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PCD 2026-06-08 Item 1A - Resolution - 2027 South King Housing & Homelessness Partners Workplan & Budget
City of Tukwila Thomas McLeod, Mayor Marty Wine, City Administrator AGENDA BILL ITEM NO. 1.A. Agenda Item Sponsor Legislative History Recommended Motion South King Housing and Homelessness Partners 2027 Work Plan and Budget Laurel Humphrey, Legislative Analyst June 8, 2026 Planning & Community Development Committee June 15, 2026 Regular Meeting Consent ❑ Discussion Only Action Requested MOVE TO approve the resolution adopting the SKHHP 2027 Work Plan and Operating Budget EXECUTIVE SUMMARY The South King Housing and Homelessness Partners (SKHHP) was established through an interlocal agreement between nine South King County cities and King County to work together and share resources to increase options for South King County residents to access affordable housing and preserve existing affordable housing. SKHHP currently has 12 member jurisdictions. Councilmember Martinez serves as Tukwila's representative on the Executive Board. Consistent with the SKHHP Interlocal Agreement, the SKHHP 2027 work plan and budget must be adopted by the SKHHP Executive Board and approved by each member jurisdiction's legislative body. DISCUSSION Every year, an annual work plan and budget is developed in collaboration with the SKHHP Executive Board and staff work group to guide the work of SKHHP staff in the coming year. Pursuant to the SKHHP Interlocal Agreement, each participating jurisdiction must approve SKHHP's annual budget and work plan. The Executive Board recommended work plan was developed through a survey to the Executive Board on their priorities in January and an interactive in -person discussion with the Executive Board in March. The 2027 work plan and budget was adopted on May 15, 2026 at the Executive Board's regularly scheduled meeting. The 2027 work plan includes four goals with corresponding action items. Each action item is prioritized as higher, medium, or lower priority. Indicators are included to measure progress on the goals. The four goals, which are the same as the previous two years' goals, include the following: 1. Fund the expansion and preservation of affordable housing 2. Develop policies that expand and preserve affordable housing 3. Serve as an advocate for South King County 4. Manage operations and administration The 2027 SKHHP operating budget totals $525,008, supporting two full-time staff, and includes itemization of all categories of budgeted expenses and itemization of each jurisdiction's contribution, including in -kind services. Operating revenues originate from SKHHP member contributions. To support the fiscal stability of member jurisdictions, the Executive Board has approved an operating budget that maintains member contributions at 2026 levels for the upcoming cycle. Recognizing the evolving demands within South King County, SKHHP staff will develop growth projections as part of the 2 2027 work plan. These projections will provide a data -driven framework for evaluating future contribution levels to ensure the organization remains positioned to meet the region's long-term needs. Member contributions are based on population size accordingly, and no members are moving into a new population tier in 2027: Population tier 2026 Contribution 2027 Contribution <10,000 $8,045 $8,045 10,001 - 35,000 $15,086 $15,086 35,001 - 65,000 $30,171 $30,171 65,000 - 100,000 $52,295 $52,295 100,000+ $68,386 $68,386 Salaries and benefits are proposed to increase by 6% in 2027. This is to align with actual expenditures in this category. Interfund IT, which is the amount paid to SKHHP's administering agency (City of Auburn) for IT services, is proposed to increase by 10%. Professional Services is proposed to decrease by 22% ($17,975) due to an every other year data update to the SKHHP Affordable Housing Inventory Dashboard ($18,000). Professional Services include Advisory Board compensation ($14,400), contract attorney expenses ($30,000), third -party construction reports ($6,000), travel ($6,000), professional development ($6,800), Housing Development Consortium member dues ($750), and an annual license fee ($20). The proposal includes aligning budgeted categories with SKHHP's administering agency. SKHHP continues to spend down the fund balance from previous cost -savings to mitigate any additional increases to member contributions. The 2027 Executive Board recommended operating budget includes $501,975 that was set -aside as reserve in 2025 and an additional $525,008 to be set -aside as part of the 2027 budget that is sourced from interest earned primarily on the Housing Capital Fund balance. This amount is the equivalent of 100% of SKHHP's annual budgeted expenses as outlined in Resolution 25-02 adopted by the SKHHP Executive Board on May 16, 2025. Interest earned in 2025 on all SKHHP funds totaled $544,744. Interest earned in 2025 by jurisdiction to be set -aside in reserve with the remaining supporting the 2026 Housing Capital Fund funding round are as follows: TABLE 1: 2025 INTEREST EARNED BY JURISDICTION AND BOARD RECOMMENDED ALLOCATIONS JURISDICTION Reserve AUBURN BURIEN COVINGTON DES MOINES FEDERAL WAY KENT MAPLE VALLEY NORMANDY PARK RENTON SEATAC TUKWILA KING COUNTY TOTAL Fund Housing Capital $23,575 $886 $11,254 $423 $38,672 $1,453 $5,381 $202 $20,942 $788 $276,093 $10,379 $87,736 $3,298 �974 $37 $39,212 1,474 TOTAL 2025 Interest $24,461 $11,677 $40,125 $5, 583 $21,730 $286 472 $91,034 �1,011' $40,686 https://tukwilawa.sharepoint.com/sites/clerksintranet/Council Agenda Items/06-08-26 PCD/SKHHP/Agenda BiIISKHHP.docx 3 Spending interest earnings requires the approval of each SKHHP member with allocated earned interest based on their contributions. With the adoption of the 2027 SKHHP operating budget which incorporates a portion of the interest earnings into an unrestricted fund balance in reserve, the City Council is providing authorization for SKHHP to use those funds towards the unrestricted fund balance in reserve. These funds will assist in future years should there be an economic recession and members choose to pause an increase in dues or other unexpected expense arises. The remaining amount will go towards the 2026 funding round of the Housing Capital Fund and Council will provide approval to use those funds during the annual concurrence process in early 2027. FINANCIAL IMPACT Compl Disclaime or all items Final terms and scal implications cope of work subject to revie' he City Attorney ❑ Expenditure - Budgeted ❑ Expenditure - Unbudgeted ❑ Expenditure - Grant -Funded ❑ Revenue — One -Time (e.g. asset sale, surplus equipment) ❑ Revenue - Ongoing Expenditures: $15,086 Revenues(if applicable): $0 Fund Source: General Fund ATTACHMENTS A. Presentation B. Draft resolution 4 https://tukwilawa.sharepoint.com/sites/clerksintranet/Council Agenda Items/06-08-26 