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The A uburn City Council Study Session Meeting scheduled for Monday, November
9, 2020 at 5:30 p.m. will be held virtually and telephonically. To attend the meeting
virtually please click the link or enter the meeting I D into the Z oom app or call into the
meeting at the phone number listed below.
P er the Governor's Emergency P roclamation 20-28, the City of A uburn is prohibited
from holding an in-person meeting at this time.
City of A uburn R esolution No. 5533, designates City of Auburn meeting locations for
all C ouncil, B oard and Commission meetings as virtual. A ll meetings will be held
virtually and telephonically until K ing C ounty enters into P hase 3 of Governor I nslee’s
S afe S tart — Washington’s P hased Reopening plan.
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B .Roll Call
I I I .A NNO UNC E ME NT S R E P O RT S A ND P R E S E NTAT I O NS
I V.A G E ND A MO D I F I C AT I O N
Page 1 of 92
V.A G E ND A I T E MS F O R C O UNC I L D I S C US S I O N
A .Ordinance No. 6793 (T homas)(5 Minutes)
A n Ordinance establishing the levy for regular property taxes by the City of Auburn for
collection in 2021 for general City operational purposes in the amount of $23,346,072
B .Ordinance No. 6794 (T homas)(5 Minutes)
A n Ordinance adopting the 2021-2022 B iennial Operating Budget
C.Ordinance No. 6796 (T homas)(5 Minutes)
A n Ordinance adopting the 2021-2022 B iennial Capital B udget
D.Ordinance No. 6800 (T homas)(5 Minutes)
A n Ordinance establishing a substantial need for an increase above the rate of inflation
to the levy for regular property taxes by the City of Auburn for collection in 2021 for
general City operational purposes
E .Ordinance No. 6801 (T homas)(5 Minutes)
A n Ordinance increasing the rate of tax on Water, S torm Drainage, S ewer and
Garbage/S olid Waste Utilities in the City, amending Sections 3.40.010 and 3.41.010
and repealing Sections 3.40.020, 3.41.015, and 3.41.020 of the A uburn City Code
F.L egislative Update (Hinman)(20 Minutes)
Discussion on the 2021 City of A uburn Federal and State legislative priorities
V I .C O MMUNI T Y W E L L NE S S D I S C US S I O N I T E MS
A .Human Services F unding Overview - 2021/2022 Grant Funding (Tate)(45 Minutes)
Overview of the 2021/2022 Human S ervices Grant Funding Application and Review
P rocess
V I I .O T HE R D I S C US S I O N I T E MS
V I I I .NE W B US I NE S S
I X.A D J O UR NME NT
Agendas and minutes are available to the public at the City Clerk's Office, on the City website
(http://www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review
at the City Clerk's Office.
Page 2 of 92
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6793 (Thomas)(5 Minutes)
Date:
November 2, 2020
Department:
Finance
Attachments:
Ordinance No. 6793
Budget Impact:
Administrativ e Recommendation:
For discussion only.
Background Summary:
Attached is proposed Ordinance No. 6793, which establishes the 2021 Property Tax Levy
based on preliminary valuation data from King County. It represents an increase over the
2020 levy of $223,529, plus increases due to new construction and refund levy. King County
will not finalize the City’s assessed valuation, new construction, and refund levies until
December. Therefore, this levy is based upon preliminary information as it is scheduled for
Council adoption on November 16, 2020. The following is a summary of the 2021 levy
calculation:
As of this date, the preliminary assessed valuation from King County (including new
construction) totals $13.17 billion for the City of Auburn. This is a 6.6% increase over 2020
assessed valuations. The 2021 Property Tax Levy will be distributed into the General Fund to
support general government operations.
Rev iewed by Council Committees:
Councilmember:Staff:Thomas
Meeting Date:November 9, 2020 Item Number:
Page 3 of 92
Ordinance No. 6793
November 4, 2020
Page 1 of 3
ORDINANCE NO. 6793
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ESTABLISHING THE LEVY FOR
REGULAR PROPERTY TAXES BY THE CITY OF AUBURN
FOR COLLECTION IN 2021 FOR GENERAL CITY
OPERATIONAL PURPOSES IN THE AMOUNT OF
$23,346,072
WHEREAS, the City Council of the City of Auburn has met and considered
its budget for the calendar year 2021; and
WHEREAS, pursuant to RCW 84.55.120 the City Council held public
hearings on November 2, 2020 and November 16, 2020, after proper notice was
given, to consider the City of Auburn's 2021-2022 biennial budget and the
regular property tax levy to support it; and
WHEREAS, the City Council of the City of Auburn, after public hearing,
and after duly considering all relevant evidence and testimony presented, has
determined that the City of Auburn requires property tax revenue and any
increase of new construction and improvements to property, any increase in the
value of state-assessed property, annexations, and any refund levies in order
to discharge the expected expenses and obligations of the City and in its best
interest; and
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, DO ORDAIN AS FOLLOWS:
Page 4 of 92
Ordinance No. 6793
November 4, 2020
Page 2 of 3
Section 1. Regular property taxes for collection in the City of Auburn
for the year 2021 are authorized in the amount of $23,346,072. Not including
the addition of new construction and improvements to property, any increases
related to the value of state assessed property, and any refund levies available,
the regular property tax levy for 2021 collection represents an increase from
regular property taxes levied for collection in 2020 of $223,529 which is a 1.0%
increase in revenue from the previous year.
Section 2. Implementation. The Mayor is hereby authorized to
implement those administrative procedures necessary to carry out the
directions of this legislation.
Section 3. Severability. The provisions of this ordinance are declared
to be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
of it to any person or circumstance will not affect the validity of the remainder
of this ordinance, or the validity of its application to other persons or
circumstances.
Page 5 of 92
Ordinance No. 6793
November 4, 2020
Page 3 of 3
Section 4. Effective date. This Ordinance will take effect and be in
force five days from and after its passage, approval and publication as
provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Kendra Comeau, City Attorney
Published: ____________________
Page 6 of 92
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6794 (Thomas)(5 Minutes)
Date:
November 4, 2020
Department:
Finance
Attachments:
Ordinance No. 6794
Budget Impact:
Administrativ e Recommendation:
For discussion only.
Background Summary:
Budget Process: In May, the City began the process of developing the budget for the 2021-
2022 biennium. This included budget workshops as follows:
- July 27: Fund and budget process overview (workshop #1)
- September 10: General Fund Departments (workshop #2)
- September 15: General Fund Departments (continued) and Proprietary, Capital and Special
Revenue Funds (workshop #3)
- September 16: Proprietary, Capital and Special Revenue Funds (continued) (workshop #4)
During these presentations and workshops, Council provided input and policy guidance to
staff.
2021-2022 Preliminary Budget: A copy of the 2021-2022 Preliminary Budget was filed with
the City Clerk, distributed to Council, and made available to the public on October 26, 2020.
Capital Budget: Council will adopt the City’s 2021-2022 biennial capital budget separately,
with the approval of Ordinance No. 6796.
Ordinance No. 6794: Council’s approval of Ordinance No. 6794 will establish the City’s 2021-
2022 biennial operating budget. As the operating budget has been reviewed by Council
during the budget workshops, adoption of Ordinance 6794 is scheduled as follows:
- November 2: First public hearing
- November 16: Second public hearing and council adoption
Staff recommends Council approval of Ordinance No. 6794.
Rev iewed by Council Committees:
Page 7 of 92
Councilmember:Staff:Thomas
Meeting Date:November 9, 2020 Item Number:
Page 8 of 92
-------------------------
Ordinance No. 6794
November 4, 2020
Page 1 of 4
ORDINANCE NO. 6794
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2021-2022
BIENNIAL OPERATING BUDGET FOR THE CITY OF
AUBURN, WASHINGTON
THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, DO
ORDAIN AS FOLLOWS:
Section 1. As required by Chapter 35A.34 RCW, the Mayor of the City of
Auburn has completed and placed on file with the City Clerk of the City of Auburn a
preliminary biennial operating budget for 2021-2022. Notice was published, as
required by law, stating that: a) the Mayor had completed and placed the preliminary
budget on file; b) a copy would be provided at the office of the City Clerk to any
taxpayer who requested a copy; c) the City Council of the City of Auburn met virtually
on November 16, 2020 at 7:00 p.m. for the purpose of fixing the budget. Per the
Governor's Emergency Proclamation 20-28, the City of Auburn is prohibited from
holding an in-person meeting at this time. City of Auburn Resolution No. 5533,
designates City of Auburn meeting locations for all Council, Board and Commission
meetings as virtual. Any taxpayer seeking to submit written comments for or against
any part of the budget had the opportunity to do so in advance of 5:00 p.m. on
November 16, 2020; d) the Mayor provided a suitable number of copies of the
detailed preliminary operating budget to meet the reasonable demands of taxpayers;
e) The Mayor and the City Council met at the time and place designated in the notice
and all taxpayers of the City were given full opportunity to be heard for or against the
budget; f) the City Council has conducted public hearings on November 2, 2020 and
November 16, 2020 to consider this preliminary operating budget; g) at the meeting
held by the City Council on November 16, 2020 the City Council considered
Page 9 of 92
-------------------------
Ordinance No. 6794
November 4, 2020
Page 2 of 4
modifications of the proposed operating budget and approved the 2021-2022 biennial
budget for the City of Auburn as adopted by this Ordinance as shown on Schedule
A.
Section 2. Implementation. The Mayor is authorized to implement those
administrative procedures as may be necessary to carry out the directives of this
legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Kendra Comeau, City Attorney
Published: ____________________
Page 10 of 92
-------------------------
Ordinance No. 6794
November 4, 2020
Page 3 of 4
Schedule A
Beginning
Fund Balance
2021
Resources
2021
Expenditures
Ending
Fund Balance
$19,948,152 $72,870,710 $82,294,077 $10,524,785
Hotel/Motel Tax 225,286 139,100 177,110 187,276
Drug Forfeiture 957,967 147,600 492,994 612,573
Housing & Community Development 42,904 600,000 600,000 42,904
Business Improvement Area 96,325 55,700 90,000 62,025
Cumulative Reserve 6,383,315 101,000 - 6,484,315
City Hall Annex 2010 A&B Bond 4,489 1,645,300 1,645,300 4,489
Local Revitalization 2010 C&D Bond 33,593 574,070 573,800 33,863
LID #249 1,669 10 - 1,679
LID #350 403 960 - 1,363
Golf / Cemetery 2016 Refunding - 371,000 371,000 -
SCORE 2009 A&B Bond - 1,366,100 1,366,100 -
Water 17,088,517 19,149,300 25,067,833 11,169,984
Sewer 7,837,981 9,670,730 8,507,355 9,001,356
Sewer Metro 2,066,136 20,335,950 20,331,250 2,070,836
Storm Drainage 8,943,194 10,686,150 9,366,223 10,263,121
Solid Waste 5,753,618 16,775,500 16,950,830 5,578,288
Airport 810,777 5,285,700 4,487,696 1,608,781
Cemetery 505,802 1,203,600 1,344,820 364,582
Insurance 1,741,353 12,800 182,900 1,571,253
Workers' Compensation 2,382,027 1,139,400 876,800 2,644,627
Facilities 986,936 3,713,100 4,076,191 623,845
Innovation and Technology (includes
Multimedia)2,597,407 6,724,750 7,372,520 1,949,637
Equipment Rental 2,384,056 2,306,800 3,138,077 1,552,779
Fire Pension 2,033,441 103,500 210,204 1,926,737
SKHHP (South King Housing &
Homelessness Partners)241,645 253,100 307,860 186,885 PERMANENT FUNDSCemetery Endowment Care 1,983,146 63,620 - 2,046,766
$85,050,139 $175,295,550 $189,830,940 $70,514,749SPECIAL REVENUE FUNDSTOTAL OPERATING BUDGET $260,345,689 $260,345,689FIDUCIARY FUNDSENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL OPERATING BUDGETDEBT SERVICE2021 OPERATING FUNDS BUDGET SUMMARY
Fund
GENERAL FUND
Page 11 of 92
-------------------------
Ordinance No. 6794
November 4, 2020
Page 4 of 4
Schedule A
Beginning
Fund Balance
2022
Resources
2022
Expenditures
Ending
Fund Balance
$10,524,785 $81,938,250 $85,605,016 $6,858,019
Hotel/Motel Tax 187,276 168,900 177,110 179,066
Drug Forfeiture 612,573 148,000 356,531 404,042
Housing & Community Development 42,904 600,000 600,000 42,904
Business Improvement Area 62,025 55,400 90,000 27,425
Cumulative Reserve 6,484,315 80,000 1,950,000 4,614,315
City Hall Annex 2010 A&B Bond 4,489 1,637,300 1,637,300 4,489
Local Revitalization 2010 C&D Bond 33,863 567,370 567,100 34,133
LID #249 1,679 10 - 1,689
LID #350 1,363 10 - 1,373
Golf / Cemetery 2016 Refunding - 371,300 371,300 -
SCORE 2009 A&B Bond - 1,366,700 1,366,700 -
Water 11,169,984 19,298,050 23,266,154 7,201,880
Sewer 9,001,356 9,992,880 8,321,966 10,672,270
Sewer Metro 2,070,836 21,012,700 21,008,800 2,074,736
Storm Drainage 10,263,121 10,951,870 9,283,281 11,931,710
Solid Waste 5,578,288 18,629,600 18,719,680 5,488,208
Airport 1,608,781 1,507,100 2,878,847 237,034
Cemetery 364,582 1,280,400 1,386,048 258,934
Insurance 1,571,253 12,000 183,200 1,400,053
Workers' Compensation 2,644,627 1,144,900 884,000 2,905,527
Facilities 623,845 3,694,500 3,724,226 594,119
Innovation and Technology (includes
Multimedia)1,949,637 6,903,800 7,014,444 1,838,993
Equipment Rental 1,552,779 2,301,100 3,079,708 774,171
Fire Pension 1,926,737 103,600 211,204 1,819,133
SKHHP (South King Housing &
Homelessness Partners)186,885 252,300 315,450 123,735 PERMANENT FUNDSCemetery Endowment Care 2,046,766 64,130 - 2,110,896
$70,514,749 $184,082,170 $192,998,065 $61,598,854
TOTAL OPERATING BUDGET $254,596,919 $254,596,919ENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL OPERATING BUDGETFIDUCIARY FUNDSSPECIAL REVENUE FUNDSDEBT SERVICE2022 OPERATING FUNDS BUDGET SUMMARY
Fund
GENERAL FUND
Page 12 of 92
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6796 (Thomas)(5 Minutes)
Date:
November 4, 2020
Department:
Finance
Attachments:
Ordinance No. 6796
Budget Impact:
Administrativ e Recommendation:
For discussion only.
Background Summary:
Budget Process: In May, the City began the process of developing the budget for the 2021-
2022 biennium. This included budget workshops as follows:
- July 27: Fund and budget process overview (workshop #1)
- September 10: General Fund Departments (workshop #2)
- September 15: General Fund Departments (continued) and Proprietary, Capital and Special
Revenue Funds (workshop #3)
- September 16: Proprietary, Capital and Special Revenue Funds (continued) (workshop #4)
During these presentations and workshops, Council provided input and policy guidance to
staff.
2021-2022 Preliminary Budget: A copy of the 2021-2022 Preliminary Budget was filed with
the City Clerk, distributed to Council, and made available to the public on October 26, 2020.
OperatingBudget: Council will adopt the City’s 2021-2022 biennial operating budget
separately, with the approval of Ordinance No. 6794.
Ordinance No. 6796: Council’s approval of Ordinance No. 6796 will establish the City’s 2021-
2022 biennial capital budget. As the capital budget has been reviewed by Council during the
budget workshops, adoption of Ordinance 6796 is scheduled as follows:
- November 2: First public hearing
- November 16: Second public hearing and council adoption
Staff recommends Council approval of Ordinance No. 6796.
