HomeMy WebLinkAbout03/29/2018 00 Misc Distributed at the MeetingCOUNCIL BRIEFING MEETING
March 29, 2018
City Manager Updates
1. Confirming joint YSD/City Council Meeting for April 16, 2018 at 6:00 pm
2. Dangerous and Potentially Dangerous Dog Ordinance follow-up
3. Mill Site follow-up
4. Senator Murray's local rep site visit on April 5
5. YVCOG RFP
6. 2060 & 2163 funds
7. Fire Chief Search
Proposed Agenda Items for Joint
Yakima City Council / Yakima School District Meeting
1. Active Shooter Drills/School Safety: coordination with City; YPD;
transit
2. After School and Summer Activities
3. Programs for Younger Students
4. Surveying capacity for Safe Routes to School grant applications
5. Prevention / Intervention Activities for 4th Graders
6. Mentorship program
7. Literacy Programs
8. Partnership for Beyond the Bell
FOR YOUTH DEVELOPMENT
FOR HEALTHY LIVING
FOR SOCIAL RESPONSIBILITY
TO: Cliff Moore, Yakima City Manager
FROM: Bob Romero, YMCA Executive Director
RE: Aquatic Center Project
CC: Dustin Yeager
Cliff,
RECEIVED
CITY OF YAKIMA
MAR 2 7 2018
OFFICE OF CITY MANAGER
dlUt127, 20 f8
The YMCA reviewed your Memorandum dated March 23, 2018. We are happy to
accommodate the review of our funding relating to the Funding Contingency. The YMCA is
willing to make the following adjustments in an addendum to our contract with the City:
• The City will provide $8M for construction costs of the Aquatic Center.
• The City will make no additional payments for operations or capital reserve for a
guaranteed period of ten years.
• At the end of the ten year period, the original contract will be in force with the following
changes in years 11-15 in the form of credits issued by the YMCA.
Year 11 $50,000
Year 12 $40,000 These amounts, which total $150,000,
Year 13 $30,000 will be deducted from the City's annual
Year 14 $20,000 operating share owed to the YMCA.
Year 15 $10,000
Without any operating history, the YMCA cannot commit to percentage changes without clarity
on what they truly mean. In good faith the YMCA has paid for a share of the Congdon property
purchase, paid for the yellow book appraisal, paid for the review appraisal, paid the City's
preferred vendor for a traffic study, taken on the risk of construction cost overruns, assumed a
ten year risk for city operating obligations and offered operating credits for five years. We have
gone above and beyond the terms of our contract. This is our best and final offer.
Because time is of the essence, the City needs to honor our March 29th possession date.
Please respond to this proposal by 5:OOPM March 28, 2018. We look forward to creating a
facility that will meet multiple needs in our community for generations to come. Let's make this
a positive public project. Together we can do something very special for all of Yakima.
Sincerely,
6CSPOPf101,z--
Bob Romero
YAKIMA FAMILY YMCA
5 North Naches Avenue, Yakima WA 98901
P 509 248 1202 F 509 248 0125
www.yakimaymca.org
The Yakima Family YMCA seeks to put Christian principles into practice through programs that build healthy spirit, mind and body for all.
RECEIVED
CITY OF YAKIMA
MAR 2 7 2018
OFFICE OF CITY MANAGER
Cliff,
We reached the $20M mark in fundraising on Friday. We are ready to move forward with
the sewer relocation and plan to go to bid in a couple weeks. The state grant and federal
New Market Tax Credit funds that we have lined up could very well be lost if the City
delays or doesn't move forward with this project. Those two sources are about $5.5M. If
we have to forfeit those funding options, they won't be available to us again. NMTC Is a
funding source the federal government may terminate after this cycle. We have an
allocation.
Just wanted you to know where we are.
Thanks.
Bob
OFFICE OF THE CITY MANAGER
129 North Second Street
City Hall,Yakima, Washington 98901
Phone (509) 575-6040
MEMORANDUM
To: Bob Romero, Executive Director YMCA Yakima
From: Cliff Moore, Yakima City Manager
Date: March 23, 2018
Re: Aquatic Center Project
Bob,
The Yakima City Council reviewed the March 19, 2018 YMCA response to the City proposal of
March 16, 2018. After significant discussion regarding the project and the agreement between
the City and the YMCA, Council authorized the following response:
• The City would provide $8 million dollars for construction costs of the Aquatic Center.
• The City would not be required to make any additional payments, either for operations or
capital reserve, for a guaranteed period of 10 years.
• After the 10 year period, the City would pay 35% of the annual operational deficit.
• The City still expects to have an opportunity to evaluate an accounting of YMCA's
records to ensure that the Funding Contingency, outlined in Section 2.2 of the Ground
Lease Agreement, was met. This sections calls for YMCA to have secured, by December
31, 2017, "at least 80% of the funding needed to construct the Aquatic Center, the other
facility, and such improvements (collectively the "Project") Tenant intends to construct
and operate on the Leased Premises (the "Funding Contingency"), which may include the
Tenant's cash holdings, donation pledges made to Tenant for the Project, (as evidenced
by bona fide written pledges), Landlord's Financial Contribution under Section 3 of the
Development Agreement, and financing secured by Tenant (as evidenced by one or more
bona fide financing commitment letter(s))." Note: According to a February 9, 2018 letter
from attorney Dustin Yeager, YMCA has confirmed that the final estimate for the Project
is $20,261,855.
I will be in touch with you early next week to discuss the process for identifying an entity to
review the YMCA financials.
The City looks forward to your response.
MEMORANDUM
To: Honorable Mayor and Members of the Yakima City Council
From: Cliff Moore, City Manager
Date: March 29, 2018
Re: Pit Bull Issues
Council,
During your March 20, 2018 Council Business meeting, in addition to directing
staff to update the City Dangerous and Potentially Dangerous Dog Ordinances, you
posed several questions regarding costs related to Pit Bull control.
1. Cost associated with Pit Bull control: The City does not have a specific
line item for Pit Bull control, but we can discuss overall control costs.