PCD/SKHHP/Agenda BiIISKHHP.docx South King Housing and Homelessness Partners (SKHHP) 2027 Work Plan and Budget rso nt -nts skh or m South King Housing antl Homelessness Partners 5 About SKHHP Auburn Federal Way Renton Burien Kent SeaTac Covington Maple Valley Tukwila Des Moines Normandy Park King County • South King County jurisdictions working together and sharing resources to create a coordinated, comprehensive, and equitable approach to increasing housing stability, reducing homelessness, and producing and preserving quality affordable housing in South King County. rrv,,geeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee.ag........a.qggEMMMNNNNNN.VRNRWgWF tAMWAV;;grNrMVggfiAqggfWWARNRMtatfaMta,MVIMMNgptfigMZ%r, ,M0'.,,,,,,,,,WaROASdaga00,40KNOMOVOIMM611001VIMOKOWAAVKAZ. South King Housing and Homelessness Partners 0,,,,,'RWPAVIROMS.eggZ, tkitO,WSOIMVAdVaNa 6 2027 Work Plan and Budget Development Process and Timeline 16 Jan. Executive Board Survey 2 Apr. Draft Review with SoKiHo and Advisory Board Executive Board Workshop 20 Mar. 6 May Final Draft Review with Staff Work Group Draft Review with Staff Work Group 3 Apr. 30 June SKHHP Member Council Adoption Deadline Executive Board Adoption of 2027 Work Plan and Budget 15 May South King Housing 7 2027 Work Plan Goals Photo Credits: Children Watching Construction, Renton,1950s-1960 (Renton Historical Society) South King Housing and Homelessness Partners 8 Population by City and Year SKHHP Member Population Population Population Population Population Jurisdiction (OFM 2022 (OFM 2023 (OFM 2024 (OFM 2025 (OFM 2026 estimate) estimate) estimate) estimate) estimate) Auburn Burien Covington Des Moines Federal Way Kent Maple Valley Normandy Park Renton SeaTac Tukwila King County (Unincorporated) Total: 88,750 KC: 78,690 52,490 21,200 33,160 101,800 137,900 28,920 6,790 107,500 31,910 22,620 248,160 Total: 88,820 KC: 78,760 52,560 21,600 33,260 102,000 139,100 29,250 6,840 107,900 31,740 22,780 249,060 Total: 88,950 KC: 78,890 53,000 22,000 33,400 102,500 140,400 29,320 6,855 108,800 32,710 22,930 249,575 Total: 90,320 KC: 80,260 53,320 22,160 33,540 Data not 102 900 published until June 30, 2026 140,100 29,340 6,855 109,700 32,990 22,960 250,225 South King Housing and Homelessness Partners 9 2027 Operating Budget • 68% funds salary and benefits (2 FTEs) • Operating revenues come from member jurisdiction annual contributions based on population tiers • Professional Services incorporates Advisory Board compensation, contract attorney expenses, third - party construction reports, professional development, travel, non-profit dues, and annual license lntrsternngs South King Housing and Homelessness Partners 10 Operating Contributions by Population Member Jurisdiction Population Tier <10,000 10,001 — 35,000 35,001 — 65,000 65,000 —100,000 100,000+ 2026 Contribution $8,045 $15,086 $30,171 $52,295 $68,386 2027 Contribution $8,045 $15,086 $30,171 $52,295 $68,386 South King Housing and Homelessness Partners 11 Thank you Dorsol Plants, SKHHP Program Coordinator dplants@skhhp.org South King Housing antl Homelessness Partners 12 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ADOPTING THE SOUTH KING HOUSING AND HOMELESSNESS PARTNERS 2027 WORK PLAN AND 2027 OPERATING BUDGET. WHEREAS, on February 21, 2019, the City of Tukwila entered into an Interlocal Agreement (ILA) with eight other south King County cities and King County to form the South King Housing and Homelessness Partners (SKHHP); and WHEREAS, pursuant to the Interlocal Agreement, each participating jurisdiction must approve an annual work plan each year to guide the work of SKHHP staff; and WHEREAS, pursuant to the Interlocal Agreement, each participating jurisdiction must approve SKHHP's annual budget that includes an itemization of all categories of budgeted expenses and itemization of each Party's contribution, including in -kind services; and WHEREAS, the purpose of the annual work plan and budget is to provide management and budget guidance, and to implement the overarching SKHHP goals to work together and share resources to increase the available options for south King County residents to access affordable housing and to preserve the existing affordable housing stock; and WHEREAS, the 2027 work plan includes four goals with corresponding action items that further SKHHP's mission; and WHEREAS, on May 15, 2026, the SKHHP Executive Board adopted Resolution No. 2026-03, enacting the 2027 Work Plan and Operating Budget, effective upon approval by the legislative body of each party; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: 2026 Legislation: SKHHP Work Plan & Operating Budget Version: 05/22/2026 Staff: Laurel Humphrey Page 1 of 2 13 Section 1. The City Council adopts the 2027 South King Housing and Homelessness Partners Work Plan and 2027 Operating Budget hereby incorporated by reference as "Attachment A." Section 2. The City of Tukwila will transmit its annual contribution to SKHHP on an annual basis during the first quarter of the calendar year. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of , 2026. ATTEST/AUTHENTICATED: Andy Youn-Barnett, CMC, City Clerk Armen Papyan, Council President APPROVED AS TO FORM BY: Office of the City Attorney Filed with the City Clerk: Passed by the City Council: Resolution Number: Attachment A: South King Housing and Homelessness Partners Resolution No. 2026- 03, Adopting the 2027 SKHHP Work Plan and Operating Budget 2026 Legislation: SKHHP Work Plan & Operating Budget Version: 05/22/2026 Staff: Laurel Humphrey Page 2 of 2 14 Docusign Envelope ID: 464AFF47-F9D1-816F-827A-D4A1 D3FE1 DCB RESOLUTION NO. 2026-03 A RESOLUTION OF THE EXECUTIVE BOARD OF THE SOUTH KING COUNTY HOUSING AND HOMELESSNESS PARTNERS(SKHHP), ADOPTING THE 2027 SKHHP WORK PLAN AND OPERATING BUDGET WHEREAS, pursuant to the Interlocal Agreement, the SKHHP Executive Board approves an annual work plan and budget each year to guide the work of SKHHP staff; and WHEREAS, pursuant to the Interlocal Agreement, the annual budget includes an itemization of all categories of budgeted expenses and itemization of each Party's contribution, including in -kind services; and WHEREAS, upon adoption by the Executive Board, the annual work plan and budget will be transmitted to each participating jurisdiction for approval by their legislative body; and WHEREAS, the budget will not become effective until approved by the legislative body of each jurisdiction and adopted by the SKHHP Executive Board; and WHEREAS, if a party does not approve the work plan or budget in a timely manner, the Executive Board may adopt the budget and work plan with a two-thirds majority vote; and WHEREAS, the purpose of the annual work plan and budget is to provide management and budget guidance, and implement the overarching SKHHP mission to work together and share resources to increase the available options for South King County residents to