Rev iewed by Council Committees:
Page 13 of 92
Councilmember:Staff:Thomas
Meeting Date:November 9, 2020 Item Number:
Page 14 of 92
-------------------------
Ordinance No. 6796
November 4, 2020
Page 1 of 5
ORDINANCE NO. 6796
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2021-2022
BIENNIAL CAPITAL BUDGET FOR THE CITY OF AUBURN,
WASHINGTON
WHEREAS, in Ordinance No. 6682, the City Council created Chapter 3.06 of
the Auburn City Code to repurpose special capital funds and establish a multi-year
capital budgeting process.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. As required by Chapter 35A.34 RCW, the Mayor of the City of
Auburn has completed and placed on file with the City Clerk of the City of Auburn a
preliminary biennial capital budget for 2021-2022. Notice was published, as required
by law, stating that: a) the Mayor had completed and placed the preliminary budget
on file; b) a copy would be provided at the office of the City Clerk to any taxpayer
who requested a copy; c) the City Council of the City of Auburn met virtually on
November 16, 2020 at 7:00 p.m. for the purpose of fixing the budget. Per the
Governor's Emergency Proclamation 20-28, the City of Auburn is prohibited from
holding an in-person meeting at this time. City of Auburn Resolution No. 5533,
designates City of Auburn meeting locations for all Council, Board and Commission
meetings as virtual. Any taxpayer seeking to submit written comments for or against
any part of the budget had the opportunity to do so in advance of 5:00 p.m. on
November 16, 2020; d) the Mayor provided a suitable number of copies of the
detailed preliminary capital budget to meet the reasonable demands of taxpayers; e)
The Mayor and the City Council met at the time and place designated in the notice
Page 15 of 92
-------------------------
Ordinance No. 6796
November 4, 2020
Page 2 of 5
and all taxpayers of the City were given full opportunity to be heard for or against the
budget; f) the City Council has conducted public hearings on November 2, 2020 and
November 16, 2020 to consider this preliminary capital budget; g) at the meeting held
by the City Council on the November 16, 2020 the City Council considered
modifications of the proposed capital budget and approved the 2021-2022 biennial
budget for the City of Auburn as adopted by this Ordinance as shown on Schedule
A.
Section 2. Implementation. The Mayor is authorized to implement those
administrative procedures as may be necessary to carry out the directives of this
legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
Page 16 of 92
-------------------------
Ordinance No. 6796
November 4, 2020
Page 3 of 5
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Kendra Comeau, City Attorney
Published: ____________________
Page 17 of 92
-------------------------
Ordinance No. 6796
November 4, 2020
Page 4 of 5
Schedule A
Beginning
Fund Balance
2021
Resources
2021
Expenditures
Ending
Fund Balance
Arterial Street $1,015,159 $4,948,080 $5,535,930 $427,309
Local Street 1,321,778 2,360,600 2,363,950 1,318,428
Arterial Street Preservation 1,606,304 2,794,050 2,886,250 1,514,104
Recreational Trails 79,425 7,700 - 87,125
Mitigation Fees 12,420,562 1,217,560 4,265,480 9,372,642
Municipal Park Construction 819,996 3,095,800 2,883,800 1,031,996
Capital Improvements 7,705,844 4,264,180 7,932,720 4,037,304
Local Revitalization 244,000 1,000 245,000 -
Water 888,139 11,614,710 10,670,410 1,832,439
Sewer 10,762,357 762,400 3,399,600 8,125,157
Storm Drainage 10,569,965 838,870 4,695,700 6,713,135
Airport 20,557 3,000,200 2,891,600 129,157
Cemetery 48,983 800 40,100 9,683
Innovation and Technology (includes
Multimedia)545,314 579,700 489,200 635,814
Equipment Rental 4,104,409 3,046,920 3,248,600 3,902,729
$52,152,792 $38,532,570 $51,548,340 $39,137,022INTERNAL SERVICE FUNDSTOTAL CAPITAL BUDGET $90,685,362 $90,685,362ENTERPRISE FUNDSTOTAL CAPITAL BUDGETCAPITAL PROJECTS2021 CAPITAL FUNDS BUDGET SUMMARY
Fund
SPECIAL REVENUE FUNDSPage 18 of 92
-------------------------
Ordinance No. 6796
November 4, 2020
Page 5 of 5
Schedule A
Beginning
Fund Balance
2022
Resources
2022
Expenditures
Ending
Fund Balance
Arterial Street $427,309 $5,778,300 $5,892,400 $313,209
Local Street 1,318,428 1,660,500 1,664,500 1,314,428
Arterial Street Preservation 1,514,104 2,058,800 2,135,000 1,437,904
Recreational Trails 87,125 7,700 - 94,825
Mitigation Fees 9,372,642 1,161,900 5,851,450 4,683,092
Municipal Park Construction 1,031,996 3,483,950 3,730,050 785,896
Capital Improvements 4,037,304 3,109,910 3,689,210 3,458,004
Local Revitalization - - - -
Water 1,832,439 10,450,710 9,466,310 2,816,839
Sewer 8,125,157 755,600 3,815,900 5,064,857
Storm Drainage 6,713,135 562,800 4,651,800 2,624,135
Airport 129,157 1,847,420 1,780,440 196,137
Cemetery 9,683 1,000 100 10,583
Innovation and Technology (includes
Multimedia)635,814 3,400 414,200 225,014
Equipment Rental 3,902,729 1,993,760 1,435,600 4,460,889
$39,137,022 $32,875,750 $44,526,960 $27,485,812
TOTAL CAPITAL BUDGET $72,012,772 $72,012,772ENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL CAPITAL BUDGETCAPITAL PROJECTS2022 CAPITAL FUNDS BUDGET SUMMARY
Fund
SPECIAL REVENUE FUNDSPage 19 of 92
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6800 (Thomas)(5 Minutes)
Date:
November 4, 2020
Department:
Finance
Attachments:
Ordinance No. 6800
Budget Impact:
Administrativ e Recommendation:
For discussion only.
Background Summary:
Attached is proposed Ordinance No. 6800, establishing a substantial need to increase the
2021 Property Tax Levy above the rate of inflation (Implicit Price Deflator), which is currently
.6%. The City can only increase its levy by inflation (.6%) or 1%, whichever is smaller, unless
the Council has established a substantial need to levy the full 1% increase in years the rate of
inflation is less than 1%. The substantial needs cited for this ordinance are increases in labor,
services and supply contracts which exceed 1% in 2021.
Both Ordinance No. 6793 (the regular Property Tax Levy) and Ordinance No. 6800 will be
reviewed by Council on November 9 and on November 16 (final adoption). Both adopted
ordinances will be file and reported with King County by December 1, as required by the
County.
The total 2021 Property Tax Levy will be distributed to the General Fund to support general
governmental operations.
Rev iewed by Council Committees:
Councilmember:Staff:Thomas
Meeting Date:November 9, 2020 Item Number:
Page 20 of 92
----------------------------
Ordinance No. 6800
November 9, 2020
Page 1 of 2
ORDINANCE NO. 6800
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ESTABLISHING A SUBSTANTIAL
NEED FOR AN INCREASE ABOVE THE RATE OF INFLATION TO
THE LEVY FOR REGULAR PROPERTY TAXES BY THE CITY OF
AUBURN FOR COLLECTION IN 2021 FOR GENERAL CITY
OPERATIONAL PURPOSES
WHEREAS, the City Council of the City of Auburn has met and considered its
budget for the calendar year 2021; and
WHEREAS, pursuant to RCW 84.55.120 the City Council held public hearings
on November 2, 2020 and November 16, 2020, after proper notice was given, to
consider the City of Auburn’s 2021 budget and the regular property tax levy to support
it; and
WHEREAS, the City Council of the City of Auburn, after public hearing, and after
duly considering all relevant evidence and testimony presented, has determined that,
due to increases in all labor contracts that exceed one percent in 2021 and increases
in service and supply contracts that exceed one percent, the City of Auburn finds that
there is a need to increase the regular property tax limit factor above the rate of inflation;
and
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. The regular property tax limit for the year 2021 shall be one percent
(1%).
Section 2. Implementation. The Mayor is hereby authorized to implement
such administrative procedures as may be necessary to carry out the directives of this
legislation.
Page 21 of 92
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Ordinance No. 6800
November 9, 2020
Page 2 of 2
Section 3. Severability. The provisions of this ordinance are declared
to be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application of it
to any person or circumstance will not affect the validity of the remainder of this
ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Kendra Comeau, City Attorney
Published: ____________________
Page 22 of 92
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6801 (Thomas)(5 Minutes)
Date:
November 4, 2020
Department:
Finance
Attachments:
Ordinance No. 6801
Budget Impact:
Administrativ e Recommendation:
For discussion only.
Background Summary:
Proposed Ordinance No. 6801 increases the Utility Tax on water, sewer, storm drainage, and
garbage/solid waste utilities from 7% to 10% effective January 1, 2021 and repeals portions
of the related Auburn City Code that contain language that is redundant within the code and/or
is no longer applicable to the City.
Rev iewed by Council Committees:
Councilmember:Staff:Thomas
Meeting Date:November 9, 2020 Item Number:
Page 23 of 92
--------------------------------
Ordinance No. 6801
November 4, 2020
Page 1 of 4 Rev. 2019
ORDINANCE NO. 6801
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, INCREASING THE RATE OF
TAX ON WATER, STORM DRAINAGE, SEWER AND
GARBAGE/SOLID WASTE UTILITIES IN THE CITY,
AMENDING SECTIONS 3.40.010 AND 3.41.010 AND
REPEALING SECTIONS 3.40.020, 3.41.015, AND 3.41.020
OF THE AUBURN CITY CODE
WHEREAS, Auburn City Code (ACC) sections 3.40.010, 3.40.020, 3.41.010 and
3.41.020 establish a tax to be collected from water, storm drainage, sewer and
garbage/solid waste utilities in the City;
WHEREAS, the City would like to increase its revenues as part of its long -term
financial plan;
WHEREAS, the City has reviewed its budget and its various utility tax funds and
finds that it is appropriate to amend portions of Chapters 3.40 and 3.41 of the ACC to
increase City utility tax rates to support the City’s financial needs and to ensure that the
City’s revenue growth meets or exceeds its expenditures to preserve the sustainability of
its general fund;
WHEREAS, other portions of Chapters 3.40 and 3.41 of the ACC contain language
that is redundant within the code and/or no longer applicable to the City such that it should
be repealed;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN as follows:
Section 1. Amendment to City Code. Section 3.40.010 of the Auburn City
Code is amended to read as follows:
Page 24 of 92
--------------------------------
Ordinance No. 6801
November 4, 2020
Page 2 of 4 Rev. 2019
A. There is created a ten percent tax in the amount of seven percent, to be
levied on and after January 1, 2021 July 1, 2008, against and upon the total
annual revenues derived from:
1. The City’s of the water, storm drainage and sewer utility funds; and
2. on aAll water, storm drainage and sewer utilities, business enterprises
or other entities engaged in providing such utility services within the city.
B. The Finance Director is directed to collect this imposed tax and to pay
the collected revenue into the City’s current expense fund.
C. This ordinance is subject to RCW 35.21.706 within seven days of passage of
the ordinance by filing a referendum petition with the City Clerk.
Section 2. Amendment to City Code. Section 3.41.010 of the Auburn City
Code is amended to read as follows:
A. There is created a ten percent utility tax in the amount of seven percent, to be
levied on and after January 1, 2021 July 1, 2008, against and upon the gross
receipts and total annual revenues of:
1. The City’s garbage fund; and
2. of the gross receipts against and upon the total annual revenues of the garbage
fund, and on aAll solid waste utilities and upon every business enterprise or other
entity engaged in handling solid waste.
B. For the purposes of this section hereof, “solid waste” means garbage,
recyclables and yard debris. The increase in tax revenue generated by the
additional one percent tax levied pursuant to Ordinance No. 6170 shall be
relegated for use by the city in support of its arterial street system. It is provided,
however, that if the state of Washington provide s a long-term sustainable funding
source to the city of Auburn arterial street fund in an amount sufficient to off -set
the amount of the increases in utility tax rates of this chapter and the long -term
funding source is sufficient to maintain the city of Auburn’s arterial street system’s
pavement condition index (PCI) at an average of 70 PCI out of a score of 100 PCI
for the foreseeable future, the garbage and solid waste utility tax rate shall
automatically revert to six percent of the gross receipts against and upon the total
annual revenues of the garbage fund, and on all solid waste utilities and upon
every business enterprise or other entity engaged in handling solid waste .
Page 25 of 92
--------------------------------
Ordinance No. 6801
November 4, 2020
Page 3 of 4 Rev. 2019
C. The Finance Director is directed to collect this tax and to pay the collect ed
funds into the City’s general expense fund. Pursuant to RCW 35.58.560, nothing
in this section shall be intended or construed to impose a tax on any county owned
or operated solid waste facility.
D. This ordinance is subject to RCW 35.21.706 within seven days of passage of
the ordinance by filing a referendum petition with the City Clerk.
Section 3. Repeal of City Code sections. The following ACC sections and the
corresponding ordinance language are hereby repealed:
ACC 3.40.020 Levy and Collection
ACC 3.41.015 Special Internal Tax Created
ACC 3.41.020 Levy and Collection of Tax
Section 4. Implementation. The Mayor is authorized to implement those
administrative procedures necessary to carry out the directives of this legislation.
Section 5. Severability. The provisions of this ordinance are declared to be
separate and severable. The invalidity of any clause, sentence, paragraph, subdivision,
section, or portion of this ordinance, or the invalidity of the application of it to any person
or circumstance, will not affect the validity of the remainder of this ordinance, or the validity
of its application to other persons or circumstances.
Section 6. Effective date. This Ordinance will take effect and be in force five
days from and after its passage, approval, and publication as provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
Page 26 of 92
--------------------------------
Ordinance No. 6801
November 4, 2020
Page 4 of 4 Rev. 2019
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Kendra Comeau, City Attorney
Published: ____________________
Page 27 of 92
AGENDA BILL APPROVAL FORM
Agenda Subject:
Legislative Update (Hinman)(20 Minutes)
Date:
November 4, 2020
Department:
Administration
Attachments:
2021 DRAFT Legislative Agenda
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
Background Summary:
Rev iewed by Council Committees:
Councilmember:Staff:Hinman
Meeting Date:November 9, 2020 Item Number:
Page 28 of 92
2022022022021111 Legislative Priorities Legislative Priorities Legislative Priorities Legislative Priorities –––– City of AuburnCity of AuburnCity of AuburnCity of Auburn
STATE PRIORITIES
The 2021 Regular Session will convene on Monday, January 11, 2021. This will be a 105 day session.
AWC COVID-19 public health emergency – Response & relief city legislative priorities
COVID-19 public health emergency – Response & relief city legislative priorities Washington cities and
towns have a unique role to play in responding to any emergency and they have been particularly
involved in keeping their communities safe during the COVID-19 public health emergency.
Cities and towns have been impacted significantly due to costs for emergency response and loss of
revenue from the dramatic impact the emergency has had on our state’s economy. Regardless of these
impacts, cities and towns are committed to partnering with the state to keep our communities safe
during this unprecedented challenge.
As the Legislature considers necessary actions to address the impacts of COVID-19 on our state, we ask
the Legislature to give priority support for cities and towns in the following areas:
• Financial support
o Maintain critical state-shared revenues that provide funding for essential public
services.
o Provide fiscal relief to cities hard-hit with costs for emergency response and loss of tax
revenue.
• Fiscal flexibility
o Provide flexibility within existing restricted revenues to allow cities to use funds where
they are most needed right now.
• Regulatory relief
o Continue the emergency action taken by the Governor to provide flexibility on deadlines
for permitting and land use timelines. Cities hard-hit by this emergency may still be
experiencing staffing shortages and backlogs that will impact their ability to comply with
typical statutory deadlines.
• City-owned utility support
o Allow city-owned utilities that have waived late fees and shut-offs an extension of their
ability to collect outstanding debt so that they can work with ratepayers to extend
payment plans without impacting the financial viability of the utility or raising rates on
other customers.
o Provide funding to help offset losses related to forgiving late fees and delinquent
accounts for those customers hard-hit by the emergency.
• Economic stimulus
o Investing in public infrastructure projects is one of the best ways to support economic
stimulus as infrastructure investments have a positive economic multiplier with the
creation of family-wage jobs and support increased economic activity.
