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05-17-19 Agenda with attachments
PARTNERSHIP COMMITTEE AGENDA Council Members Mendez, Hill and Coffey 2nd Floor Conference Room May 17, 2019 @ 8:30 a.m. 1. Approval of minutes (4-19-19) 2. Public comment 3. New business A. TPA Management Agreement 4. Old business A. Review applications for Boards & Committee vacancies • Arts Commission – 1 vacancy, artist • Jack McEntire, artist Bike/Ped Committee – 1 vacancy • Jennifer Gindt (also applied for Parks & Rec) • Petra Montes • Lawrence Breer Board of Appeals -- 2 vacancies, mechanical contractor, developer, building industry (no applications on file) Community Review Board – 1 vacancy, health community (no applications on file) • Yakima Historic Preservation Commission -- 2 vacancies, local resident, law, restoration (no applications on file) B. Upcoming term expirations on Boards & Committees a Arts Commission • David Rogers, Symphony appointment—confirm reappointment • Melissa Labberton, Dramatic Arts appointment • Jonathan Heath Lambe, Artist • John Gasperetti, Community rep (reapplied) • Teresa Pritchard, Community rep Board of Appeals (technical and difficult to fill) • Mike Heit, Engineer • Raymond Novobielski • Community Review Board • Dinah Reed, local resident (reapplied) • Cindy O'Halloran, local resident (reapplied) a Henry Beauchamp Jr. Community Center Advisory Board • Aaron Case • Robert Trimble • Historic Preservation Commission • Nancy Kenmotsu, archaeology • Leslie Wahl, restoration / rehabilitation Parks & Recreation Commission • Stacy Hackenmueller (reapplied) • Paul Williams (will reapply) • Rosana Bravo, youth (lives outside city limits — ineligible) • New applicant Jennifer Gindt* (also applied for Bike/Ped) Public Facilities District Board • Ron Gamache (reapplied) Tree City USA Board • Daniel Layton (not reapplying) • Jheri Ketchum, Arboretum rep (reapplied) 5. Other business 6. Future agenda items (Council Committee members) A. Schedule meeting with representatives from the Home Builders and Housing Authority to talk about non-profit and for profit housing developments 7. Adjournment PARTNERSHIP COMMITTEE MINUTES Council Members Mendez, Hill, Coffey and Cousens as alternate 2nd Floor Conference Room April 19, 2019 @ 8:30 a.m. Meeting convened at 8:36 a.m. Council present: Kathy Coffey, Brad Hill and Holly Cousens (alternate) Absent: Carmen Mendez (excused) Staff present: City Manager Cliff Moore, Community Development Director Joan Davenport, Senior Assistant City Attorney Sara Watkins, and Sonya Clear Tee, City Clerk 1. Approval of minutes A. Cousens moved and Hill seconded to approve the 3-1-19 minutes. The motion carried by unanimous vote. 2. New business A. Staff reviewed the Affordable Housing report and prioritizing policy options with the Committee. Coffey suggested having a meeting with residential builders to find out what their challenges are and how the City can better assist them. Hill suggested having the Yakima Housing Authority attend the next meeting to explain the voucher process and statistics. Davenport stated staff is writing a $25,000 grant to the Community Foundation to support a Housing Action Plan, which would focus on community engagement and coordinate efforts of partners and the City towards developing more housing options. Staff indicated that the Housing Action Plan would look at the community, work with stakeholders, and evaluate all of the options to increase, diversify and equitably distribute, all housing types within the City. 3. Old business --None 4. Other business A. Moore reported on a letter of support request from the Dispute Resolution Center. It was Committee consensus to bring the request to the full City Council. 5. Future agenda items (Council Committee members) A. Clear Tee reported Boards & Committee applications will be reviewed at the next meeting. 6. Audience comments A. Tony Courcy, City resident, spoke on several topics. 7. Coffey moved and Cousens seconded to adjourn the meeting, which carried by unanimous vote. The meeting adjourned at 9:40 a.m. Carmen Mendez, Chair TY Ll Lk May ft, 2019 Yakima City Council 129 North Second Street Yakima, WA 98901 RE: City of Yakima TPA Agreement Renewal with Yakima Valley Tourism The Yakima County Tourism Promotion Area (TPA) was formed in 2004 by a petition of eligible lodging properties around the Yakima area. Currently this is a $2.00 per occupied room in hotels/motels of 40 rooms or more in the City of Yakima, plus similar size properties in the unincorporated areas of Yakima County. It is in essence a Business Improvement District. From the very beginning, Yakima Valley Tourism has been the agency to administer and develop the programs and projects for the TPA. The lodging community has been very satisfied with their efforts and results. At our March meeting, the Yakima Valley Lodging Association unanimously endorsed that Yakima Valley Tourism continue to manage the program and request the City to renew the contract. Thank you. Sincerely, Colette Keeton Secretary/Treasurer Yakima Valley Lodging Association A RESOLUTION RESOLUTION NO. R-2014-142 authorizing a five year extension of the Tourism Promotion Area Management agreement with Yakima Valley Tourism until December 31, 2019 WHEREAS, the Tourism Promotion Area (TPA) is an important tool in the City's investment in our local tourism economy; and WHEREAS, Yakima Valley Tourism has the experience and staff expertise to administer the Yakima County Tourism Promotion Area ("TPA"), to prepare the TPA Annual Budget and provide staffing services to the Yakima Hotel and Motel Commission; and WHEREAS, The Yakima Valley Lodging Association unanimously endorsed Yakima Valley Tourism to continue managing the TPA program at their September 2014 meeting, now, therefore, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF YAKIMA: The City Manager shall enter into an agreement with Yakima Valley Tourism to manage the Tourism Promotion Area until December 21, 2019. ADOPTED BY THE CITY COUNCIL this 2nd day of December, 2014. ATTEST: Micah Caw y, Mayor YAKIMA TOURISM PROMOTION AREA ADMINISTRATION AGREEMENT By and Between CITY OF YAKIMA And YAKIMA VALLEY VISITORS AND CONVENTION BUREAU THIS YAKIMA TOURISM PROMOTION AREA ADMINISTRATION AGREEMENT (hereinafter the "Agreement") is executed by and between the City of Yakima, Washington, a municipal corporation (hereinafter the "City") and Yakima Valley Visitors and Convention Bureau, a Washington nonprofit corporation (hereinafter the "Bureau"). I. Recitals A. The City desires to contract with the Bureau for the activities and 1 programs of the Yakima County Tourism Promotion Area ("TPA") and to prepare the TPA Annual Budget in accordance with,the terms and Conditions of this Agreement. B. The Bureau is a nonprofit corporation whose membership represents the hospitality industry, for which the Bureau serves as a focus of efforts to promote convention and tourist activitips which are vital to the local economy. 1 C. The Bureau is will to administer the activities and programs of the Yakima County Tourism Promotion Area and to prepare the TPA Annual Budget in accordance with the terms and conditions of this Agreement. II. Agreement WHEREFORE, in consideration of the mutual covenants, promises and conditions set forth herein, the City and thelBureau agree as follows: 1. Definitions. As used in this Agreement, the following terms, unless the context otherwise dictates, shall have the following meanings: a. interlocal Agrieement" shall mean the April 13, 2004 Interlocal Cooperation Act Agreement for Establishment of Yakima County Tourism Promotion Ar4 between the City of Yakima and Yakima County for the establishment of a Yakima County Tourism Promotion Area by the City of Yakima as authorized by RCW 35.101.040(2). (The City of Selah and City of Union Gap Were also parties to the original Interlocal Agreement, but 1 exercised their options to terminate their participation in the Interlocal Agreement and tourism promotion area, as referenced in City Ordinance No. 2011-21 adopted May 20, 2011.) "Lodging Business" means a business located within the Yakima County Tourism Promotion Area that furnishes lodging taxable by the state under Chapter 82.08 RCW that has forty (40) or more lodging units. c. "Operator" means the operator of a Lodging Business, whether in the capacity of owner, general manager, lessee, sub -lessee, mortgagee in possession, licensee, designee, or any other similar capacity. "The Yakima Hotel and Motel Commission" means the Yakima Hotel and Motel Commission, established by the City of Yakima, whose members are appointed by the City Council of the City of Yakima, and the Board of County Commissioners of Yakima County as set forth in YMC 5.99.060, to provide recommendations to the City Council of the City of Yakima on proposed uses and projects of the Yakima County Tourism Promotion Area, pursuant to the provisions of RCW 35.101.131(1), as provided in this Agreement. The "promotion of tourism and convention business" means activities and expenditures designed to increase tourism and convention business, including but not limited to advertising, publicizing, or otherwise distributing information for the purpose of attracting and welcoming tourists and operating tourism destination marketing organizations. "Tourism Promotion Charge" means the charge imposed by the City of Yakima on the furnishing of lodging by a Lodging Business within the Yakima County Tourism Promotion Area under the authority of RCW 35.101.050 for the purpose of providing for funding of the promotion of tourism and convention business in Yakima County. "Yakima County Tourism Promotion Area" means the Tourism Promotion Area comprising the City of Yakima and the unincorporated area of Yakima County as created by Ordinance No. 2011-21 of the City Council of the City of Yakima, pursuant to the authority of Chapter 35.101 RCW, as authorized by the resolutions of the City Council of the City of Yakima and the Board of County Commissioners of Yakima County, adopting the terms of this Agreement. 2 2. copse of Services. a. TPA Administration. The Bureau shall administer the activities and programs of the Yakima County Tourism Promotion Area in compliance with all applicable provisions of state and local laws, including resolutions and ordinances relating to the creation and operation of the TPA, the Interlocal Agreement and all regulations lawfully imposed by the State Auditor and other state agencies. b. Preparation of TPA Annual Budget. The Bureau shall also prepare an Annual Budget for the Yakima County Tourism Promotion Area to be reviewed and approved by the Yakima Hotel and Motel Commission and submitted to the City Council of the City of Yakima on or before November 1 of each year. The Bureau shall also act as staff to the Yakima Hotel and Motel Commission in conjunction with assisting it in determining what activities and programs to recommend for funding from the Tourism Promotion Charges. TPA Annual Budget. The TPA Annual Budget shall consist of: a. A list of the Lodging Businesses subject to the Tourism Promotion Charges and an estimate of the revenue received from all such Lodging Businesses. b. A statement describing all proposed uses of Tourism Promotion Charge revenue for the purpose of promoting tourism and convention business in the Yakima County Tourism Promotion Area for the ensuing fiscal year as recommended by the Yakima Hotel and Motel Commission. 4. Use of Tourism Promotion Charge Revenues for the Promotion of Tourism and Convention Business in Yakima County: It is understood and agreed that all of the revenues from the Tourism Promotion Charges collected by the City of Yakima from Lodging Businesses within the jurisdiction of the City of Yakima and unincorporated areas of Yakima County shall be allocated by the City Council of the City of Yakima in accordance with the TPA Annual Budget. 3 The Yakima Hotel and Motel Commission shall make a recommendation to the City Council of the City of Yakima on all TPA Annual Budgets. The City Council of the City of Yakima shall have the ultimate authority to set and approve all TPA Annual Budgets. The revenues from the Tourism Promotion Charges imposed by the City of Yakima on the furnishing of lodging by the Lodging Businesses situated within the TPA shall be used for the following purposes only: The funding of all activities and expenditures designed to increase tourism and convention business within the area of the jurisdiction of the City of Yakima and the unincorporated areas of Yakima County as specified in the TPA Annual Budget; and ii. The marketing of tourism and convention business that benefit local tourism and result in overnight stays within the TPA; and iii. The marketing of Yakima County to the travel industry in order to benefit local tourism and convention business and result in overnight stays within the TPA; and iv. The marketing of Yakima County to recruit major sporting events in order to promote local tourism resulting in overnight stays within the TPA. c. All Tourism Promotion Charges received by the City of Yakima from the Washington State Department of Revenue and any interest therein shall be deposited by the City of Yakima in a special account. Payments to the Bureau as TPA Manager will be made as provided for in the agreement between the City of Yakima and the Bureau. No Tourism Promotion Charges shall be dispersed in any fiscal year until after the adoption of that year's fiscal annual Budget. Provided further, the City of Yakima shall not expend in any fiscal year Tourism Promotion Charges in excess of the approved fiscal Annual Budget. 5. Annual Administration Fee. In compensation for the administrative services provided by the Bureau under this Agreement, the City shall pay the Bureau an Annual Administration Fee. The amount of the Annual Administration Fee shall 4 be set and provided fdr in the TPA Annual Budget. The fee shall be paid in equal monthly installments. The City shall make each payment to the Bureau by the 10th day of each month. The Bureau may request an annual adjustment of the Annual Administration. Fee during the budget process used to establish the TPA Annual Budget. In the event that the Agreement is terminated, the Bureau shall be compensated on a pro -rata basis through the termination date. 6. Term of Agreement.: This Agreement shall commence January 1, 2015 following full execution by the parties and shall terminate at midnight, December 31, 2019. 7. Termination Agreement. This Agreement may be terminated in accordance with the following: a. By either party, without cause upon ninety (90) calendar days' advance written notice to the other party; b. When a party fails to cure a default for thirty (30) calendar days following hand delivery or mailing of a written notice of default from the other party; c In the event that a portion(s) of this Agreement is severed by a court of competent jurisdiction and either party determines that the severed portion(s) substantially alter this Agreement so that the original intent and purpose of the Agreement no longer exists, said party may, in its discretion, terminate this Agreement upon thirty (30) calendar days' advance written notice to the other party; or d. Disestablishment of the Yakima County Tourism Promotion Area as provided in the ;Interlocal Agreement and YMC 5.99.070. 8. Property and Equipment. The City of Yakima shall be the owner of all property and equipment purchased by the Bureau from Tourism Promotion Charge revenues; provided, however, in the event of termination of this Agreement, the City of Yakima agrees to make the property and/or equipment available to the successor TPA Manager for its use in conjunction with providing similar services. Additionally, in the event of disestablishment of Yakima County Tourism Promotion Area, all property and equipment purchased by the Bureau from Tourism Promotion Charge revenues shall be retained by the City of Yakima and used for any lawful purpose. 5 9. Records and Accounts. The Bureau shall maintain (in accordance with generally accepted accounting practices) books, accounts, records, documents and other materials related directly or indirectly to the costs, expenses, and expenditures incurred and/or made pursuant to this Agreement. All such books, accounts, records, documents and other materials shall be subject to inspection and audit at reasonable times by representatives of the City of Yakima, Yakima County and/or of the Washington State Auditor. The Bureau shall make such books, accounts, records, documents and other materials available and afford the proper facilities for such inspection and/or audit within forty-eight (48) hours of inspection/audit notification from any of said local and/or state government representatives. Said books, accounts, records, documents and other materials may be copied by said local and/or state government representatives as part of such an inspection/audit. The Bureau shall preserve and make available all books, accounts, records, documents and other materials for a period of at least three (3) years after termination of Agreement. 