access affordable housing and to preserve the existing affordable housing stock; and Resolution No. 2026-03 May 15, 2026 Page 1 of 9 15 Docusign Envelope ID: 464AFF47-F9D1-816F-827A-D4A1 D3FE1 DCB WHEREAS, the 2027 work plan includes four goals with corresponding action items that further SKHHP's mission. NOW, THEREFORE, THE EXECUTIVE BOARD RESOLVES as follows: Section 1. The Executive Board adopts the 2027 SKHHP Work Plan in Attachment A. Section 2. The Executive Board adopts the 2027 SKHHP Operating Budget in Attachment B. Section 3. Each party's contribution to SKHHP's operating budget will be transmitted on an annual basis during the first quarter of the calendar year. Section 4. The Executive Manager shall conduct a comprehensive budget analysis and fiscal performance report prior to the development of the 2028 budget. This report will evaluate the financial efficiency of operations and establish cost -performance benchmarks to inform future funding requirements. Section 5. The Executive Manager is authorized to implement those administrative procedures necessary to carry out the directives of this legislation. Section 6. SKHHP staff is authorized to make necessary corrections to this Resolution including, but not limited to, the correction of scrivener's/clerical errors, references, Resolution numbering, section/subsection numbers, and any references thereto. Resolution No. 2026-03 May 15, 2026 Page 2of9 16 Docusign Envelope ID: 464AFF47-F9D1-816F-827A-D4A1 D3FE1 DCB Section 7. This Resolution will take effect and be in full force on passage and signatures. Dated and Signed this 22nd day of May , 2026. SOUTH KING COUNTY HOUSING AND HOMELESSNESS PARTNERS Signed by: �FECa2ABD 7t047G... NANCY BACKUS, CHAIR ATTEST: ,—Signed by: V OV'Sbt P .\—b3:b3325T EU4B1... Dorsol Plants Acting Executive Manager Resolution No. 2026-03 May 15, 2026 Page 3 of 9 17 RESOLUTION 2026-03 — ATTACHMENT A SKHHP 2027 WORK PLAN PURPOSE Establish a 2027 SKHHP work plan and budget that is guided by Executive Board priorities, is consistent with the SKHHP Interlocal Agreement, and furthers SKHHP's mission. BACKGROUND Established by an interlocal agreement, SKHHP jurisdictions work together and share resources to increase options for South King County residents to access affordable housing and preserve existing affordable housing. The 2027 SKHHP work plan builds on work done in previous years and was developed in collaboration with the Executive Board and staff work group. The work plan is organized into four goals with corresponding action items. Each action is identified by priority as follows: • Higher — Identified as higher priority by Executive Board or is necessary to carry out the Interlocal Agreements • Medium — Identified as mid -level priority • Lower — Identified as lower priority Quarterly budget and progress reports on the status of the work plan elements will be submitted to the SKHHP Executive Board and the legislative body of each member jurisdiction as follows: Quarter 1: May I Quarter 2: August I Quarter 3: November I Quarter 4: February In accordance with the Interlocal Agreement, the 2027 SKHHP work plan and budget will be approved by the SKHHP Executive Board and the legislative body of each member jurisdiction. SKHHP MISSION South King County jurisdictions working together and sharing resources to create a coordinated, comprehensive, and equitable approach to increasing housing stability, reducing homelessness, and producing and preserving quality affordable housing in South King County. GOALS & ACTIONS Goal Actions 1. Fund the expansion and preservation of affordable housing. 1 through 5 2. Develop policies to expand and preserve affordable housing. 6 through 9 3. Serve as an advocate for South King County. 10 through 15 4. Manage operations and administration. 16 through 22 Resolution No. 2026-03 May 15, 2026 Page 4 of 9 18 Goal 1 Fund the expansion and preservation of affordable housing. Actions Priority of Actions ••• = Higher •• = Medium • = Lower 1. Pool resources from member cities for the Housing Capital Fund, including SHB 1406 funds, HB 1590 funds, and general funds. • • • 2. Develop and execute contract documents and covenants for projects ready to move forward from 2023-25 Housing Capital Fund funding rounds. • • • 3. Facilitate approval from participating Councils of recommended projects from 2026 Housing Capital Fund funding round and prepare contract documents and covenants for any projects ready to move forward. ••• 4. Manage 2027 Housing Capital Fund funding round including adopting annual guidelines, updating application materials, soliciting proposals, and facilitating project selection. ••• 5. Encourage investment in South King County by private investors, lenders, and philanthropies. ••• Indicators o Number of housing units and number of projects funded with financial support from SKHHP o Number of housing units preserved with financial support from SKHHP o Total dollar amount pooled by member jurisdictions for Housing Capital Fund o Total dollar amount from new sources of revenue added to the Housing Capital Fund o Geographic diversity of applications received for annual Housing Capital Fund funding round Resolution No. 2026-03 May 15, 2026 Page 5 of 9 Rev. 2018 19 ©no Goal 2 Develop policies to expand and preserve affordable housing. Actions Priority of Actions ••• = Higher •• = Medium • = Lower 6. Facilitate a review of inclusionary zoning models and feasibility requirements to identify potential shared policy goals among member jurisdictions. •• 7. Convene land use planners (SoKiHo) to increase coordination and collaboration on housing policy and planning. • 8. Build relationships with developers to learn from their perspective the ways to encourage housing development, especially affordable housing. • 9. Develop SKHHP Executive Board briefings on key housing and homelessness topics, especially as they relate to the goals of the work plan. • Indicators o Subregional inclusionary zoning potential shared policy goals and feasibility report prepared and presented o Number of relationships fostered with developers o Number of Executive Board briefings on key housing and homelessness topics Resolution No. 2026-03 May 15, 2026 Page 6 of 9 Rev. 2018 20 Goal 3 Serve as an advocate for South King County. Actions Priority of Actions ••• = Higher •• = Medium • = Lower 10. Work collaboratively with public funders at the state and local levels to increase alignment and promote shared affordable housing goals and equitable geographic distribution of resources. • • 11. Coordinate with the Advisory Board in collaboration with housing organizations and stakeholder groups to provide education and engagement opportunities for elected officials and community members. • 12. Represent SKHHP at relevant local and regional meetings and forums that help advance SKHHP's mission and provide a voice for increasing access to