• Cities also support efforts to help the most vulnerable residents and our small businesses,
including:
o Programs to provide emergency rental assistance and emergency housing.
o Programs to provide emergency assistance to small businesses.
o Programs to provide emergency assistance to childcare providers.
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2022022022021111 Legislative Priorities Legislative Priorities Legislative Priorities Legislative Priorities –––– City of AuburnCity of AuburnCity of AuburnCity of Auburn
City of Auburn 2020 Legislative Priorities (with comments for 2021)
PUBLIC SAFETY
• Additional funding for staff in regards to confiscation of firearms as a result of domestic violence
incidents, background checks for purchase of firearms, collection, and research activities.
• Additional funding for the Academy would drastically shorten the amount of time prospective
police officers are on municipal payrolls without being able to get into training.
• Rights of persons who are experiencing homelessness are very important to protect, but
proposed legislation that would create a private cause of action against municipalities fails to
balance public safety needs with those rights.
• Broaden the use of photo enforcement for speeding. Currently, photo enforcement is only
allowed for school zones and pilot project locations. Allowing cities more flexibility could be one
way to address the impacts on police and free up time to focus on other issue while providing
24/7 enforcement in areas of frequent and excessive speeding. This can also support the
Washington State Target Zero initiative if we can get people to slow down on our local streets.
STATEWIDE POLICING REFORMS (adopted by Association of Washington Cities)
Support local control over city law enforcement policy decisions to meet the needs of each
community and appropriately contain costs. Cities understand our obligation to address racial equity
in policing – both state requirements and local policies.
Cities support the following statewide reforms:
• Develop a statewide standard for use of force that preserves the right of local jurisdictions to
enact more restrictive standards based on community input and experts in the use of force.
• Create a database to track officers who have been fired for misconduct.
• Expand grounds for decertification to include use of force violations.
• Require that officer misconduct investigations be completed, regardless of an officer’s
resignation.
• Establish a duty for all law enforcement officers to immediately intervene and report
misconduct or illegal activity by a fellow police officer.
• Require that all officers receive regular support for vicarious trauma and mental well-being,
including peer support, mental health counseling, and appropriate mental health screenings.
Officers involved in any fatal use of force must undergo a mental health screening prior to
returning to duty.
REGULATORY AND LAND USE
• Impact fees – As communities grow there are no impact fees to benefit police. It would be ideal
to collect a police impact fee since added population and businesses have the same resource
demands and challenges as fire, transportation, parks and schools.
• Affordable housing – The needs are deeper than 60% AMI – more like 50% or 40%. Washington
State Housing Finance Commission programs are providing great support for projects that hit
the 60% AMI mark. There needs to be a similar incentive to hit the deeper marks since that is
where the greatest need exists.
• Rehab housing – there should be dedicated funds to put towards the rehabilitation of single or
multifamily units because it is far less expensive and environmentally sustainable to preserve
existing housing stock instead of building new units. There are very few programs that help
maintain older homes and multifamily complexes which results in one of two outcomes (1) older
Page 30 of 92
2022022022021111 Legislative Priorities Legislative Priorities Legislative Priorities Legislative Priorities –––– City of AuburnCity of AuburnCity of AuburnCity of Auburn
properties are maintained appropriately but the investment is reflected in increasing rental
costs, or (2) older properties are not maintained which helps keep rental costs down but at the
sake of declining health and safety.
• Regulatory reform - The large number of regulatory processes are a hindrance to bringing
affordable housing projects to fruition including SEPA, GMA, NPDES. State Environmental Policy
Act (SEPA) is an outdated and overly burdensome process that adds time and money. Growth
Management Act (GMA) and affordable housing objectives are at direct odds because the GMA
limits supply which increases costs. National Pollutant Discharge Elimination System (NPDES)
adds significant cost to development which is passed on to future owners or tenants.
PUBLIC WORKS, TRANSPORTATION, INFRASTRUCTURE
• Support for grant application for CARES Funding through the Economic Development
Administration for Infrastructure in our Downtown Core to help recovery of the City’s economic
base from COVID.
• Allow the SR167 Master Plan effort funded in the 2019 legislative action to proceed and be
completed meeting the commitment made in that legislative action to the agencies along the
corridor.
• It is critical to protect all of the State funds that support local transportation projects. The cities
cannot do this on their own given the amount of growth and commerce in the region. This
includes maintained or increased funding for TIB and FMSIB along with state grant programs
managed by the WSDOT for local agency projects.
• The preservation of roadways is paramount and something like a Street Maintenance Utility
could be an important tool for cities to meet this growing unfunded need.
• Changes to appropriate RCW’s to allow Municipalities to charge properties for street lighting.
Current RCW 54.16.120 allows Utility Districts to charge properties for providing street lighting
but the law does not allow Municipalities to do this. Current revenues for general fund uses
cannot meet the needs and charging for street lighting would be an appropriate way to address
a specific service being provided to residents and businesses within a jurisdiction.
• Retaining or increasing the Public Works Trust Fund amount is key to providing funding for local
agency projects.
• Retaining or increasing the Drinking Water State Revolving Fund is key for local water purveyors
to cost effectively fund needed infrastructure projects.
• Funding for SR164 to address capacity and event traffic issues along this corridor also known as
Auburn Way South.
• The funds allocated to the loan program for general aviation airports that began in 2019 needs
to be increased to provide a cost effective funding source for projects that are not eligible for
grant funding. General Aviation Airports are running on minimal revenues, a loan program is key
to providing the funding needed to complete infrastructure projects now when they are needed.
• Support for allocating 1% of the existing aviation fuel tax to WSDOT’s Aviation account to fund
airport projects. Current levels of funding cannot meet the growing need to maintain and
improve this important infrastructure that provides a significant benefit to commerce and the
State’s economy.
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2022022022021111 Legislative Priorities Legislative Priorities Legislative Priorities Legislative Priorities –––– City of AuburnCity of AuburnCity of AuburnCity of Auburn
PARKS AND OPEN SPACES
• Washington Recreation & Conservation Office and Land/Water Conservation Funds must be
maintained so citizens have increased access to existing and new public spaces
• Continued financial support for restoration and historic preservation of the Old Historic Post
Office via Historic Preservation funds
• Actively promote a 2021-2023 Capital Budget with robust funding levels for key grant programs
that significantly benefit parks and recreation and the Great Outdoors: (Capital Budget) Along
with allies such as the Washington Wildlife and Recreation Coalition (WWRC), members of the
Outdoor Recreation Funding Roundtable, and the Big Tent Outdoor Recreation Coalition, WRPA
will strongly promote a robust 2021-23 Capital Budget to ensure robust investments in grant
programs that are critical for the vitality of local parks and recreation and the great outdoors.
These include the Washington Wildlife & Recreation Program (WWRP), Youth Athletic Facilities
(YAF), and Aquatic Lands Enhancement Account (ALEA). WRPA is in strong support of
recommended $140 million, $11.3 million, and $9.1 million funding levels for WWRP, YAF, and
ALEA, respectively.
SALES TAX MITIGATION AND JAIL COSTS
• Continued Streamlined Sales Tax (SST) mitigation and SCORE funding.
SOCIAL SERVICES
• Operational funds for the Auburn Resource Center will allow for the ongoing service of those
community members struggling with housing, substance abuse, and mental health issues to
ensure their cycle of suffering ends.
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2022022022021111 Legislative Priorities Legislative Priorities Legislative Priorities Legislative Priorities –––– City of AuburnCity of AuburnCity of AuburnCity of Auburn
FEDERAL PRIORITIES
NLC COVID Response and Relief Priorities
City governments across the nation provide essential services that keep our economy and
neighborhoods strong. From sanitation services, water utilities and public health to affordable housing,
summer youth programming and public safety, these are the services that make our communities work.
As the coronavirus spiraled into a global public health and economic crisis, local leaders and municipal
workers were and continue to be on the frontlines of minimizing the spread and preparing to reopen,
while minimizing the financial burden of mass unemployment and industry shutdowns on residents and
businesses.
Despite these efforts, the sudden, deep and all-encompassing crisis and ensuing economic decline has
left city budgets with gaping revenue losses and unexpected expenses.
• Due to the impacts of the COVID-19 response, the City of Auburn is estimating a direct impact of
lost revenue of about $9 million, nearly all of that coming from sales tax losses and about $1
million in losses from permitting and business licensing.
• Other lost revenue sources include: program registration fees, greens fees, facility rental fees,
utility payments, utility taxes, property tax distributions coming later
• Potential cash flow issues with the extension of property tax deadlines by the county
• Utility customers getting far behind on utility payments because shut offs are being suspended –
but those back bills will still be due eventually
• Gas tax revenues are down and these revenues support capital projects and street crew work.
Auburn is a city that generates the majority of our revenue from sales taxes, property taxes, fees and
charges. These sources have been hit hard and our budget has experienced immediate and significant
losses in these “vulnerable” sources of revenue.
The City of Auburn supports the HEROES Act and many of the supports offered, such as assistance for
general aviation airports; assistance to businesses and schools and help for emergency workers, but it is
imperative that local direct funding be a part of the recovery process in our country.
Cyber Security
Issue: Cities don’t have the resources to afford adequate systems to address cyber security.
Federal Request: Funding to mitigate costs at community/local levels.
Homeless and Housing
Issue(s): The city has a lot of housing stock and more coming online. Issues are related to 0-30 level
availability and preservation for older, existing lower income housing options.
Federal Request: Grant funding for preservation of low-income housing/facility stock.
Human Services Consolidated Resource Center
Issue(s) – The facility is an opportunity to co-locate several health and human services resources in one
location.
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2022022022021111 Legislative Priorities Legislative Priorities Legislative Priorities Legislative Priorities –––– City of AuburnCity of AuburnCity of AuburnCity of Auburn
Federal Request: 1) Programming funding for community court either via King County court resource
center funds, public defender or court administration funds. 2) Funding for facilities development and
maintenance cost. 3) Funding through the Center for Court Innovation
Mental Health
Issue: WA State initiative to decentralize mental health programs. More and more public service
providers need to become knowledgeable about managing and responding to mental health situations.
Federal Request: Funding for mental health training for public service providers, city employees, etc.
Parks, Arts & Recreation
Issue: The City has an opportunity to convert the Jacobsen Tree Farm on Lea Hill into a park and sports
facility
Federal Request: Support the City’s grant application under the Land and Water Conservation Fund to
redevelop the property for public use.
Public Safety
Issues: 1) There is a national shortage of police officers. Police officer recruitment, training and retention
assistance at the local level is needed. 2) Fleet and equipment – capital outlays.
Federal Request: Workforce or educational resources to assist specifically with recruitment, training and
retention of public safety officers. Ideas include student loan incentive/forgiveness, mental health
training, creating flexibility in existing grants (e.g. COPs, SRO, etc.) to allow for training and recruitment
costs vs. just to pay for the officer, etc.
Grants and funding for local government costs associated with public safety capital outlays.
Cable and Telecom
Issues: Cable and Telecom companies continue to engage in practices to evade/reduce exposure to local
franchise fees and permit fees (e.g. FCC 5G deployment regulations, FCC Cable in kind services, etc.) that
do not recover the expense to facilitate their deployment within local jurisdictions. In addition, the
recent FCC orders put a heavy burden on local jurisdictions to meet unreasonable timeframes for permit
issuance and put local jurisdictions at odds with implementation of other federal and state regulations
that they are mandated to abide by. Cities are not allowed to recoup costs associated with providing
access and use of the public right of ways.
Federal Request: Congress and the FCC should recognize, protect and enforce local government’s
obligation to protect local assets and charge fees necessary to maintain services and the assets for all
public purposes.
Issues: Broadband Access for All. The pandemic clearly exposed the need for workers, employers,
students and families to have reliable access to broadband internet in their homes and businesses. We
cannot leave our residents without this necessity any longer.
Federal Request: The City of Auburn supports House Resolution 7022, the Rural Broadband Acceleration
Act in hopes that the Federal Communications Commission to accelerate the Rural Digital Opportunity
Fund, a $20.4 billion fund designed to bring broadband access to rural homes and small businesses.
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2022022022021111 Legislative Priorities Legislative Priorities Legislative Priorities Legislative Priorities –––– City of AuburnCity of AuburnCity of AuburnCity of Auburn
Federal Transportation Bill Re-Authorization
Issue: There is insufficient funding to support the long term maintenance and needed expansion of the
national transportation system and many local jurisdictions continue to fall farther and farther behind
on the necessary improvements to keep the commerce and people of the country moving. The burden
on local jurisdictions is only increasing while revenues are stagnant or reducing. We need federal
programs that get flexible funding to the local level.
Ask: Request Congress to authorize a new, long term federal surface transportation bill that helps fix
the Highway Trust Fund and supports innovative programs and more local control. Federal
transportation programs need to enhance the access of suburban small to medium-size cities to federal
infrastructure funding and provide for additional and/or new dedicated funding for multi-modal
(bicycle/pedestrian) and open space projects.
GSA Property Disposal
Issue: In January 2020, the Public Buildings Reform Board's (PBRB) transmittal of its high value property
recommendation to the Office of Budget & Management (OMB) was accepted in accordance with the
Federal Asset Sales and Transfer Act (FASTA) of 2016. The Auburn Complex is one five properties in that
recommendation.
The City of Auburn has long appreciated GSA’s presence at the 129 acre site located along C Street SW
and 15th Street SW. GSA and the collection of other federal services located at this site have provided an
important contribution to the City’s economic and social wellbeing. It was unfortunate news to hear that
GSA and some of the other federal services are being relocated to facilities outside the City of Auburn.
But there is also a tremendous, once-in-a-generation opportunity to capitalize on as this site is marketed
for sale. Built out cities like Auburn rarely experience an opportunity to reimagine the redevelopment of
a 129-acre commercial site that is not encumbered by wetlands, streams, floodplains or other
constraints that limit development potential.
The Auburn Complex property sits within ¾ of a mile of the nearby Outlet Collection (formerly the
SuperMall of the Great Northwest) and has become the city’s largest commercial area. Since the 1990s,
this area has experienced a gradual change to commercial uses that support retail, restaurant, office and
hospitality uses. The development of the mall in the 1990s prompted a ripple effect of land use change
that has added tremendous value to the City. In 2013, the mall ownership re-invested $35 million into
the redevelopment and rebranding of the site. The Outlet Collection is now the largest outlet mall in
Pacific Northwest.
The City of Auburn has designed and constructed the adjacent corridor (15th Street SW) as a commercial
corridor. The road at 15th Street NW includes 5 lanes, boulevard center landscaping, turn lanes,
pedestrian cross walks and a cross walk for the 14 mile paved interurban trail that currently links the
cities of Tukwila, Kent, Auburn, Algona and Pacific and is planned to expand to additional Puget Sound
cities.
Federal request: Given the longstanding working relationship between the City of Auburn and GSA for
over 70 years, we hope to continue the transparent process with the PBRB on the sale of the Auburn
Complex. We also wish for GSA to consider the number of employees that live in the immediate
community during the relocation process we would ask that the Agency do its best to secure the
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2022022022021111 Legislative Priorities Legislative Priorities Legislative Priorities Legislative Priorities –––– City of AuburnCity of AuburnCity of AuburnCity of Auburn
necessary space for the remaining SSA employees at or very near the current location which will create
the least negative disruption to your employees and the surrounding community. The loss of so many
employees who live and work in Auburn would be a devastating blow to Auburn.
Page 36 of 92
AGENDA BILL APPROVAL FORM
Agenda Subject:
Human Services Funding Overview - 2021/2022 Grant Funding
(Tate)(45 Minutes)
Date:
November 3, 2020
Department:
Community Development
Attachments:
PowerPoint Pres entation
Human Services Funding Memo
21-22 Funding Overview Program Descriptions
21-22 Auburn Supplemental for Agencies
Budget Impact:
Current Budget: $0
Proposed Revision: $0
Revised Budget: $0
Administrativ e Recommendation:
For discussion only.
Background Summary:
This presentation will provide an overview of the 2021 – 2022 Human Services funding
process and planned expenditures. Please see attached memo for full details.