10. Insurance Require ergs. a. Liability Insurance. On or before this Agreement is fully executed by the parties, the Bureau shall provide the City with a certificate of insurance as proof of commercial liability insurance and commercial umbrella liability insurance with a total liability limit of the limits required in the policy, subject to minimum limits of Two Million Dollars ($2,000,000.00) per occurrence combined single limit bodily injury and property damage, and Two Million Dollars ($2,000,000.00) general aggregate. The certificate shall clearly state who the provider is, the coverage amount, the policy number, and when the policy and provisions provided are in effect. Said policy shall be in effect for the duration of this Agreement. The policy shall name the City of Yakima and Yakima County, and their respective elected officials, officers, agents, employees, and volunteers as additional insureds. The insured shall not cancel or change the insurance without first giving the City thirty (30) calendar days prior written notice. The insurance shall be with an insurance company or companies rated A -VII or higher in Best's Guide and admitted in the State of Washington. Automobile Liability Coverage. On or before this Agreement is fully executed by the parties, the Bureau shall provide the City with a certificate of insurance as proof of commercial automobile liability 6 insurance and commercial umbrella liability insurance with a total liability limit of the limits required in the policy, subject to minimum limits of Two Million Dollars ($2,000,000.00) per occurrence combined single limit bodily injury and property damage. Automobile liability will apply to "Any Auto" and be shown on the certificate. The required certificate of insurance shall clearly state who the provider is, the coverage amount, the policy number, and when the policy and provisions provided are in effect. Said policy shall be in effect for the duration of this Contract. The policy shall name the City of Yakima and Yakima County, and their respective elected officials, officers, agents, employees, and volunteers as additional insureds. The insured shall not cancel or change the insurance without first giving the City thirty (30) calendar days prior written notice,. The insurance shall be with an insurance company or companies rated A -VII or higher in Best's Guide and admitted in the State of Washington. c. Failure of either or all of the additional insureds to report a claim under such insurance shall not prejudice the rights of the City or Yakima County, their respective officers, employees, agents, and representatives there under. The named city's and county's elected officials, officers, principals, employees, representatives, and agents shall have no obligation for payment of premiums because of being named as additional insureds under such insurance. None of the policies issued pursuant to the requirements contained herein shall be canceled, allowed to expire, or changed in any manner that affects the rights of the City until thirty (30) days after written notice to the City of such intended cancellation, expiration or change. d. This Section of the Agreement shall survive the term or expiration of this Agreement and shall be binding on the parties to this Agreement. 11. Hold Harmless and Indemnification. a. The Bureau agrees to protect, defend, indemnify, and hold harmless the City and its officers, elected officials, employees and agents from any and all claims, demands, losses, liens, liabilities, penalties, fines, lawsuits, and other proceedings and all judgments, awards, costs and expenses (including attorneys' fees and disbursements) caused by or occurring by reason of any negligent act and/or omission of the Bureau, 7 its officers, employees, agents, and/or subcontractors, arising out of or in connection with duties, obligations, and services required of the Bureau under this Agreement. b. In the event that both the Bureau and the City are negligent, the Bureau's liability for indemnification of the City shall be limited to the contributory negligence for any resulting suits, actions, claims, liabilities, damages, judgments, costs and expenses (including reasonable attorneys' fees) that can be apportioned to the Bureau, its officers, employees, agents and/or subcontractors. c. Nothing contained in this Section or this Agreement shall be construed to vest a right of indemnification in any third party. d. The provisions of this Section or this Agreement shall survive the termination or expiration of this Agreement. 12. No Insurance Provided'; by the City. It is understood the City does not maintain liability insurance for the Bureau and/or its officers, employees, agents and/or subcontractors. 13. Independent Contractor. In performing this Agreement, the Bureau is an independent contractor, not subject to control or direction from the City except for such oversight as is herein described and set forth by City ordinance. The Bureau expressly represents, warrants and agrees that its status as an independent contractor in the performance of the work and services required under this Agreement is consistent with and meets the six -part independent contractor test set forth in RCW 51.08.195. The Bureau and its officers, employees, agents, subcontractors and volunteers shall make no claim of City employment nor shall claim against the City any related employment benefits, social security and/or retirement benefits. 14. Taxes and Assessments. The Bureau shall be solely responsible for compensating its officers, employees, agents and/or subcontractors and for paying all related taxes, deductions and assessments, including but not limited to federal income tax, FICA, social security tax, assessments for unemployment and industrial injury, and other deductions from income which may be required by law or assessed against either party as a result of this Agreement. In the event the City is assessed a tax or assessment as a result of or in connection with the duties, obligations and services required of the Bureau under this Agreement, the Bureau shall pay the same before it becomes due. 8 15. Nondiscrimination. During the performance of this Agreement, the Bureau shall not discriminate on the basis of age, sex, race, creed, religion, color, national origin, marital status, disability, honorably discharged veteran or military status, pregnancy, sexual orientation, and any other classification protected under federal, state, or local law. This provision shall include but not be limited to the following: employment, upgrading, demotion, transfer, recruitment, advertising, layoff or termination, rates of pay or other forms of compensation, selection for training, and the provision of services under this Agreement. Bureau agrees to comply with the applicable provisions of State and Federal Equal Employment Opportunity and Nondiscrimination statutes and regulations. 16. The Americans with Disabilities Act. The Bureau shall comply with the Americans with Disabilities Act of 1990, 42 U.S.0 §§ 12101 et seq.("ADA") and its implementing regulations and Washington state's anti -discrimination law as set forth in Chapter 49.60 RCW ("WLAD") and its implementing regulations, with regard to the provision of services under this Agreement. The ADA and the WLAD provide comprehensive civil rights to individuals with disabilities in the area of employment, public accommodations, public transportation, state and local government services and telecommunications. 17. Compliance with Law. The Bureau shall provide all services under this Agreement in full compliance with any and all applicable laws, rules and regulations adopted or promulgated by any governmental agency or regulatory body, whether federal, state, local or otherwise. 18. Assignment. This Agreement, or any interest therein, or claim hereunder, shall not be assigned or transferred in whole or in part by the Bureau to any other person or entity without the prior written consent of the City. In the event that such prior written consent to an assignment is granted, then the assignee shall assume all duties, obligations and liabilities of the Bureau as stated herein. 19. Severabilitv. a. If a court of competent jurisdiction holds any part, term or provision of this Agreement to be illegal or invalid in whole or in part, the validity of the remaining provisions shall not be affected, and the parties' rights and obligations shall be construed and enforced as if the Agreement did not contain the particular provision held to be invalid. If any provision of this Agreement is in direct conflict with any statutory provision of the State of Washington, that provision which may conflict shall be deemed inoperative and null and void insofar as it may conflict and shall be deemed modified to conform to such statutory provision. 9 c. Should either party determine that the severed portions substantially alter this Agreement so that the original intent and purpose of the Agreement no longer exists, said party may, in its sole discretion, terminate this Agreement upon thirty (30) calendar days' advance written notice to the other party. 20. Non -waiver. A waiver by either party hereto of a breach by the other party hereto of any covenant or condition of this Agreement shall not impair the right of the other party not in default to avail itself of any subsequent breach thereof. Leniency, delay or failure of either party to insist upon strict performance of any agreement, covenant or condition of this Agreement, or to exercise any right herein given in any one or more instances, shall not be construed as a waiver or relinquishment of any such agreement, covenant, condition or right. 21. Notices. Unless stated otherwise herein, all notices and demands shall be in writing and sent or hand -delivered to the parties at their respective addresses as follows: To the City: Tony O'Rourke, City Manager City of Yakima 129 North 2nd Street Yakima, Washington 98901 To the Bureau: John Cooper, President & CEO Yakima Valley Visitors & Convention Bureau 10 North 8th Street Yakima, Washington 98901 or to such addresses as the parties may hereafter designate in writing. Notices and/or demands shall be sent by registered or certified mail, postage prepaid or hand -delivered. Such notices shall be deemed effective when mailed or hand - delivered at the addresses specified above. 22. Survival. Any provision of this Agreement which imposes an obligation after termination or expiration of this Agreement shall survive the term or expiration of this Agreement and shall be binding on the parties to this Agreement. 23. Integration and Supersession. This Agreement sets forth all of the terms, conditions, and agreements of the parties relative to the subject matter hereof and supersedes any and all such former agreements, which. are hereby declared terminated and of no further force and effect upon the execution and delivery hereof. There are no terms, conditions, or agreements with respect thereto 10 except as herein proNided, and no amendment or modification of this Agreement shall be effective unless reduced to writing and executed by the parties. 24. Governing Law. This Agreement shall be governed by and construed in accordance with the Wws of the State of Washington. 25. Venue. The venue for any action to enforce or interpret this Agreement shall lie in the Superior Court of Washington for Yakima County, Washington. 26. Dispute Resolution. The parties shall strive to resolve any dispute that may arise through mutual cooperation and negotiation in good faith. If the dispute is not resolved through negotiation, the parties may consider mediation or other form of dispute resolution but only where mutually agreed to in writing. WHEREFORE, the parties h.ve executed this Agreement as set forth below: CITY OF Y KI MA To 'Ro ke, City Manager Date: 12/4-1LJ 2014 ATTEST: YAKIMA VALLEY VISITORS AND CONVENTION BUREAU Wanda Riel, Chair of the Board By: Sonya CI Tee, City Clerk CITY CONTRAC f NO: RESOLUTION NO: 11 YAI<IMA VALLEY Yakima Valley Tourism 10 North 8th Street Yakima, WA 98901 T: 509-575-3010 F: 509-575-6252 800-221-0751 www.yakimavalleytourism.com Distributed at the Meeting6----).7.fiq TOURISM PROMOTION AREA HOTEL/MOTEL COMMISSION Yakima Convention Center, Suite 100 Tuesday, April 16, 2019, 8:30 AM AGENDA Welcome ...................... Minutes (in packet; distributed via email) • Approve February 26, 2019 meeting minutes.,.,;:.. Financial Report • Approve February 2019 (in packet; distributed via email).. • Approve March 2019 (in packet; distributed at meeting) .....: Staff Reports (in packet; distributed at meeting) President & CEO • Convention & Group Sales • Sports Development • Destination Marketing Public Relations .........................................: • Membership Services Future YVT Meetings & Events: Meetings Apr 16................Sports Commission Committee ... May 7 ................Executive Committee...............,......, May 8 ................ KIT Radio Show May 21 ....,.._......Sports Commission Committee May 22 .............YVT Board of Directors June 4 .....r.....,....Executive Committee ..................,.,:. June 12 ..............KIT Radio Show June 18 .............TPA Commissioners Events May 21 ......,.... June 6 .......,..,, YVT TPA Packet Spring Client Reception...........,., Sports Awards Luncheon ..a....., Sara Allen Sara Allen page 3, action) Wendi Bixler ..(page 4, action) (page 7, action) John Cooper Brynn Kloster (page 10) ............. Rich Austin (page 12) ... Jennifer Martinkus (page 13) Jessica Camacho (page 15) .,.Stephanie Gangle (page 19) . Yakima Convention Center .. 11:30 AM Yakima Convention Center . 12:00 PM KIT Offices 7:40 AM Hilton Garden Inn.... .................... ........ 11:30 AM Yakima Convention Center ,... 12:00 PM TBD . 12:00 PM KIT Offices 7:40 AM Yakima Convention Center .,.. 8:30 AM ... Tacoma Rainiers/Cheney Stadium........ 6:00 PM ... Yakima Convention Center 11:30 AM Our mission is to stimulate economic development by marketing the Yakima Valley for conventions, groups and leisure travel. April 16, 2019 Page 1 of 20 BOARD PERFORMANCE EXPECTATIONS Be an ambassador of Yakima Valley Tourism and advocate for tourism Be educated on issues affecting tourism — Meet attendance levels required in by-laws — Be professional and respectful at Board meetings: On time Be prepared Stay engaged Follow chair's lead as to when to speak Avoid dish autioris. • Do not access cell phones for e-mails, texts and calls al Avoid sidebar conversations with other board members and staff — YVT board members who provide a written or verbal response to a luncheon board meeting invitation and do not show (or cancel their attendance by Monday, 10am prior to the meeting) will be invoiced for a charge equal to the cost of the meal for that day YVT TPA Packet April 16, 2019 Page 2 of 20 Yakima Valley Tourism 10 North 8th Street Yakima, WA 98901 T: 509-575-3010 F: 509-575-6252 800-221-0751 www.yakimavalleytourism.com TOURISM PROMOTION AREA HOTEL/MOTEL COMMISSION Yakima Convention Center, Suite 100 Tuesday, February 26, 2019, 8:30 AM Call To Present Sara Allen, Sarah Davila, Luis Gutierrez, Sarah Purdy, Lisa Vallejo, Order John Cooper, Stephanie Gangle, Wendi Bixler, Jessica Camacho, Jennifer Martinkus, Brynn Kloster, Rich Austin Excused Ron Anderson Absent Carmen Mendez Sara Allen called the meeting to order with introductions and a welcome to Sarah Purdy, a 8:32 am. A quorum was present. Minutes Minutes from the Tuesday, October 30, 2018 meeting were reviewed and approved. Inancial Wendi Bixler presented the October, November, December 2018 and January 2019 TPA •teport cash and income statements. Collections were not close to budget by the end of 2018; therefore, a Supplemental Budget will not be presented as January 2019 collections started off poorly as well. Motion by Lisa Vallejo to approve, second by Sarah Davila, motion carried. Staff Reports Good of the Order Staff reported on department activities to start the year. MEETING ADJOURNED: 9:26 AM Respectfully Submitted, Stephanie Gangle, YVT Office Manager YVT TPA Packet April 16, 2019 Page 3 of 20 FINANCIAL NOTES Controller February 2019 TPA Statement: • TPA income was under budget by $2,720. We will continue to monitor income each month and adjust expenses as necessary. • Wages & Benefits savings due to a vacant Convention Sales position. • Net loss for the month was $6,922. YVT TPA Packet April 16, 2019 Page 4 of 20 WT TPA Packet CONFIDENTIAL TO YVT BOARD ONLY Yakima Valley Tourism TPA Available Cash Statement February 28,-2019 Reserve balance at 12/31/18 2019 YTD Revenue' Cash on Hand 2/28/19 74,875 69,662 (76, 585)'; 67,952 (40,000); Less Board Restricted Funds Cash Available 27,952 April 16, 2019 Page 5 of 20 Income TPA Income Misc. Income In -Kind Income Expense Washington Wine Country Contributions TPA Leisure TG Distribution IDi ihlir Rcl�finnc, TPA Convention Sales Expenses CONFIDENTIAL TO YVT BOARD ONLY Yakima Valley Tourism TPA Comparative Income Statement 2019 Total Income Feb Feb Feb YTD YTD YTD Annual Actual Budget VarianceActual Budget Variance Budget 31,280 34,000 (2,720) 69,638 81,000 (11,362) 645,000 31,280 34,000 (2,720) , 69,638 81,000 (11,362) 645,000 535 400 Z nAF '1 111:1/ 135 535 400 /2f21 A fGf A 157 135 15,000 177\ A7 nnn:..:. •/ TPA Convention Promo Exp. 213 ', 1,000 (788) 425 2,000 ' (1,575) 41,000 TPA Sports Commission Expenses Event Development Fund - Sports 274 300 (26) 729 800 (71) 11,000 TPA Sports Trade Shows - 10,000 Sports Event Bid Fee - - r - 5,000 TPA Sports Marketing - ) 7,000 TPA G/T Trade Shows - - - 7,000 TPA Leisure Publicity/Fam. Tour - - - 22,000 TPA Leisure/Gen. Trvl. Ads. TPA Printed Adv. Material 2,500 WA Wine Commission Brochure 1,087 1,087 - 6,522 WA State VG Advertorial 2,306 2,306 - 13,834 Opportunity/Cooperative Adv - 882 984 (102) 20,984 Print Ads 3,375 500 2,875 4,155 1,300 2,855 29,080 Social Media Promotion 320 500 (180) 768 1,050 (282) 9,550 Web Development 2,032 2,044 (12) 4,031 4,088 (58) 24,530 In -Kind Expenses TPA Administration Board Expenses Depreciation Expense Dues and Subscriptions 125 208 (83) 250 417 (167) 2,500 Outside Services - - 1,500 Allocated Overhead 1,500 1,500 3,000 3,000 18,000 Wages & Benefits 23,472 28,500 (5,028) 47,303 57,000, (9,697) 342,000 Total Expense 38,214 41,315 (3,101) 76,585 85,765 (9,180) 645,000 1,814 2,000 (186 544 1,153 544 1,153 Net Ordinary Income (6,934) ___(7,315) 382 (6,947) (4,765) (2,182) Other Income/Expense TPA - Interest Income Total Other Income 12 12 12 24 24 Net Income 12 24 24 6,922) (7,315 393 6,923 4,765 2,158 YVT TPA Packet April 16, 2019 Page 6 of 20 FINANCIAL NOTES Controller March 2019 TPA Statement: • TPA income was under budget by $3,229. We will continue to monitor income each month and adjust expenses as necessary. • Wages & Benefits savings due to a vacant Convention Sales position. • Net loss for the month was $6,803. The YTD expenses are $15,588 less than projection and the TPA is within approximately $1,000 of budget year-to-date. YVT TPA Packet April 16, 2019 Page 7 of 20 YVT TPA Packet CONFIDENTIAL TO YVT BOARD ONLY Yakima Valley Tourism TPA Available Cash Statement March 31, 2019 Reserve balance at 12/31/18 74,875 2019 YTD Revenue 6 2019 YTD Expenses Cash on Hand 3/31/19 Less Board Restricted Funds Cash Available 61,149 (40,000) 21,149 April 16, 2019 Page 8 of 20 Income TPA Income Misc. Income In -Kind Income CONFIDENTIAL TO YVT BOARD ONLY Yakima Valley Tourism TPA Comparative Income Statement 2019 March March March YTD YTD YTD Annual Actual Budget Variance Actual Budget Variance Budget 33,771 37,000 (3,229) 103,409 118,000 (14,591) 645,000 Total Income 33,771 37,000 (3,229) 103,409 118,000 (14,591) 645,000 Expense Washington Wine Country Contributions TPA Leisure TG Distribution Public Relations TPA Convention Sales Expenses TPA Convention Promo Exp. TPA Sports Commission Expenses Event Development Fund Sports TPA Sports Trade Shows Sports Event Bid Fee TPA Sports Marketing TPA G/T Trade Shows TPA Leisure Publicity/Fam. Tour TPA Leisure/Gen.