safe, healthy, and affordable housing in South King County. • 13. Connect affordable housing developers with property owners who intend to sell naturally occurring affordable housing in coordination with member cities. • 14. Meet with legislators as opportunities arise to inform about SKHHP's mission, goals, and the Housing Capital Fund and host a legislative forum (odd numbered years). • 15. Host a South King County legislative forum to amplify awareness of SKHHP's work and subregional housing needs. • Indicators o Number of collaborative work sessions held with public funders o Number of events or engagement opportunities Advisory Board members organize or support o Number of meetings, forums, or events attended that advance SKHHP's mission o Number of meetings with legislators that promote SKHHP and South King County o Number of affordable housing developers connected with property owners intending to sell naturally occurring affordable housing o South King County legislative forum successfully executed Resolution No. 2026-03 May 15, 2026 Page 7 of 9 Rev. 2018 21 I Goal 4 Manage operations and administration. Actions Priority of Actions ••• = Higher •• = Medium • = Lower 16. Develop annual work plan and budget. ••• 17. Generate and distribute quarterly progress reports to SKHHP Executive Board and member jurisdictions. ••• 18. Work with administering agency to maintain records and produce regular financial reports for the SKHHP Housing Capital Fund and SKHHP Operating Account. ••• 19. Organize and host monthly Executive and Advisory Board public meetings. ••• 20. Implement and refine monitoring and compliance process to ensure Housing Capital Fund projects maintain affordability for tenants. ••• 21. Facilitate membership outreach to interested South King County cities to engage potential partners and scale regional housing impact. •• 22. Evaluate current staff capacity and establish comparative growth models to inform SKHHP's Tong -term expansion. •• 23. Maintain and update the SKHHP website. •• Indicators o Work plan and budget adopted o Quarterly progress reports prepared and presented to Executive Board o Financial reports and public records maintained o Monthly Executive and Advisory Board meetings held o Process established for monitoring and compliance of Housing Capital Fund projects o Number of outreach meetings, informational briefings, or regional workshops conducted with non-member South King County cities. o Staffing capacity report and growth models prepared and presented to Executive Board o Website maintained Resolution No. 2026-03 May 15, 2026 Page 8 of 9 Rev. 2018 22 RESOLUTION 2026-03 — ATTACHMENT B 2027 SKHHP Operating Budget Estimated beginning fund balance - January 1, 2027 $ 398,094 Estimated ending fund balance - December 31, 2027 $ 331,185 REVENUES Auburn $ 52,295 Burien $ 30,171 Covington $ 15,086 Des Moines $ 15,086 Federal Way $ 68,386 Kent $ 68,386 Maple Valley $ 15,086 Normandy Park $ 8,045 Renton $ 68,386 SeaTac $ 15,086 Tukwila $ 15,086 King County* $ 68,386 Additional King County* $ 6,614 Office space (in -kind donation) $ 12,000 TOTAL REVENUES $ 458,099 Spend down balance $ 66,909 TOTAL $ 525,008 EXPENSES Salaries & Wages $ 269,648 Benefits $ 85,662 Professional Services $ 63,970 Interfund Allocations $ 44,000 Office Space (in -kind donation) $ 12,000 Supplies $ 2,000 Subtotal $ 477,280 Administering agency - 10% admin fee** $ 47,728 TOTAL $ 525,008 RESERVE TOTAL 1,026,983 "King County contribution based on the population of unincorporated King County is shown as increasing at the same rate as other partner jurisdictions and the additional allocation decreasing to maintain a total contribution of $75,000 per year. **10% administrative fee is calculated as a percentage of operating costs which excludes in -kind donations and carry -forwards. Resolution No. 2026-03 May 15, 2026 Page 9 of 9 Rev. 2018 23 Docusign Envelope ID: 464AFF47-F9D1-816F-827A-D4A1 D3FE1 DCB RESOLUTION NO. 2026-03 A RESOLUTION OF THE EXECUTIVE BOARD OF THE SOUTH KING COUNTY HOUSING AND HOMELESSNESS PARTNERS(SKHHP), ADOPTING THE 2027 SKHHP WORK PLAN AND OPERATING BUDGET WHEREAS, pursuant to the Interlocal Agreement, the SKHHP Executive Board approves an annual work plan and budget each year to guide the work of SKHHP staff; and WHEREAS, pursuant to the Interlocal Agreement, the annual budget includes an itemization of all categories of budgeted expenses and itemization of each Party's contribution, including in -kind services; and WHEREAS, upon adoption by the Executive Board, the annual work plan and budget will be transmitted to each participating jurisdiction for approval by their legislative body; and WHEREAS, the budget will not become effective until approved by the legislative body of each jurisdiction and adopted by the SKHHP Executive Board; and WHEREAS, if a party does not approve the work plan or budget in a timely manner, the Executive Board may adopt the budget and work plan with a two-thirds majority vote; and WHEREAS, the purpose of the annual work plan and budget is to provide management and budget guidance, and implement the overarching SKHHP mission to work together and share resources to increase the available options for South King County residents to access affordable housing and to preserve the existing affordable housing stock; and Resolution No. 2026-03 May 15, 2026 Page 1 of 9 24 Docusign Envelope ID: 464AFF47-F9D1-816F-827A-D4A1 D3FE1 DCB WHEREAS, the 2027 work plan includes four goals with corresponding action items that further SKHHP's mission. NOW, THEREFORE, THE EXECUTIVE BOARD RESOLVES as follows: Section 1. The Executive Board adopts the 2027 SKHHP Work Plan in Attachment A. Section 2. The Executive Board adopts the 2027 SKHHP Operating Budget in Attachment B. Section 3. Each party's contribution to SKHHP's operating budget will be transmitted on an annual basis during the first quarter of the calendar year. Section 4. The Executive Manager shall conduct a comprehensive budget analysis and fiscal performance report prior to the development of the 2028 budget. This report will evaluate the financial efficiency of operations and establish cost -performance benchmarks to inform future funding requirements. Section 5. The Executive Manager is authorized to implement those administrative procedures necessary to carry out the directives of this legislation. Section 6. SKHHP staff is authorized to make necessary corrections to this Resolution including, but not limited to, the correction of scrivener's/clerical errors, references, Resolution numbering, section/subsection numbers, and any references thereto. Resolution No. 2026-03 May 15, 2026 Page 2of9 25 Docusign Envelope ID: 464AFF47-F9D1-816F-827A-D4A1 D3FE1 DCB Section 7. This Resolution will take effect and be in full force on passage and signatures. Dated and Signed this 22nd day of May , 2026. SOUTH KING COUNTY HOUSING AND HOMELESSNESS PARTNERS Signed by: �FECa2ABD 7t047G... NANCY BACKUS, CHAIR ATTEST: ,—Signed by: V OV'Sbt P .