Rev iewed by Council Committees:
Councilmember:Trout-Manuel Staff:Tate
Meeting Date:November 9, 2020 Item Number:
Page 37 of 92
$8%8519$/8(66(59,&((19,5210(17(&2120<&+$5$&7(56867$,1$%,/,7<:(//1(66&(/(%5$7,21CITY COUNCIL STUDY SESSION2021-2022 HUMAN SERVICES FUNDING UPDATEPRESENTED BY DEPARTMENT OF COMMUNITY DEVELOPMENT NOVEMBER 9, 2020Department of Community DevelopmentPlanning zBuilding zDevelopment Engineering zPermit CenterSustainabilityzCommunity Services ŏCode EnforcementPage 38 of 92
General Fund Human Services dollars$680,000Competitive funding for direct service nonprofit agenciesGuided by Human Services Funding Priorities set by CouncilApproved by City Council every other year during budget processCDBG dollars$632,034*Funds support city’s Housing Repair program, public facility ADA improvements, public services (limited), and some economic development activitiesGuided by Consolidated Plan and Annual Action PlansApproved by City Council every yearGENERAL FUND VS CDBGPage 39 of 92
HUMAN SERVICES FUNDING2021 – 2022 TIMELINE AND NEXT STEPSMay 2019 December 2019 March 2020 May 2020 December 2020Page 40 of 92
BACKGROUNDPage 41 of 92
Allocates funding through a competitive application process to nonprofit agencies to provide direct services to community members.Currently manages contracts for 52 programsContract management includes:Oversight of agency reports and invoicingRegular monitoring of contracted agenciesSupport for agencies to identify and overcome barriers to service provisionCITY OF AUBURN HUMAN SERVICES PROGRAMSERVICE zENVIRONMENT zECONOMY zCHARACTER zSUSTAINABILITY zWELLNESS zCELEBRATIONPage 42 of 92
Supports coordination, collaboration, and capacity building for nonprofit agenciesStaff work closely with regional partners to better assess need and advocate for the Auburn and South King County communityAuburn participates in Share1App, a common Human Services application process shared by 16 King County citiesAll Share1App member City Councils are currently working through this same Human Services funding processCITY OF AUBURN HUMAN SERVICES PROGRAMSERVICE zENVIRONMENT zECONOMY zCHARACTER zSUSTAINABILITY zWELLNESS zCELEBRATIONPage 43 of 92
In early 2019 Cloudburst Consulting was hired by the City to complete a Community Needs Assessment for Auburn to help guide Human Services funding priorities over the following five years.In 2017 City Council approved a specific budget line item in the 2019/2020 biennial budget for the purposes of conducting the Assessment which would be used to establish human service priorities.In the Spring of 2019, the consultant sought input from City Council as the methodology and outreach strategies were formed.In the Fall of 2019, the consultant completed the Community Needs Assessment.ESTABLISHING PRIORITY AREASPage 44 of 92
The Needs Assessment highlighted gaps in services and funding in the community, and opportunities for the City to better respond to identified and emerging needs.Final recommendations from the Consultant included both priority funding areas and proportionate allocation to each one assuming a targeted increase in Human Services funding, based on the community data they compiled. In November 2019, the Human Services Committee provided a formal recommendation to City Council supporting the identified priority areas and requesting an increase in the Human Services grants budget. City Council expressed support for the Assessment’s findings. ESTABLISHING PRIORITY AREASPage 45 of 92
Council Resolution 5479 was adopted December 2019, establishing a 2020 Human Services Work Plan and formally endorsing the priority areas identified by the Needs Assessment. This resolution acknowledged the historic lack of growth in Human Services grant funding and supported the Committee and staff in implementing the identified priority areas and proportionate allocations. City Staff and the Human Services Committee implemented the Council’s recommendations in the application and review process. 2019 DIRECTION FROM CITY COUNCILPage 46 of 92
1.Housing and Associated ServicesPrograms that provide ongoing housing or rental assistance and supportive services for individuals and families experiencing homelessness utilizing the Progressive Engagement model. Programs are characterized by ongoing case management and wraparound services as needed in addition to rental or other housing supports. 2.Homelessness Interventions Programs that engage individuals and families experiencing homelessness in housing problem solving, including shorter-term, “light touch” models such as diversion and rapid exit from shelter.3.Housing-related Supportive Services Programs that meet housing related basic needs, including eviction prevention, utility assistance, shelter, storage, laundry, showers, and other homelessness prevention supports.4.Basic Needs Programs that meet a diverse array of non-housing related basic needs, including food access, youth programming, domestic violence advocacy, physical and behavioral health, childcare resources, immigration supports, legal assistance, etc. 5.Job Training and Education Programs that provide education, job training and placement, or apprenticeship opportunities with the aim of increasing economic opportunities for participants. FINAL PRIORITY AREASPage 47 of 92
THE APPLICATION CYCLEPage 48 of 92
In order to be considered for funding, agencies must: Meet one or more of the City of Auburn’s funding prioritiesHave 501(c)(3) status, or have a 501(c)(3) fiscal sponsor in place by the time the application period closesHave a nondiscrimination policy in placeMeet minimum insurance requirementsBe willing and able to accept reimbursement for funds based on service unit completionIf funded, regularly track and submit required reports regarding services and demographics, and undergo regular monitoringHUMAN SERVICES FUNDING - ELIGIBILITYPage 49 of 92
Email outreach to all prior applicants, interested agency lists, and community groupsDecember 2019 – May 2020February 2020: Auburn supplemental information for applicant agencies emailed out and posted on the application website, detailing info on Technical Assistance, scoring, Auburn-specific priorities and requirements, and contact info for city staffWeekly outreach and reminders once application openedInformation on City websitePresentations and outreach to community groupsSouth King County Forum on HomelessnessAuburn Community RoundtableSouth King Council of Human ServicesSeattle-King County Coalition on HomelessnessOUTREACHSERVICE zENVIRONMENT zECONOMY zCHARACTER zSUSTAINABILITY zWELLNESS zCELEBRATIONPage 50 of 92
Application workshops with a question-by-question walkthroughIn person (March 4) and online (March 9, 10)Recording available on application websiteHelp guides and FAQ documentsAuburn virtual TA sessions (drop in support for any application content):March 11, 8am – 11am March 19, 1pm – 4pm March 27, 8am – 11am April 2, 1pm – 4pm April 8, 1pm – 4pm April 17, 8am – 11am April 21, 1pm – 4pmApril 29, 8am – 11am One-on-one TA provided over phone and email as needed, through 5pm on May 1Answers to any TA questions updated on Auburn websiteTECHNICAL ASSISTANCE AND SUPPORTSERVICE zENVIRONMENT zECONOMY zCHARACTER zSUSTAINABILITY zWELLNESS zCELEBRATIONPage 51 of 92
79 Applications submitted60 Agencies Total requested: $1,497,791Applications by Priority Area*:Homelessness Interventions: $205,561Housing and Assoc. Services: $249,832Basic Needs: $604,348Housing Related Supp. Services: $278,550Job Training and Education: $124,500*after eligibility reviewINITIAL DATA – APPLICATIONS SUBMITTED118%14%19%41%8%Priority Area Distributionof Applications Submitted*Housing and AssociatedServicesHomelessnessInterventionsHousing RelatedSupportive ServicesBasic NeedsJob Training andEducationPage 52 of 92
Needs Assessment used to create the framework for the review processScoring and review took place over five monthsScoring criteria:1. Program Description (25%): Illustrates community needs and program capacity 2. Program Impact (35%): Demonstrates ability to measure program success3. Program Accessibility (30%): Accessible to all eligible program participants4. Budget (10%): Complete, accurate, and reasonable financial budgetApplications were scored and discussed by Priority Area, with consideration given to each area’s percentage targetsKey considerations included: Prioritizing programs which serve high numbers of Auburn residents relative to the funding requestCosts per service unit compared with impact, Likelihood that services would continue to be effective and available without Auburn Human Services funding.Recommendations were finalized by the Committee on September 28, 2020HUMAN SERVICES COMMITTEE REVIEWPage 53 of 92
2021 – 2022 PLANNED EXPENDITURES051015202530Homelessness Interventions Housing and Associated Services Basic Needs Housing Related Supportive Services Job Training and Education2019 Percentage Recommendations endorsed by Councilvs. 2021-2022 Planned Funding ExpendituresCommittee Percentage RecommendationsFunding ScenarioPage 54 of 92
2021 – 2022 PLANNED EXPENDITURES012345Youth ServicesSupportive HousingShelterSenior ServicesResource NavigationRe-Entry ServicesMental Health ServicesMedical and Dental ServicesLegal AssistanceJob TrainingHomelessness PreventionHomelessness InterventionHomeless HousingFood AccessFamily Support ServicesDomestic Violence ServicesChildcare SupportsTypes of ProgramsPage 55 of 92
2021 – 2022 PLANNED EXPENDITURES0123456789Youth Experiencing HomelessnessYouthSeniorsRussian and Ukrainian ImmigrantsRefugees and Asylum SeekersLatinxIndividuals in RecoveryIndividuals Exiting Criminal Justice SystemFamilies with ChildrenFamilies Experiencing HomelessnessDomestic Violence SurvivorsAsian and Pacific Islander Immigrants and RefugeesAllAfrican Immigrants and RefugeesAdults with Traumatic Brain InjuryAdults Experiencing HomelessnessAdultsFunding Recommendation - Target Population by ProgramPage 56 of 92
HUMAN SERVICES FUNDING2021 – 2022 TIMELINE AND NEXT STEPSMay 2019 December 2019 March 2020 May 2020 December 2020Page 57 of 92
QUESTIONS?Page 58 of 92
THANK YOUPage 59 of 92
To: Auburn City Council
From: Auburn Human Services Committee Chair, Jason Berry
Date: November 2, 2020
Re: Human Services Committee Grant Funding Allocation and Awards
_____________________________________________________________________________________________________________
2021-2022 Human Services Funding
Every two years, the City Council allocates General Fund dollars to make competitive funding
available for nonprofit agencies providing services to Auburn residents. Applications are
reviewed and scored by the Human Services Committee, an advisory body to the City Council,
based on funding priorities set by the Council.
Background
In the Fall of 2019, Cloudburst Consulting completed a Community Needs Assessment for
Auburn to help guide Human Services funding priorities over the following five years. This
Needs Assessment included recommendations for both priority funding areas and
proportionate allocation to each one based on a targeted increase in Human Services funding,
based on the community data they compiled.
These priority areas are:
Basic Needs
Homelessness Interventions
Housing and Associated Services
Housing Related Supportive Services
Job Training and Education
In November 2019, the Human Services Committee provided a formal recommendation to City
Council supporting the identified priority areas and requesting an increase in the Human
Services grants budget to 2% of General Fund expenditures, in order to more effectively
respond to increased needs in the community and align with the spirit of the recommended
funding distribution across priority areas.
The City Council adopted Resolution 5479 in December 2019, establishing a 2020 Human
Services Work Plan and endorsing the priority areas identified by the Needs Assessment. This
resolution acknowledged the historic lack of growth in Human Services grant funding, and
supported the Committee and staff in implementing the identified priority areas and
proportionate allocations. The Mayor’s 2021-2022 budget has been presented to City Council
and includes a program improvement that increases the Human Services funding allocation.
Combined with other funds already contained within the department’s budget, the tot al
allocation of Human Services grant funding available in the 2021-2022 budget is set at
$680,000. This is a $190,000 increase from the prior year funding, and represents 0.92% of the
2019 General Fund expenditures.
Page 60 of 92
Application Process Overview
Auburn participates in Share1App, a common Human Services application process shared by
16 King County cities. In order to be considered for funding, agencies must:
• Meet one or more of the City of Auburn’s funding priorities
• Have 501(c)(3) status, or have a 501(c)(3) fiscal sponsor in place by the time the
application period closes
• Have a nondiscrimination policy in place
• Meet minimum insurance requirements
• Be willing and able to accept reimbursement for funds based on service unit completion
• If funded, regularly track and submit required reports regarding services and
demographics, and undergo regular monitoring
Prior to the application cycle opening, City staff conducted the following outreach to nonprofit
agencies:
• December 2019 – May 2020: Email outreach to all prior applicants, interested agency
lists, and community groups
• February 2020: Auburn supplemental information for applicant agencies emailed out
and posted on the application website, detailing info on Technical Assistance, scoring,
Auburn-specific priorities and requirements, and contact info for city staff
• Weekly outreach and reminders once application opened
• Information on City website
• Presentations and outreach to community groups
o South King County Forum on Homelessness
o Auburn Community Roundtable
o South King Council of Human Services
o Seattle-King County Coalition on Homelessness
While the application cycle was open, City staff provided the following technical assistance and
support:
• Application workshops with a question-by-question walkthrough
o In person (March 4) and online (March 9, 10)
o Recording available on application website
• Help guides and FAQ documents
• Auburn virtual TA sessions (drop in support for any application content):
o March 11, 8am – 11am
o March 19, 1pm – 4pm
o March 27, 8am – 11am
o April 2, 1pm – 4pm
o April 8, 1pm – 4pm
o April 17, 8am – 11am
o April 21, 1pm – 4pm
o April 29, 8am – 11am
• One-on-one TA provided over phone and email as needed, through 5pm on May 1
• Answers to any TA questions updated on Auburn website
Page 61 of 92
The City received 79 applications from 60 Agencies with a total requested amount of
$1,497,791.
2021-2022 Human Services Planned Grant Expenditures
In the Committee’s 2019 recommendation to City Council, it was noted that the percentage
allocations across priority area may need to be adjusted slightly based on the overall funding
amount. The percentages recommended to Council were:
Homelessness Interventions: 28%
Housing and Associated Services: 28%
Basic Needs: 20%
Housing Related Supportive Services: 15%
Job Training and Education: 9%
The percentages within this Funding Scenario are adjusted slightly to accommodate the large
number of applications received, strength of application, and community need for
programming within each priority area. The percentage breakdown is as follows:
Homelessness Interventions: 27.1%
Housing and Associated Services: 26%
Basic Needs: 23.3%
Housing Related Supportive Services: 14%
Job Training and Education: 9.6%
Key considerations expressed in Human Service application discussions guided hard funding
decisions: prioritizing programs which serve high numbers of Auburn residents relative to the
0
5
10
15
20
25
30
Homelessness
Interventions
Housing and
Associated Services
Basic Needs Housing Related
Supportive Services
Job Training and
Education
2019 Percentage Recommendations endorsed by Council
vs. 2021-2022 Planned Expenditures
Committee Percentage Recommendations Funding Scenario
Page 62 of 92
funding request, costs per service unit compared with impact, and the likelihood that services
will continue to be effective and available without Auburn Human Services funding.
The breakdown of the total recommended funding across all five priority areas is as follows:
PRIORITY AREA RECOMMENDATION AMOUNT
Homelessness Interventions $184,000
Housing and Associated Services $177,000
Basic Needs $158,500
Housing Related Supportive Services $95,500
Job Training and Education $65,000
TOTAL $680,000
The programs identified in this funding scenario provide a wide range of services to Auburn
residents, as shown in the chart below.
Additionally, a number of programs included provide services tailored to specific populations
to support better access and program outcomes. These may include culturally or linguistically
specific services not generally available within mainstream organizations.
0 1 2 3 4 5
Youth Services
Supportive Housing
Shelter
Senior Services
Resource Navigation
Re-Entry Services
Mental Health Services
Medical and Dental Services
Legal Assistance
Job Training
Homelessness Prevention
Homelessness Intervention
Homeless Housing
Food Access
Family Support Services
Domestic Violence Services
Childcare Supports
Types of Programs
Page 63 of 92
Programs by Priority Area
Homelessness Interventions
Total Number of Applications: 10
Total Amount Requested: $205,561
Committee Funding Amount Target: $190,400
Recommendation Total: $184,000
The Community Needs Assessment identified Homelessness Interventions as one of the top
funding priorities for Human Services in order to respond the increasing homelessness crisis
that exists in our community and beyond. When asked how they would prioritize City of
Auburn Human Service funding, 100% of community members in interviews and focus groups
prioritized “housing” as the primary need. People experiencing homelessness shared that up-
front costs is sometimes all they need to obtain housing stability; covering a deposit, first
month rent and move in costs would be sufficient to end their episode of homelessness. This
speaks to the broad spectrum of housing resources needed in the community, from light touch,
one-time assistance to intensive supportive housing interventions.