-TM. Ads. TPA Printed Adv. Material WA Wine Commission Brochure WA State VG Advertorial Opportunity/Cooperative Adv Print Ads Social Media Promotion Web Development In -Kind Expenses TPA Administration Board Expenses Depreciation Expense Dues and Subscriptions Outside Services Allocated Overhead Wages & Benefits 80 1,530 3,045 1,800 3,083 213 2,000 1,300 1,500 80 80 80 (270) 2,065 2,200 (135) 15,000 (38) 9,135 9,250 (115) 37,000 (1,788) 638 4,000 (3,363) 41,000 729 800 (71) 11,000 10,000 5,000 (200)', 3,114 3,500 (386) 7,000 7,000 22,000 2,500 544 544 Y 1,631 1,631 - 6,522 1,153 1,153 _ 3,458 3,458 - 13,834 882 984 (102) 20,984 2,470 2,580 (110) 6,624 3,880 2,744 ` 29,080 320 500 (180) 1,088 1,550 (462) 9,550 2,517 2,044 473 6,547 6,132 415 24,530 1,583 " 1,583 19,000 125 208 1,500 1,500 24,209 28,500 Total Expense 40,588 46,995 (83) 375 625 ' (250) 2,500 1,500 4,500 " 4,500 18,000 (4,292) 71,511 85,500 (13,989) 342,000 (6,408) 117,173 132,760 (15,588) 645,000 Net Ordinary Income (6,816) (9,995) 3,179 (13,763) (14,760). 997 Other Income/Expense TPA - Interest Income WT TPA Packet 13 13 37 37 Total Other Income 13 13 37 37 Net Income (6,803); (9,995 3,192 13,726) 14,760 1,034 April 16, 2019 Page 9 of 20 A REPORT FOR THE BOARD OF DIRECTORS Convention Sales Department March 2019 ....... ..., ... ..� _._J n_.__..L.�_._a _L I�1_a..__I n-__..____ L_IJ •L_:_ _..__a_ :_ al- a/_1.:___ -1 anima vall y I\VUIR a aiiu CIJQILIIICIIL UI IVQLUIQI r\CJUUII CJ IICIU LIICII CVCIILJ 111 LIIC 1 CLI\IIIIQ Convention Center. The first quarter of 2019 finished up much stronger than 2018. The convention sales staff is steady in lead generation and relatively flat compared to 2019. The Department is at 14% of lead goal for the year and 51% of future room nights confirmed goal. This is mainly due to decision making time frames with groups wanting to confirm now rather than wait as well as confirming WMEA for 2022 which accounts for 3,950 room nights. The Volunteer Specialists did not work any hours in March as we do not have many opportunities for them to volunteer and most are still away for the winter. YVT TPA Packet April 16, 2019 Page 10 of 20 Yakima Valley Tourism Convention Sales Monthly Recap Reported By Convention & Group Sales March 2019 Current Month Current Month %of Current YTD Current YTD %of Mar2019 Mar2018 Change ; 2019 2018 Change Conventions HeId-TOTAL* Actual Delegates Actual Room Nights Estimated Economic Impact 10 1,805 1,638 $741,630, 7 2,680 1,676 $962,200 43% 15 13 15% -33% 2,760 9,045 -69% -2% 2,479 6,314 -61% -2370 $1,133,685 $4,197,300 -73% Conventions HeId - YVT 3 7 -57% 7 10 -30% Actual Delegates 1,125 2,680 -58% 2,080 8,880 100% Actual Room Nights 850 1,676 -49% 1,691 6;076 100% Estimated Economic Impact $398.250 $962,200 -59% $790,305 $4,151,400 100% Con\entions HeId - Hotel 7 0 100% 8 3_ 100% Actual Delegates 680 0 100% 680 165 100% Actual Room Nights 788 0 1007. 788 238 100% Estimated Economic Impact $343,380 $0 100% $343,380 $45,900 100% Future Cony Confirm - TOTAL** Estimated Delegates Estimated Room Nights Estimated Economic Impact 13 4,935 4,660 $1,755,840 2 100% 40 9 100% 1,395 100% 17,065 2,280 100% 2,010 100% 15,315 3,145 100% $520,650, 100% 66,621,570 $926,100 100% Future Conv Confirm - YVT Estimated Delegates Estimated Room Nights Estimated Economic Impact 10 2 100% 4,625 1, 395 100% 4,200 2, 010 100% $1,637,250 $520,650 100% 33 7 16,475 2070 14, 540 2,965 $6,398,550 $864,900 100%_ 100% 100% 100% Future Cony Confirm - Hotel 3 0 100% 7 2 100% Estimated Delegates 310 0 100% 590 210 100% Estimated Room Nights 460 0 100% 775 180 100% Estimated Economic Impact $118,590 $0 100% $223,020 $61.200 100% Total Leads*** Multi -Property Leads Direct Leads Lead Rm Nights Generated Bids Lost 10 -20% 28 30 -7% 3 8 -63% 9 16 -44% 5 2 100% 19 14 36% 1,835 3,185 -42% 9,715 8,980 8% 50% 23 15 53% *Yakima Valley Roundup and Department of Natural Resources held their events in the Yakima Convention Center. **The Department is at 51% of future room nights confirmed goal. This is mainly due to decision making time frames with groups wanting to confirm now rather than wait as well as confirming WMEA for 2022 which accounts for 3,950 room nights. ***The Department is at 14% of lead goal for the year. YVT TPA Packet April 16, 2019 Page 11 of 20 imValley Tourism Sports Monthly Recap A report of sporting events held and scheduled in the Yakima Valley, Reported By Director of Sports March 2019 Current Month Current Month % of Current YTD Mar 2019 Mar 2018 Change, 2019 Current YTD % of 2018 Change' Sports Events Held -TOTAL* Actual Delegates Actual Room Nights Estimated Economic Impact Sports Events Held - YVSC Actual Delegates Actual Room Nights Estimated Economic Impact Sports Events Held Hotel** Actual Delegates Actual Room Nights Estimated Economic Impact Future Sports Confirm TOTAL Estimated Delegates Estimated Room Nights Estimated Economic Impact Future Sports Confirm - YVSC Estimated Delegates Estimated Room Nights Estimated Economic Impact Future Sports Confirm - Hotel** Estimated Delegates Estimated Room Nights Estimated Economic Impact Total Leads Multi -Property Leads Direct Leads Lead Rm Nights Generated Bids Lost YVT TPA Packet 66 18,045 8,260 $5,709 135 52 16.930 7,644 $5,396,730 14 1,115 616 $312,405 68 16,220 8,326 $11,271,360 67 -1% 132 23,985 -25% 33,935 13,143 -37% 17,491 $10,072,500 -43% $13,107,735 53 21.465 11,403 $9,268,400 14 2,520 1,740 $804,100 72 27,625 15,605 $11,297,350 47 57 12,730 24;795 6,556 13,761 $10,214,670 $10,413,350 21 3, 490 1,770 $1,056,690 70 7 63 8,517 126 5% 31,870 6°l° 16,267 81° $12,061,500 9% -2% 93 91 2% -21% 30,140 27.985 8% -33% 15,439 13,887 11°/ -42% $11,928,915 $10,973,500 9% 0% 39 -56% 3,795 -65°!® 2,052 -61% $1,178,820 -6% 157 -41% 29,475 -47% 13,260 0% $14,657,370 -18% 114 -49% 23,785 -52% 10,445 -2% $12,925,425 1540% 2,830 23% 1,844 $884,000 20% 69 1% 8 -13% 61 3% 14,440 -41% -4% 43 5,690 2,815 $1,731.945 159 8 151 13,451 35 11% 3,885 -2% 2,380 -14% $1,088,000 8% 159 44,330 22,963 $16,346350 131 40, 660 20 809 $15, 319, 550 36 4,995 2 849 1 523,200 159 14 145 23,938 -13% -42% -50% -16% 0°I° -43% 4% -44% 0 0% 100% April 16, 2019 Page 12 of 20 A REPORT FOR THE BOARD OF DIRECTORS Destination Marketing March 2019 February website sessions represent a 33% increase over previous month and 7% increase over previous year. Yakima Valley events, wineries and event search led in pages viewed, with notable activity on our Spring Barrel Tasting page, which accounted for 3% of landing page views. We began a Spring Barrel Tasting Facebook ad targeted at audiences along the 1-5 corridor, Spokane and surrounding areas. We saw a 22% increase in lodging leads over the previous month, with a 32% increase over the previous year. We saw 1,735 visits to individual hotel property pages on visityakima.com, representing a 23% increase over previous month. We re-initiated development of the Wine Country Weddings website, which we will promote for destination weddings. Seasonal Media Buys: Vendor Washington State Visitor Guide Washington State Wine Guide Ad1 Full Page Full Page Ad Contenis Sip, Taste and Play in the Yakima Valley This is Yakima - Wine All of 2019 All of 2019 Craft Beer & Brewing Half Page This is Yakima - Beer Feb/March WA Tasting Room February 2019 Advertising Samples: Craft Beer and Brewin This is one of the only places you can drink beer while standing in a working hop held This Is where 300 days 01 sunshine grows 75% of our nation's hops This is where halt beer comes from. #THISISYAKIMA YAKIMA ,J VALLEY COME EXPERIENCE IT FOR YOURSELF. VIS1TYAKIMA.COM Full Page This is Yakima - Wine Washington Tasting Room Spring THE YAKIMA VALLEY This is where 3 t "'- ° it grows • over halt of Washington State's wine grapes,Thiti of more than 120 boutique wineries. This is where the Northwest goes wine tasting, #THISISYAKIMA COME EXPERIENCE IT FOR YOURSELF. • VISITYAKIMA.COM Fly Alaska Airlines from Yakima and check your first case of wine free! Learn mare al LisleAn dtute. cam YVT TPA Packet April 16, 2019 Page 13 of 20 Lodging Booking Engine on VisitYakima.com: TOTAL RESERVATION LEADS TO PROPERTIES Website Jan Feb Mar Apr May Jun 2019 711 679 869 018 4S 8 VisitYakima.com Monthly Sessions: 60,000 40,000 30,000 20,000 10,000 0 YVT TPA Packet 26,656 19,557 17,75 Jul Aug Sep Oct Nov Dec 4 Jan Feb March Apr May June July Aug Sept Oct Nov Dec 11 2016 Ng 2018 2019 TOTAL 2,259 April 16, 2019 Page 14 of 20 A REPORT FOR THE BOARD OF DIRECTORS Public Relations March 2019 Public Relations Project Updates • Social Media Workshop: o Met with Field Group to go over presentation and helped membership with planning of the workshop that took place Thursday, March 28 at the Yakima Convention Center. • Craft Beverage Yakima: o Met with CBY to talk about how we can work together to promote the craft beverage scene in Yakima. CBY will look into craft beverage tours. YVT can help promote these tours. • HARO (Help A Reporter Out): o Worked on a pitch and sent it out to reporter to consider Spring Barrel Wine Tasting Event for a story on "Where to travel with your tax refund?" Yakima Valley Restaurant Week: o Worked with YV Restaurant Week committee on a press release announcing the event and participating restaurants. • East of the Cascades: o Marketing and I met with Juan and Jennine to talk about contributing editorial content for next year's East of the Cascades which goes out to high income families West of the Cascades. • Meltwater and Crowdriff: o Completed a training to learn how to track Yakima Valley and member news through Meltwater and learned how to use Crowdriff for user generated content, to be used for stories pitches. • Northwest Travel and Life: o Assisted Alisha McDarris with gathering information to put an article out on the Yakima Valley Brew Trail that will run this summer. Also assisted with fact checking. • Sip Northwest: o Sent out email to members who fit the story angles they are trying to write about. ▪ Drink producers that connect with their community through food • Beer labels and the story behind them • Photo Library: o Sorted and labeled our photos with the year they were taken and am continuing to build our photo library. • Hot Shots 3 -On -3: o Worked with Rich Austin and John Cooper on the press release that announced the change of location and sent out to our local media. • True West Magazine: o Assisted Stuart Rosebrook with photo for several Toppenish stories that include the Northern Pacific Railway Museum, Toppenish murals, Yakima Nation Cultural Center and wagon rides. • Come to the Source and Craft Brew Trail: o Worked with our marketing team to update our communication pieces that are repurposed for visitors, travel writers, conferences and more. AEA, A vmmv YAKIMA 'VALLEY -v = ORKSH THURSDAY, MARCH 28 KAMMIAM YAKIMA CM`VENTION CUM SPEAKERS MAK YVT TPA Packet April 16, 2019 Page 15 of 20 • Fresh Produce Map: o Assisted Bridget from the Yakima Herald with information regarding our fresh produce stands and other vendors in the Yakima Valley. • GreenRubino: o Worked on story content and other ideas to pitch to the media and sent them to GR. Included member awards and recognitions. • Tourism and Yakima Convention Center: o Assisted Lex Talamo with people she could interview that could speak on tourism. • Washington Tourism Alliance: o Assisted WTA in gathering information regarding what is new in our area along with photos to support it. o Contributed photos of the Yakima Valley for Washington State Tours using our "Come to the Source" theme. • Ink Global for United Airlines: o Communicated and scheduled a visit for Ink Global rep to meet John Cooper and other leaders in the Yakima Valley area for consideration in their United Airlines Inflight Magazine that will feature Washington State this summer. • NnrthiAiacf Traval and 1A/nrric f:nnfaranra• o Attended the travel writers' conferences and met over 12 writers who would like to visit the Yakima Valley to do articles that fit their niche. o Took two Visitor Information Center baskets full of items donated by our members to raffle off to travel writers. GreenRubino Project Updates • Social Media Influencer: o Finalized and shared social influencer recommendations. Yakima Valley Tourism selected top social. • Media Visits: • Scheduled media visit with Tracy Beard (Wander with Wonder, Northwest Meetings & Events, etc.) for May 24-26. • Media Target List: • Contacted freelancers and travel editors from our target media list including Alaska Beyond, National Geographic Traveler, Seattle Met, The Oregonian, The Denver Post, AARP: The Magazine, Wine Enthusiast and Wine & Spirits. • The following writers and editors are interested in a media visit this coming spring/summer/fall: Allison Williams, Seattle Met Magazine Carol Pucci, travel freelancer (The Seattle Times) Sara Button, AFAR Magazine • The following outlets have Yakima Valley on their radar for summer travel stories and round -ups: • The Seattle Times • Seattle Met Magazine • Seattle Magazine • AAA Journey • The Spokesman -Review YVT TPA Packet April 16, 2019 Page 16 of 20 Press Received: (Based on review of print digital and broadcast outlets OUTLET/DATE NW Travel and Life 1889 1889 From Apples to Grapes: Two Mountain Winery Small Town Revival (Tieton, WA) Travel Spotlight: Trolley Back in Time CIRCULATION/ VIEWS 45,000 50,000 50,000 1889 TOTAL CIRCULATION: Lodging — Cherry Wood Bed Breakfast and Barn Local Coverage Received: (Based on review of p Tint; digitat and broadcast outl 50,000 6,000 News Talk - KIT NBC - KNDO Yakima Valley Restaurant Week is back with more amazing meals Yakima Valley Restaurant Week CIRCULATION/ VIEVVS Yakima Herald - Republic — SCENE Weekend Pick: Yakima Valley Restaurant Week grows to 29(!) eateries 21,921 KI MA Yakima Herald- Republic Yakima Valley Restaurant Week is around the corner Valley nets $30 million more in tourism revenue 21,921 Yakima Herald- Republic TOTAL CIRCULATION: Editorial: Convention Center needs to expand to keep pace with rival 21,921 5,763 WT TPA Packet April 16, 2019 Page 17 of 20 Yakima Valley ri Tourism Sales Monthly Recap Reported By VIC, Tourism, & Marketing March 2019 Current Month Current Month % of Current YTD Current YTD % of Mar 2019 Mar 2018 Change 2019 2018 Change MEDIA& TRADE RELATIONS Media Contacted/Assisted* 7 42 -83% 10 170 -94% Film/Video Assisted 0 2 -100% 2 3 -33% Local Press Releases Sent 2 1 100% 5 1 100% Media Visits 0 0 0% 0 0 100% Group Tours Assisted 0 0 0% 1 0 100% Total FAM Tours 0 0 0% 1 0 100% Press Received 10 4 100% 13 23 -43% Circulation/Views* 260,763 813,000 -68% 334,944 2,660,162 87% VISITORSERVICES Total Visitors Total Volunteer Hours Total Inquiries 432 561 -23% 885 13 6 100% 17 802 1,064 -25% 1,713 1,007 -12% 12 48% 1,882 9% MARKETING Website Sessions 26,656 24,812 7% 63,971 62,060 3% Users 20,882 17,341 20% 50,778 44,134 15% Pageviews 61,374 52,683 16% 147,821 134,957 10% - Avg Session Time (min:sec) 01`42 01:41 1% 01:56 01:40 16% Social Media** - Impressions Engagements - Clicks New Twitter Followers - New Facebook Fans - New Instagram Followers aRes (lodging data)*** - Website/Mobile Referrals 869 1,065 _ -18% 2,259 2,974 -24% 88,687 233,430 -62% 247,692 1,110,460 -78% 3,299 6,475 -49% 7,202 28,362 -75% 844 906 -7% 2,501 3,150 -21% 18 26 _ -31% 36 73 -51% 17 139 -88% 34 887 -96% 119 59 0% 291 245 19% *Media varies from month to month and year to year depending on the media outlet and the date of publication. **Social media will inevitably have variances month to month and year to year. Different campaigns and efforts occur ***Lodging referral numbers are down because in 2017, we were using an inaccurate tracking method that over -inflated our