\—b3:b3325T EU4B1... Dorsol Plants Acting Executive Manager Resolution No. 2026-03 May 15, 2026 Page 3 of 9 26 RESOLUTION 2026-03 — ATTACHMENT A SKHHP 2027 WORK PLAN PURPOSE Establish a 2027 SKHHP work plan and budget that is guided by Executive Board priorities, is consistent with the SKHHP Interlocal Agreement, and furthers SKHHP's mission. BACKGROUND Established by an interlocal agreement, SKHHP jurisdictions work together and share resources to increase options for South King County residents to access affordable housing and preserve existing affordable housing. The 2027 SKHHP work plan builds on work done in previous years and was developed in collaboration with the Executive Board and staff work group. The work plan is organized into four goals with corresponding action items. Each action is identified by priority as follows: • Higher — Identified as higher priority by Executive Board or is necessary to carry out the Interlocal Agreements • Medium — Identified as mid -level priority • Lower — Identified as lower priority Quarterly budget and progress reports on the status of the work plan elements will be submitted to the SKHHP Executive Board and the legislative body of each member jurisdiction as follows: Quarter 1: May I Quarter 2: August I Quarter 3: November I Quarter 4: February In accordance with the Interlocal Agreement, the 2027 SKHHP work plan and budget will be approved by the SKHHP Executive Board and the legislative body of each member jurisdiction. SKHHP MISSION South King County jurisdictions working together and sharing resources to create a coordinated, comprehensive, and equitable approach to increasing housing stability, reducing homelessness, and producing and preserving quality affordable housing in South King County. GOALS & ACTIONS Goal Actions 1. Fund the expansion and preservation of affordable housing. 1 through 5 2. Develop policies to expand and preserve affordable housing. 6 through 9 3. Serve as an advocate for South King County. 10 through 15 4. Manage operations and administration. 16 through 22 Resolution No. 2026-03 May 15, 2026 Page 4 of 9 27 Goal 1 Fund the expansion and preservation of affordable housing. Actions Priority of Actions ••• = Higher •• = Medium • = Lower 1. Pool resources from member cities for the Housing Capital Fund, including SHB 1406 funds, HB 1590 funds, and general funds. • • • 2. Develop and execute contract documents and covenants for projects ready to move forward from 2023-25 Housing Capital Fund funding rounds. • • • 3. Facilitate approval from participating Councils of recommended projects from 2026 Housing Capital Fund funding round and prepare contract documents and covenants for any projects ready to move forward. ••• 4. Manage 2027 Housing Capital Fund funding round including adopting annual guidelines, updating application materials, soliciting proposals, and facilitating project selection. ••• 5. Encourage investment in South King County by private investors, lenders, and philanthropies. ••• Indicators o Number of housing units and number of projects funded with financial support from SKHHP o Number of housing units preserved with financial support from SKHHP o Total dollar amount pooled by member jurisdictions for Housing Capital Fund o Total dollar amount from new sources of revenue added to the Housing Capital Fund o Geographic diversity of applications received for annual Housing Capital Fund funding round Resolution No. 2026-03 May 15, 2026 Page 5 of 9 Rev. 2018 28 ono Goal 2 Develop policies to expand and preserve affordable housing. Actions Priority of Actions ••• = Higher •• = Medium • = Lower 6. Facilitate a review of inclusionary zoning models and feasibility requirements to identify potential shared policy goals among member jurisdictions. •• 7. Convene land use planners (SoKiHo) to increase coordination and collaboration on housing policy and planning. • 8. Build relationships with developers to learn from their perspective the ways to encourage housing development, especially affordable housing. • 9. Develop SKHHP Executive Board briefings on key housing and homelessness topics, especially as they relate to the goals of the work plan. • Indicators o Subregional inclusionary zoning potential shared policy goals and feasibility report prepared and presented o Number of relationships fostered with developers o Number of Executive Board briefings on key housing and homelessness topics Resolution No. 2026-03 May 15, 2026 Page 6 of 9 Rev. 2018 29 Goal 3 Serve as an advocate for South King County. Actions Priority of Actions ••• = Higher •• = Medium • = Lower 10. Work collaboratively with public funders at the state and local levels to increase alignment and promote shared affordable housing goals and equitable geographic distribution of resources. • • 11. Coordinate with the Advisory Board in collaboration with housing organizations and stakeholder groups to provide education and engagement opportunities for elected officials and community members. • 12. Represent SKHHP at relevant local and regional meetings and forums that help advance SKHHP's mission and provide a voice for increasing access to safe, healthy, and affordable housing in South King County. • 13. Connect affordable housing developers with property owners who intend to sell naturally occurring affordable housing in coordination with member cities. • 14. Meet with legislators as opportunities arise to inform about SKHHP's mission, goals, and the Housing Capital Fund and host a legislative forum (odd numbered years). • 15. Host a South King County legislative forum to amplify awareness of SKHHP's work and subregional housing needs. • Indicators o Number of collaborative work sessions held with public funders o Number of events or engagement opportunities Advisory Board members organize or support o Number of meetings, forums, or events attended that advance SKHHP's mission o Number of meetings with legislators that promote SKHHP and South King County o Number of affordable housing developers connected with property owners intending to sell naturally occurring affordable housing o South King County legislative forum successfully executed Resolution No. 2026-03 May 15, 2026 Page 7 of 9 Rev. 2018 30 I Goal 4 Manage operations and administration. Actions Priority of Actions ••• = Higher •• = Medium • = Lower 16. Develop annual work plan and budget. ••• 17. Generate and distribute quarterly progress reports to SKHHP Executive Board and member jurisdictions. ••• 18. Work with administering agency to maintain records and produce regular financial reports for the SKHHP Housing Capital Fund and SKHHP Operating Account. ••• 19. Organize and host monthly Executive and Advisory Board public meetings. ••• 20. Implement and refine monitoring and compliance process to ensure Housing Capital