The City's overall contract with the Yakima Humane Society for 2018 is
$ 261,084. That is broken down into three main categories:
A. $166,860 - Three Animal Control Officers (ACO) contracted by the
Humane Society
B. $89,424 - Housing dogs taken to the Humane Society by City of
Yakima
C. $4,800 — Held in reserve for emergency call -outs of an ACO
From March 1, 2017 to March 1, 2018, Animal Control Officers brought in
628 dogs to the Humane Society from the City of Yakima. Out of those, 102,
or 16.24%, were Pit Bulls. Although we do not have a perfect method for
calculating specific costs for Pit Bull control for ACOs or housing, if we
simply use the 2018 overall budget numbers, which are similar to 2017, the
approximate cost for taking 102 Pit Bulls into custody and housing them at
the Humane Society is $42,400 per year.
2. Cost associated with prosecuting Pit Bull Ordinance violations: Our City
Legal Department handles, on average, 9 possession of Pit Bull cases a
year. To put that into context, the total criminal caseload last year was
approximately 3,200. Although Pit Bull cases are only a small percentage of
the total caseload, these cases do take time to prepare because there are
typically multiple witnesses and expert testimony. The conservative estimate
of the cost to prosecute each case is approximately $120. (3 hours of time at
$40 an hour) X 9 cases equals $1,080. However, if a case goes to trial, that
cost would likely grow to at least $480. (12 hours of time at $40 an
hour). Although we must treat each case as if it were going to trial, we have
not had a Pit Bull case actually go to trial; these cases are typically settled.
When considering prosecution cost, defense costs are also a factor. The
defense cost will be similar to the prosecution cost. As you know, the City is
responsible for covering the costs associated with indigent defense. We do
not know if any of the defendants in the recent Pit Bull cases were eligible
for court appointed attorneys.
And finally, judges, legal assistants and court clerks also spend time with
these cases. That time is harder to quantify and depends on many factors.
Letter to YVCOG Board of Trustees
Homelessness is a complex problem, affecting an increasing population across the United
States. Government agencies within the City of Yakima and Yakima County are entrusted with
public money with the goal of alleviating homelessness, making it BRIEF and RARE.
Homeless people are diverse, including individuals with physical disability, developmental
disability, chronic health conditions, HIV, mental health problems, substance -abuse problems,
etc. They have diverse needs which require multifaceted services. Measuring the success of
homeless programs requires an objective assessment of complex data and program
endpoints. Fortunately, best practices for public programs have been standardized to require
these assessments.
All federal and state homeless programs are required to comply with the Homeless
Management Information System (HMIS), an electronic data archive. The Yakima Valley
Conferx$-144e cesof Governments and`tF a �ni�c��^ontracted provid4kier agencies are requir03Md o collectfi .:
andjenter HMIS I ta. zs "= =
_LIQ "h
Despite multiple requests, Y COG has failed to provide outcomes data for Camp Hope
(Transform Yakima.Together£)smce thRV WM
e.inception ogthis program in March 2017. Without
review of this data sthe fitness offthhis agency to receive further award of public funds is called
into question, as isrthe fitne s o;W,E.G to manage these funds Q 2 x.
1!
We view with concern YVCOG's recent withdrawal from the HUD "Collaborative Applicant" role, as this
increases the risk of loss of federal funding for our community. We are also concerned about the
unilateral suspension of HPPC meetings.
The YVCOG Request for Proposal for 2018-2020 appears tailored to fund Camp Hope, a permanent
"emergency" shelter which has no time limits on how long a homeless person can stay. This is not
consistent with a goal of transitioning into permanent, affordable housing. Moreover, TYT has already
violated their Tiny Homes contract. Their contractually required data is not available, and they created
chaos last September when they submitted an application for a 24-hour shelter without having a
building. If approved by YVCOG, their project will receive $950,000 or nearly 60 percent of the 2163
funds over the two-year cycle, and the majority of that money comes from the City of Yakima.
We fail in our public duty if we continue to passively watch misuse of public funds. We request that
YVCOG provide the HMIS data collected in 2017, and delay further funding to any program which has
not proven contract compliance.
Kay Funk, MD
Yakima City Council, District 4
509 969 5488 (cell)
316 S. 9th Ave, Yakima, WA, 98902
509 453 5321 (fax)
MEMORANDUM
To: Honorable Mayor and Members of the Yakima City Council
From: Cliff Moore, City Manager
Date: March 29, 2018
Re: 2060 and 2163 funds
Council,
In recent Council Briefing sessions, you have asked several questions about
funding for homeless services, specifically, how much does the County receive in
local 2060 and 2163 dollars; and what portion of that funding comes from
recording fees from real estate transactions within the City of Yakima.
For 2017, the County totals are as follows:
2163 funds: $738,163
2060 funds: $147,601
Total: $885,764
The 2163 dollars are passed through to YVCOG for the homeless services
contracts they manage. These dollars are flexible in terms of what they can be used
to support. The County maintains control of the 2060 dollars which are restricted
to supporting affordable housing programs and modest administrative costs. In
2017, these 2060 funds were used to provide matching dollars for grants to
rehabilitate existing low income housing units and County administrative costs
associated with managing these projects. The use and method of deriving these
funds are codified in RCW 43.185C.080; RCW 36.22.17 and RCW 36.22.179.
We are working with Yakima County to determine what percentage of the fees
come from the City of Yakima. The County reports that they have never tracked
these funds in this manner. As a result, we are preparing a data request to submit to
the County to get a GIS report of all the real estate filing fees. Once we get that
data, it will require a GIS analysis to determine what portion of those fees were
generated in the City. We will continue to follow-up on this and provide updates as
available.
As we reported in our update of the recently completed legislative session, several
bills regarding funding for homeless services were passed. These bills remove the
Sunset Clause on the 2163 dollars, which was to have ended in 2023; and the
amount of the filing fee for real estate transactions was increased from $40 to $62.
As a result, the total funding that will be available in coming years should be
increasing.