Agency Program
Service Type Recommended
Amount
Catholic Community
Services KC
Katherine and Rita's
Houses
Women’s Shelter/Case
Management $10,000.00
0 1 2 3 4 5 6 7 8 9
Youth Experiencing Homelessness
Youth
Seniors
Russian and Ukrainian Immigrants
Refugees and Asylum Seekers
Latinx
Individuals in Recovery
Individuals Exiting Criminal Justice System
Families with Children
Families Experiencing Homelessness
Domestic Violence Survivors
Asian and Pacific Islander Immigrants and Refugees
All
African Immigrants and Refugees
Adults with Traumatic Brain Injury
Adults Experiencing Homelessness
Adults
Target Population by Program
Page 64 of 92
Catholic Community
Services KC HOME and WHOME
Men and Women’s
Shelter/Case
Management $15,000.00
Mary's Place Seattle A Place to Call Home
Women and Family
Shelter $50,000.00
Renton Ecumenical
Assoc. of Churches REACH Center of Hope
Family Shelter/Case
Management $3,000.00
SKC Dept. of Public
Health Mobile Medical Dental Care
$12,000.00
Sound PATH
Homeless
Outreach/Case
Management $9,000.00
South King County St.
Vincent de Paul
St. Vincent de Paul
Stores Emergency
Services
Rent/Utility Assistance
$25,000.00
The YMCA of Greater
Seattle Arcadia: Outreach
Youth Shelter/Street
Outreach $60,000.00
Housing and Associated Services
Total Number of Applications: 10
Total Amount Requested: $249,832
Committee Funding Amount Target: $190,400
Recommendation Total: $177,000
Similar to Homelessness Interventions above, the Community Needs Assessment identified
Housing and Associated Services as one of the top funding priorities for Human Services in the
2021-2022 cycle, recommending an allocation of 28% to programs that provide housing or
ongoing rental assistance along with tailored supportive services programming. For individuals
and families moving out of homelessness, research supports an inability to predict the level of
assistance a household will need to stabilize, even by looking at specific data around income,
employment, substance use, etc. Therefore, programs should have supportive service staff that
can work closely with people to understand exactly what is needed to permanently end their
episode of homelessness. It is important that programs utilize real time data to analyze
displacement and demonstrate an understanding of equity-related implications of all housing
interventions.
Agency Program
Service Type Recommended
Amount
African Community
Housing
SCHD Social Services
Program
Resource
Navigation/Case
Management
$15,000.00
DAWN Housing DV Shelter $15,000.00
Multi-Service Center Shelter and Supportive
Housing
Family Shelter/Case
Management $8,500.00
Page 65 of 92
Solid Ground JourneyHome Rapid
ReHousing
Rental
Assistance/Case
Management
$57,500.00
St. Stephen Housing Assoc. Transitional Housing
Transitional
Housing/Case
Management
$15,000.00
Terry Home Terry Home
Supportive Housing
for Ind. w/
Traumatic Brain
Injury
$15,000.00
Valley Cities Auburn Housing Financial
Assistance
Rental
Assistance/Case
Management
$11,000.00
Vine Maple Place Stable Families Program
Rental
Assistance/Case
Management
$40,000.00
Basic Needs
Total Number of Applications: 41
Total Amount Requested: $604,348
Committee Funding Amount Target: $136,000
Recommendation Total: $158,500
This priority area, which includes non-housing basic needs services such as childcare
resources, community health services, domestic violence services, food access, meal delivery,
and youth programming, has historically received the highest proportion of human services
funding in Auburn. The shift to concentrate funding efforts on housing and homelessness has
the most significant impact on this group of service types. While the City received more than
$600,000 in requests in this category alone, the Human Services Committee worked to develop
a funding scenario that aligned with their 2019 recommendations (at this funding level, about
$136,000).
Agency Program
Service Type Recommended
Amount
Asian Counseling and
Referral Service
Whole Health Oriented
Mental Health Program
Mental Health
Svcs. $5,000.00
Auburn Pregnancy Aid Meeting Basic Needs for
Children
Infant/Children
Basic Needs $3,500.00
Auburn Respite Program Respite Program Senior Care $5,000.00
Catholic Community
Services KC Volunteer Services Senior Chore
Svcs. $7,500.00
Child Care Resources Child Care Financial
Assistance
Child Care
Vouchers $10,000.00
Christ Community Free
Clinic Basic Needs Dental Clinic $10,000.00
Page 66 of 92
Consejo Counseling and
Referral Service
Domestic Violence
Community Advocacy
DV Advocacy $6,500.00
DAWN Community Advocates DV Advocacy $10,000.00
Eastside Legal Assistance
Program Eastside Legal Assistance Legal Assistance $6,500.00
El Centro de la Raza SKC Systems Navigation
Resource
Navigation/Case
Management
$12,000.00
Freedom Project SKC Credible Connection
Re-entry
Resource
Navigation
$10,000.00
HealthPoint Dental Care Dental Care $20,000.00
Sound Generations Meals on Wheels Food Delivery $12,500.00
The Auburn Food Bank Food Services Emergency
Food $30,000.00
Ukrainian Community
Center RURAP
Resource
Navigation/Case
Management
$10,000.00
Housing Related Supportive Services
Total Number of Applications: 9
Total Amount Requested: $278,550
Committee Funding Amount Target: $102,000
Recommendation Total: $95,500
Housing related supportive services was identified through the Needs Assessment as a priority
to maintain stability for residents currently housed as well as provide supportive resources for
those experiencing homelessness. While there were not any applications with programming
focused on storage, laundry and hygiene facilities which were needed resources highlighted in
the Needs Assessment, there were programs providing financial assistance each serving
different populations, mental health services, and youth services for young residents
experiencing homelessness.
Agency Program
Service Type Recommended
Amount
Catholic Community
Services KC Emergency Assistance
Rent/Utility
Assistance $10,000.00
Lutheran Community
Services NW
Lutheran Community
Services NW
Mental Health Svcs. $9,000.00
Multi-Service Center
Emergency Assistance
& Resource Navigation
Rent
Assistance/Resource
Navigation
$30,000.00
The Auburn Foodbank
Financial Assistance
Services
Rent/Utility
Assistance $26,500.00
The YMCA of Greater
Seattle
Fit & Fun Before
School Program
Before School
Program $20,000.00
Page 67 of 92
Job Training and Education
Total Number of Applications: 7
Total Amount Requested: $124,500
Committee Funding Amount Target: $61,200
Recommendation Total: $65,000
Over half of community members who responded to the Needs Assessment survey believed
that job training and educational programming needs have increased. Because this priority
area receives the smallest total dollar amount, it is necessary to make efficient use of these
funds to attain the goal of opening access for economic stability. The total funding amount in
this scenario is roughly twice as much as current job training and education funding levels.
Agency Program
Service Type Recommended
Amount
AJAC APM Training Center
Manufacturing
Training $10,000.00
International Rescue
Committee
Refugee and Immigrant
Youth School Svcs
Youth Job
Training $10,000.00
Orion Industries Employment Services
Technical Job
Training $45,000.00
Page 68 of 92
Human Service Committee
2021-2022 Funding Recommendations
Program and Scope of Work Summary
HOMELESSNESS INTERVENTIONS
Catholic Community Services KC Katherine and Rita's Houses
Catholic Community Services KC HOME and WHOME
Mary's Place Seattle A Place to Call Home
Renton Ecumenical Assoc. of Churches REACH Center of Hope
SKC Dept. of Public Health Mobile Medical
Sound PATH
South King County St. Vincent de Paul St. Vincent de Paul Stores Emergency Services
The YMCA of Greater Seattle Arcadia: Outreach
Catholic Community Services KC: Katherine and Rita’s Houses
Description: Katherine’s House and Rita’s House are recovery-based transitional housing for
homeless adult women in recovery from drug and alcohol dependency. Residents receive case
management to find permanent housing, outpatient drug/alcohol treatment, life skills
development, financial literacy information, and educational and employment assistance. After
graduation, residents enroll in an Aftercare program where they receive ongoing staff support
that helps to maintain long term housing stability. The goal of Katherine’s and Rita’s House is to
help women with a substance use disorder experiencing homelessness maintain their sobriety
and secure permanent housing as quickly as possible. Each woman’s recovery and housing plan
is supported by providing safe shelter and individualized case management. Residents are
encouraged to accept the first offer of permanent housing available to them. Residents can stay
up to 24 months.
Service Units: Transitional Housing and Case Management- Individuals will secure housing:
The expected outcome is that 85% of residents will secure permanent housing upon exit from
the program and that 85% of those residents who obtain housing will retain it for at least 12
months. Outcome information is collected through staff contact with residents as they exit the
program in the form of an exit interview. This information is put into the CCS HMIS/Clarity
database system. Residents are enrolled in the Aftercare program and are provided ongoing
support in their recovery, employment, finances, and housing. Residents are encouraged to
maintain regular contact with staff following their exit and new information is entered into the
data base system to keep records current.
Catholic Community Services KC: HOME and WHOME
Page 69 of 92
Description: The HOME and WHOME programs are overnight shelter partnerships between the
Kent and Auburn faith-based communities and Catholic Community Services. The HOME
shelter serves 25 men year-round and the WHOME shelter serves 15 women during the winter
months. Both shelters offer people a safe place to sleep, nourishing meals, and case
management support. The program enables people to meet their basic needs and transition
back to housing. Funding is requested for overnight staffing and case managers. The HOME
program has served the Kent and South King County area for more than 20 years and provides
low-barrier overnight accommodations, hot meals, and individualized case management to
adults experiencing homelessness in the Kent and South King County areas. The programs are
operated by Catholic Community Services in partnership with a local volunteer advisory
committee that helps coordinate meals and host churches as well as local fundraising and
advocacy. The HOME shelter opens each evening at 8:45pm and operates until 7am each
morning 365 days a year. The program rotates between local host churches each month and
currently is housed in 8 different community locations throughout the year.
Service Unit: Shelter Bed Nights- The Service Unit reflects the number of bed nights of shelter
for each city based on residency of that particular city. Clients who are enrolled in the shelter
program are registered in HMIS, which tracks the city of last residency. Case managers also
track each participant’s nightly stays in HMIS to tally unduplicated bed nights.
Mary’s Place: A Place to Call Home
Description: Mary's Place offers women, children and families experiencing homelessness
respite, nutrition, safety and shelter in a setting where relationships are affirmed, and a new
future begins. We serve over 2,000 families experiencing homelessness, provide diversion
services to over 500 families, and help almost 300 adults find jobs each year across King
County. This program will help families move rapidly from homelessness to housing through
diversion services and flexible direct client assistance. Our mobile Diversion Specialists meet
with unsheltered families and work to rapidly move them into housing. Diversion assists
families to remove barriers so they are able to qualify for housing, such as documentation and
negotiation of housing debt, creative approaches to paying down debt, relocation to supportive
friends/family, and move-in assistance. In 2019, our Diversion program served 499 families
across King County, 76% of which were diverted to permanent housing without entering
shelter.
Service Unit: Shelter- Housing – We measure the success of our Diversion program by tracking
the number of clients served and the number of families diverted from homelessness to
housing, measured upon exit to housing. We measure our impact by percentage of clients who
are housed within 30 days. In 2019, nearly 40% of families who entered Diversion and
Outreach programs were housed within 30 days. In the first quarter of 2020, 82% of enrolled
families moved to permanent housing, our best outcome to date. Data Collection Methodology:
Diversion and Outreach Specialists are trained in data collection, management, record keeping
and security. Mary’s Place Diversion and Outreach Specialists evaluate a family’s potential
assistance needs and support networks to ensure they have access to resources. They provide
regular check-ins with families. Diversion and Outreach data is tracked in our internal Agency
database, as well as the County-wide HMIS system.
Page 70 of 92
SKC Dept. of Public Health: Mobile Medical
Description: The Mobile Medical Program is part of the Health Care for the Homeless Network
(HCHN) at Public Health - Seattle & King County (PHSKC). The Mobile Medical program
provides free, walk-in medical care, dental care, and social services to individuals experiencing
homelessness in King County. The program’s “vans” are 40-foot RVs, customized to operate as
integrated care clinics at rotating sites including community meal programs, faith-based
organizations, social service agencies, shelters, and encampments. Public Health – Seattle &
King County seeks continued funding from the South King County cities to help maintain
critical walk-in dental treatment provided through our Mobile Medical program. Walk-in dental
treatment includes emergency dental procedures, dental exams, restorative dental care, and
assistance in obtaining dentures. These dental services are fully integrated with our medical,
mental health, communicable disease screening, substance use disorder and social services.
Service Unit: Dental Visits- Success is measured in 3 ways: 1) total number of visits and
patients served; 2) linkages to follow-up care and additional services; & 3) patient satisfaction
report backs. Data collection methods include documentation of all patient visits and services
rendered into our electronic health record system, including records of referrals and
completed linkages. Patient satisfaction is periodically assessed formally through surveys or
focus groups. Anonymous comment cards and suggestion boxes are provided daily. Clinicians
chart progress on individual patient’s success on mutually agreed upon goals. In 2019, the
Mobile Medical Program provided over 4,500 medical and behavioral health visits to over
1,700 unduplicated patients, 10% of whom had at least one dentist visit. Specific Outcome
Measure #1: Connect 25% of dental patients to eligibility assistance services for basic needs,
including linkages to housing and shelter, health insurance, hygiene, clothing, and food. 2019
Result 17% (n=27)
Sound: PATH
Description: PATH is a homeless outreach program that provides case management and
connection to resources for individuals experiencing homelessness in South King County. PATH
works primarily to enroll homeless individuals with mental illness and/or substance use
disorder challenges who are not already connected to behavioral health services in the
community. The primary goal is to assist with the transition to shelter, housing, basic needs,
and behavioral health services. PATH provides outreach to homeless persons to engage them in
services that will improve the quality of their life. This is achieved through a process which
identifies the barriers that prohibit them from attaining a quality of normative living. Once the
barriers are identified, the process includes gaining the necessary trust of the individual so
they will accept the outreach worker linking, referring and/or accompanying them to the
necessary services. Outreach is conducted by walking the streets, by observation while driving
and/or responding to calls from concerned residents, social services, police, library staff, park
workers, or others who encounter long-term homeless individuals. PATH staff is trained to
identify and address their level of needs with the goal of reversing these trends. Many of the
homeless are wary and distrustful of human interactions. With this knowledge the team goes to
where the person resides and begins the engagement process with the goal of accompanying
them toward a better quality of life. Through street outreach, community services, linkage to
Page 71 of 92
healthcare, mental health, chemical dependency screenings, treatment and housing placements
the team is providing services that increase community safety and improving the lives of the
homeless. Sound’s philosophy of care which embodies the principle of respect for individuals
and the cultural diversity of our staff, clients, and the communities we serve was developed
from input from Sound’s Peer Leadership group, which consisted of former clients, many of
whom were previously homeless.
Service Unit: Case Management- PATH measures our success in the community by the number
of individuals who choose to enroll in our services. The proposed outcomes are that more
homeless individuals will be serviced. Services are designed to increase self-sufficiency through
improving access to health care, housing, building a safe community, improving health and
well-being, and meeting basic needs. 55% of contacted persons will enroll in services with
PATH. All contacts and participant enrollment information is entered into the Homelessness
Management Information System (HMIS) database and Sound electronic health record. Each
month HMIS data is evaluated by King County and state contract monitors. Internal records of
outreach locations, contacts made in each city each week, participants enrolled, and services
connections made is also maintained. At the end of each month/quarter, a Sound data analyst
and the PATH supervisor develop the demographic and outcome reports based upon the data
in the systems.
South King County St. Vincent de Paul: Emergency Services
Description: Funds are used to exclusively prevent clients from either being evicted from their
residences or having their utilities terminated. Funds are paid directly to the landlord or utility
service provider. In some instances the funds are used to restore services that have been
terminated.
Service Unit: Financial Assistance- When we help a client by either by assisting them in staying
in their residence or keeping their utilities on because we first getting either a verbal
commitment from the utility company or a written guarantee from the landlord that the
eviction will be stopped. We are not able to pay 100% of the amount owed, but the clients are
afforded the opportunity with this lifeline to make other arrangements or extend their
payments.