Fund projects maintain affordability for tenants. ••• 21. Facilitate membership outreach to interested South King County cities to engage potential partners and scale regional housing impact. •• 22. Evaluate current staff capacity and establish comparative growth models to inform SKHHP's Tong -term expansion. •• 23. Maintain and update the SKHHP website. •• Indicators o Work plan and budget adopted o Quarterly progress reports prepared and presented to Executive Board o Financial reports and public records maintained o Monthly Executive and Advisory Board meetings held o Process established for monitoring and compliance of Housing Capital Fund projects o Number of outreach meetings, informational briefings, or regional workshops conducted with non-member South King County cities. o Staffing capacity report and growth models prepared and presented to Executive Board o Website maintained Resolution No. 2026-03 May 15, 2026 Page 8 of 9 Rev. 2018 31 RESOLUTION 2026-03 — ATTACHMENT B 2027 SKHHP Operating Budget Estimated beginning fund balance - January 1, 2027 $ 398,094 Estimated ending fund balance - December 31, 2027 $ 331,185 REVENUES Auburn $ 52,295 Burien $ 30,171 Covington $ 15,086 Des Moines $ 15,086 Federal Way $ 68,386 Kent $ 68,386 Maple Valley $ 15,086 Normandy Park $ 8,045 Renton $ 68,386 SeaTac $ 15,086 Tukwila $ 15,086 King County* $ 68,386 Additional King County* $ 6,614 Office space (in -kind donation) $ 12,000 TOTAL REVENUES $ 458,099 Spend down balance $ 66,909 TOTAL $ 525,008 EXPENSES Salaries & Wages $ 269,648 Benefits $ 85,662 Professional Services $ 63,970 Interfund Allocations $ 44,000 Office Space (in -kind donation) $ 12,000 Supplies $ 2,000 Subtotal $ 477,280 Administering agency - 10% admin fee** $ 47,728 TOTAL $ 525,008 RESERVE TOTAL 1,026,983 "King County contribution based on the population of unincorporated King County is shown as increasing at the same rate as other partner jurisdictions and the additional allocation decreasing to maintain a total contribution of $75,000 per year. **10% administrative fee is calculated as a percentage of operating costs which excludes in -kind donations and carry -forwards. Resolution No. 2026-03 May 15, 2026 Page 9 of 9 Rev. 2018 32 11 PROGRESS Blog BIN WhJk. are ProwAt lye Pe What are Proactive Rental Inspection Programs?: Keeping Homes Occupied and Communities Healthy April 21, 2026 0' • 41,,A,A. 'Q 44"AgioitAAA 7.rfflitthloonto Proactive rental inspection is a powerful tool local governments can use to identify and stabilize deteriorated, occupied rental properties. This matters because housing is one of the most powerful determinants of health, with serious consequences for people living in substandard properties. A leaky roof isn't just a problem with cracked shingles or unrepaired vents —it becomes a mold problem, then a respiratory problem, then an asthma diagnosis for a child. Chipping paint in an older rental unit isn't just an aesthetic concern, but a source of lead exposure that causes irreversible neurological harm. Poorly ventilated heating systems expose families to carbon monoxide, and pest infestations trigger allergic reactions and worsen chronic illness. Structural hazards cause injuries. https://communityprogress.org/blog/proactive-rental-inspection-programs/ 33 In addition to physical health impacts, living in a deteriorating home takes a measurable toll on mental health, with research linking substandard housing conditions to higher rates of depression, anxiety, and psychological distress. Low-income renters are most at risk. With few resources to move, lack of alternative, affordable housing options, and real fear that reporting unsafe conditions could lead to retaliatory eviction or building condemnation, many tenants simply live with the reality of dangerous or unhealthy housing. Nearly 7 million US households live in physically inadequate homes, with the burden falling disproportionately on low-income Black and Brown renters, exacerbating health disparities. Proactive rental inspection helps improve and maintain a healthy, safe rental inventory. This benefits both landlords and renters —and protects neighborhoods from future deterioration. A proactive rental inspection program is what it sounds like: Instead of waiting for a tenant to file a complaint, cities inspect rental housing proactively, on a regular, mandatory schedule. This shift from reactive to strategic code enforcement changes everything about who bears the burden of ensuring safe, healthy housing. Traditionally, most local governments rely on resident complaints to identify housing and building code violations and use fines and criminal penalties to enforce local property maintenance ordinances. When it comes to rental properties and interior violations, this puts the responsibility for identifying hazards on the people with the most to lose. Tenants who fear eviction, don't speak English, live on fixed incomes, or simply don't know they have the right to safe housing are also the tenants most likely to be living in the worst conditions Even in the best case, the only thing reactive code enforcement accomplishes is solving the specific problem in the specific building from which the complaint https://communityprogress.org/blog/proactive-rental-inspection-programs/ 34 emanated. It does nothing to improve conditions in the many other buildings that don't happen to trigger complaints. In contrast, proactive rental inspection treats housing code enforcement as the vital public health and safety function that it is, like restaurant health inspections or water quality testing. Landlords are required to register their properties and are subject to regular, systematic inspections by code inspectors using a checklist of conditions affecting health and safety. Through these inspections, local governments can identify hazards like untreated lead paint, toxic mold, broken heating and cooling, and structural dangers before they create lasting harm. The most effective proactive rental inspection programs also create accountability for landlords and property maintenance firms through a combination of incentives for passed inspections and penalties for noncompliance. There is real evidence that proactive inspection works as a public health and safety intervention: • Baltimore, Maryland, which has one of the country'soldest proactive rental inspection programs,documented a 97 percent reduction in elevated blood lead levels in children tested between 1992 and 2016—the result of a sustained, multi -pronged effort in which proactive inspection played a central role. • Rochester, New York, which built its proactive inspection program around a prevention -first lead ordinance, saw an 85 percent decrease in childhood lead poisoning rates between 2006 and 2019. https://communityprogress.org/blog/proactive-rental-inspection-programs/ 35 • Minneapolis, Minnesota implemented a regular proactive