MEMORANDUM
To: Honorable Mayor Coffey and Members of the Yakima City Council
From: Ana Cortez, Assistant City Manager
Date: March 25, 2018
Subj: Thursday's Briefings/Special Meetings
On March 23, 2018, the Council Partnership Committee instructed staff to prepare this
memorandum to memorialize the committee discussion of that day and to enable the future
sharing of the discussion with the full Council. The purpose of this document is to review
sections of the RCW relevant to Council meetings and to propose a modified format for Council
briefings (Special Meetings). This memo evolves from concerns about unclear and inconsistent
protocols for placing items on agendas, discussing items, voting and use of committees.
SPECIAL MEETINGS
Thursday Council's Briefings are Special Meetings under RCW 42.30.080 which reads:
Anything other than a regular meeting. May be called by the presiding officer or a
majority of the members of the governing body. The special meeting notice must
specify the date, time, and place of the special meeting, and the business to be
transacted.
Final disposition cannot be taken on any matter not listed in the special meeting notice.
Therefore, Thursdays' Briefings (Special Meetings) need to abide to the following parameters:
1- Discussions have to reflect the published agendas or the "business to be transacted."
This implies that discussion on items outside of those listed in the agenda should not
take place.
2- Discussion may not involve voting or "final disposition" on any item not listed in the
agenda.
THURSDAY SPECIAL MEETING PROPOSED AGENDA FORMAT
Council members have expressed concerns with the length of these meetings and with actions
involving placing items for vote/consideration at the following Regular Meeting (Tuesdays). To
address these concerns and to remain faithful to the language and spirit of RCW 42.30.080,
Council may consider the following format for its Thursday Special Meeting (Briefings):
1- Review Regular Meeting agendas. Council will limit its discussions to agenda content
for the subsequent Regular Meetings. No votes shall take place on individual items.
2- Committee, Board and Strategic Plan progress reports. Council members provide
updates on these topics.
3- City manager (CM) policy updates. CM introduces policy related matters that require
Council input and direction and thereafter may appear in future Regular Meeting
agendas. Note: instead of using Thursday Special Meetings (Briefings) for programmatic
1
conversations, the CM shall communicate such information through alternative written
means such a bi-weekly email or newsletter.
4- New agenda items for Upcoming Regular Meetings. Members may preview individual
intent to make a motion at a subsequent Regular Meeting to add an item to a future
agenda. These items will not be voted on nor discussed at the Special Meeting
(Briefing).
The four parameters above create consistency for how new issues are handled at the
Thursday's Special Meetings while also protecting the City's governance body from any
potential, perceived or real violations of the OPMA.
Dec s on: Poii t:`Do.vve:."6q6j3.0he'following'format.as reflectetl in the` narrative above:
1- Review Regular Meeting Agendas
2- Committee, Board and Strategic progress reports
3- City Manager policy updates
4- New agenda items for Regular Meetings.
ADDING NEW ITEMS AT REGULAR MEETINGS
This memo addresses protocols for introducing a new item (non-agendized) at a Regular
Meeting under Other Business or Council Reports. RCW 42.30.080 does not limit such action.
Consistent with current Council Rules of Procedures, a member may make a motion to add an
item to a future agenda, and if seconded, engage in preliminary discussion at a Regular
Meeting. Current Council Rules and Procedures (Standard Motions and Rules of Procedure of
Yakima City Council, Revised August 2014, Page 8, Section 5 (b), states that in order to add an
item to a future Regular Meeting or refer an item to a Council Committee requires "a positive
majority vote by the City Council members present."
By discussing AND voting on an item that has not been publicly announced, Council limits the
interests of its constituents to participate in the democratic process. The two options described
above better facilitate discussion, by both the Council and constituents, and ensure
transparency.
Attachment: MRSC Practice Tips: Regular vs. Special meetings.
2
@ Special Meeting,
member announces
her/his desire make a
motion at the next Regular
meeting. NO DISCUSSION
OR VOTE MAY TAKE PLACE
AT THE SPECIAL MEETING.
@ next Regular meeting,
item is presented via
motion under Council
Business or Other. A first
and second motions are
needed for matter to be
discussed. A majority is
needed to place in next
Regular Agenda
OR Council may refer the
matter to a Committee.
FAQ
When can we vote and discuss an item?
Agendized item can be discussed and voted on in any meeting
How do I get an item agendized so that it can be both discussed and voted on?
At a Regular meeting, a member may request Council majority to approve (through vote) placement
of item on a future Regular Meeting agenda thus allowing that item to be discussed and voted on.
By default once an item is agendized for a Regular Meeting, it allows discussion at an earlier Special
Meeting or briefing. However, items will only be voted on at the Regular Meeting.
If the majority of the Council does not support an item to be agendized, the item will not be scheduled
for discussion or vote.
How do I add a new item AFTER the Regular Meeting agenda has been published?
The Regular Meeting agenda is published Thursday at 12:00 noon (allowing the public 5 calendar
days to review an agenda prior to the Tuesday evening Regular Meeting). Ideally, no new items
should be added to the Regular Agenda after this time. However, a Council member may preview an
item at a Special Meeting (Briefing) with the intention of placing it in a future Regular Meeting agenda.
This preview shall not include discussion or voting.
In either case, the motion requires a second to allow further discussion. Once discussed, the matter
will need a majority vote to be placed on the agenda of a future Regular Meeting (not published
meeting).
3
Emergency items will be treated differently with more flexibility. (Yakima City Charter, Art VI, Section
2).
When and what do we send to committee?
Any item that requires staff or community input and that can benefit from greater scrutiny may be
referred to committee. The member introducing the matter may decide which Council Committee will
review the topic. However, if a majority of the Council identifies an alternate committee as more
appropriate space, the item may be first sent to the author's chosen committee and secondly to the
Council's designated committee. Council has the discretion to request a joint hearing if such
approach proves a more efficient path.
Options:
1- Author refers to Committee but Council may vote on a different Committee destination.
2- Item goes first to author's chosen Committee and then to Council's chosen Committee
3- Item goes to a joint session of the author's chosen Committee and that selected by Council.
What policy items will the CM bring to Council and which programmatic items will the CM provide in
writing?
The CM is interested in keeping council member abreast of programmatic activities of our large city.
The CM also needs direction from Council on policy matters. The CM will provide a bi-weekly
newsletter that may include items such as:
• Topics that may be covered or have been covered by the press
• Visits from outside partners
• Administrative changes to services (hours of operations, scope of services, etc.)