referral numbers. We are now using what we believe to be a much more accurate tracking method. YVT TPA Packet April 16, 2019 Page 18 of 20 A REPORT FOR THE BOARD OF DIRECTORS Membership Services March 2019 Department Activities: • Researched prospective new members, updated maps and information, delivered, guides and maps and met with current/prospective members. Attended Yakima Valley Restaurant Week committee meeting to help recruit more restaurants, distribute information and provide promotional support in elevating the culinary scene in the Yakima Valley. • Attended Varietal Beer Co.'s WA Beer Open House. • Met with our rep from Certified Folder to ensure travel guide distribution was under way and to f our working relationship with them. Worked with PR and Marketing departments on monthly Hand Crafted Stories content. • Was a panelist at the annual Prosser Tourism Tune -Up at The Clore Center. Topic was membership and discussed the importance and impact of YVT's tourism efforts. • Held prospect meetings with 617 on Tieton Square and The Fat Pastor. • Held the first in a three part Social Media Workshop series that was well attended. Presenters from The Field Group and Mahre Media provided tips and insights into properly utilizing different social media platforms and also how to take adequate photos for social media promotion. A survey will be sent to the attendees. • Membership aging was completed. The aging report is the primary tool used to determine overdue membership dues invoices. lember Recap: Current Month Current Month % of Current YTD Current YTD % of Mar 2019 Mar 2018Change 2019 2018 Change Member Prospects Cancelled Members New Members Reinstatements Development Member Count Travel Guide Ads Sold Travel Guide Ad Sales Area Map Ads Sold Area Map Ad Sales Web Ads Sold Web Ad Sales 3 100% 19 25 -24% 0 2 100% 11 6 83% 3 4 100% 3 11 -73% 0 0 0% 0 0 0% 0 1 -100% 2 1 100% 349 330 6% 349 330 6% 0 0 0% 58 56 4% $0 $0 0% $90,560 $83,675 8% 0 0 0% 15 11 36% $0 $0 0% $8,830 $6,275 41% 0 0 0% 9 6 50% $0,, $0 0% $7,850 $5,850 34% Member Prospects: Six businesses were solicited for membership. CC Chocolates Kona's Coffee Monticule Vineyard Oakshire Estate and Airfield Prime Ops Rattlesnake Mountain Skydiving Yakima River Tubing Member Cancellations: There weren't any member cancellations this month! `Iew Members: Four new members were welcomed this month. Nana Kate's These Guitars Say Sorry W.P. Sawyer House & Garden Yakima Chief Hops YVT TPA Packet Oster April 16, 2019 Page 19 of 20 County March 2019 Performance Comparison Department of Revenue Total Room Tax Collections (Transient Rental State -Shared Ta of Change 2019/2018 Mar 2019 Mar 2018 Mar 2017 % of Change 2019/2017 Yakima County -all participating cities Tri -Cities 73, 555.29 66,512.44 Spokane County Chelan County County Yakima County -all participating cities Tri -Cities Spokane County Chelan County 83,912.16 170,287.21 70,457.69 166,165.05 -100.00% -100.00% -100.00% - 100.00%' - 100.00% - 100.00% YT D Mar 2019 City of Yakima Yakima County (double dip & unincorp) City of Yakima Yakima County (double dip & unincorp City of Yakima Yakima County City of Yakima Yakima County 149,572.58_ YTD Mar 2018 268,616.52 599,868.96 577,295.78 120,396.82 YTD Mar 2017 231,218.06 244,832.74 534,943.14 496,253.39 -100.00% % of Change 2019/2018 Transient Rental State -Shared Tax - 2% Mar 2019 31,887.83 35,685.00 YTD Mar 2019 100,004.09 110,181.00 Mar 2018 29, 863.44 32,552.94 YT D Mar 2018 99,781.41 111,226.72 Mar 2017 26,994.30 30,473.94 - 100.00% -100.00% - 100.00% - 100.00% % of Change 2019/2018 6.78% 9.62% YTD % of Change Mar 2017 2019/2018 96,278.941 0.22% 102,902.95 -0.94% - 100.00% % of Change 2019/2017 -100.00% - 100.00% - 100.00% -100.00%' % of Change 2019/2017 18.13% 17.10% % of Change 2019/2017 Special HotellMotel Tax - 3% Mar 2019 46,300.84 0.00 YT D Mar 2019 148,007.05 0.00 Mar 2018 44,795.15 0.00 YT D Mar 2018 149,672.06 0.00 Combined Transient Rental State City of Yakima Yakima County City of Yakima Yakima County Mar 2019 78,188.67 35,685.00 YTD Mar 2019 248,011.14 110,181.00 Mar 2018 Mar 2017 40,491.46 0.00 YTD Mar 2017 144,418.39, 0.00 % of Change 2019/2018 3.36% 0.00% % of Change 2019/2018 -1.11% 0.00% 3.87% 7.07% % of Change 2019/2017 14.35% 0.00% % of Change 2019/2017 hared - Special Hotel/Motel Tax 74,658.59 32,552.94 YTD Mar 2018 249,453.47 111,226.72 Mar 2017 67,485.76 30,473.94 % of Change 2019/2018 4.73% 9.62% YTD % of Change Mar 2017 2019/2018 240,697.33 -0.58% 102,902.95 -0.94% 2.48% 0.00% % of Change 2019/2017 15.86% 17.10% % of Change 2019/2017 3.04% 7.07% Dept of Revenue had a major system malfunction April 2018 and the latest information is still not available as of this month. City of Yakima and Yakima County data was collected from each jurisdiction directly. YVT TPA Packet April 16, 2019 Page 20 of 20 WHO WE ARE The mission of Yakima Valley Tourism is to stimulate economic development by promoting Yakima and the Yakima Valley for conventions, groups and leisure travel. How do we do this? We foster tourism and community improvements, promote the attractions, events and community, make sales calls to the travel trade sports groups and meeting planners plus help visitors with their travel. Yakima Valley Tourism (YVT) has divisions that focus on various tourism segments: Yakima Convention Center: With the City of Yakima and Public Facilities District, YVT manages, promotes and operates the Yakima Convention Center. Convention Sales, Membership and Promotion: YVT attracts and services convention and leisure travelers, plus works with member businesses to grow tourism. Yakima Valley Sports Commission: Attracts and services sports to the Yakima Valley. We also create events that attract athletes while providing our community recreational outlets. Visitor Services: We provide many services for visitors and the community like travel guides, websites plus we run the Yakima Valley Visitor Information Center (VIC) in Yakima. Yakima Valley Tourism is a non-profit, private/public venture. Funding comes from member dues, earned income, hotel/motel taxes and assessments. Why do we do this? The community benefits from our efforts through a strong economy and more jobs. Visitor taxes help pay for services enjoyed by our residents including roads, public safety, parks and more. Our efforts help to build quality of life amenities for visitors and local people. Tourism works for the Yakima Valley. "Each U.S. household would pay $1,300 more in taxes without the tax revenue generated by travel and tourism." U.S. Travel Association Yakima Valley Tourism 2019 Business Plan Page 2 of 19 STATE OF THE Y United States of America ➢ Travel spending is expected to be $1.13 trillion in 2019, up 4.5% o 85% of U.S. travel spending comes from domestic travel o 15% of the spending is from international visitors ➢ Travel supports 15.6 million jobs in the U.S. - 8.8 million in direct tourism jobs and 6.8 million in other industries like construction, suppliers, services, finance, etc. ➢ Travelers generated $164 billion in local, state and federal taxes in 2017 ➢ Based on job creation, travel is among the top ten industries in 49 states, including Washington State ➢ One in every nine U.S. non-farm jobs is created directly or indirectly or is induced by travel and tourism Washington State ➢ Travelers to Washington spent $2.37 billion in 2017, an increase of 7% ➢ More than 182,000 people were employed in Washington's tourism industry in 2017 ➢ Travel spending generated $3.4 billion in state and local taxes in 2017 Yakima County ➢ Travelers spent $410 million in Yakima County in 2017 (+7.2%) ➢ Visitors supported 3,840 direct tourism jobs for our residents (+3%) • Visitors generated nearly $38 million in state and local taxes (+5.3%) ➢ Average travel party size was 2.4 people and they stayed 2.5 days ➢ If each household in Yakima County encouraged just one additional overnight visitor, 148 new local jobs would be created. *Sources: USA data- U.S. Travel Assn; Washington State and Yakima County data via Dean Runyan & Associates, 2018 Yakima Valley Tourism 2019 Business Plan Page 3 of 19 TOURISM 2020: A SIX-YEARTOURISM In May 2013, the Board of Directors and staff defined tourism visions and project goals for the Yakima Valley. These became the foundation for a six-year plan for the organization and community. The following four strategic pillars guide the annual work plan for the organization for calendar years 2014 - 2020. NOTE: Most strategies outlined in the 2019 Business Plan contain the initials SP1, 2, 3 and/or 4 in red to indicate which Strategic Pillar (SP) the strategy addresses or fulfills. Internal or operational strategies lack such notations. Strategic Pillar 1 (SP1): Advocate for Infrastructure to Support & Grow Tourism Yakima Valley Tourism will champion facilities and projects that improve service and attract new visitors while also meeting needs of the community. Specific projects identified then include the Downtown Yakima Master Plan, improved sporting and meeting facilities, better trails, private sector projects like lodging, attractions, wine and craft beverage tourism. Yakima Valley Tourism supports and in some cases ieads efforts that buiid the community for its residents and visitors. Strategic Pillar 2 (SP 2): Facilitate Business Development Opportunities Yakima Valley Tourism works with its members and the overall private sector to enhance their businesses through programs and marketing, plus advocates for tourism businesses. Strategic Pillar 3 (SP 3): Increase Sales & Promotional Efforts Yakima Valley Tourism is the local leader in all facets of tourism, marketing, convention, sports and group sales. Over the six years of the plan it will build those efforts through a focus on technology- based marketing and communication, a broader market reach and expanded customer services. Strategic Pillar 4 (SP 4): Community & Government Relations To be successful, Yakima Valley Tourism builds and sustains strong relationships with the community, groups, organizations and government. In 2019, preliminary planning will be done for a similar region -wide tourism strategic planning effort in 2020 to include brand review and updates. Yakima valley Tourism "A goal without a plan is just a wish." Antoine de Saint-Exupery 2019 Business Plan Page 4 of 19 CONVENTION Convention and group sales are a focus of Yakima Valley Tourism. Challenges for meetings include new hotels and bigger meeting space in other cities plus changes in the meetings industry. The sales department develops new business to meet goals. Yakima and the Yakima Valley offer value, a central location, attractive downtown, great locations and amenities. GOAL: Increase the region's presence in convention and group markets through aggressive personal sales efforts, brand marketing, advertising and public relations. Strategy #1: Research and distribute convention and group sales leads to industry members that generate measurable overnight bookings. (SP 2 & 3) Tactic A: Continue to build meeting database and the number of viable accounts. Tactic B: Generate 200 convention/group sales leads. Accomplish this through in-person meetings, phone calls, e-mails, bid presentations and client functions. Tactic C: Increase the number of hosted association and group board meetings for new and/or pending pieces of group business. Expected Outcome: Book 30,000 future room nights city wide. Breakdown per position: A Director of Sales: 50 leads/10,000 room nights. A Senior Sales Manager: 75 leads/10,000 room nights. A Sales Manager: 75 leads/10,000 room nights. A 150 event days booked at the Convention Center. A 20 new group business accounts opened. Strategy #2: Work with the Yakima Convention Center to identify and pursue conventions that meet sales solicitation criteria for the Center and other community facilities. (SP 2 & 3) Tactic A: Actively solicit group business that fit these criteria: A Draw 175-300 rooms on the peak night. A Preferred length: 2.5-3 days. A 300-600 attendance. A Focus Months: February and July -November. A Preferred Hotel Rate Range: $119-$139. A 40-50 exhibits; 5 to 8 break-out rooms used at the Center; $30,000 revenue generated for the Center in rental, food and beverage. Tactic B: Work with the Yakima Convention Center and other venues on their flexibility of booking windows for conventions versus local events. Yakima Valley Tourism 2019 Business Plan Page 5 of 19 Strategy #3: Foster relationships with group clientele and showcase Yakima and the Yakima Valley. (SP 2 & 3) Tactic A: Conduct annual meeting planner forum for planners who have yet to do business with or have continually opted not to return to the Yakima Valley. Tactic B: Conduct 6-10 sales trips to the Puget Sound area and throughout the State to showcase what the Yakima Valley can offer and what is needed in order to earn their business. Tactic C: Continue to host one to two sales receptions inviting all west -side area clients. These are generally in the spring and fall and held in the Lacey/Olympia area. Expected Outcome: These efforts will enable staff to build on existing relationships, foster new ones and generate more group business. Strategy #4: Grow the visibility of the community as a preferred place for conventions, trade shows and croup events. This will increase overnight bookings. (SP 2 & 3) Tactic A: Continue sponsorship with the Washington Society of Association Executives (WSAE); continue committee presence and board representation with WSAE and the Society of Government Meeting Professionals (SGMP). Tactic B: Utilize staff expertise to capitalize on social media efforts. Expected Outcome: Increase awareness about the destination and more sales leads that result in more group bookings. "The benefits of conventions, exhibitions and trade shows ripple beyond the walls of the meeting space. When meetings come to town, everybody benefits. The face-to-face industry creates jobs, generates commerce and creates far- reaching community impact." Meetings Mean Business Coalition Yakima Valley Tourism 2019 Business Plan Page 6 of 19 YAKIMA CONVENTION CENTER The Yakima Convention Center is an important economic driver for Yakima and the Yakima Valley. Hotels have been built in the downtown because of the Center. In addition, many businesses in Downtown Yakima rely on the Center for their success. Competition for the meeting business grows around the State. While the Center is a premiere venue for meetings, we must improve the facility and services or face losing additional business to competing cities. After years of work, in late 2018 the Yakima City Council approved moving forward with an 18,000 square -foot expansion funded through hotel taxes and PFD revenues. GOALS: Continue to provide a first-class facility for meetings. Be recognized as a leader in customer service. Increase the use of the facility, stimulating economic activity for Yakima and the Yakima Valley. Strategy #1: With the City, post an RFP/bid for architectural and engineering study. (SP 1) Tactic A: Develop new expansion plans and costs with architects (early 2019). Upon completion, seek council approval to proceed. Tactic B: Work through any logistical issues that arise in the planning process. Tactic C: Plan for a ground breaking event. Organize various meeting planner education sessions plus marketing and sales efforts about the new addition. Strategy #2: Maximize Convention Center use to meet budgeted income and expenses. (SP 2, 3) Tactic A: Maintain strong local ties with planners for both convention and one day events. Combine sales efforts with the YVT Convention Sales Department. Tactic B: Attend Olympia receptions hosted by the YVT Convention Sales team. Tactic C: Increase repeat bookings. Continue the "book them for next year before they leave the building this year" approach. Tactic D: Host reception in Seattle for meeting planners. Tactic E: Continue Capital Facilities Plan projects to ensure the facility remains competitive, meets ongoing repairs plus additional enhancements. Expected Outcome: The Convention Center staff will work to maximize use to increase earned revenue by 5%, increase event days by at least 5%, serve more than 100,000 attendees and build excitement and commitment for the future expansion. Yakima Valley Tourism 2019 Business Plan Page 7 of 19 YAKIMA VALLEY SPORTS COMMISSION The Yakima Valley Sports Commission (YVSC) develops Yakima and the Yakima Valley as a leading sports destination through quality service, sales efforts and promotion. ➢ Attracts sporting events and conferences to the Yakima Valley. ➢ Works with local organizers to bid on state and regional events. ➢ Serves as an information resource to organizers and groups. ➢ Assists event organizers with their events. ➢ Serves as a link between event organizers, venues and the hospitality industry. ➢ Advocates for new venues and improvements to existing venues. YVSC stages four Signature Events to attract visitors, build awareness of sports and provide healthy activities for residents. They include: ➢ 17th Annual Yakima Valley Sports Awards Luncheon (June 6, 2019). nnem • 1 / HI 111UC11" 1 d1UI I IQ TIUI 011ULJ J -UI I-.) I UUI1 icy kJUILV 1...7). ➢ 2nd Annual Dye Hard 5K (July 13, 2019). ➢ 17th Annual SunDome Volleyball Festival (September 13-14, 2019). GOAL: Sports Event Development and Recruiting. Attract, develop and retain events that generate economic benefits to the Yakima Valley by marketing and promoting our sports venues. Strategy #1: Expand and grow the WIAA State Championships events we currently host and bid on other WIAA Championships. (SP 2 & 4) Strategy #2: Utilize resources to recruit events plus enhance existing ones. (SP 3) Strategy #3: Strengthen relationships with local and regional sports organizations, tourney directors, venue operators, the lodging industry and key officials. (SP 4) Strategy #4: Promote new and newly -renovated sporting facilities (i.e. the SOZO Sports Complex, Zaepfel Stadium and Gateway Sports Complex) to recruit sporting events. (SP 2 & 4) Expected Outcome: More visitors, room nights and increased economic impact. Host new events and build stronger relationships. These outcomes should grow local tourism. GOAL: Facility Development and Improvement. Advocate and assist in developing new sports facilities, improving existing ones and serving on committees. Strategy #1: Continue to work with SOZO Sports on their complex, including a proposed new indoor facility. (SP 1, 2 & 4) Strategy #2: Advocate and assist in the development of events for the new YMCA aquatics facility. (SP 1, 2 & 4) Strategy #3: Advocate for the development of multi-purpose indoor facilities. (SP 1 & 2) Expected Outcome: New and improved facilities help attract events. These outcomes will allow us to achieve our strategic goal of advocating for infrastructure support and growing tourism. Yakima Valley Tourism 2019 Business Plan Page 8 of 19 GOAL: Public Awareness. Continue to build awareness of the YVSC and its overall impact, and the benefits of sporting events in the Yakima Valley. Strategy #1: Partner with local media to promote the YVSC and its efforts. (SP 4) Strategy #2: Serve on committees and boards to interact with key community members. (SP 4) Expected Outcome: These outcomes help us to achieve strategic goals of improving community and governmental relations through partnerships and communication. GOAL: Grow the signature events of the Sports Commission in terms of revenue, participation and effects on the local economy. Strategy #1: Increase success of the 2019 Yakima Valley Sports Awards Luncheon. (SP 4) Tactic A: Boost revenues by managing costs, ticket sales and cultivating new partnerships. Tactic B: Improve the event by increasing quality of signage and displays and updating decor. Tactic C: Work with partners, sponsors, coaches and athletic directors to boost ticket sales. Strategy #2: Increase success of the 2019 Hot Shots 3 -on -3 Basketball Tourney. (SP 2 & 4) Tactic A: Grow out-of-town teams by marketing to other 3 -on -3 tourneys and sporting events. Tactic B: Find new marketing tactics to reach new teams across the region. Tactic C: Continue to attract volunteers, including game officials. Strategy #3: Continue to grow the Sports Commission's newest signature event, the Dye Hard 5K. (SP 2 & 4) Tactic A: Visit similar races to maintain our high-quality standards, and produce an exciting event that has its own distinct look and feel. Tactic B: Work with partners and runners to establish a well-designed course and post -race festival to make the event the best in the region. Strategy #4: Increase success of the 2019 SunDome Volleyball Festival. (SP 2 & 4) Tactic A: Continue to improve the quality of the event to what coaches, teams, officials and fans expect and deserve. Tactic B: Keep a limit of 80 teams (64 varsity and 16 junior varsity), Tactic C: Continue to lower costs and increase revenues by adding more partners. Expected Outcome: More out-of-town visitors, higher net revenues and greater awareness of our efforts. Achieve our strategic goals of growing tourism and improving community relations. Yakima Valley Tourism 2019 Business Plan Page 9 of 19 MARKETING & PROMOTION The Marketing Department focuses on promoting Yakima and the Yakima Valley for leisure travel, managing branding efforts and internet technology marketing. GOAL: Elevate Yakima Valley as a desirable destination through a variety of marketing efforts. Strategy #1: Develop strategic advertising that attracts year-round visitors. (SP 3) Tactic A: Place advertisements in key regional magazines. ➢ Include activities for the season, current events and a call to action. Where possible, negotiate placement near the front of the magazine, preferably the inside cover or across from the table of contents. Attempt to secure similar placement in each issue so readers are trained to know where to look for current Yakima Valley information. ➢ Negotiate extended partnerships with advertising vendors such as donations to our fundraisers, social media engagement, eie. ➢ Take advantage of value-added offers from the advertising vendors, such as website links and banners. Update them throughout the year with seasonal ads. ➢ Focus on key regional magazines including SIP Northwest, Washington Tasting Room and Northwest Travel & Lifestyle. • Continue advertising in craft beer and brewing magazines to build interest in and visits to our local craft beer and hop industries. • Include Yakima Airport exposure through the Wine Flies Free program. Tactic B: Maintain a strong presence in the state -focused guides: WA Wine Commission Wine Tour Guide and the WA State Travel Guide. Tactic C: Look for creative ways to stretch the smaller 2019 budget through targeted social media promotion. Utilize the Mobile Info Center & Kiosk (M.I.C.K.) for promotions out of area. Tactic D: The Washington Tourism Alliance will be ramping up state marketing efforts with the passage of state tourism funding. Participate in their marketing and sales efforts. Tactic E: If resources permit, conduct visitor research to update the leisure travel profile. Strategy #2: Elevate the arts/culture, food and craft beverage scene in Yakima and the Yakima Valley through tourism promotion and targeted trade show presence. (SP 2 & 3) Tactic A: Continue work on creating more evergreen blog content that focuses on the Valley's craft beverage and food makers, highlighting their unique farm -to -table offerings that resonate with potential visitors. Tactic B: In partnership with the PR Department, further establish Yakima as a hop and craft beer/beverage tourism destination. ➢ Work with local hop farmers and suppliers to create tourism opportunities for craft brew enthusiasts. ➢ Work with the Washington Beer Commission with an educational and promotional booth at their festivals. Yakima Valley Tourism 2019 Business Plan Page 10 of 19 D Attend the Vintage Spokane Wine Event to promote the Yakima Valley wine and food scene and find ways to collaborate with member exhibitors to maximize Yakima's presence and exposure. D Coordinate with local organizations and businesses to enhance the craft beverage scene. One focus will be a "Welcome Brewers and Buyers" campaign in Downtown Yakima during hop harvest to show appreciation to the brewers and buyers in town. Tactic C: Position the Yakima Valley as a wedding destination. D Create a "Wine Country Weddings" microsite featuring information and resources to assist wedding parties and guests with wedding planning in the Yakima Valley. D Explore options for advertising and promotion of Wine Country Weddings in 2019. Expected Outcomes: 10,000 inquiries, more lodging referrals and increased web traffic from media, consumer tradeshows and advertising. Grow awareness of our culinary, craft beverage, farm fresh and wedding experiences. Strategy #3: Remain the leader in tourism social media and web -based promotion. Continue to increase Yakima Valley brand through cross-channel marketing efforts. (SP 2 & 3) Tactic A: Modernize and streamline web presence. D Continue to redevelop core websites to make information more easily accessible to visitors. D Update and refresh photography and imagery on an ongoing basis. Tactic B: Manage and improve engagement through social media channels. D. Manage all social media channels, with a focus on Facebook and Instagram. D Encourage staff and social media managers to always be thinking of ways to highlight the destination's culture through social media. Train staff to take quality pictures and video at community events for social media outlets. D Work with Membership Services Manager to assist members with social media engagement through YVT social media platforms. Source content for social media posts from members. D Utilize social media to increase visibility among potential visitors on local and regional social networks, links from local and industry blogs, etc. D Coordinate seasonal advertising campaigns with social media managers for consistent messaging throughout the year. Expected Outcomes: Increased exposure of the destination brand, attractions and amenities. Increased web traffic and continuing growth of social media reach. Yakima Valley Tourism 2019 Business Plan Page 11 of 19 PUBLIC RELATIONS & TRAVEL TRADE The Public Relations and Travel Trade Department builds travel to the Yakima Valley. We do this by working with travel and lifestyle media and telling stories about the places and people of the Valley. We promote the region at consumer and industry trade shows. These efforts help to improve the perception of Yakima and the Yakima Valley as a place to visit, do business and live. GOAL: Grow leisure travel, generate more positive stories on Yakima and the Yakima Valley as a destination and as a place to live and work. Build awareness of YVT efforts in the community. Strategy #1: Secure travel and lifestyle features in a variety of media outlets. (SP 2 & 3) Tactic A: Through our efforts and partnerships generate activities including press releases, familiarization (FAM) trips, e -newsletters, etc. that result in news features and media coverage in a variety of travel -related mediums. A Coordinate FAM tours and host media representatives throughout the year. A Increase use of HARO (Help A Reporter Out) network and media database system.. Tactic B: Contact/pitch ideas to media in prime markets that align with four marketing pillars: Wine/Craft Beverages, Outdoor Adventure, Farm Fresh Fun and Arts/Culture. Tactic C: With the planned expansion of the Convention Center, invite meetings and convention writers to various Convention Sales events like the fall reception in Lacey and inform them of the expansion progress through various efforts. Tactic E: Budget permitting, reach qualified travel and lifestyle bloggers by attending blogger conferences plus opportunities made available through new state tourism marketing efforts through the Washington Tourism Alliance. Expected Outcome: Increased exposure, improved communication and new contacts with the travel press. This should help us achieve or exceed our goal of increasing media coverage by 10% per year directly from our efforts. Strategy #2: Attend leisure and industry trade shows, showcasing key attractions and activities to attract visitors. (SP 3) Tactic A: Coordinate the 2019 Go West Summit FAM tour through our area. Tactic B: Attend IPW 2019 in Anaheim to interact with trade media and operators. Expected Outcome: These events can help bring new visitors to the Yakima Valley. They also create industry contacts to prospect. Finally, exposure from trade shows results in more media coverage for the Yakima Valley. Yakima Valley Tourism 2019 Business Plan Page 12 of 19 Strategy #3: Continue to develop brand strategies that expand the exposure of the Yakima Valley to the media and tour groups. Develop or support niche products and services that bring visitors and assist them with their travels. (SP 1, 2 & 3) Tactic A: Work with the Marketing Department to promote the Yakima Valley using our four pillars: Wine/Craft Beverages, Outdoor Adventure, Farm Fresh Fun and Arts/Culture. Tactic B: Use the website calendar to increase media pitches and bring more niche based travel writers to applicable events. Tactic C: Assist the Membership Services Department by gathering information for Wine Country Weddings, a new niche service in development by Membership Services. The goal is to build the region as a wedding destination. Expected Outcome: Yakima and the Yakima Valley will grow in its reputation as a destination for craft beverages, farm fresh products, outdoor adventure and cultural experiences. Strategy #4: Be the resource to the local tourism industry and community on consumer and industry research and data plus organizational efforts. (SP 2 & 4) Tactic A: Assist CEO in community education and outreach on the value of tourism and YVT efforts. Tactic B: Update all media relations content on website, print and digital. Tactic B: Continue to provide to the industry e -blasts, blogs and social media that contain timely and useful travel data and resources. Expected Outcome: An informed and engaged membership, community and industry. Strategy #4: Increase and/or update the monthly and yearly reporting on media and social media ROI. (SP 1) Tactic A: Continue programs to monitor media coverage. This will help to streamline the process for communicating to members, the media and reporting for YVT purposes. Expected Outcome: Better understanding of where our value lies and what areas of communication garner the best coverage for the Yakima Valley. Strategy #5: Improve department industry knowledge and connection database. Tactic A: Research local/regional workshops/webinars to attend on various industry topics such as PR, marketing, social media, best practices, wine industry, hop industry, etc. Tactic B: Stage a Membership Workshop covering tips and guidelines for hosting media and the travel trade, working with our marketing department, member services, etc. Expected Outcome: Increase local knowledge of the tourism and travel industry. Yakima Valley Tourism 2019 Business Plan Page 13 of 19 MEMBERSHIP SERVICES Membership Services provides YVT members exposure to visitors, conventions, groups and the media/travel trade industry. Membership dues and sponsorships contribute to the financial stability of YVT while providing members with quality benefits. The department is charged with member retention, recruitment, staging fundraising events, providing workshops plus producing the Yakima Valley Official Travel Guide TM and Yakima Valley Area Map. It also coordinates the needs of members with other departments. GOAL: Increase revenue for 2019 through member retention and recruitment, increasing marketing programs for members and staging successful fundraising events. Strategy # 1: Build and sustain membership to 370 by the end of 2019. (SP 2 & 4) Tactic A: Provide vital reasons to join and continue membership: • Continually survey members as to their interests and needs. Use this feedback as a gauge of our programs and, when appropriate, create new ones. • Visit members to foster relationships and staff awareness of member businesses. A Display literature at the Visitor Information Center (VIC). Better acquaint members with the impact of the VIC on travelers and our members. Provide background and assistance on using the Yakima Valley brand. A Send e -news updates on YVT projects and industry news. • Supply current member listings and information for YVT's publications. A Stage workshops on various topics. A Maintain an accurate member directory and event listings on VisitYakima.com. • Include members in social media; i.e. Twitter tweets, Facebook postings, blogs etc. Tactic B: Use YVT websites to recruit new members from a variety of industry sectors. A Review the web pages to better improve user experience and ensure up-to-date information is provided on members and the Yakima Valley. A Work with the Marketing Department to better acquaint members with Visityakima.com and how they can utilize it as a tool in increase tourism to their business. A Develop Wine Country Weddings marketing program and create a microsite geared towards this niche market. Tactic C: Deliver sales packets to 90 potential members with 50% joining. A Aggressively generate business prospects to join YVT's membership base. A Visit prospects for education on YVT plus gain knowledge of the prospect needs. A Continually develop and improve member benefits. Tactic D: Work with the Public Relations and Marketing Departments to stage a two-tier member workshop (Social Media — Beginner and Social Media — Advanced) to enhance member social media skills and marketing. Tactic E: Work with Media Department to stage a member workshop on working with writers, journalists and group tours. Yakima Valley Tourism 2019 Business Plan Page 14 of 19 Strategy #2: Strengthen member municipality relationships and increase marketing fund commitments. Tactic A: Continue healthy communication between municipalities and YVT staff. Tactic B: Increase awareness of YVT member programs and marketing opportunities. Tactic C: Provide data and reports to better inform member municipalities of YVT services and our role as the regional destination marketing organization.. Strategy #3: Develop new programs to increase business for members. (SP 2) Tactic A: Position the Yakima Valley as a wedding destination — Wine Country Weddings — and kick off the program in 2019. A Develop categories of members for program A Recruit new members to fill these categories. A Work with the Marketing Department to create a themed microsite. A Work with the Marketing and the PR Departments to promote the project. Tactic C: Work with the Marketing Department to create unified advertising opportunities, increase ad sales revenue and expected outcomes as referenced on page 10. Tactic D: Update the YVT Membership Guide, with advertising opportunities for members. Expected Outcome: Innovative programs that market members. Recruit new members and build awareness of events in the Yakima Valley. Increase revenues to support programs of YVT. GOAL: Increase three-year average of revenue at YVT events by 10%. Strategy #1: Further