The YMCA of Greater Seattle: Arcadia: Outreach
Description: YMCA of Greater Seattle (YGS), which has recently acquired Nexus Youth and
Families, provides outreach services throughout South King County (SKC), drop-in services,
and emergency shelter for homeless youth and young adults at the Arcadia facility, located in
Auburn. Participants are able to access basic needs: food, showers, laundry, a safe place to
sleep and warmth items, as well as connection with case management and other needed
services in order to become self-sufficient. YMCA’s street outreach team engages YYA
throughout (SKC) experiencing homelessness. While on outreach, the team assesses the needs
of the YYA they meet through conversation and observation. After initial needs assessment, the
team hand out hygiene packs, food packs, safer sex kits, warmth items, and bus tickets.
Depending on the need, the team provide first-time transportation to the YYA shelter or the
drop-in center in Auburn.
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Service Units: Drop in Visit; Shelter; Case Management- One measureable outcome for the
outreach program and drop-in and shelter services is the access that clients have to basic need
items. Participants that access the drop-in center and young adult shelter are often coming
from places where they did not previously have basic need items available to them. This ranges
from showers and laundry services, to hygiene items like feminine hygiene products, food and
water, as well as a safe and secure place to sleep; these programs are an essential tool for these
vulnerable communities. In order to capture how many participants are gaining access to these
items, all programs use tracking spreadsheets to determine how many, as well as who is
accessing basic need items. Additionally, the drop-in center and shelter programs use sign-in
sheets and intake forms on a daily basis to capture information on what services are being
accessed while in these programs, and what referrals are made to other services such as
employment and education opportunities. Another measureable outcome is knowledge of
community resources that are readily available to clients. When doing an intake or talking with
clients upon entrance to any program, staff always make available the different internal or
external resources. Program staff work with clients to contact the resources needed and help
them in following through with the needed appointments, etc. All of this information is tracked
through program enrollment packages and reports that can be used to gather which clients
from shelter, drop-in, and outreach services have accessed other programs within the
organization, as well as other resources out in the community, and where they go after exiting
our services.
HOUSING AND ASSOCIATED SERVICES
African Community Housing SCHD Social Services Program
DAWN Housing
Multi-Service Center Shelter and Supportive Housing
Solid Ground JourneyHome Rapid ReHousing
St. Stephen Housing Assoc. Transitional Housing
Terry Home
Valley Cities
Vine Maple Place Stable Families Program
African Community Housing and Development (ACHD): SCHD Social Services Program
Description: African Community Housing and Development (ACHD) is a culturally specific
agency that understands the importance of social connections, especially in time of need. We
are committed to provide supportive services to end homelessness despite barriers, with
minimal financial and support resources. ACHD's Social Services program will provide case
management to support more households struggling to stabilize. As a trusted culturally specific
service agency, ACHD strives to provide timely fact-based information to mitigate the further
spread of the Covid-19 in languages such as Somali, Amharic, Tigrinya, Swahili and Arabic.
While we do not yet have the full picture of the impact Covid-19 will have on our community,
ACHD is continuously looking for ways to be innovative in how we better serve our over 4000
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youth, families, elders, and people with disabilities that sought ACHD services in 2019. ACHD
will serve low-income families and individuals mainly from the African Diaspora as well as the
Immigrant and Refugee communities e.g. Somalia, Ethiopia, Eritrea, Oromo, Sudan, The Gambia,
Congo, Kenya, and Iraq. ACHD staff are multicultural and multilingual and can provide case
management and trainings in client’s home languages in Somali, Amharic, Swahili, Arabic and
Tigrinya. In 2019, ACHD has supported 178 African Descent families and elders, who were
experiencing housing instability, acquire housing in SeaTac, Des-Moines, Federal Way, Auburn,
Tukwila, Kent, Renton, and unincorporated King County. Moreover, ACHD served 66 families
with applying for Section 8 vouchers with King County Housing authority in February 2020.
Service Units: Case Management- Outcome: 90% of families and individuals achieve at least one
goal they have identified to support their housing stability Measurement 1: All program
participants will have had their goals down in writing with decisive steps to be taken to achieve
their goals; Training/Workshops- Outcome: At least 90% of the program participants will
demonstrate knowledge gained from attending workshops. Measurement : ACHD staff will
conduct pre and post surveys to measure knowledge gained from attending workshops.
DAWN: Housing
Description: Our confidential emergency shelter provides safe housing for women and their
children fleeing life-threatening, active domestic violence situations. It is a 13-room shelter that
provides holistic support, including room, board, and additional supportive services like
therapeutic support groups and advocacy support to the 30 to 50 women and children
survivors living here daily. In 2019, we’ve provided 9,883 safe bed nights for 65 women and 67
children (including 8 infants). DAWN provides general and specialized (survivor designated by
topic, age, sex, gender, cultural, racial etc.) weekly support groups to provide a caring
atmosphere and a safe forum to discuss personal stories, needs and impacts. Our housing
program shelters women and their children who are fleeing active, life-threatening domestic
violence situations.
Service Unit: Shelter Bed Nights- DAWN currently evaluates all programs on a quarterly basis
with direct client feedback through surveys. DAWN measures what each client is learning and
taking away from the programs, as well as their satisfaction with each program that they
engage with. After receiving this feedback, DAWN enters the survey information into a scoring
metric that shows the overall success rating and satisfaction rating. On top of this, all results
and clients served are stored in our client database, Osnium. Our expectations for outcomes are
different based on different programs. However, in general, we know that 80% of families that
come into shelter, leave our program for stable housing, 90% of clients surveyed state that they
feel safer, know about more resources available in the community and feel more empowered
and hopeful for their futures. DAWN considers this a success and will continue to vigilantly
monitor our programs with direct client feedback in mind.
Multi-Service Center: Shelter and Supportive Housing
Description: MSC’s Shelter and Supportive Housing programs provide comprehensive case
management services to the most vulnerable members of our community. MSC’s Shelter
provides temporary safe housing for families to work with a Housing Advocate to
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address their goals and reduce their barriers to obtain and maintain stable housing. MSC’s
Supportive Housing provides a safe place for single adults to work on their recovery while
receiving individualized support from their Supportive Services Advocate. MSC provides
comprehensive case management and safe housing to homeless families and to homeless single
adults in recovery using a strength-based, client led model. Staff work with clients to help them
develop goals to overcome barriers to stable housing and, ultimately, self-sufficiency and
provide housing advocacy/navigation as well as resource navigation to achieve those
goals. MSC staff also work with residents to advocate with their consent and on their behalf
with landlords to help address barriers to housing.
Service Unit- Case Management- Case Management contacts with household members in-
person, via phone and email; Shelter- Number of individual bed night stays at the MSC shelter;
Transitional Housing- Number of individual bed night stays in supportive housing. MSC
measures success for Shelter and Supportive Housing through clients’ ability to exit to maintain
housing and/or obtain permanent housing. 75% of residents will remain housed in Shelter and
Supportive Housing or will have exited to permanent housing. This outcome is measured
through client records including enrollment and exit data which are maintained in HMIS and
MSC’s CAPSYS60 databases.
Solid Ground: JourneyHome Rapid ReHousing
Description: Journey Home Rapid Rehousing (JHRRH) provides housing services and rental
assistance for homeless families throughout King County. Case Managers and families develop
a customized plan to address barriers and assist with short-term rental subsidies, move-in
expenses, and at times debt repayment, transportation, furniture, and other housing expenses.
We are proposing partnership with Auburn to provide RRH to Auburn families experiencing
homelessness and struggling with compounding barriers. JHRRH Case Managers aim to assist
10 households living in Auburn in 2021 (five more than our 2019 service level) reaching an
estimated 34 residents as they develop plans addressing their unique barriers to accessing and
maintaining permanent housing. Families experiencing homelessness anywhere in King County
are referred to our program through Coordinated Entry for All (CEA). When CEA is unable to
fill referrals within six business days, our program connects with community partners to fill
referrals externally. If awarded this grant, we intend to partner with South King County service
providers to target Auburn residents for external referral openings. Once referrals are
processed and assigned, Case Managers connect directly with families and utilize a progressive
engagement and trauma informed model to assist them at the level of support they require.
Service Unit: Case Management- JourneyHome measures our success through the percentage of
households that exit to a permanent destination. We also measure those who exit to a
temporary destination (14% in 2019) and those who return to homelessness (6%). Our
Program Coordinator and Data Specialist measures this outcome through use of the Homeless
Management Information System (HMIS) data via existing HMIS outcome reporting tools. We
also run the Seattle-King County Program Outcomes report in HMIS on a quarterly basis to
track this measure's success throughout the contract year. At year-end, JourneyHome will
report the percentage of Auburn households that exited the program into permanent housing.
St. Stephen Housing Association: Transitional Housing
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Description: St. Stephen Housing Association operates 20 units of temporary housing for
homeless families in Kent and Auburn. Families work with Case Managers, focusing on three
crucial areas: increasing their income, reducing barriers to obtaining housing and finding
permanent sustainable housing. The core components of our program are affordable housing
and support services. Even though we are transitional housing, we have incorporated many
Housing First principles into our program, including reducing families' length of stay, a more
narrow focus on housing related goals, and the use of progressive engagement.
Service Unit: Transitional Housing- The primary outcome is for families to move into
permanent housing. This is measured when a family leaves the program and goal is for 85% of
exiting families to secure permanent housing at the end of their stay. Data is collected through
exit assessments and continued case management with the family, with home visits and over
the phone. All outcomes are also documented in HMIS. Our goal is for families to find
sustainable and affordable housing. However, due to the high cost of housing in our area and
the lack of more affordable housing, many families must move into market rate housing. This
can be an almost impossible financial stretch for some families, but it is a reality in today's
housing market; Financial Assistance- The primary outcome is for families to move into
permanent housing. This is measured when a family leaves the program and goal is for 85% of
exiting families to secure permanent housing at the end of their stay. Data is collected through
exit assessments and continued case management with the family, with home visits and over
the phone. All outcomes are also documented in HMIS. Our goal is for families to find
sustainable and affordable housing. However, due to the high cost of housing in our area and
the lack of more affordable housing, many families must move into market rate housing. This
can be an almost impossible financial stretch for some families, but it is a reality in today's
housing market.
Terry Home
Description: Terry home provides housing for 22 young adults who have all survived a
traumatic brain injury(TBI). We opened our first home in 1996 in Pacific, WA for ten young TBI
survivors and then opened our second home in Auburn in 2013 for 12 more survivors. Our 22
residents who are young adults who have all survived a Traumatic Brain Injury will be served
by any money received from the City. Twelve of our residents live in our Auburn facility and ten
live in our Pacific location. Our residents come from all over the Pacific Northwest and beyond.
There are only 32 beds in the whole state of Washington that are specifically designed for
young adults survivors of TBI --- Terry Home provides 22 of those 32 beds. We were the first
home in the State specifically designed for this population and the first funded by the State and
County Housing Authority. We currently have a waiting list of 25.
Service Unit: Transitional Housing- We have 22 units (beds) in our two locations. Twelve of
these are in Auburn. We do not plan to add more units at this time and when we are full and at
100% capacity we are full.
Valley Cities: Auburn Housing Financial Assistance
Description: Valley Cities operates 80, scattered site units, of permanent supportive housing for
vulnerable, previously homeless, individuals & families in the City of Auburn. Each unit is
connected to a Housing Specialist and/or Case Manager that provides a range of services that
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address physical and behavioral health issues, connection to community resources, and
increased skills that build and sustain ongoing housing stability. Valley Cities will provide
financial assistance to participants who reside in the City of Auburn and need assistance to
maintain their housing stability. Most common financial assistance request is from participants
who are unable to secure funds to pay their monthly rent or utilities to avoid eviction or are
unable to pay for utilities to avoid a shut off notice of water and/or electricity.
Service Unit: Financial Aid- Valley Cities measures program success by the number of
participants that remain stably housed for 6 months after financial assistance. We anticipate at
least 75% of participants will remain stably housed after receiving financial assistance. Data
collection method will be a spreadsheet with the participants name, date of request, unit
number, total amount of financial aid received, case management received and whether the
participant achieved the 6-month outcome of housing stability; Case Management- Valley Cities
measures program success by the number of participants that remain stably housed for 6
months after financial assistance. We anticipate at least 75% of participants will remain stably
housed after receiving financial assistance. Data collection method will be a spreadsheet with
the participants name, date of request, unit number, total amount of financial aid received, case
management received and whether the participant achieved the 6-month outcome of housing
stability.
Vine Maple Place: Stable Families Program
Description: Vine Maple Place’s (VMP’s) evidence-based Stable Families program works with
single-parent families to ensure that no child sleeps somewhere dangerous with their family
tonight. Our holistic, integrated program model provides a comprehensive, trauma-informed
suite of services that offers safety, provides stability, and equips for self-sufficiency. In FY21, it
will support 530+ single-parent families in FY21 in achieving and maintaining livable-wage
employment and safe, stable housing. Stable Families gets families experiencing homelessness
or in eviction into stable housing, identifies the tools they need to achieve safe, stable self-
sufficiency, and works with them to heal and build those skills through a comprehensive suite
of services designed specifically for them.
Service Unit: Case Management- # of individuals receiving housing, employment, financial
literacy, behavioral health, parenting support and/or child & youth services; Placement- # of
individuals reaching housing stability; Employment Services- # of individuals reaching housing
stability. One of the primary outcomes VMP tracks each year is the percent of clients who exit
VMP to stable housing and remain stably housed one year later. Families participating in our
Stable Families program receive rent assistance while they secure employment; that assistance
gradually decreases over three to five months as families are able to begin paying 100% of rent
themselves.
BASIC NEEDS
Asian Counseling and Referral Service Whole Health Oriented Mental Health
Program
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Auburn Respite Program Respite Program
Catholic Community Services KC Volunteer Services
Child Care Resources Child Care Financial Assistance
Christ Community Free Clinic Basic Needs
Consejo Counseling and Referral Service Domestic Violence Community Advocacy
DAWN Community Advocates
Eastside Baby Corner Meeting Basic Needs for Children
Eastside Legal Assistance Program Eastside Legal Assistance
El Centro de la Raza SKC Systems Navigation
Freedom Project SKC Credible Connection
HealthPoint Dental Care
Sound Generations Meals on Wheels
The Auburn Food Bank Food Services
Ukrainian Community Center RURAP
Asian Counseling and Referral Service: Whole Health Oriented Mental Health Program
Description: ACRS’ Behavioral Health Program provides culturally competent whole health
oriented mental health services for Asian Pacific Islander (API) individuals living with chronic
mental illness to promote recovery, wellness and whole health through addressing physical,
mental, and social wellbeing. Our staff empower and assist clients to lead a productive life by
offering services in their language, combining Eastern and Western service approaches and
addressing social determinants of health. This grant will support ACRS in continuing and
expanding our culturally competent and linguistically relevant mental health services to the
API residents living with chronic mental illness by offering access to whole health care,
ensuring safety and meeting basic needs such as housing and food, empowering them to
overcome adverse influences such as racism, and promoting self-sufficiency so that residents
can lead a productive and quality life in the community. We strive to expand outreach and
provide much needed services to more API residents. We actively attend partnership and
providers coalition meetings to engage in local city efforts to address API health and needs.
ACRS also has robust marketing and outreach strategies including social media, community
outreach and engagement, and fundraising activities to increase our visibility to all
communities in the region.
Service Unit: Counseling- In evaluating clients’ success, our case managers regularly review the
clients’ self-identified goals for counseling and their progress on these goals. When a client
achieves a goal, the case manager documents this in the recovery service plan and progress
notes. The treatment plan and progress notes are reviewed by the Clinical Supervisor at regular
supervision sessions and at least every 180 days. The goals/milestones information is entered
into a tracking system. The Program Director reviews report accuracy prior to submission to
the cities.
Auburn Pregnancy Aid
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Description: Auburn Pregnancy Aid is a non-sectarian social service agency that provides
confidential help to pregnant women and families with children. We provide formula, baby
food and cereal, diapers, layettes; donated goods including clothing, household goods, strollers
and miscellaneous supplies without charge to its clients. Services provided are for the well-
being of babies, children and families (formula, baby food, diapers , clothing). The program has
been in existence for more than 35 years. We serve over 300 individual clients each year, they
are able to shop every 30 days. We have around 900 office visits each year and handle 300
phone calls. We are an all-volunteer agency and are funded by private contributions.