• Street closures
• Changes in utilities affecting more than 1,000 people
• New projects and activities that enhance quality of life
• Achievements of staff to improve efficiencies, retirements, hires and other administrative
matters.
• Strategic Priorities- Admin Updates:
• Community policing activities
• Activities impacting business along main arteries
• Plaza developments
• School safety
• YMCA
• Mill Site
• MLK Pool
• Youth Development
The CM will bring to Special (Thursday Briefing) and Regular Meetings items that amend ordinances,
financial commitments, affect public safety, change infrastructure and or affect strategic priorities.
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*DISCLAIMER: These practice tips are meant to provide summary information on the notice requirements of the OPMA; these tips are not intended to be regarded as specific legal advice. Consult with your
agency's legal counsel about this topic as well. May 2014
Traffic Calming Procedure
1. City receives a signed "Traffic Calming Petition" from Neighborhood (Requires 75% of Property
Owners) or;
2. City receives a request from a council member asking for traffic calming evaluation for a specific
location in his/her district
3. City begins Data Collection/Field Work
4. City reports back to Neighborhood of findings (supporting data) by written correspondence.
5. City applies Traffic Calming Criteria to determine best traffic calming measure
6. City continues to prioritize project list based on funding availability and safety concerns/factors
7. Public Meeting is held by City officials
• Proposed Scope of Work/Design
• Goals/ Objectives
• Public Input
8. Appeal Process with Public Works Director and/or City Manager (if necessary)
9. Final Review of Project
10. One month prior to traffic calming installation, 2nd Public Meeting is held by City officials
• Final Scope of Work/Design
• Estimated Start Date
11. Project Completion
12. City conducts Data Collection/Field Work on Completed Project (Follow Up)
• Determine if desired results were achieved.
• Collect data to support
• Address any valid complaints
• Revise or remove if necessary
RECon The Global Retail Real Estate Convention
May 20 - 23, 2018
Las Vegas Convention Center
Las Vegas, NV United States
The world's largest global gathering of retail
real estate professionals.
37,000 industry professionals Et 1,200 exhibitors
attend RECon will you be there too?
Join us in Las Vegas, Nevada, May 20 - 23, 2018, for three days of deal
making, professional development workshops, networking, ICSC's Global
Awards Ceremony and so much more.
REGISTRATION FEES:
ADVANCE ON-SITE
Member: $640 $790
Non -Member: $1,290 $1,550
Student Member: $50 N/A
REGISTRATION DEADLINES:
December 8, 2017
Early Bird Deadline - Members save $50.
March 30, 2018
Deadline to register and submit a photo to receive your badge in the
mail.
Upload your photo here.
April 27, 2018
Deadline to receive advance registration fee.
May 8, 2018
Student deadline to register for RECon. There's no on-site student
member registration. For questions please contact Michael Cowden
at mcowden icsc.org.
May 19, 2018
Registrations will be accepted on-site in Las Vegas.
If you are unable to attend RECon, you may transfer your registration to a
colleague (member to non-member transfer requires higher registration
fee be paid). After badges are mailed, the original registrant's badge
must be returned in order to process a transfer or cancellation. You may
cancel your registration up to March 30, 2018 and receive a refund. All
cancellations will be subject to a $100 fee and must be received
by ICSC in writing. No refunds will be issued after March 30, 2018.
Keynote presentations:
• Sunday, May 20: Michael Strahan
Monday, May 21: Daymond John, CEO 8 Founder of FUBU and Star of
ABC's Shark Tank
• Tuesday, May 22: Jennifer Fleiss, CEO Et Co -Founder of Code Eight and
Co -Founder of Rent the Runway
Access to the full convention includes: Professional Development Day, all
conference sessions, professional development workshops, keynote
presentations, Innovation Exchange, two lunches, receptions, awards and
ceremonies and access to the Leasing Mall, Marketplace Mall and
SPREE.
Session topics include:
• Harvey, Irma, Maria: Lessons Learned From the 2017 Hurricane Season
• Online to Offline: Digitally Native Brands and Their Expansion Into
Brick -and -Mortar
• Retail and E -Commerce in the Post -Department Store Era
• The Next 25 Years: Preparing for the Future of Retail and Mixed -Use
ICSC's Innovation Exchange gives you hands-on access to the concepts
that The Washington Post calls "the future of retail."
Select Innovation Exchange Concepts:
• Wirkn 1 A.I. chatbot that connects job seekers and employers
• iMirror 1 Virtual mirror that lets in-store shoppers "try on" online
offerings
• MemoMi 1 Interactive mirror with recording capabilities for second
opinions and personalized makeup tutorials
• Trendalytics 1 Intelligence platform that aggregates billions of
consumer demand signals to take the guesswork out of merchandising
• Spotlight/3Den 1 Micro retail shelf -leasing platform
• Size Stream ( A digital platform that captures data points to create a
3D avatar that allows for hundreds of detailed measurements of the
body
• RetailNext 1 Provides real-time analytics that enable retailers,
shopping centers and manufacturers to collect, analyze and visualize
in-store data
• Walc 1 App that gives users directions based on visual cues instead of
traditional NSEW directions
• Farmer's Fridge 1 Self-service vending machines offering chef-curated
meals and snacks
• Mavatar 1 E-commerce for retail and malls using digital screens in
physical retail stores
• Accel Robotics 1 Self -checkout using cameras and robotic shopping
assistants
• AvaMetric 1 Provides retail brands accurate 3D renderings of apparel
& accessories on customizable digital body models
• Farmshelf 1 Smart indoor farms that make growing food easy
• Glass Media 1 In-store digital marketing window displays
• Twindom 1 Full-body 3D scanning systems
• Bodega 1 "Pantry boxes" that utilize a mobile checkout system
• Knightscope 1 Security robots designed to monitor crimes in malls,
parking lots and neighborhoods
• OSRAM 1 Leader in lighting solutions & services, specializing in
innovative design & energy saving technology
*Click here for more information on RECon SPREE.