develop the Annual Meeting (Spring 2019) and Holiday Reception & Silent Auction (December 2019). Tactic A: Survey members and attendees and find out their expectations of the events, Tactic B: Increase marketing and advertising of YVT events via social media platforms, TV, radio, and website. Expected Outcome: Stage successful events that bring members and the public together. Give members the opportunity to showcase their businesses while increasing resources for YVT. GOAL: Increase advertisement sales and number of ads sold in the Travel Guide. (SP 1 & 3) Tactic A: Renew existing ads. Tactic B: Increase ad sales by 5%. Tactic C: Sell five new ads. Expected Outcome:, A marketing piece that tells the story of the Yakima Valley, informs visitors of business services and increases visits to the Valley. Increased revenue for Yakima Valley Tourism. Yakima Valley Tourism 2019 Business Plan Page 15 of 19 VISITOR VIC Yakima Valley Tourism assists thousands of visitors and residents each year. Services include contacts via the Yakima Valley Visitor Information Center (VIC), phone calls, e-mail, mail, guides, maps plus staffing information booths at events. Excellent service results in longer stays, repeat visits and more spending. Our surveys of visitors to the VIC show that 44% of the people served at the VIC extended their stay in the region. Of those folks, 44% said they were staying an extra night because of the service at the VIC. Based on this, we project that in 2019, the VIC should generate $443,520 in new visitor spending. Formula: 12,000 projected visitors to the VIC in 2019 divided by two (average size per party) x 44% that extend their stay x $168 spent per party visit = $443,520. Customer service at the VIC meets or exceeds expectations. Over 96% of those surveyedsaid that they were more likely to return to the Yakima Valley because of the info they received at the VIC. Strategy #1: Provide exceptional customer service at the VIC and beyond, which results in visitors staying longer. Develop ways to bring visitors and local residents into the VIC via special events, local product gift baskets, etc. (SP 2 & 3) Tactic A: Maintain exceptional customer service at the VIC. Tactic B: Continue to grow "top of mind" recognition of the VIC as the place to buy Yakima - made products. A redesign of gift basket marketing materials will be part of the efforts, along with targeted mailings to increase sales. Tactic C: Continue to increase sponsorship of the VIC's lighted advertising wall,. Tactic D: Develop a more robust calendar of events to get the new Mobile Info Center Kiosk (M.I.C.K.) out in the community. Develop a way for members to request appearances by the Mobile Info Center Kiosk at events. Expected Outcome: More than 12,000 people will be served at the VIC, with at least 30% extending their stay at least one day as a result of the help they receive. More revenues to operate the VIC, extend hours and serve more people. Strategy #2: Fulfill requests from reader response, toll-free line, general mail, e-mail and website using appropriate information targeted to the consumer. (SP 3) Expected Outcome: Requests fulfilled in a timely manner. Yakima Valley Tourism 2019 Business Plan Page 16 of 19 COMMUNITY RELATIONS/GOVERNMENTAL AFFAIRS Yakima Valley Tourism (YVT) advocates for the travel industry and informs the community on tourism issues. To grow tourism, YVT builds relationships with state and local groups plus elected officials. GOALS: YVT is the leader in advancing and growing tourism for the Yakima Valley. Continue to inform elected officials and the community on key projects and YVT's efforts to grow the economy and local jobs. Strategy # 1: Raise awareness of tourism's value to the public, political leaders and stakeholders. Sustain public awareness of the programs of YVT. (SP 1, 2 & 4) Tactic A: Lead the development, preservation and implementation of new tourism and convention products in the Yakima Valley. Tactic B: Speak to elected officials, stakeholders and civic groups on tourism and YVT programs. Tactic C: Provide progress reports to elected officials and their staff. A new feature. in 2019 will be four -colored quarterly reports for elected officials and stakeholders. Tactic D: Generate news releases and story ideas for the media on YVT activities and regional tourism efforts. Tactic E: Continue community outreach through various media and speaking engagements. A key focus in 2019 will be the expansion project for the Convention Center. Strategy #2: Advocate for policies that enhance tourism and related infrastructure in Yakima and the Yakima Valley. (SP 1 & 4) Tactic A: Work with Washington Tourism Alliance on advancing more funding for statewide tourism marketing. Tactic B: Ensure state and local lodging tax uses and TPA revenues are focused on visitor promotion and tourism related facilities that effectively generate overnight stays. Expected Outcomes: Tourism efforts are supported and pursued by elected officials. An increase in product development, media coverage of YVT efforts and tourism related efforts. Yakima Valley Tourism 2019 Business Plan Page 17 of 19 ADMINISTRATION John Cooper Stephanie Gangle Wendi Willsey Bixler Sky Cater YAKIMA VALLEY TOURISM STAFF DIRECTORY President & CEO Office Manager Controller & HR Manager Front Desk/ Event Calendar CONVENTION & GROUP SALES Brynn Kloster Director of Cony & Group Sales Diane Reim Senior Convention Account Mgr. PUBLIC RELATIONS & TRADE RELATIONS Jessica Camacho Public Relations Manager MARKETING & ADVERTISING Jennifer Martinkus Marketing Manager Daniel Writer Graphics & Web Developer MEMBER SERVICES Stephanie Gangle Membership Services Manager YAKIMA VALLEY SPORTS COMMISSION Rich Austin Director of Sports Development Mike Carey Senior Sports Development Mgr Shannon Anglin Sports Development Mgr YAKIMA CONVENTION CENTER Connie Upton General Manager Lisa Krous Assistant General Manager Ryon Remmerden Sales Manager Sam Dobbs Director of Operations YAKIMA VALLEY VISITOR INFORMATION CENTER Adam Jones VIC Manager Diane Smestad Travel Counselor Yakima Valley Tourism john@visityakima.com stephanie@visityakima.com wendi@visityakima.com sky@visityakima.com brynn@visityakima.com dianer@visityakima.com jessica@visityakima.com jennifer@visityakima.com daniel@visityakima.com stephanie@visityakima.com rich@yakimasports.org mike@yakimasports.org shannon@yakimasports.org connie@yakimacenter.com lisa@yakimacenter.com ryon@yakimacenter.com sam@yakimacenter.com adam@yakimavalleytourism.com diane@yakimavalleytourism.com 10 North 8th Street, Yakima WA 98901 Phone: (509) 575-3010 Fax: (509) 575-6252 Web: VisitYakima.com Yakima Valley Tourism Toll Free: (800) 221-0751 Facebook: @visityakima Instagram: @yakimavalley 2019 Business Plan Page 18 of 19 YAKIMA VALLEY TOURISM 2019 TRADE & INDUSTRY CAL AR Consumer shows, special events, educational meetings, etc. staged that we attend or put on for the industry. Calendar as of January 2019, subject to change. Contact us for updates. FEBRUARY 20-24 Go West Summit Pre-Fam Tour of WA MARCH MAY JUNE JULY TBA Social Media Member Workshop (1) 21-23 Destination Mktg West Tech Summit 31- Apr 2 NW Travel Writers Conference 6-9 TBA TBA Nat'l Assn/Sports Comm. Symposium Convention Client Event YVT Annual Lunch 1-5 IPW (international travel trade) 6 Sports Award Luncheon 10-12 WSAE Annual Convention 22-23 Hot Shots 3 -On -3 Basketball Tourney TBA Convention & Group Customer Forum 13 2nd Annual Dye Hard 5K 23-26 Destinations International Cony. AUGUST TBA SEPTEMBER, Member Workshop TBA Fall Farmer's Market Client Reception 13-14 SunDome Volleyball Festival OCTOBER TBA Membership Workshop NOVEMBER/DECEMBER TBA Yakima Valley Tourism Seattle, Leavenworth, Yakima etc. Yakima Convention Center Albuquerque, NM Vancouver, WA Knoxville, TN Seattle/Olympia area Yakima Convention Center Anaheim, CA Yakima Convention Center Vancouver, WA SOZO, Yakima WA Yakima Convention Center SOZO, Yakima WA St. Louis, MO Yakima Convention Center Lacey Community Center SunDome & East Valley High School TBA 30th & Final Holiday Reception & Auction Yakima Convention Center 2019 Business Plan Page 19 of 19 Homeless Network of Yakima County Affordable Housing Committee Distributed at the Meeting InAkt cia „ie„ A.)6,1 Yk, iTS14,itf 4'13'11" 04 Agenda 1 Date: May 15, 2019 3:OOpm to 5:OOpm Location: Yakima Neighborhood Health Services — Paddock Room 1. Housekeeping a. Welcome and Introductions 11. Housing Needs Assessment a, Narrative Review Complete b. Additional local efforts i. Yakima County Homeless Coalition's Five -Year Plan ii. City of Yakima Affordable Housing White Paper iii. City of Yakima proposed Affordable Housing Action Plan 111. Discussion and updates MARCH EMMEN 2019 Housing and Homelessness in Yakima County A Comprehensive Needs Assessment and Plan developed by the Homeless Network of Yakima County Contents Executive Summary 3 Introduction 4 Acknowledgements 4 Background 5 New Classification 6 Planning Bodies to Date 7 The Network Today 8 Strategic Directions 8 Community Housing Profile 11 Quantitative Data 11 Population and Demographics Data - 11 Housing Stock Inventory (Current housing) 15 Local Housing Ati ruduniiy u�ia aiia aaawieYwuu5 -- Social Service and Human Resources Data (Special Populations) 15 Community Housing Delivery System (Capacity Analysis) 15 Institutional Structures 15 Nonprofit Organizations/Community-based Housing/Shelter Providers 15 Housing -related Public Institutions 15 Public funds 35 Private investments 15 Public Policies that Affect Housing 15 Gap Analysis (Need — Inventory = Gap) 15 Population Gap 15 Housing Stock Gap 15 Affordability Gap 15 Social Service Gap 15 Recommendations 15 Appendices 16 Operating Guidelines 17 Organizational Structure 17 General Membership Responsibilities 20 Committees 20 Network Staff 21 Network Support 22 Non -Discrimination 23 Changes to Guidelines 23 Conflict of Interest Policy 24 Housing and Homeless Funding 25 Affordable Housing Sales Ta 25 Mental Illness and Drug Dependency Tax 25Z Low Income Housing Tax Credit � . ~'� —_-- '- 25 The Housing Choice Voucher 25 Community Development Biock Grants � _ �26 HOME Investment and Partnership Program _�26 Washington State Housing TrusFund 26 Document recording fees --�_-_��� '�- Z7 Consolidated Homeless Grant (CHG) program � � 27 HUD McKinney ^ 27 Emergency Solutions Grants Progrm 27 Terms and Definitions29 . Housing Types 29 2 Executive Summary To be completed Last 3 Introduction The Yakima County Housing Needs Assessment is intended to assist community planners in determining the need for affordable housing within County boundaries. The Housing Needs Assessment focuses on the need for: • Housing for Renters • Housing for Homeownership Housing for Seniors • Special Needs Housing Acknowledgements The Homeless Network of Yakima County is acting to assess the barriers of affordable housing. This is a major effort to develop a coordinated approach to the issue. The Homeless Network of Yakima County Affordable Housing Committee - which is comprised of multiple service providers, mental health housing organizations, and members of the community who are associated with the development, management, and access to affordable housing in the County - will assist in determining gaps in the housing continuum of care and make recommendations on how to best close those gaps. To best make these recommendations, the committee is tasked with the following: • Complete a Housing Needs Assessment • Compile, analyze, and disseminate "best practices" and innovations regarding affordable housing • Identify potential partners to assist in addressing those gaps in the housing continuum of care including providers, municipalities, and members of the community • Advocate and educate consumers and the public to address issues surrounding affordable housing The successful development of the Yakima County Housing Needs Assessment represents a major effort involving several key organizations and individuals. The dedication of the following has provided the opportunity for the County to conduct long-range planning that will lead to the expansion of affordable housing opportunities for all residents of the County: [Current list of attendees during the past year] 4 Background In 1983, the first federal task force on homelessness was created followed by an overwhelming demand from communities around the country that a national acknowledgement and response to the issue of homelessness be developed'. In response, the Homeless Persons' Survival Act was introduced in both houses of Congress in 1986 which contained emergency relief measures, preventive measures, and long- term solutions to homelessness. Unfortunately, only portions of this were enacted into law. In 1987, the Stewart B. McKinney Homeless Assistance Act was passed - named after its chief Republican Sponsor Representative Stewart B. McKinney of Connecticut2. The original McKinney-Vento Act contained nine titles which included a definition of homelessness, creation of a multitude of programs assigned to a variety of departments to address food, shelter, a variety of housing programs, healthcare for the homeless, adult and child education, Veteran services, job training and more. During this same time, the experience of homeless providers across the country had demonstrated that the most effective strategy in terms of resource use and efficient means of providing homeless emergency services is within the context of a comprehensive continuum of care service model. The effectiveness of this model was described by HUD as a new tool "for addressing the problem of homelessness" and incorporated into the MrKinne i ArtIn 1QQS to enrnnraoe rnnrriina+inn of Inral nrnvirlarc ac wIII ac to prnvirle fnr a mnre strategic approach to housing and services, HUD required communities to submit a single application for these funds. The Yakima Continuum of Care Homeless Committee was originally managed by the Yakima Coalition for the Homeless. In 2003, the original members included Yakima County, the City of Yakima, United Way of Yakima County, and the Yakima Coalition for the Homeless. Tim Sullivan of United Way of Yakima County and Bill Cobabe of the City of Yakima Neighborhood Development Office met to discuss their concerns about the lack of leadership and direction of the local Continuum of Care Homeless Committee. This discussion expanded to include local agencies serving the homeless population with the purpose of reviewing the current structure of the Continuum and determining if there was a desire to expand its purpose and leadership role in Yakima County's homeless prevention efforts. The assembled group also discussed a 10 -year homeless prevention plan for Yakima County, the development of which would be one of the first tasks of an expanded Continuum of Care. Those in attendance unanimously agreed to expand the purpose of the Continuum. The newly expanded Continuum began to meet biweekly to develop an organizational plan. At a meeting on February 25, 2004, the Continuum adopted newly created membership guidelines, elected new co- chairs, created several committees and approved a new name, the Homeless Network of Yakima County. The Network identified priority areas, established a set of objectives as well as strategies to accomplish each objective, and a time frame for carrying out what was necessary for the development of a Continuum of Care. This information was subsequently formalized into the original Ten -Year Plan to End Homelessness in Yakima County. In keeping with the Continuum of Care guidelines published by HUD, these operating 1 National Coalition for the Homeless, NCH Fact Sheet #18, June 2006 2 In 2000, after the death of Representative Bruce Vento, a leading supporter of the act, President Clinton renamed it the McKinney-Vento Homeless Assistance Act. guidelines codified the Network's policies and procedures as well as their governance structure as a Continuum of Care. While no longer a Continuum of Care, the Network still adheres to these guidelines. New Classification Since 2004the Network was staffed by the Yakima County Department of Human Services. This included meeting facilitation and the administrative management of Federal, State, and Local dollars. Contract management was overseen by the Yakima County Corporate Council and the Yakima County Financial Services Department. In 2009, the City of Yakima and Yakima County Purchasing Divisions consolidated functions and ongoing procurement was managed by City/County Purchasing. This division managed various Federal, State, and Local dollars, as described below, while the Network served as the planning body for each. In 2015, the Yakima County Department of Human Services closed and the Board of County Commissioners subcontracted with the Yakima County Conference of Governments (YVCOG) to take on the various roles associated with each funding source: Funder3 HUD Board of County Commissioners Program McKinney - Vento HOME CHG ESG4 2163 2 60 YVCOG Role Collaborative Applicant Facilitator Lead Entity Administrator None Planning Body Continuum of Care HOME Consortium Board Housing � Force Continuum ofCa� Housing Task Force Housing Task Force Regulatory Guidance The McKinney-Vento Homeless Assistance Act As amended by 8, 896 The 1-lorrieless Eater enc Assistance and Rapid Transition tO HOUSfil. HEARTH Act cif 2009 ConsolidatedPlan Revisions and Updates - � 24 CFR Part 92 - HOME ePartnership = Program =" Guidelines for the [onsn�a�ed� Homeless Grant ~-�_- Guidelines for So{utioGrants Emergejity RCW 36.22.179 and RCW [`-------�--' --- RC‘A/ 36.22.178 In 2016YVCOG removed staff