rental inspection program in 2012. The program requires all rental properties to be licensed and inspected on a cycle based on their compliance history and uses regular 150-point safety inspections to identify critical health and safety hazards such as non-functioning smoke and carbon monoxide detectors, fire hazards like clogged dryer ducts, and mold —prioritizing the most at -risk properties for annual review. • Cedar Rapids, Iowa moved away from complaint -based enforcement by adopting a rental registration and inspection program in 2010. They have documented inspectors detecting gas leaks during routine inspections that likely would not have been found otherwise. In 2025 alone, city building inspectors cited nearly 2,800 inoperable smoke detectors. The city's building services director credits the program with potentially saving lives The throughline in communities that achieve results like these is the shift from reactive to strategic code enforcement. Rather than treating code enforcement as a minor government function, triggered only by complaints, these communities treat it as a health and safety tool, finding hazards before they cause harm. That shift in framing changes how early intervention happens and whether property deterioration issues get addressed before the property becomes unlivable. Beyond these immediate benefits to health and safety, proactive rental inspection programs also help prevent displacement of vulnerable tenants, protect and strengthen housing markets, and build a culture of responsible property ownership. https://communityprogress.org/blog/proactive-rental-inspection-programs/ 36 esi a active rental; ins ection p a a o s Building a proactive rental inspection program that deliversresults requires local governments to evaluate their capacity and prioritize tenant protections. The approaches below reflect common practices among cities that have done this well. The examples show how local governments of different sizes and geographies are putting these principles into practice —and there are many other cities doing this work, too. 1. Start with a rental registry You cannot inspect what you cannot find. Many cities are surprised to discover they don't have a reliable, current list of which properties in their jurisdiction are being rented out. A rental registry requires landlords to register their rental units with the city. The up-to-date contact information for landlords and property management firms in a rental registry is foundational infrastructure that makes a proactive rental inspection program possible. Getting landlords registered also creates an early accountability touch point, giving cities a way to communicate directly with property owners about program requirements and available resources. Creating the basis for a rental registry is easy and inexpensive using available information sources and straightforward data systems. Examples of cities with rental registries include: • Cedar Rapids, Iowa • Denver, Colorado • College Station, Texas • South Bend, Indiana • Little Rock, Arkansas https://communityprogress.org/blog/proactive-rental-inspection-programs/ 37 2. Pair proactive inspections with licensing. The most effective proactive inspection programs rely on more than fines. They require landlords to obtain a license to engage in the business of renting and can revoke that license for noncompliance. This gives cities leverage. For landlords who have learned to absorb or ignore fines, the threat of losing their rental income stream is a powerful incentive to make repairs. A license program can also be used to ensure that landlords stay current on their taxes, and require that problem landlords take courses, or develop remedial action plans, to keep their license. Not all states, however, allow cities to license landlords. Examples of cities with landlord license requirements include: • Baltimore, Maryland • Springfield, Missouri • Norristown, Pennsylvania 3. Publish a clear, health -focused inspection checklist The purpose of a proactive inspection is to ensure a home is safe and healthy, not to cite every technical code deficiency. A checklist should cover all conditions that most directly affect health and safety, like working heating systems, water intrusion, lead hazards, pest infestations, smoke detectors, and structural integrity. Publish this checklist online so landlords know exactly what to expect during an inspection. Hundreds of towns and cities have published inspection checklists. A few examples include: • Seattle, Washington • Cincinnati, Ohio • Columbia, Missouri se satatotar • et your resources Many successful programs use parcel, market, and health data to prioritize inspections where they will have the greatest impact, for example: properties with a history of violations, homes built before 1978 (when the federal government banned lead paint), or neighborhoods with elevated rates of asthma hospitalizations or childhood lead poisoning. A performance -based inspection frequency model, where landlords with https://communityprogress.org/blog/proactive-rental-inspection-programs/ 38 persistent violations are inspected more often and those with good records less frequently, rewards compliance and focuses resources on problem properties. Once the proactive inspection program has been in place for a year or two, it is a good idea to transition to a performance -based system, to be able to concentrate resources on landlords that are chronically noncompliant, and show responsible landlords a lighter touch. Examples of cities using tiered and data -driven approaches to inspections include: • Cedar Rapids, Iowa • Fresno, California • Rochester, New York • Minneapolis, Minnesota arse a reasona • le fee that can cover t e cost oft e ins • ections Cities should charge a fee that is adequate to cover the cost of the initial inspection, as well as the administrative costs of maintaining the registration or licensing system. Many cities charge a fee that is in the ballpark of $100/unit/year, which is usually enough to cover the full costs of administering and managing the program. Fees should not be seen as a new revenue stream to boost a municipality's general fund. All fees should be used to offset the program's goals of achieving safe, healthy rental housing and preventing vacancy in the rental inventory. rotect tenants at risk of is • lace ent Proactive inspection programs are built to protect low-income renters but can cause unintended harm if they don't plan for worst -case scenarios. More effective enforcement will inevitably uncover some units unfit for habitation, while elsewhere some landlords will decide repairs don't pencil out and may walk away from their properties. It is important to plan for the potential of tenant displacement in the program design. Cities should establish relocation assistance programs, explore requirements for noncompliant landlords to