have cohabitated in the past. For the purposes of this RFP.the definition also includes widows and widowers of the veterans and servicemembers. Focus population: Targeted population to beserved with this levy funding. Milestone: Steps taken oractivities achieved within a certain time period to prepare or demonstrate that mcontractor is carrying out the intended program activities or pre-program activities that would place it on track to delivering the output, process, and outcome/impact measures that are set |ncollaboration between the oontrootor(o)ond King County staff. The types of activities will depend on whether a program is starting up, adding a new program component, orcontinuing anexisting program. Partnership: Aspecific set ofsenior centers that apply together (or are asked byKing County to consider joining efforts) for the opportunity to transform into one senior hub. Each of the partnering senior centers must meet the definition of senior center as described in this RFP. Senior: /\ person who ks55years old orolder. Senior Center: Section U/C. STRATEGY: The Request. Senior Hub: Section |KISTRATEGY: The Request. Servicemember: A person currently serving in a branch of the military, including the National Guard and reservists for any branch of the military. VSHSL-Transforming Senior Centers into Senior Hubs RFp Raga18 42 Veteran: A person who has served as either an active duty or a reservist member of the US Arnny, Navy, Marines, Air Force, orCoast Guard; or person who has served in the National Guard. Vulnerable Population: Those persons or communities that are susceptible to reduced health, housing, financial or social stability outcomes because of current experience of or historical exposure totrauma, vio|mnoe, poverty, inn|atinn, bias, raniom, stiQnne, dischnninadion, disability or chronic illness, ZoonlGnmnte: anonline application portal where applicants can access and view RFP information and submit bids for programs/services outlined in the RFP, For general terms pertaining to the King County procurement process, see Attachment F. A. B� C. D� E, Summary Questions Narrative Questions Budget Templates Free Technical Assistance for Small Organizations Applying for VSHSL Funds King County Department of Community and Human Services 2019-20 Services Boilerplate F. General Information G. Links to King County Data VSHSL - Transforming Senior Centers into Senior Hubs RFP Page 19 43 44 City of Tukwila Allan Ekberg, Mayor UNFOR ATUO AU E ORANDUK TO: Community Development 6kNeighborhoods Committee FROM: Laure|Hunnphrey,Counci|Anak/at DATE: April 2,2019 SUBJECT: Planning Commission Appointments & Terms ISSUE The City Council requested that the Community Development & Neighborhoods Committee discuss an overview ofprocesses relating toPlanning Commission appointments, including process for reappointments, Council voMayor role, and term limits. BACKGROUND Planning Commissions are authorized by state and municipal law to provide resident review and recommendations onplan ning're|eh*dmatters. Because Tukwila ioaMayor-Council non -Charter Code City. its Planning Commission is empowered by the following related statues: Revised Code ofWashington 3SAG3D10 ) "Planning agency" means any person, body, ororganization designated bythn|egis|otiVebndy to perform a planning function or portion thereof for a municipality, and includes, without limitation, any commission, committee, department, or board together with its staff members, employees, agents, 'and consultants. Revised Cd of Washington By ordinance a code city may create a planning agency and provide for its membership, organization, and expenses. The planning agency shall serve in an advisory capacity to the chief administrative officer or the legislative body, or both, as may be provided by ordinance and shall have such other powers and duties as shall be provided by ordinance. If any person or persons on a planning agency concludes that he or she has a conflict of interest or an appearance of fairness problem with respect to a matter pending before the agency so that he or she cannot discharge his or her duties on such an agency, he or she shall disqualify himself or herself from participating in the deliberations and the decision -making process with respect to the matter. If this occurs, the appointing authority that appoints such a person may appoint a person to serve as an alternate on the agency to serve in his or her stead in regard to such a matter. Tukwila Municipal Code Chapter 2.36.010 Pursuant to the authority conferred by RCW 35A.63, the Tukwila Planning Commission ("Commission") is hereby established to serve in an advisory capacity to the Mayor and City Council on matters relating to land use, comprehensive planning and zoning. They shall have such other powers and duties as enumerated by ordinance and codified in the Tukwila Municipal Code. DISCUSSION Table of Cities Agency Form of Government Appointments Reappointments Length of Term Term Limit Tukwila Mayor- Council 7membersRe-application appointed by Mayor and confirmed by Council mot required 4 years None Renton Mayor- Council Smembena appointed by Re~opp|icatiunnot required 3yeapS Nona 45 INFORMATIONAL MEMO Page 2 Mayor and confirmed by Council Kent Council 7membe/o appointed by yNoyorand confirmed by Council Nnresponse huinquiry 3 years None Federal Way Mayor- Council 7members appointed by Council Application required 4yeara None SeaTao Council- Manager 7membens appointed by Mayor and confirmed by Council Application required, including new background check and interview 3years None Burien Council- Manager 7mambere appointedbY Council Application required 4yearo 2oonsenutive Shoreline Council- Manager 7members appointed by Council Application required 4yeans 2conoeoutivo Seattle Mayor- Council Charter City 7members appointed by Council, 7 recommended by Mayor and confirmed by Council, 1 appointed by Commission, 1 youth recommended by [Nayorood confirmed by Council Updated resume required 3years 2consecutive Who Appoints? There isambiguity inRCVV35AneQordinQwhetlerappointment of the Commissioners isolegislative or executive function. The definition of"Planning Agency" iO35A,03.O1Ostates that itio"designated bythe legislative body," and nothing in 35A.63.020 would prohibit the City Council from making the appointments. However, RCW 35A. 12.090 (Appointment and removal of officers — terms) vests the power ofappointment of"appointive officers" inthe Mayor, subject toCity Council confirmation ifrequired by ordinance. While this section seems to refer to appointed city employees such as the City Clerk and Police Chief, "Appointive officers" is,not defined. Note that MRSC.inits 2OO8guide titled "Local Government Citizen Advisory Boarda."does interpret "appointive officer" to include board and commission members: The members of most appointive boards and commissions of the city, such as the commission and the civil service commission, are considered to be officers of the city; therefore, the 46 INFORMATIONAL MEMO Page 3 As shown in the chart above, the City of Federal Way's Planning Commissioners are appointedby the City Council, and Federal Way staff confirmed there isnorole for the Mayor. Their ordinance was most recently amended in 1996, and Federal Way changed from a Council -Manager to Mayor -Council form of government in2OOg. The City of Seattle, a Charter City, splits its appointments between the Mayor and City Council, although the Council confirms both kind. RECOMMENDATION The Committee ioasked todiscuss this information and provide direction onnext steps, ifany. Certain changes to the appointment and reappointment process would require an ordinance amending the Municipal Code' 47 48