from the Network and formed a new body titled the Homeless Planning and Policy Council (HPPC) to serve as the Continuum of Care and Housing Task Force required by the funds. In 2017, HUD provided technical assistance to help YVCOG form a Continuum of Care that met the Federal requirements. This new body was formed in partnership with the HPPC and the Network to ensure that McKinney-Vento Funds remained in the community. This planning body was simply referred to as the Continuum of Care (CoC). While the term Continuum of Care is also used to describe a framework 3 See Appendix C — Housing and Homeless Funding to learn more about these funding sources Are technically Federal Funds — Commerce in the administrator "AnetechnicoUystatefunds,cn||ected|nco||yandsenttntheStatetobeo||ncatedbocktoYakimaCnuntyviann Interlocal Government Agreement with Iocal municipalities 6 Authority for a comprehensive array of housing and services to meet the needs of people experiencing homelessness or at risk of homelessness, it is also an official designation provided by HUD. Under the CoC Program interim rule, eligible applicants consist of nonprofit organizations, state and local governments, instrumentalities of local governments, and public housing agencies. An eligible applicant must be designated by the Continuum of Care to apply to HUD for grant funds via a Collaborative Applicant. In 2017, YVCOG indicated they were no longer willing to be a Collaborative Applicant. No other qualifying entity was able to perform the responsibilities of a Collaborative Applicant without the other Homeless and Housing funding streams, so Yakima County lost its designation and became a member of the Balance of State along with 33 other counties in Washington. At the time, there were only 395 communities designated as a Contiriuum of Care in the Nation and 6 in Washington State. Planning Bodies to Date As of publication of this document, there are no formal planning bodies associated with the Federal, State, or Local Funds. The Continuum of Care planning body was disbanded with the loss of CoC designation in Yakima County. The group only met five times with the last meeting occurring on February 13, 2018. The HPPC was suspended bv YVCOG simultaneously and has not yet reconvened. In June of 2018, an effort was made to make a recommendation on a governance structure for the remaining funds to the YVCOG Executive Committee. A Governance committee was formed with representatives from the City of Yakima, The Network, and multiple providers. The agreed upon model and an alternative, presented by the Director of YVCOG, were presented to the YVCOG Executive Committee — neither were selected. The issue of governance went back to the Board of County Name Role Status Board of County Commissioners Yakima County Homeless Coalition Designated as an advisory body to the board and the designated planning body Currently meeting 7 Designated as all 0 vis ry board and the esignatO'fling body� Community Homeless Network of Yakima County (Network) No formal designation Community funded and managed Commissioners who formed a new committe. In December of 2018, the Board of County Commissioners approved, by resolution, the development of another planning body called the Yakima Homeless Coalition. The Network Today When staffing was removed in 3016, the Network existed as a grassroots organization with no formal staffing or budget. In 2017, a group of original Network members committed to maintaining the Network by volunteering time and resources to address issues surrounding housing and homelessness in Yakima County. On November 30, 2018 a retreat was held to identify strategic priorities and directions through both a group process of attendees and a survey that was administered to over 400 community members representing 27 sectors. The strategies below are representative ofthat work. General Membership Executive Committee Affordable Housing Community Ad Hoc Shelter Youth Coalition Committee Engagement/Data Diversion Committee _~-/ \~~_-/ -._-/ Shelter Fundraising Committee ACI Core Team Technical Advisory Committee Strategic Directions At the November 2018 retreat, strategies and priorities were discussed. It was decided that revisiting the mission and the vision of the Network would be delayed until the foliowing retreat. The current mission of vision, as well as current strategic directions and strategies, of the Network are provided below. 8 /@taoron The mission of the Network is to advocate for people experiencing homelessness and housng insecurity in Yakima County in order to improve their quality of life, increase public awareness of the issues surrounding homelessness, positively impact public policy and to prevent and ultimately end homelessness. l�x�nu The Network focuses on achievable strategies to move individuals and families experiencing homelessness beyond shelter to permanent housing and self-sufficiency by assessing a comprehensive range of needs and developing the local capacity, through collaborative efforts, to meet these needs. On 'ding I'll�ocgo /oa / n� 1. Participateindeveloon8andsupportinQpubUcpo|icytoxvardendin8homelessness. 2. Provide a place to share ideas, concerns and resources and foster collaboration. 3. Increase community awareness related to the causes of homelessness, the needs of homeless people and ways to end homelessness through public education and advocacy. 4. ilcbca,Li/Cieveiup IO NEtvVoair oj=`s. S. Implement and annually review county -wide plans to end homelessness. St n/§gir;/i«« 1. Youth and young adults experiencing homelessness 2. Community education and awarenes 3. Safe and affordable housing 4. Increased case management and supports Strategies for Irnplerneiuing these priorities inciude: • Improve access to emergency assistance, housing, and supports for youth and young adults • Educate the public on the scope, causes, costs, and solvability of homelessness •' Reduce criminalization of homelessness by defining constructive approaches to unsheltered homelessness • Increase Safe and Affordable Housing—with a primary focus on the chronically homeless and Veterans • Increase coordination of employment services with housing and homelessness assistance • Co -locate, coordinate, or integrate health, behavioral hea|th, safety, and wellness services with housing � Provide guidance and tools regarding emergency shelter standards and operations Since the rededication of members in 2018, the Network has grown exponentially to 97 community partners made up of 30 individuals and 67 Organizations with almost 300 individuals regularly participating. There are currently eight committees working to achieve the strategic directions identified during the previous retreat. In 2017, the Network also implemented its first direct service project with the development of a Young Adult Extreme Winter Weather Shelter. In 2018, the Network also received an award from the Group Health Foundation for utilizing community engagement in development and operation of the Network with community and consumer input and guidance in developing policies and procedures. 9 In 2018, the Network's applied for and was ultimately awarded a designation of being an Anchor Community. The Anchor Community Initiative (ACI) was launched on September 27, 2018 by Washington State First Lady Trudie Inslee and A Way Home Washington (AWHWA). It is an innovative program aiming to end youth and young adult homelessness in four Washington State communities by 2022. With local leaders on the ground, AWHWA will bring all parts of each community to the table and develop a unique plan that covers prevention, long-term housing, treatment services, employment, and educational attainment. This provides a great opportunity for Yakima County to be a Proof Point and National Model by being one of the first communities in WA (and the country) to end youth and young adult homelessness by building a "Yes to Yes" system. The goal is, when a young person or a family says "Yes, I need support," our systems, communities, and services can meet this request. Current Network Operating Guidelines can be found in Appendix. 10 Community Housing Profile This section contains data relating to the community and housing in order to assess the needs previously discussed. Quantitative Data All data, unless otherwise noted, is from the US Census Bureau, American Community Survey, Five -Year Estimates 2012-2016. Population and Demographics Data This section describes the individuals who need housing in our community. Total Population Total Population Population 2016 2000 Change Yakima 247,681 222,581 25,100 County United States 318,558,162 281,421,906 37,136,256 Washington 7,073,146 5,894,121 1,179,025 Rate Change 11% Washington United States Yakima County Yakima 93,338 Surun-side 16,217 Glauciriew 11,098 Toppenish 8,977 Selah 7,599 Union Gap 6,125 Wapato 5,062 Alowee 3,833 Granges 3,489 Zillah 3,111 .\ lab ton 2,225 Tietou 1.382 Naches 683 Harrah 647 Grand Total 163,786 11 Sample text 150000.00 248,000 CO 746,000 00 244,040.00 242,000,00 140,01 00 238,000 A.X.) 236.000,00 734,0111 00 um= Population Pe+renT Change Yakima County Population Change Rate 2011 239,83600 1.4�a 2012 242,454.00 1.1% 2013 244 654 00 0.95, 2014 246,402 00 2015 247,408,00 0 4% 2016 207.681 00 U 1% 1.6% 1.4% 1.24: 1,014 0,8'x: 0 VA 0 4 0.2S 0 0% Sample text Sample text Location Name Harrah Naches Tieton Mabton Zillah % of County 0.3% 0.3% 0.6% 0.9% 1.3% Location Name Granger Moxee Wapato Union Gap Selah 12 % of County 1.4% 1.5% 2.0% 2.5% 3.1% Location Name I % of County Toppenish Grandview Sunnyside 3.6% 4.5% 6.5% Unincorporated 1 33.9% Yakima 37.7% Sample text tti Median. Age Under 18 Naches United States Washington Selah Yakima Zillah Union Gap Yakima Count` Tieton Moxee Harrah Wapato Grandview 1llabton Toppenish Sunnyside Granger 41.1 37.7 37.6 35.3 33.1 33.1 32.8 32.6 29.1 29,0 28.5 27.5 26.7 25.9 25.6 25.3 23°-o 73% 23°0 310 0 28°,o 29°'o 30° o 30°0 36°'0 36°0 32°'o 340 370'0 360o 3'°0 38°o 4100 Age and Gender Dernograpi ics 0-4 Female 0-4 Mak 18 - 64 Male 18-64 Female 5-17 Female 5-17 Male 65+ Female 65+ Male Washington Yakima County 218,467 10,171 228,676 10,'62 2,357,906 -1,45- 2,21-,803 145?2,217,803 70 3-- 565,298 26,100 592,154 27,339 542,147 17,134 406,278 12,898 13 14.5° '13 14.0°-6 14.0°:013 9c.!'"o 13.20.01230 •°17_0!,, 8.5°)0 8.3° 8.00.0 7j° 6, 5.0°.0 9.3°0 I a. t) 71 1 e = - .t.., i ;.. ...c , 4.4 - a 14.. 0 .. m -A) : 2 vi 1 :-.. , - .1) 0 Ti • 'i X • r :-. ..-.. f.) 1% .. F. I ..0 >. 0 2. .;:: ..3. 0 B 4 Sample text Seniors 21 z United State's tit 1.1 5:0 Veterans Sample text , -1•1114411•Iii:111, 5,598 5,283 472 408 393 253 175 128 128 69 48 45 35 21 14 13,070 14 42.8% 40.4% 3.6% 3.1% 3.0% 1.9% 1.3% 1.0% 1.0% 0.5% 0.4% 0.3% 0.3% 0.2% 0.1% Housing Stock Inventory (Current housing) o Delivered in April Local Housing Affordability Data (Affordable housing) o Delivered in April Social Service and Human Resources Data (Special Populations) o Delivered in April Community Housing Delivery System (Capacity Analysis Institutional Structures o Delivered in April Nonprofit Organizations/Community-based Housing/Shelter Providers o Delivered in April riousing-related rublic Institutions o Delivered in April Public funds o Delivered in April Private investments o Delivered in April Public Policies that Affect Housing o Delivered in April Gap Analysis (Need Inventory = Gap) Population Gap o Delivered in April Housing Stock Gap o Delivered in April Affordability Gap o Delivered in April Social Service Gap o Delivered in April Recommendations To be vetted during the Annual Retreat 15 Appendices The appendices include the foliowing: Network Operating Guidelines Conflict of InteresPolicy Housing and Homeless Funding Terms and definitions 16 OperatingGuidelines Organizational Structure While no longer the designated Continuum of Care (CoC), the Network still adheres to the guidelines published by HUD to ensure a strong and transparent community process. The guidelines state that there must be a Representative Board (locally called an Executive Committee), Committees to implement the current plan, and Network Staff. Final decision-making power is given to the general membership. COM o, 1//ye The Executive Committee, provides the Network with an informed and efficient means 1m conduct its business, makes administrative decisions, recommend legislative priorities, approves position papers, engages in partnerships with other like -associations, presents public education, and recommends funding for Network sponsored projects. The Executive Committee must be elected by the General Membership (See the Nominations Section) and be representative of that body and the community. Preferred segments, when participation is possible, include: � Local Government Staff/Officials • MSG���������������es' • Law Enforcement Local Jail(s) • Hospital(s) • Mental Health Service Organizations � Substance Abuse Service Organizations • Affordable Housing Developer(s) � Public Housing Authorities � Youth Homeless Organizations � School Administrators/Homeless Liaisons Victim Service Providers = Stre.=t n::tr.=achT.man`(s)_ Homeless Subpopulation advocates Agencies that serve survivors of human trafficking Homeless or Formerly Homeless Persons � Faith Community �- Employment & Training Services w Emergency Shelter Providers Domestic Violence Victim Service Providers Veteran Service providers � Community members At any time during the operating year, the Executive Committemay appoint new members to fill vacant positions. Any person appointed to fill a vacancy on the Executive Committee must run for re-election at the annual meeting if they wish to continue serving as a committee member. Each Executive Committee Member serves a staggered two-year term with up to half of the committee turning over every year. Executive Committee members may run for re-election and serve additional terms. Terms for Executive Committee members begin following the Network's annual meeting and Executive Committee member elections. Executive Committee members include the Chair, Treasurer, Previous -Chair, Chair-Electand Committee Chairs. Executive Committee members whose organizations are recipients of Network informed funding may not represent a majority of the Executive Committee members. Executive Committee members must adhere to the Network's Conflict of Interest policy (See Appendix) when voting. The Chair -Elect duties are to assume the duties of the Chair when they are not available to conduct Network business. The Executive Committee can elect two representatives to serve on the Washington Low Income Housing Alliance (WLIHA) Statewide Homeless Advisory Committee (HAC). The Executive Committee may appoint one member from the Executive Committee while one member is appointed from the General Membership as well. The HAC representatives serve a two-year term. 17 Executive Committee Responsibilities 1. Conduct delegated Network business 2. Work with Network Staff to coordinate meetings of the General Membership with published agendas and minutes 3. Follow, review and recommend updates as needed to the Network Operating Guidelines 4. Direct Network planning and evaluation efforts to support evidence -based and measurable activities to prevent and end homelessness and housing insecurity 5. Establish ad-hoc committees to complete specific tasks with identified deadlines and measurable outcomes Executive Committee Meetings Executive Committee meetings are held a minimum of 9 times a year with the specific dates and times determined at the annual meeting. Changes to the meeting schedule may be made at the discretion of the Network Chair and staff. Agendas will be emailed a minimum of 24 hours prior to a scheduled meeting whenever possible. Meeting summaries are the official record of the Executive Committee and General Membership's actions and shall be sent out through email one week prior to scheduled meetings whenever capacity allows. Decision Making While open to members, only members of the Executive Committee may vote at Executive Committee Meetings. Each Executive Committee member has one vote. In case of a conflict of interest, Executive Committee members will abide by the Network's Conflict of Interest policy. Decisions are determined by a majority quorum of members present during the vote. In the event of a tie, the measure will be tabled for further discussion and a follow up vote will be taken. If there is a second tied vote the Network Chair may cast a vote to break the tie. In the event the Executive Committee faces a short-term, unique procedural situation that is not addressed by these Operating Guidelines and a decision is necessary between meetings, Network staff will e-mail Executive Committee members and call for a vote. Votes may be collected by e-mail or an electronic survey tool. Decisions made by email must follow the same procedures as set forth in these Guidelines. Proxy voting is a form of voting whereby Executive Committee Members may delegate their voting power to other members of the Executive Committee to vote in their absence, and/or select a representative to represent their vote when the member is unable to attend a meeting. Executive Committee members are required to actively participate in Executive Committee activities 75 percent of the time during their term. Members wishing to use a proxy must notify the Network Chair by email of who their proxy is, no later than one hour prior to the scheduled meeting. If the Chair is not notified within one hour prior to the meeting, the member will not be allowed a proxy for the meeting. Nominations Two months prior to the annual Network, the Network Chair will form a Nomination Committee for the purpose of identifying a slate of candidates to serve as future Executive Committee Members. The Nomination Committee is chaired by the Network Chair or their designee. When determining potential Executive Committee member nominees, the Committee may consider specific representation criteria such as: geographic, professional, business, services, consumers, faith communities, government affiliations, etc. 18 The Nomination Committee Chair will bring a list of potential candidates to the Executive Committee for an initial review so ballots can be created for the nominees and potential write-ins. Ballots will be distributed to Network Members in good standing, having attended a minimum of two Network meeting during the previous year. Ballots will be returned at the annual meeting and a vote of the Membership will be held. Those nominees receiving the greatest number of votes for each role will be elected including the identification of an incoming chair. Net coo) Choir The Network Chair provides leadership to the Network and Executive Committee. Choir Responsibilities 1. Chair Executive Committee meetings and meetings of the General Memberhip 2. Meet with staff monthly to help plan and develop meeting agenda for the General membership and Executive Committee meetings �. CaII for special or emergency meetings, as needed 4. Review reports, correspondence and other requests to the Executive Committee_prior to meetings reprcsswtztve,cf the N*t*�r!