**Click here for more information on Professional Development Day. /f
you have a free Exhibitor, Marketplace Mall, MAXI or SPREE RECon
badge, you MUST register here to gain access to Professional
Development Day on Sunday, May 20. Attendees with a Full RECon
Convention badge will already be registered.
***Click here for more information on the ICSC Global Awards
Ceremony. Featuring the MAXI Awards, ICSC Foundation U.S. Community
Support and Retailer Awards, VIVA Awards and Visual Victories Awards.
**** Click here for more information on the Retailer -Only Networking
Reception.
View full schedule
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About this event series
RECon is the world's largest global gathering of retail real estate
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Certifiec Creative Districts Program
Community Reac
WorK
iness
booK
2018 Edition
Ta
ole of Contents
Introduction 4
Setting the Foundation for Success 6
Instructions 7
Section 1: Setting the Groundwork 8
Item 1: Geography and Built Environment Characteristics 9
Item 2: Artistic and Cultural Activities, and Creative Industries 10
Item 3: Partnerships 12
Item 4: District Administration 13
Item 5: Community Identity 15
Section 2: Understanding Community Assets 17
Item 6: Community Buy -in 18
Item 7: Branding and Promotion 20
Item 8: Economic Development Activities 22
Item 9: Workforce and Job Creation 24
Item 10: Development, Land Use, Infrastructure 26
Section 3: Crafting Your District Plan 28
Item 11: Setting Goals and Milestones 29
Item 12: Measuring Progress 30
Item 13: Program Sustainability 31
Glossary 32
Resources 34
Creative Districts Program Pre -Application Checklist 35
3
Intros
uction
Since Richard Florida's groundbreaking
book The Rise of the Creative Class was
published in 2003, communities throughout
the world have focused on fostering their
creative economy. Creative economy jobs
showcase a rich arts and cultural heritage,
highlight innovation and increase the
vibrancy and livability of neighborhoods.
They are the index of a strong and diverse
culture, helping to guide us into the future,
and providing a link to our past.
Creative industries are major economic
drivers of developed and developing
nations, and among the most rapidly
growing sectors worldwide. According to
a report published jointly by CISAC and
UNESCO in 2015, cultural and creative
industries account for approximately 3%
of the world's gross domestic product
(GDP).[1] They employ 29.5 million
people around the world, more than the
auto industry in Europe, Japan, and the US
combined (29.5M vs. 25M workers).[2]
Governors are increasingly recognizing the
importance of the creative sector to their
states economy and ability to compete
in the global marketplace. According
to the National Governors Association
Report, Arts and the Economy, [3] there are a
number of reasons for including art as an
communitv development strategy.
• Creative and new media industries
are growing in number and play a
prominent role in a community's
strategy to compete
• Company decisions about where to
locate are influenced by the ready
availability of a creative workforce and
quality of life available to employees
• Arts and culture play a major role
in the community development and
redevelopment by creating new jobs
and fostering an environment and
amenities that attract talented young
workers
Approximately 177,000 people were
employed in creative industry jobs in
Washington State in 2016. This is a 4%
increase from 2015.[4] In fact, the number
of creative jobs in Washington has increased
an average of 3% annually since 2011,
making it one of the fastest-growing sectors
in the state.[5]
1 CISAC and HY. Cultural Tzme.i: The lint global map of cultural and creative indudries (uwwworldreatire.ort, December 2015).
2 CI1.1C, Cultural Timej: The first global map n/ cultural and creative zndustrin.
3 /Irl and the Iiconomy: 1 ,zng %lrti and Culture to.SlimulateF.conomze Development, NG.'1 (enterJbr Nei! Practicer 2009
4 W ST7A 1', Creatwe Vzlalzty .Suite (wwwcr urte. org, November 18, 2017).
i WEST/11', C.reai:ie Vitality .Suite.
Photo: /lrtist Jean Whilesavage working on a prq'ect al Cascade Middle School, Sedro-[Vooky. Photo 1y Nick Lyle.
About ArtsWA
The Washington State Arts Commission was established in 1961. Its purpose is to promote,
conserve and develop the state's artistic resources. The agency has authority to manage
activities or programs that grow and develop the arts and humanities, in order to contribute
to citizen quality of life.
Overview of the Creative Districts Program
Using the Colorado Creative Industries (CCI) program as a model, the state legislature
passed a bill in 2017 to fund the Creative Districts program. Sponsored by Rep. Joan
McBride (D -Kirkland) and Senator Hans Zeiger (R- Puyallup), this bill gave the Washington
State Arts Commission (ArtsWA) the authority to create a new program to promote and
support economic development opportunities in communities dedicated to growing their
arts -related economic sectors.
The mission of the Certified Creative Districts program is to help communities throughout
the state prosper. By focusing on the creative economy, the program can help communities:
• grow jobs and increase livability
• attract visitors and spur development
• promote their unique culture and identity
Many communities currently have `creative economy' activities — museums, theatres,
innovative businesses — they would like to capitalize on to generate additional business,
tourism and development. A state -certified Creative District will provide a strong base for
communities to multiply the effects of the economic, social and cultural opportunities they
offer. By designating a portion of their region as a `Washington State Certified Creative
District', they are actively declaring their region as one that embraces its creative economy.
How we support your community's success
It is our vision that the arts and creative industries thrive, and are prominent throughout the
state. We will achieve this by providing resources and a support system so that you can create
long-term economic and cultural opportunities for your community. We will:
• Provide resources to help you plan your program
• Offer guidance throughout the planning process
• Administer a rigorous and fair application process
If your community becomes a Certified Creative District, ArtsWA will provide:
• Ongoing support and advocacy
• Access to training programs
• Continuous technical assistance
• Networking opportunities
• Grant identification and additional funding opportunities
• Promotional opportunities of success stories to the public, elected officials,
and other stakeholders
5
Setting the Founc
ation for Success
This toolkit provides a framework to help your community organize the parts needed to
create a successful Creative Districts Program.
The exercises in this handbook are simple to use. They were created to help you orient your
thinking about how to establish a successful district. Based on economic development best
practices, they're designed to help you promote dialogue in your community about its vision
of the future.