Service Unit: Outreach- 100% of our clients are able to shop and get available needed supplies
on the day they come in. Data is entered on a daily basis.
Auburn Respite
Description: The Auburn Respite Program is an adult day care created specifically for seniors
cared for by family members. Senior Participants with debilitating conditions such as
Alzheimer's disease, Parkinson's disease, stroke, or generally frail health receive a day of
socialization and companionship among their peers. The family care giver gets a day of relief
from the 24/7 schedule of care giving. A day of 'respite' to relax and recharge knowing their
senior family member is safe in a secure setting. Our program meets at the Auburn Senior
Activity Center in donated space. We meet every Friday from ten in the morning until three in
the afternoon. We have a structured day that starts with socializing, reading or listening to the
'Geritol Gazette', and light exercise. At lunch we are treated to a hot nutritious meal provided
by Catholic Community Services, who partner with the senior center. Afternoons find us
engaged in various activities, led by the director and her assistant and guided by our extremely
proficient volunteer staff. Our program serves dependent seniors who are being cared for by an
unpaid family care giver. We offer hope, encouragement, support and understanding. We have
been proudly offering these services since 1988.
Service Unit: Adult Daycare and Meals- If we are successful in our endeavors to keep seniors
united with their families we will see their continued participation in our adult day care. We
will measure the number of clients who remain in the program for 12 months. This should be
at least 50%.
Catholic Community Services KC: Volunteer Services
Description: Volunteer Services (VS) connects community volunteers with low-income older
adults (60 and over) and adults living with disabilities. Volunteers help with household chores
and transportation so the participants can remain living independently for as long as safely
possible. VS serves participants who do not qualify for other services and cannot afford to pay
for assistance. Volunteer Services (VS) allows older adults on fixed incomes to age in place for
as long as safely possible by providing services including housework, laundry, yardwork, and
transportation. Older adults with fixed or limited incomes have “three times the desire” of
those at higher income levels to live with their adult children/relatives (LeadingAge, 2019). VS
clients often don’t have the option to live with relatives, and have limited family and friends to
support them in addition to living on a fixed or limited income. Fixed incomes makes it difficult
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to plan for future expenses, such nursing home costs or rent. VS is free of charge to eligible
participants, utilizing volunteers who want to give back to their communities.
Service Units: Chore Services and In-Home Care- Individual and/or families will have access to
services that increase self-sufficiency. A minimum of 75% of program participants receiving
household chore assistance and transportation to medical appointments will feel better able to
perform routine tasks as a result of receiving chore assistance and transportation through VS.
Individuals and/or families will improve health (physical/mental/dental)
Child Care Resources: Child Care Financial Assistance
Description: Child Care Resources’ Child Care Financial Assistance program provides child care
subsidies for low- and moderately-low-income families who need help paying for child care
and do not qualify for the state subsidy. The Child Care Financial Assistance program provides
partial child care scholarships so low to moderate income families may pursue or continue
educational or professional activities, and reserve their financial resources for food, housing,
and other necessary expenses. Children participating in regular and consistent high-quality
care develop and grow socially and intellectually at a rate that prepares them for kindergarten,
increasing their chances of success later in school and in life.
Service Unit: Financial Aid Voucher- Our goal is that 70% of our families use the child care
vouchers to support and sustain their participation in vocational, employment or educational
activities. Every six months we survey the caregivers with the following questions: Has the
program increased your options for quality affordable child care? How has the scholarship
helped your family?
Christ Community Free Clinic: Basic Needs
Description: CCFC provides free medical care to the uninsured and the under insured. Dental
clinic has increased to each Friday of the month and two Saturdays providing free dental care
to those uninsured. Needed dental clinic supplies, replacement and upgrading dental
equipment to serve those in need of free dental services. Make available preventive service
such as cleanings with the possible hiring of a hygienist would benefit our community.
Equipment could cost $10,000 to $15,000 to either replace, repair or upgrade. With the
increase of clients to the dental clinic the clinic has opened five more days a month to serve the
need. All the service is provided by volunteers at this time and there is always a need for
additional volunteers. Dental services are a great need to those without insurance, homeless
and the poor. CCFC is here to provide that service.
Service Unit: Medical and Dental Care- Clients are given the best health care possible. Providing
medication to control chronic illnesses, classes for diabetes control. The dental clinic completes
fillings, extractions giving the client the healthiest mouth and relief from pain possible. Helps
with resources to even get dentures when needed. The result is healthy teeth. Healthy people is
our result.
Consejo Counseling and Referral Service: Domestic Violence Community Advocacy
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Description: Consejo Domestic Violence Program addresses the need of the marginalize
population that includes Latino immigrants domestic violence survivors. Consejo also provides
outreach & engagement, information and referral services, advocacy-based counseling, safety
planning, legal advocacy and support groups for Latina/o survivors of domestic violence.
Services are designed to understand the complex needs of survivors, many of whom are
Spanish-speaking immigrants/refugees. The community that Consejo serves more often then
not faces challenges such as language barrier that hinders a client from accessing vital
resources within their community. A domestic violence survivor will need the assistance in
guidance of an advocate to navigate the legal system when facing family law issues as well as
immigration referrals when needed. Consejo staff provides cultural competent services were a
client feels that he or she is being heard in a safe environment. Consejo provides the following
culturally and linguistically-specific behavioral health services: mental health counseling and
therapy; chemical dependency outpatient treatment for adults and youth; domestic violence
and sexual assault survivor crisis intervention and advocacy; and high-risk youth violence
prevention and case management services. In addition, Consejo operates two transitional
housing facilities for survivors of domestics violence and their children and one transitional
housing facility for homeless adults living with chronic mental illness. When needed, the above
services are being provided via referral(s) within our agency.
Service Units: Advocacy; Counseling; Support Groups- Upon intake, survivors and their
advocate work together to determine client goals including short term crisis intervention, long
term plans for achieving self-sufficiency and increased knowledge of domestic violence. On a
quarterly basis, clients complete a survey that reflects each output (advocacy, counseling and
/or support groups). The survivor is asked to determine the number of types of services
received and described if they have improved their understanding of determine the number
and types of services received and describe if they have improved their understanding of
domestic violence. In support groups, the facilitator conducts pre and post surveys to
determine knowledge and understanding of domestic violence.
DAWN: Community Advocates
Description: DAWN's mobile community advocacy programs are the backbone of our agency
and the most requested service by survivors. Our highly trained and skilled advocates strive to
reach survivors with the most barriers to overcome such as barriers of poverty, inequitable
access to resources, immigration status, and language barriers. DAWN's advocacy programs
provide support and empowers survivors to make best choices for their families, providing
9,701 duplicated clients with 5,070 advocacy hours in 2019. DAWN embraces a holistic
approach to serving survivors such providing immigrant services, mental health services, legal
services, children's domestic violence response team or CDVRT (more than half of the CDVRT
clients were met by mobile advocates in 2019), advocacy-based counseling/mobile advocacy,
shelter advocacy, support groups, and increased capacity to serve the growing community
need. In fact, DAWN has recently experienced a 22% increase in request for our legal advocacy
services.
Service Units: Case Management; Crisis Line- DAWN currently evaluates all programs on a
quarterly basis with direct client feedback through surveys. DAWN measures what each client
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is learning and taking away from the programs, as well as their satisfaction with each program
that they engage with. After receiving this feedback, DAWN enters the survey info into a scoring
metric that shows the overall success rating and satisfaction rating. On top of this, all results
and clients served are stored in our client database, Osnium. The outcome of our advocacy
programs are for survivors to feel they have all the info they need to make life-choices that
work best for them and their families, with the ultimate goal of living a happier and violence-
free life. 90% of our clients surveyed state that they feel safer, know about more resources
available in the community and feel more empowered and hopeful for their futures. DAWN
considers this a success and will continue to vigilantly monitor our programs with direct client
feedback in mind.
Eastside Legal Assistance Program: Eastside Legal Assistance
Description: ELAP provides free civil legal aid to low income residents of Northeast, East, and
Southeast King County. We are this area's only certified volunteer legal program (VLP),
recognized by the Washington State Bar, the Legal Foundation of Washington, and the State
Office of Civil Legal Aid. Our current model has been tested and improved over the past 31
years, providing counsel and advice clinics, where clients meet one on one with attorneys to
solve their pressing needs. These clinics typically last 45 minutes for each client, with follow up
meetings as needed. Based on need, clinics are offered weekly or monthly in each location. Our
target populations are the low income residents (200% or below the federal poverty level) who
seek civil legal assistance. People experiencing domestic violence and sexual assault are
referred to our full-time staff attorneys for assistance with priority placed on income, and level
of violence (lethality) the survivor faces, and whether there are children in the home.
Service Units: Legal Services- All clients are asked to fill out a questionnaire after receiving
services. The following questions are asked and the percentages of clients responding
positively to the following questions is tabulated, reviewed and included in the Outcome
reports: 1. I have more information about my legal situation than I had before - 94.4%
affirmative 2. I am better informed about my options - 96.5% affirmative 3. I am better able to
handle my legal problem - 93.5% affirmative 4. I understand the next steps I need to take -
96.9% affirmative 5. I am now able to reach a solution - 89.9% affirmative. Some legal issues
cannot be resolved through advice and counsel so question 5 is lower than the others.
El Centro de la Raza: SKC Systems Navigation
Description: The Systems Navigation Program assists low-income individuals and families to
access available social services, as well as private and public benefit programs. Navigation staff
work 1:1 with low-income participants who are oftentimes limited English speakers, without
knowledge of the complex processes involved in connecting to social service programs. Staff
assess immediate needs, identify available and applicable programs, determine eligibility,
assist with enrollment, and provide referrals. Systems Navigation staff focus not only on
increasing access to available programs and services, but empowering individuals by building
their skills to independently identify and access available programs that focus on employment,
affordable housing, money management, affordable transportation, food access, healthcare
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coverage and medical services, childcare, the K-12 public school system, and post-secondary
education.
Service Unit: Information and Referral- 85% of program participants are successfully accessing
public benefit programs including health insurance, Social Security/SSI payments, TANF
Benefits, SNAP Benefits, etc. Direct participant feedback on services received under the
Systems Navigation program will be collected with specifically designed survey tools that
measure individual outcomes outlined above as well as participant satisfaction. The number of
enrollments are recorded and tracked alongside the number of benefits received in applicable
benefit programs such as childcare, employment, housing, food access, medical/healthcare, etc.
Direct feedback from program participants is also collected through our Customer Satisfaction
Surveys. These surveys serve as a key resource for gaining valuable insight into participant
feedback concerning quality of ongoing programs and/or gaps in service provision.
Freedom Project: SKC Credible Connection
Description: Freedom Project and New Connections partner to provide case management,
counseling, direct client services (hygiene kits, transportation assistance, food snacks, driver
license reinstatement, mailing address, etc.) and trauma-informed care by CARE Coordinators
to those in the legal system ages 18+. The staff are living examples as to how to successfully
navigate the systems of support and address their own lived trauma. We have a long-
established relationship with the DOC (Dept. of Corrections) so we can go into institutions to
provide classes and workshops in NVC (non-violent communication) and mindfulness. In
addition, mentors will be supported to meet clients where they are, at the gates upon release,
and in the field. The Freedom Project-New Connections partnership expands other resources
available for clients including re-licensing, mailing address assistance, assistance successfully
completing child support paperwork, etc. We primarily use high-touch, personalized systems
navigation and trauma support strategies.
Service Units: Basic Needs Supplies- Hygiene supplies (usually in kits), snack packs
nonperishable food items), Orca cards - transportation assistance, relicensing.; Workshops-
Typically 2 hour workshops in domestic violence, parenting, anger management, substance
abuse, etc.; Case Management- Care Coordinators provide case management and mentoring
support typical range of 15 min. in light touch to 60+ min for high touch. 100% of all enrolled
participants will receive some light touch services whether system navigation, trauma
intervention, basic need programs, drivers’ licensing/re-licensing and referral to other
services. Roughly 40% of clients will receive high touch services for system navigation, trauma
intervention, domestic violence impact panel, and other counseling and case management. We
utilize an industry software (Little Green Light, or LGL) to track participants through phrases of
support. LGL generates monthly reports of hours of participation, training hours received,
CARE Coordinator hours, etc.
HealthPoint: Dental Care
Description: City residents receive diagnostic, preventive, restorative, urgent and emergency
dental care. The Dental Care program is distinguished by its mission to community, quality of
care, affordability and accessibility to all community residents and, uniquely, community
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governance. More than half of HealthPoint’s governing board members are patients of
HealthPoint. The Dental Care program provides diagnostic care, preventive care, restorative
procedures, education on caring for teeth or managing specific dental conditions, oral surgery,
endodontic care and prosthodontic care. Diagnostic care includes examination, oral cancer
screening and x-rays. Preventive care includes cleaning, fluoride, oral hygiene instruction,
sealants and space maintainers. Restorative care includes fillings, crowns, bridges and veneers.
Endodontic care involves tooth repair, and prosthodontic care involves tooth replacement.
Private operatories are used for performing dental surgery.
Service Unit: Dental Appointment- 75% of dental patients will complete their recommended
treatment plan during the measurement year. Dental treatment plan recommendations are
made by dentists and recorded in the patient’s health record. Progress is measured every 4-6
months or at each dental visit. Specific codes in the health record indicate when a treatment
plan is initiated, in progress, and completed. Data is pulled from the electronic health record to
a report server that generates reports on treatment plan completion rates and other selected
data sets.
Sound Generations: Meals on Wheels (MOW)
Description: Sound Generations’ Meals on Wheels (MOW) program is a network comprised of
our main office and warehouse in Seattle, 20 satellite sites throughout the county, staff, and
over 320 volunteers who coordinate and deliver nourishing meals to elders and disabled adults
in King County, who are unable to leave their homes unassisted, unable to prepare meals, and
lack social support.
Service Unit: Meal Delivery- To increase the ability of seniors participating in the Meals on
Wheels program to obtain nutritious food. At least 90% of respondents will indicate that being
on Meals on Wheels makes it easier to have enough food in the house and to get enough to eat.
This outcome will be measure by our participant satisfaction responses from our annual client
survey mailed every July. To improve or maintain the health of seniors participating in the
MOW program. At least 90% of respondents will indicate that their health has improved or
been maintained since receiving MOW.
The Auburn Foodbank: Food Services
Description: The Auburn Food Bank began its work over seventy years ago with one family
recovering from a fire and today this nonprofit has grown to serve more than 86,000
participant visits. TAFB Food Services includes food distribution, food deliveries to homes of
shut-ins, coordinated hot meal preparation with community partners and food provided in
back packs to elementary students.
Service Unit: Meals- The Auburn Food Bank began its work over seventy years ago with one
family recovering from a fire and today this nonprofit has grown to serve more than 86,000
participant visits. TAFB Food Services includes food distribution, food deliveries to homes of
shut-ins, coordinated hot meal preparation with community partners and food provided in
back packs to elementary students.
Ukrainian Community Center: RURAP
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Description: UCCW’s RURAP includes activities such as: 1) Intensive Case Management 2)
Cultural Orientation. Program’s staff and service delivery are culturally and linguistically
appropriate and reflective of its target population and their unique needs. It’s designed for low-
income Russian/Ukrainian speaking refugee and immigrant individuals and their families. It
addresses full spectrum of individual and their family needs and provides them with vital
education necessary for survival and self-sufficiency. UCCW’s RURAP includes activities such
as: 1) Intensive Case Management 2) Cultural Orientation. Program’s staff and service delivery
are culturally and linguistically appropriate and reflective of its target population and their
unique needs. It’s designed for low-income Russian/Ukrainian speaking refugee and immigrant
individuals and their families. It addresses full spectrum of individual and their family needs
and provides them with vital education necessary for survival and self-sufficiency.
Service Unit: Case Management; Support Groups- This outcome measures self-sufficiency.