cover displacement costs, and build partnerships with legal aid and social service organizations to support tenants through the process. • Examples of places with tenant displacement protections include: https://communityprogress.org/blog/proactive-rental-inspection-programs/ 39 • Minneapolis, Minnesota • San Antonio, Texas • Washington State 7. Treat res onsi le Ian lorts as .a ners Effective programs lead with communication, notifying landlords before inspections, explaining what will be inspected and why, and framing the process as something that protects their investment as much as their tenants. The goal is compliance, not punishment. This is especially important for small landlords in weak real estate markets who may want to make repairs but lack the funds. Some cities have created home repair and landlord repair assistance programs (sometimes structured as loans with affordability requirements, sometimes administered by local nonprofits) to help these owners comply. A landlord who understands that addressing a minor leak today prevents a costly mold remediation down the road is more likely to cooperate and maintain the property between inspection cycles. • • Examples of programs with effective landlord communication strategies include: St. Johnsbury, Vermont (via RuralEdge) Philadelphia, Pennsylvania (via PHDC) • Invest in ressonsi uil n le for co • • cultural chan e enforce ent • e in the e art ent Proactive inspection of occupied rental properties is meaningfully different from the exterior inspections that are most common in a traditional, reactive approach to code enforcement. Inspectors must be able to communicate with tenants with care and navigate situations that may surface social service needs beyond housing quality. Departments that want to pivot successfully to a proactive inspection model should invest in training, adjust hiring practices to prioritize strong interpersonal skills, and build referral networks and partnerships with local nonprofits. Read more about how to design an effective program in our Code Enforcement Training Guide. This guide includes examples of how cities like Peoria, Illinois and Cincinnati, Ohio have shifted culture towards a collaborative approach between residents and code enforcement. 40 https://communityprogress.org/blog/proactive-rental-inspection-programs/ Track outco es an* i *act Many code enforcement programs measure success by the number of inspections conducted or citations issued. However, those numbers don't indicate whether housing became safer or residents became healthier. Programs that can connect inspection activity to reductions in lead poisoning rates, asthma hospitalizations, or housing -related emergency calls earn sustained political support and budget investment. Building better data infrastructure that tracks health and housing outcomes gives program administrators evidence to make the case to elected officials and demonstrate return on investment to the community. • o o rental ins . unity ro ection an • • ress e Iicensin . • e • ro • etroit ove ra aul its Detroit, Michigan has an estimated 80,000 rental properties, most of them single-family homes. When the City of Detroit engaged Community Progress in 2023 to assess its rental inspection program, fewer than 15,000 of those properties were registered (despite a rental registration requirement), and only 8,000 had an active certificate of compliance. Put simply: The overwhelming majority of Detroit renters had no assurance that their home passed even a basic safety inspection. The City's complaint -based enforcement system had significant structural weaknesses: landlords incorporated as LLCs were routinely ignoring citations and fines, and tenants were reluctant to report violations for fear of displacement. Community Progress conducted a detailed analysis of Detroit's existing rental ordinance and developed concrete recommendations for how the City could build a more effective and equitable system. Our recommendations prioritized tools with consequences for scofflaw landlords, like the ability to tie unpaid violations to the property itself and enforce them similarly to delinquent property taxes —meaning landlords risked losing their property and income stream if they failed to comply. In October 2024, Detroit City Council passed a sweeping overhaul of the city's rental ordinance, incorporating nearly all of Community Progress' recommendations to enhance enforcement against repeat violators, simplify compliance for good -faith landlords, and strengthen tenant protections. By early 2025, the City had launched a pilot of the new system and is seeing promising results. By week 15 of the new rental system, the City had done 1,200 inspections —previously, it took a year to inspect 500 properties in a pilot area. As of July 2025, 11,589 additional rental properties had been registered in the City. https://communityprogress.org/blog/proactive-rental-inspection-programs/ 41 Proactive rental inspection is "bli ht" prevention Community Progress works to help address occupied, deteriorated housing precisely because of the need to preserve existing housing stock, protect community health, and prevent future vacant and abandoned properties. If your city is grappling with rental housing quality, a complaint -driven enforcement system that isn't getting results, or landlords who have learned to ignore fines, we can help. Contact our team to learn more about our technical assistance services and how we can support your community's code enforcement and rental safety goals. The Impact of Vacant, Abandoned, and Deteriorated Properties on Community Health MENTAL HEALTH Living in homes with serious deterioration, induding leaks, broken plumbing or windows, and pest issues, is linked to higher levels of depression and other mental and behavioral health issues. RESPIRATORY HEALTH Cold, damp homes that allow mold and other microbes to grow cause respiratory illnesses like asthma, as well as cardiovascular disease, stomach illness, and fever. ENVIRONMENTAL TOXINS Common in older paint and plumbing, lead causes lasting neurological harm in children. Poorly installed or ventilated heating and cooking systems can expose residents to carbon monoxide, while radon gas seeping into homes from the ground can increase the risk of cancer. NEIGHBORHOOD DISTRESS Living in a neighborhood with many vacant and abandoned properties is associated with poorer mental health, higher rates of chronic illness, developmental issues in children, and greater overall risk of premature death from cardiovascular disease and violence, Sourctei Erwin, de Leda and tioseph Iiiq, Urban' Blight and Public HeattlinAddressing Impact of Substandard Housing, Abandoned Huildiogo, striid ihiutaiol Lots (Urban institute, 2017), Gliaphini Copyright 'Center for Cordrourirly Pf ogress 2026 https://communityprogress.org/blog/proactive-rental-inspection-programs/ 42