Considerations when planning your district
You should think of this toolkit as a road map for your community. Understanding your
community's strengths and weaknesses will help you choose the direction your community
will take when planning your District. Doing the exercises is a critical component of
the certification process, and will strengthen your community's bid for Creative District
designation.
In order to lay a foundation for success, you should begin by asking a number of questions,
such as:
• Who is involved in the process? Do we have many voices at the table, or just a few?
• What is our competitive advantage? What makes our community special?
• Is there a strong existing arts & creative sector or activity that we can capitalize on?
• 1 -low do we define the creative sector?
• Do residents and businesses in the community want this?
• Do we have a strong team in place to create the future?
• Do we have the staffing resources to make this happen?
• Do we have financial resources to make this happen? Or can we get them?
• What infrastructure do we need?
• What will our creative economy look like in 5 years? What is your vision?
• I-Iow will we know what success looks like?
We recommend you read through the entire workbook before attempting to answer
questions, so that you have a holistic idea of who and what your district will be at the end of
the process.
6
Instructions
Please complete all sections, answering as many of the questions as possible. Your
community may not be able to answer every question in this toolkit at the beginning. Please
don't let that discourage you, as the purpose of this exercise is for you to think about who
you are and what your community's competitive advantage is.
The Toolkit contains three distinct focus areas, with 13 major criteria for consideration.
While the process for District creation will be different for each community, we recommend
that you work on the exercises in this toolkit with other member of your community. You
can do this by:
• convening the primary stakeholders that will be involved in the management and
execution of your Creative District, and/or
• convening a community meeting where the community designates the stakeholders
who will participate in the process.
We also recommend that you work on the sections in order, as they build on one another,
laying the foundation for your community to apply for and seek district certification.
If your group has questions or concerns about a particular focus area or criteria, please
contact the Creative District Program Manager.
7
8
Section 1:
Setting the Grounc
wor
K
In this section, you will focus on the basic characteristics of your proposed Creative District.
• Where will the district be located?
• What types of arts activities and creative industries will you focus on?
• What is your community's unique identity as compared to other communities?
• Who will be part of your district planning team?
• How will the District activities be administered?
Answering these questions is the foundation of your Creative District, and will be required
elements of the final application for Certified Creative District designation. This section
should be completed first and in its entirety before you move to the next section.
Seca/le Women 1 Ju_zz Orchesiru niih Ch, j1ine Jenien, 2017. Nolo (i) Jem Levi! 2017.
Item 1: Geography anc
Characteristics
3uilt Environment
Is the proposed Creative District a contiguous, well-defined, geographic area?
Yes E No n Don't Know
Please describe the physical boundaries of the proposed area and include a map.
If the locale is urban, is the proposed district walkable?
n Yes No n Don't Know
If the locale is rural, are there geophysical barriers that prevent district from being well-
defined and functional?
f 1 Yes n No n Don't Know
9
10
Item 2: Artistic anc
Creative I nc ustries
Cultural Activities, anc
Arts and Cultural Activities
Does the proposed district area contain a concentration of artistic or cultural activities?
Such as: a community center/theatre, business district, training/ educational facility, production facility,
annual festival, recurring arts -related activity (e.g., Arts Walk), or Other?
C Yes ❑ No n Don't Know
Please describe the types of activities that take place in the area.
Creative Economy Industries
Do a minimum of 1 - 2 primary arts -related or creative industries occur in area?
Examples include: breweries, food production, publishing, video production/ broadcasting, design services,
performing arts companies, photography, museums, etc.
❑ Yes
No n Don't Know
If so, what are they?
Are there additional, less prominent creative industries that exist in the community?
❑ Yes ❑ No n Don't Know
If so, what are they?
Place-Making/Arts Anchor
Are there place -making and/or arts -related anchor attractions or institutions that exist in
the community? Examples include an entertainment complex, museum, etc.
❑ Yes ❑ No ❑ Don't Know
If so, what are they?
11
12
Item 3: Partnershi
as
Partnership amongst communiy members and organisations is vital to the success of the district. A broad
consensus of community leaders is a good indicator that a district will be successful long-term.
Partnership(s) must include localgovernment(r) (or similar entity), and shall include local chamber or
downtown association, economic development urgencies, businesses engaged in arts activities, local tourism
bureau, local colleges and/ or school districts, businesses engaged in complimentary industries, etc.
Is there a partnership agreement/memorandum of understanding (MOU)/ in place
between local government(s) (or similar entity), local community organizations, nonprofits,
educational institutions, businesses, and other stakeholders, to help guide activities in district?
Or letters or support?
n Yes ❑ No ❑ Don't Know
Please describe agreement, entities that will be engaged in overseeing activities and the role(s)
of those entities.
Item 4: District Ac
ministration
Does the proposed district have a structured business entity that has agreed to act as the
district administrator? Types of allowed entities include: local government, registered neighborhood
organ<ation, downtown development authority, associate development organkation, 501 (c)(3) or 501 (c)(6).
Yes ❑ No n Don't Know
Please identify entity and its operating structure.
Is the annual operating budget of the administrative entity at least $20,000?
❑ Yes El No ❑ Don't Know
Is there a designated staff position assigned to oversee district activities?
n Yes ❑ No n Don't Know
Please describe staff role.
13
14
Item 4. cont'd
Does the administrative entity agree to include district activities as part of the annual work
plan of staff liaison, in compliance with Arts\VA requirements?
❑ Yes ❑ No
If the entity is not a local government, does the entity have the agreement and cooperation
of the local municipal entity that governs the geographical location of the proposed district?
n Yes n No n Don't Know
Item 5: Community lc
entity
Does the proposed district area have a clearly defined, unique arts and culture niche?
n Yes ❑ No n Don't Know
Please describe.
Does the community have a unique identity that sets it apart from other regions or
communities?
❑ Yes n No n Don't Know
Please describe.
15
16
Item 5, cont'd.
Is the community engaged in preservation or promotion of a cultural or historical heritage
that is unique?
n Yes ❑ No n Don't Know
Please describe.
Please describe how the Creative District designation will be used to advance your district
and community.