Specifically, progress toward meeting goals outlined in the service plan. It is projected that
90% of participants will meet their goals as outlined in their service plan. UCCW’s staff use the
following to measure the success of each participant: intake, service plan and final evaluation
form, any and all client surveys and feedback. UCCW conducts regular staff meetings in order to
assess success of this program. Staff report on the progress in terms of the number of
participants, periodical progress in terms of achievement goals, and final outcomes. UCCW also
utilizes its database system to enter input, follow-up data and notes related to each participant.
Client surveys are also utilized to measure success. This outcome measures self-sufficiency.
Specifically, progress toward meeting goals outlined in the service plan. It is projected that
90% of participants will meet their goals as outlined in their service plan. UCCW’s staff use the
following to measure the success of each participant: intake, service plan and final evaluation
form, any and all client surveys and feedback. UCCW conducts regular staff meetings in order to
assess success of this program. Staff report on the progress in terms of the number of
participants, periodical progress in terms of achievement goals, and final outcomes. UCCW also
utilizes its database system to enter input, follow-up data and notes related to each participant.
Client surveys are also utilized to measure success.
HOUSING RELATED SUPPORTIVE SERVICES
Catholic Community Services KC Emergency Assistance
Lutheran Community Services NW Lutheran Community Services NW
Multi-Service Center Emergency Assistance & Resource Navigation
The Auburn Foodbank Financial Assistance Services
The YMCA of Greater Seattle Fit & Fun Before School Program
Catholic Community Services KC: Emergency Assistance
Description: The emergency assistance program (EA) helps low-income clients and families
throughout King County with emergency and basic needs such as rental assistance, eviction
prevention, move-in assistance, utility assistance, information and referral resources, short-
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term case management, bus tickets and emergency motel vouchers when needed. The EA
program at Catholic Community Services helps serve low income and at-risk individuals with
basic needs. The EA program quickly responds to individuals and family’s needs throughout
King County by providing emergency rental assistance and/or utility assistance. Along with this
EA can provide individuals with move in assistance to help people regain stability and get out
of homelessness and motel vouchers for families, senior citizens and individuals with
disabilities who live in a place not meant for habitation to allow a few days to stabilize and
make a longer term plan in regards to their circumstance. On top of this financial assistance, EA
can also provide individuals with food cards and bus tickets at their appointment to help get
food in their house and allow them to not have to worry about the cost of transportation
getting to and from the appointment. In regards to severe weather shelter, this would provide
individuals a safe and warm shelter to go to at night in order to get out of the rough winter
temperatures when the city deems it appropriate throughout the winter months. On average
severe weather shelter would be needed for around 10 days during the winter months and
would be staffed by 2 people at a time. In cases where King County has a mild winter and
severe weather shelter does not need to be open, this funding would be used for motel
vouchers, eviction prevention and utility assistance.
Service Unit: Financial Assistance- Individuals and/or families will have secure housing. The EA
program helps families and individuals keep their housing through direct financial assistance
that can help cover late/back owed rent, move in assistance and delinquent utility and power
bills.
Lutheran Community Services NW: Lutheran Community Services NW
Description: Lutheran Community Services Northwest’s Refugees NW Counseling program
offers culturally aware services from a diverse staff who speak more than 17 languages. During
COVID-19, staff have moved to telehealth, making mental health services more accessible in the
coming year than ever before. Refugees NW Counseling supports healthy communities by
ensuring stable mental and emotional health for communities of color and people living in
poverty. Refugees NW Counseling has dedicated itself to providing trauma-informed, culturally
responsive, and linguistically accessible services to refugees and asylum seekers 25 years. Our
SeaTac and Kent mental health clinic staff speak 17 languages and more than 65% of our staff
came to the US as a refugee, asylum seeker, or immigrant, and thus have walked the journey of
like many of our clients. Professional interpretation services are provided for clients by
Refugees NW when native languages are not available through internal staff. All clinical staff
have received extensive training in migration issues, trauma-focused therapy, and cross-
cultural issues.
Service Unit: Counseling- We measure our clients success based on their improvement or
stabilization of their mental health symptoms. Client mental health symptoms are assessed at
intake, every 180 after admission, annually and at discharge. Our primary assessment tool is
LOCUS (Level Of Care Utilization System), created by the American Association of Community
Psychiatrists. LOCUS is an assessment tool to evaluate relevant data (risk of harm, functional
status, co-morbidity, recovery environment, recovery history, engagement); level of care
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placement decisions; and determine need/focus/impact of treatment. We expect 80% of clients
to show measured improvement during the grant period.
Multi-Service Center: Emergency Assistance & Resource Navigation
Description: MSC’s Emergency Assistance & Resource Navigation Services (EARNS) provides
housing navigation, rent, utility and emergency assistance to individuals and families in South
King County who are impacted by various factors that include, but not limited to, being
unstably housed or homeless, low income, medical emergencies, evictions, etc. MSC staff
provide follow-up services such as resource navigation and financial literacy to ensure that
clients and their families are thriving in their community. MSC has been providing rent and
emergency assistance to households in financial crisis for more than a decade. The program
included staff screening clients for eligibility and processing payments to landlords, utility
providers, or motels. Staff would discuss budgeting and other resources with clients, but in a
limited way. Follow up consisted of contact six months or later to determine if the client had
met outcomes.
Service Unit: Financial Aid Vouchers and Case Management- Rent assistance which may include
move-in assistance, late fees, and rent as allowed by funder; Light touch case management
contacts to help maintain housing security including in-person, phone and e-mail contact. MSC
measures success for EARNS through clients’ ability to maintain housing after receiving
assistance. 75% of households served are stable six months after receiving MSC services and do
not return to homeless or unstable living situations. This outcome is measured through client
records that are collected through MSC contacting households six months after services have
been received to do a follow up assessment with them. If staff are not able to contact clients
who received rental assistance, MSC staff will contact the landlord to determine if the client still
resides at the property and if the landlord has forwarding information if they have moved.
The Auburn Foodbank: Financial Assistance Services
Description: The Auburn Food Bank began its work over seventy years ago with one family
recovering from a fire and today this nonprofit has grown to serve more than 86,000
participant visits. TAFB Financial Assistance Services provides emergency financial services to
meet housing related basic needs including eviction prevention, utility assistance, shelter,
storage, showers, and other homelessness prevention supports. Services Provided The Auburn
Food Bank provides food, referrals & emergency assistance to all that walk through their doors.
Staff see the client as a whole person and acknowledge the individual situation, which often
includes more than food needs. Staff realize that walking through the front door for the first
time is the hardest step to take. First time visitors meet with a program manager who performs
an intake, taking a basic survey of their needs, offering additional services that are available,
and referrals available in the area that would fit their current needs.
Service Unit: Financial Assistance- Services Provided The Auburn Food Bank provides food,
referrals & emergency assistance to all that walk through their doors. Staff see the client as a
whole person and acknowledge the individual situation, which often includes more than food
needs. Staff realize that walking through the front door for the first time is the hardest step to
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take. First time visitors meet with a program manager who performs an intake, taking a basic
survey of their needs, offering additional services that are available, and referrals available in
the area that would fit their current needs.
The YMCA of Greater Seattle: Fit & Fun Before School Program
Description: The Auburn Valley YMCA partnered with the Auburn School District to support
families who are experiencing homelessness by making safe, fun and engaging activities
available to all K-5 students in the Auburn School District. Fit & Fun helps kids maintain
stability at school, supports families and gives kids a critical positive, safe and healthy start to
the day. The Auburn Valley YMCA partnered with the Auburn School District to support
families who are experiencing homelessness by making safe, fun and engaging activities
available to all K-5 students in the Auburn School District. Fit & Fun helps kids maintain
stability at school, supports families and gives kids a critical positive, safe and healthy start to
the day.
Service Unit: Child Care- The success of this program is based on positively impacting the lives
of vulnerable elementary school students experiencing homelessness. This is a difficult
population to track, and the students sometimes have intermittent attendance, due to
circumstances outside of their control.
JOB TRAINING AND EDUCATION
AJAC APM Training Center
International Rescue Committee Refugee and Immigrant Youth School Svcs
Orion Industries Employment Services
AJAC: APM Training Center
AJAC's Advanced Manufacturing Prep (AMP) Training Center, located in Kent, WA, builds
critical capacity for workforce development serving a community that otherwise lacks nearby
access to higher education leading to living wage employment. The center offers a hub of
human services, workforce development, and career navigation for job seekers transitioning
into high skill and high wage occupations in advanced manufacturing.
Service Units: Career Navigation: Intake for human services, client referrals, advising, train on
demand, assist with job search and hiring, business outreach, and placement services. Connect
client with mentoring, supplemental training, and stabilization support services through
their probationary period.
International Rescue Committee: Refugee and Immigrant Youth School Svcs
Description: The International Rescue Committee in Seattle (IRC Seattle) will expand critical K-
12 afterschool programming for refugee and immigrant students to increase English language
acquisition, improve academic outcomes, and build positive community connections for
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newcomer youth. IRC’s afterschool program currently serves elementary and secondary ELL
students who are newcomer refugee, asylee and special immigrant visa holders (SIVs) and have
been in the country five years or less. This focus comes from IRC’s primary afterschool funding
source, the Refugee School Impact Grant, which limits funding for the program to that student
population. IRC will continue to serve this population but will use these funds to expand and
broaden the program to include any ELL student regardless of official immigration status.
Expanding the program to serve this broader population will meet a significant need.
Service Unit: Tutoring- IRC evaluates student engagement and participation through measuring
average attendance rate at the afterschool program, with a target of 70% average attendance
or higher. This outcome is measured through recording and calculating weekly program
attendance for each student and the program as a whole. IRC evaluates the academic
effectiveness of the program by measuring the percent of students enrolled in afterschool
programs that improve their English language ability as demonstrated through improvement
on the annual English Language Proficiency Assessment (ELPA). Through our data sharing
agreement with each district we request access to students’ previous and current
academic year ELPA assessments in order to measure the percentage of students in the
afterschool program that demonstrated improvement on the annual ELPA assessment.
Orion Industries: Employment Services
Description: Orion provides transitional training to individuals with barriers to employment
including those who are low income, have disabilities, experience education barriers,
homelessness and who are justice involved. Our services include vocational counseling, case
management, skills training, job placement and job retention supports. Our programs include
Manufacturing Training, Office Skills & Customer Service Program and Administrative Training
programs which pay either minimum wage or a stipend. Jobs change lives and Orion believes
that everyone should have the opportunity to work. We achieve this by providing valuable
job skills training, in both technical and soft skills, vocational counseling, case management, job
placement services and job retention supports. These individualized services are provided
through transitional employment in our Aerospace Manufacturing Business, within our
Administrative Department, and in our classroom-based Office Skills & Customer Service
Training Program. Benefits of participating in Orion’s programs include increased financial
stability, barrier management support, permanent employment, wage progression and
increased self-confidence.
Service Units: Employment Services- City Residents will receive vocational counseling,
assessment and training services (Case Management); Placement- City Residents will be
supported in placement services with the goal of locating community employment. Orion’s
Theory of Change identifies four areas that Orion’s services address and impact: Gain
Employment, Reduce Barriers, Gain (Soft and Technical) Skills and Build Self-Esteem. Orion
utilizes a comprehensive electronic case management system that tracks critical information
including goals, progress, outcomes and demographics. Staff are required to keep this system
updated.
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City of Auburn
Community Services Division
25 W. Main St
Auburn, WA 98001
Joy Scott, Community Services Manager
(253) 876-1965 or jfscott@auburnwa.gov
Kyla Wright, Human Services Program Coordinator
(253) 931-3096 or kwright@auburnwa.gov
YEARS COVERED BY THIS APPLICATION PROCESS
Calendar years 2021 and 2022.
APPROXIMATE FUNDING AVAILABLE
The City of Auburn anticipates allocating approximately $680,000/year of General Fund dollars
for the 2021-2022 funding cycle, and approximately $70,000/year of CDBG Funds.
APPLICATION ASSISTANCE
City of Auburn staff is available to help with questions related to the City’s process and/or answer
questions you may have about the content of the application. Staff will be available at eight drop
in sessions during the application cycle for Technical Assistance related to application content:
March 11, 8am – 11am
March 19, 1pm – 4pm
March 27, 8am – 11am
April 2, 1pm – 4pm
April 8, 1pm – 4pm
April 17, 8am – 11am
April 21, 1pm – 4pm
April 29, 8am – 11am
All sessions will be held remotely.
To join the meeting from your computer, tablet or smartphone
https://zoom.us/j/525709128
Meeting ID: 525 709 128
You can also dial in using your phone.
United States: 888-475-4499
Meeting ID: 525 709 128
Any questions asked during a TA session will be publicly posted, along with staff response, on
the City of Auburn’s Human Services webpage. If you are unable to attend a scheduled drop in
session, you may contact staff directly. Email is preferred. Technical assistance will not be
available after 5pm on May 1, 2020.
Applications must be submitted online via the Share1app website at www.share1app.org.
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Due to the effects of COVID-19 in our community, the deadline to submit applications for
2021-2022 Human Services Funding has been extended to Tuesday, May 5, 2020 at 4:30
PM.
Late applications will not be accepted.
FUNDING PRIORITIES AND GOALS
The City of Auburn adopted new funding priorities for the 2021-2022 cycle, based on the results
of our 2019 Community Needs Assessment:
1. Housing and Associated Services
a. Programs that provide ongoing housing or rental assistance and supportive
services for individuals and families experiencing homelessness utilizing the
Progressive Engagement model. Programs are characterized by ongoing case
management and wraparound services as needed in addition to rental or other
housing supports.
2. Homelessness Interventions
a. Programs that engage individuals and families experiencing homelessness in
housing problem solving, including shorter-term, “light touch” models such as
diversion and rapid exit from shelter.
3. Housing-related Supportive Services
a. Programs that meet housing related basic needs, including eviction prevention,
utility assistance, shelter, storage, laundry, showers, and other homelessness
prevention supports.
4. Basic Needs
a. Programs that meet a diverse array of non-housing related basic needs, including
food access, youth programming, domestic violence advocacy, physical and
behavioral health, childcare resources, immigration supports, legal assistance, etc.
5. Job Training and Education
a. Programs that provide education, job training and placement, or apprenticeship
opportunities with the aim of increasing economic opportunities for participants.
APPLICATION REVIEW PROCESS
The City of Auburn’s Human Services Committee, a 9 -member volunteer board appointed by the
Mayor and approved by the City Council, will evaluate and rate the proposals within each priority
area on the following criteria, weighted as indicated (see application for questions within each
section):
1. Program Description (25%): Illustrates community needs and program capacity
2. Program Impact (35%): Demonstrates ability to measure program success
3. Program Accessibility (30%): Accessible to all eligible program participants
4. Budget (10%): Complete, accurate, and reasonable financial budget
Funding recommendations will be made based upon the results of these Committee scores,
funding availability, and the approval of the Auburn City Council. The Committee reserves the
right to recommend awards based on a combination of score, priority area distribution, and
diversity of populations served. The award amount for individual programs may differ from the
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amount requested in the application. The City of Auburn also reserves the right not to award all
funds included in this application process.
City of Auburn staff will notify agencies of final allocations following City Council approval, which
is expected by late November. Awarded funds will be available January 1, 2021, which is the
start of the fiscal and program year.
OTHER REQUIREMENTS TO APPLY FOR FUNDS
In order to be considered for funding, agencies must:
1. Upload the Required City Supplemental Questions (found in the link below
supplementals) to Share1App with Auburn’s section completed.
2. Meet one or more of the funding priorities listed above.
3. Have 501(c)(3) status, or have a 501(c)(3) fiscal sponsor in place by the time the
application period closes.
4. Have a nondiscrimination policy in place. Please upload a copy of your agency’s
current nondiscrimination policy to Share1App in the “agency uploads” section of
your application.
5. Meet minimum insurance requirements:
a. general liability insurance with a minimum limit of $1,000,000 combined single limit
per occurrence by bodily injury, personal injury, and property damage, and for
those policies with aggregate limits, a $2,000,000 aggregate limit.
b. provide professional liability insurance in the minimum amount of $1,000,000 per
claim and in the aggregate.
6. Be willing and able to accept reimbursement for funds based on service unit completion.
7. Regularly track and submit required reports regarding services and demographics.
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