Section 2: Developing
Community Assets
In this section, you will dive deeper into the Creative district pre -planning process. The focus
of this section will be on understanding and developing community assets, and preparing
your community to focus on creative economy activities.
Units in this section include: community buy -in, branding and promotion, economic
development, education and workforce development, and development and land use. Please
note that while some of the elements in this section may not be requirements for your
district application, being able to plan for them will help your Creative District be more
successful, and strengthen your application bid.
Nolo: City o/ !Julien iniIu!%ulion by aril .il Thy Franklin. Nolo by Michael Brunk / nudem.com
17
18
Item 6: Community .3uy-in
Is there a broad community buy -in that the proposed Creative District should exist?
❑ Yes ❑ No n Don't Know
Please describe community outreach activities that have taken place to ensure buy -in.
Are there citizens who can act as advocates or champions on behalf of the Creative District?
Yes
No n Don't Know
Ras this idea been presented to the elected officials in proposed district?
❑ Yes n No Don't Know
Will elected officials endorse district certification as an approved activity in the community?
n Yes ❑ No ❑ Don't Know
If so, what kind of endorsement will elected officials provide? Please describe.
Have community outreach activities been inclusive of all members of the community?
n Yes n No n Don't Know
Please describe outreach activities
Are there others that may need to be reached?
❑ Yes ❑ No ❑ Don't Know
Please describe.
19
20
Ite
m 7:
3ranc
ing anc
Pro
motion
Is our community currently engaged in promotion of local arts, culture and tourist activities?
❑ Yes
n No n Don't Know
Please describe promotional activities.
Who is the target market(s) for the district? Why would they want to come to this District?
Will there be a marketing and promotional budget assigned to the promotion of the
District?
❑ Yes n No n Don't Know
How does the District intend to promote its arts and tourist activities in the future?
21
22
Item 8: Economic
3evelo
oment Activities
Is there a designated economic development plan that includes the arts as a driver of
economic activity?
n Yes
No n Don't Know
Please describe activities that community does or will do to support creative -sector
economic development.
Is entity(s) engaged in attracting business, investment and/or other related economic
development activities to community? Examples include: business retention or expansion activities,
business attraction outreach, tourism, etc.
Yes ❑ No Don't Know
If yes, please describe activities. If no, please describe how district will engage in activities.
Are there additional artistic, cultural or creative economy activities the proposed district is
interested in introducing in the future?
❑ Yes ❑ No n Don't Know
If so, please describe.
23
24
Item 9: -c
Creation
ucation, Workforce ane
Jo
a
Does the community demonstrably support and foster arts educational opportunities for
K-12 students?
Yes
No n Don't Know
Please describe arts education activities.
Does proposed district have a plan to create workforce development opportunities in
creative economy jobs in region?
Yes n No n Don't Know
If so, briefly describe.
Do workforce development plans include disadvantaged demographic groups (such as
veterans, low-income, persons with disabilities, or reintegrating persons)?
❑ Yes n No n Don't Know
What is the role that local community colleges/universities/school districts play in the
formation of strong future workforce?
Does the proposed district currently have mechanisms in place to help support, train and
grow entrepreneurs and small businesses?
Yes ❑ No ❑ Don't Know
Please describe:
How does the proposed district intend to foster startup growth and business development in
the future?
25
26
ite
71 10:
Develo
ament anc
Lane
Use
Development/Redevelopment of Community Assets
Are there designated assets that are identified as high need for development or
redevelopment? Examples include: historic buildings, transit centers, community centers.
n Yes n No ❑ Don't Know
Please describe identified need.
Ras municipality(s) identified public projects that may enhance user experience of creative
district (i.e., improved streetscapes, lighting, and/or parking)?
n Yes ❑ No n Don't Know
Are there infrastructure upgrades (such as traffic mitigation) that may need to take place in
the proposed region to make the area more walkable and/or accessible?
❑ Yes ❑ No n Don't Know
Please list any infrastructure upgrades, etc.
Land Use and Zoning
Is this area (or can it be) appropriately zoned for intended uses or activities?
n Yes ❑ No n Don't Know
Are there restrictions or regulations that could hinder potential development of this area
(such as restricted use zones, environmental mitigation, etc.)?
❑ Yes
❑ No n Don't Know
What types of land use zone categories exist in the proposed area? Please list them
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Section 3:
Crafting Your District Plan
Now that you have a strong understanding of what makes your community unique and how
your community can support a cohesive, sustainable creative and cultural economy, it's time
to start crafting your Creative District program plan.
In your plan, you should identify goals for your District, and how you plan to achieve those
goals. You should measure your creative economy progress, in the form of data tracking.
We will require certain data to be tracked in each Creative District, but also encourage
you to think about what types of data will help you to measure progress that reflects your
community values and standards.
Photo: C gore Central metal shop en .Seattle. Photo by Jessica Schwab
Item 11: Setting Goals anc
Milestones
Please describe 3 — 5 goals the Creative district would like to achieve over the next 3 — 5
years:
Please describe program milestones for program year 1, 2, 3 and 5:
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Item 12: Measurinc rocress
Tracking economic development data
Does the proposed district have economic data to demonstrate current or projected growth
of sector(s) in region*? Examples of data to track include:
Data Points
Number of creative industry jobs within
Creative District boundaries
Current Data
5 Year Projection (goal)
Number of creative businesses within
Creative District boundaries
Number of total businesses within Creative
district boundaries
Retail sales tax revenue within Creative
district boundaries
Lodging tax revenue (if applicable)
Number of visitors/tourists to activities/
venues within Creative District boundaries
Estimated number of children/youth that
directly benefit through Creative District:
activities (include students, participants and
audience members)
Artist live/work spaces or affordable
housing units
*ArtsWA has a subscription to Creative Vitality Suite, an online tool that tracks economic data in the
creative sector throughout the United States. ft'' can help you create a benchmark for data analysis if needed.
Are there additional categories of data, based on stated community values or standards,
that the district would like to track that demonstrate creative economy vitality in the region?
Examples include: propery value trends, occupancy rates, crime statistics, income levels, etc.
Chapter 13: Program Sustainability
The Creative district certification comes with a small one-time seed grant from Arts\VA.
Does the proposed district administrator have the ability to provide matching operating
funds to begin program?
n Yes ❑ No ❑ Don't Know
Please describe where these match funds will come from:
Creative District certification lasts for five (5) years. Has the administrative entity thought
about how District program activities will be funded during this time?
❑ Yes ❑ No ❑ Don't Know
Please describe funding mechanisms Please provide 5 -year funding projections for potential
Creative Districts:
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Glossary
Artistic or cultural activities: arts or culture -related actions carried out by individuals or
companies (such as buying, selling, marketing, or investing) for the purpose of generating
income or developing economic opportunities.
Arts and culture niche: denoting or relating to arts and cultural products, services, or
interests that appeal to a specialized section of the population; a specialized market
Asset mapping: a process where participants make an inventory or 'map' of the resources,
skills and talents of individuals and organizations to discover and connect the links between
different parts of a community. The information is used to revitalize relationships, rebuild
communities and neighborhoods, and rediscover collective power.
Community assets: a resource that can be used to improve the quality of community life.
This could include: the capacities and abilities of community members; a physical structure
or place (for example, a school, library, social club, or community center); a business that
provides jobs and supports the local economy; or local private, public, and nonprofit
institutions or organizations
Community development strategy: a plan of action designed to foster economic and
social progress for a community, created with community participation
Competitive advantage: something that a company or community does better than its
competitors because of the services it provides or its brand position.
Creative industries: a group of businesses with highly similar, creative activities at
their heart — such as design, music, publishing, architecture, film and video, crafts, visual
arts, fashion, TV and radio, advertising, literature, computer games, culinary arts, and the
performing arts.
Creative sector: one of a few general segments in the economy within which a large group
of companies can be categorized. When breaking down the economy, the first groups are
sectors which describe a general economic activity.
District administrator: an appointed staff position, individual or entity responsible for
overseeing the work plan and activities of the designated Creative District in compliance
with ArtsWA's requirements
Economic development: a sustained community effort to improve both the local economy
and the quality of life by building the area's capacity to adapt to economic change
Goals: an observable and measurable end result having one or more objectives to be
achieved within a specific time frame.
Identity: who or what a person or group is, or the qualities of a person or group that make
them different from others
Memorandum of understanding (MOU): a document that expresses mutual agreement
on an issue between two or more parties. Generally recognized as binding, even if no legal
claim could be based on the rights and obligations laid down in them. To be legally operative,
a memorandum of understanding must (1) identify the contracting parties, (2) spell out the
subject matter of the agreement and its objectives, (3) summarize the essential terms of the
agreement, and (4) must be signed by the contracting parties. Also called letter of intent.
Milestone: a task, objective or stage into which a project is divided that serves as a progress
marker for monitoring and measuring a significant achievement in the project.
Partnership: a relationship in which two or more people or organizations work together as
partners to achieve a common goal
Program plan: a road map for a program that outlines goals and details a proposal to
achieve those goals.
Stakeholder: a person and/or organization who has an interest in or investment in an
activity, and who is impacted by, and cares about how it turns out
Workforce development: an approach to economic development that attempts to enhance
a region's economic stability and prosperity by focusing on the overall employment needs of
a region and on the barriers workers may experience, rather than what individual businesses
need.
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resources
Governing Statute SHB 1 183 (website)
List of Approved Creative Industry lob Categories (N.\ICS codes) (PDF document)
List of Occupations be Standard Occupational Classification (S( )Ci (:ode (PDF document)
Creative Vitality Suite (vebsitej.
Labor Market Information - Washington State (website)
Pro
notional ane
presentation Vaterials
Creative Districts Program Handout (PDF document)
Creative Districts Overview- Presentation (PDF document)
Sample Declaration For .\ City Council or \Iunicipal Government (PDF document)
Sample Press Release for Creative Districts CommunitY Meeting (PDF clocumentj.
=sono
nic
9evelo
oment 3est Practices
Strengthening Rural Economies Through the Arts: NG_\ Best Practices august 31. 2005
(online article)
Arts and the Economy: Using Arts and Culture to Stimulate Economic Development (online
article)
New Engines of Growth: Five Roles for Arts. Culture and Design ( online article)
Creative Placcmaking: Putting- the \rts to Work for Economic Development IFDC lournal.
Fall 2013. Volume 14. Number 4 (online article)
Promoting Film and Media to Enhance State Economic Development (online article).
Community as Canvas: The Power of Culture in the Emergence of Intelligent Communities
(PDF document)
Creative Placemalcing. National Endowment of the Arts (PDF document)
Creative District Program
Pre -Application Checklist
MINIMUM REQUIREMENTS
❑ Designated, contiguous geographic area recognized by local municipal entity
• Area is walkable and/or easily navigable
❑ Concentration of artistic or cultural activities and/or minimum of 1 - 2 primary
arts -related industries occurring in region
❑ Clearly defined arts and culture identity, and brand
❑ Structured entity formally recognized by local government designated as district
administrator, with assigned staff role to carry out Creative District activities
❑ Minimum $20,000 annual operating budget
❑ Broad community buy -in for community designation as Creative District
❑ Partnership agreement amongst entities, to help guide activities in district
❑ Program strategic plan (covering 3 - 5 years of activity)
❑ Site visit to proposed district by Creative District program staff has been scheduled
or completed
ADDITIONAL CONSIDERATIONS
❑ Actively promoting local arts, culture and tourist activities
❑ Appropriately zoned for activities/intended uses
❑ Engaged in preservation or promotion of cultural or historical heritage
❑ Exploring opportunities around maker space and/or affordable housing for artists
and creatives
❑ Economic and workforce development plans to bolster creative economy for region
❑ Economic development data to demonstrate current or projected growth of
sector(s) in region
❑ Engaged in attracting creative entrepreneurs, investment and/or other related
economic development activities to community
Click here to access the Community Readiness Toolkit
Washincton Certifiec
Creative Districts Prograrn
Annette Roth, Creative Districts Program Manager
ArtsWA I PO Box 42675 I Olympia WA 98504-2675 I www.arts.wa.gov
360-586-8098 direct 1360-753-3860 agency annette.rothcaarts.wa.gov