-: F.r.ic;ns,,rec!events `and a���vit|�s 6. Act as a community spokesperson on behalf of the Network 7. Write and or sign Ipttprs of support or dissent on behalf ofthe Network Oen c/Yx/Mennbei uh tp The Network strives to recruit broad-based representation from community members, non-profi organizations, government, businesses, faith communities and homeless or formally homeless individuals who care about and want to advocate for homeless people or those at risk of becoming homeless in Yakima County. The General Membership should be well informed and current on issues, with an eye toward understanding the system -wide big picture effects of homeless issues and to seize opportunities to affect decisions that will impact homelessness. Membership in the Network is open to anyone in the community though outreach efforts should be made to ensure cross -sector representation including: Local Government Staff/Officials CDBG/HOME/ESG Entitlement Jurisdiction Law Enforcement Local Jail(s) Hospital(s) Mental Health Service Organizations Substance Abuse Service Organizations Affordable Housing Developer(s) Public Housing Authorities Youth Homeless Organizations School Administrators/Homeless Liaisons • Victim Service Providers � Street Outreach Team(s) ' Homeless Subpopulation advocates • Agencies that serve survivors of human trafficking Homeless or Formerly Homeless Persons Faith Community � Employment & Training Services � Emergency Shelter Providers Domestic Violence Victim Service Providers � Veteran Service providers � Community members Members of the general public may join Network Membership by completing the form on the Web site or informing the Chair or Staff. Those who attend Network meetings are considered guests from the point 19 of ther first attendance until formally requesting membership to the Network. Network memberships are renewed each year at the annual meeting. In orderto become a memberofthe Network, potential members should: 1. Understand and support the Network's mission, vision, guiding principles and priorities 2. Support and participate in sponsored events and activities that benefit those experiencing homelessness or housing insecurity 3. Regularly attend meetings and participate on committees which best reflect the member's area of specialty or interest 4. Actively promote and recognize the accomplishments of the Network and its members to the community at large 5. When speaking on behalf of the Network, limit comments to positions already affirmed by the Network 6. Agree to use e-mail for meeting notices and other necessary communication 7. Collaborate and share information on potential resources that will expand and enhance Network supported homeless housing and services General Membership meetings are open to both members and non-members. Guests are welcome to participate in discussions and advocacy -development. However, only Network Members can nominate and vote during annual elections for Executive Committee positions. General Membership meetings are held a minimum of 9 times a year with the specific dates and times determined at the annual meeting. Changes to the meeting schedule may be made at the discretion of the Network Chair. Monthly meetings consist of activity reports, discussion, learning opportunities, service presentations, networking, collective advocacy and discussions necessary to meet the responsibilities of the Network as shown below. General MembResponsibilities 1. Hold meetings of the full membership, with published agendas, at leas9 times a year 2. Make an invitation for new members to join publicly available within the geographic area 3. Adopt and follow a written process to select Executive Committee to act on behalf of the General Membership. The process must be reviewed, updated, and approved by the General membership at least once every 5 years 4. Appoint additional committees, subcommittees, or workgroups as needed S. Use locally obtained data to make data -driven decisions Committees Current committees include the Youth Coalition, Affordable Housing Committee, Community Engagement/Data, and Ad -Hoc Committees. You/it ('om/t//ou Formed in response to the development of the Washington State Department of Commerce Office of Homeless Youth, the Youth Coalition voted to become a committee of the Homeless Network of Yakima County in 2017. The Coalition is currently working on developing policy recommendations for serving "mature nninmrs° in shelters. Until recently, the Coalition was administrating an extreme winter weather shelter for young adults. In 2019, ownership of this project was transferred to Rod's House to support their long-range plans of building a permanent facility. The Youth Coalition will be conducting community- wide planning as an awardee of the Anchor Community Initiative from A Way Home Washington. 20 e The Homeless Network ofYakima County Affordable Housing Committeis comprised of multiple servic providers and members of the community who are associated with the development, management, and access to affordable housing in Yakima County. The committee will assist in determining gaps in the housing continuum of care and make recommendations to the Community on how to best close those gaps in relation to the current Homeless and Housing Needs Assessment for all residents of Yakima County. To best make these recommendations, the committee will do the following: Complete a recent Housing Needs Assessment which will include a housing inventory. Compile, analyze, and disseminate Best Practices and Innovations regarding Affordable Housing. Identify potential partners to assist in addressing those gaps in the housing continuum of care including providers, municipalities, and members of the community. Advocate and educate consumers and the public to address issues surrounding affordable housing. Ad-i-ioc Committees are Tormeci tor short term projects. These committees dIe�� Chair and committee members are self-selected and a chair is either appointed by the Network Chair or selected by the committee members. Ad -Hoc Committees must cstablish a goal and set benchmarks for completing tasks when appropriate. Committee chairs report progress at Executive Committee meetings. Ad -Hoc Committee chairs are non-voting members of the Executive Committee, unless the Committee Chair is also a member of the Executive Committee. Network Staff In the past, the duties of the Network Staff, Collaborative Applicant, and Lead Grantee merged together as a single department served all three roles. In 2018, the General Membership created the paid position of Network Director. Only a decision of the General Membership can assign the responsibilities of current or future Network Staff. 1. Provide support to the Executive Committee, General Membership and all Committees a. Maintain Executive Committee, General Membership and Committee rosters and email lists b. Maintain Network web site and all forms of communications approved by the Network c. Create, manage and file meeting minutes, agendas and related documentation approved by the Network d. Provide training and technical assistance to existing and new Network members and maintain orientation packet materials e. Provide event coordination and support for Network sponsored activities 2. In consultation with the Network - develop, follow, and update annually operating guidelines 3. Maintain membership with the Washington Low Income Housing Alliance and participate on state committees under the Department of Commerce relating to homelessness and affordable housing issues 4. Keep abreast of legislative and policy issues affecting homelessness and report to Executive Committee 21 5. Manage existing and new financial resources and donations to the Network through the identified fiscal agent 6. Work with the Executive Committee and General Membership to annually review and update the Comprehensive Needs Assessment and Plan 7. Conduct public presentation on issues relating to housing and homelessness 8. Other duties as required to maintain Network operations. Network Support The Network is a community-based membership organization that does not require its members to pay dues. Though the Network does not require dues, it does strive to seek monetary and in-kind donations of products and services to support Network activities, advocacy efforts, and educational opportunities to enhance the delivery of services. To increase the capacity of the Network as a whole, the Network will actively identify resources in the community and maximize collaboration to assist in long-range community planning that will support the Network's Homeless Plan. Activities include: 1. Creating a resource development plan to increase Network capacity. 2. Identifying potential resources in the community to benefit Network activities. 3. Developing a volunteer recruitment program to recruit, support and recognize volunteers for Network projects. 4. Developing awareness campaigns in cooperation with the Network communication plan to support resource development and increase community engagement. 5. Developing an In -Kind Donation Program to solicit and utilize donations of products and services to support Network activities that includes procedures for valuing and recognizing donations. Don(ttlOfin The Network receives donations that may be in the form of money or in-kind material goods, household items, and various disposable supplies. Network donations can benefit members through sponsored trainings, conference scholarships for homeless consumers and advocates and purchasing needed items, such as blankets, backpacks, sleeping bags and hygiene items for members to hand out. For financial donations, the Network is in the process of becoming a non-profit 501c3 organization. In the meantime, the Network will designate fiscal agents as needed. The fiscal agent will have the following responsibilities: 1. Financial donations received by the Network will be forwarded to the fiscal agent and deposited in a separate fund account. 2. The fiscal agent's finance staff will ensure a receipt is completed for each donor, which will include the dollar amount of the donation, the donor's name and mailing address. 3. Network staff will ensure that required tax receipts and acknowledgements are mailed to the donor. Voltrrltee) s The Network is supported by volunteers throughout the community. Volunteers are utilized for Network events, such as the Young Adult Extreme Winter Weather Shelter, fundraising and awareness activities. The Network will develop policies and procedures for recruiting, screening and training volunteers'. The 6 See the Young Adult Extreme Winter Weather Operations Manual for volunteers and staff 22 Network will help engage interested volunteers in activities that impact homelessness throughoutYakima County. Non -Discrimination The Homeless Network ofYakima County complies with Title VI of the Civil Rights Act of 1964, Title Vill of the Civil Rights Act of 1968 (as amended by the Community Development Act of 1974 and the Fair Housing Amendments Act of 1988), Executive Order 110063, Section 504 of the Rehabilitation Actof 1973, the Age Discrimination Act of 1975, and Titles II and III of the Americans with Disabilities Act (ADA). The ADA and Section 504 both stipulate that "no otherwise qualified persons with disabilities...shall, solely by reason of his or her disability, be excluded from participation in, be denied the benefits of, or be subject to discrimination under any program or activity receiving federal financial assistance (Section 504) or any activities of "public entities," of state or Iocal governments, regardless of whether they receive federal funding (Ti|e||mftheADA).TheFairHounin8AmendmentsActregu|ationsstate"Itsha||be unlawful for any person to refuse to make reasonable accommodations in rules, policies, practices, or services, when such accommodations may be necessary to afford a person with a disability equal opportunity to use and Changes to a Changes to the guidelines can be made by a vote of the General Membership. 23 Conflict of Interest Policy The Homeless Network of Yakima County members must be able to make independent decisions on behalf of the General Membership without potential influence or perceived influence caused by a conflict of interest. Each member with an actual or perceived conflict of interest should disclose that conflict to the Committee. In addition, each member should: 1. Refrain from voting on any issue that creates the potential to confer any financial benefit on the member or on any entity in which that individual has any significant interesas a stockholder, partner, director, officer, or employee. a. In such situations, the individual should immediately disclose his or her interest and should take no action to influence the decision -of the Committee. Z. Disclose his or her affiliation with any organization considering applying for funding managed by the Network prior to a vote on any matter directly relating to those funds. 3. Avoid any situation where personal and business affiliations or relationships could have, or could give the appearance of having undue influence on the individual's judgment as to the matters under consideration. Definition of uConflict of Interest" for these purposes: Any situation in which an individual's personal or business relationships could conflict, or could give the appearance of conflicting, with the interests of the Homeless Network of Yakima County. |have received and read the foregoing policy statement, conflict of interest statement, and understand fully the facts requiring any possible question of violation. Name (Please Print) Signature Date 24 Housing and Homeless Funding z��^^. ~ In addition to grants from Private Foundations and other grant programs — the following resources are available for all communities in Washington State. These descriptions are taken from the Homelessness & Housing Toolkit for Cities produced by the Association of Washington Cities'. Affordable �la Sales Tax u Housing o In July 2015, the legislature approved HB 2263 which provides local governments a tool to obtain funding to house vulnerable residents by implementing a one-tenth of one percent sales tax. County legislative authorities may implement 0.1 percent sales and use tax, if approved by a majority of voters, in order to fund housing and related services. A city legislative authority may implement the whole or remainder of the tax if it's approved by a majority of voters and the county has not opted to implement the full tax. This new revenue stream is meant to serve people living with incomes at 60 percent or below of a given county's area median income (AMI). The majority of the funding (at least 60 percent) is designated for building new affordable housing and facilities to deliver mental health services and/or, the operation and maintenance of newly -constructed affordable housing or mental health services. The remainder of the rnn h''',:rr!f:r1hr.�.-.°�_~�~/�:�r�~~�c:o!:2ti^n^{^r^cranmsorh"..s!ria_ryMc,d services. Note — Yakima County has not passed this tax. Mental Illness and Drug Dependency Tax The Mental Illness and Drug Dependency Tax (MIDD) allows counties to impose a sales and use tax of one tenth of one percent to fund programs serving people with mental illness or chemical dependencies. Since 2011, any city with a population greater than 30,000 has the authority to implement the MIDD tax if it has not been passed by the county. Programs and services that can be funded by this revenue stream include, but are not limited to, treatment services, case management, and housing that are a component of a coordinated chemical dependency or mental health treatment program or service. Note — Yakima County has not passed this tax. Low Incorne Housing Tax Credit The Low -Income Housing Tax Credit (UHT[) is a federal tax credit program created in 1986 to provide private owners an incentive to create and maintain affordable housing. The IRS allocates program funds on a per capita basis to each state. The Washington State Housing Finance Commission (HFC) administers the tax credits as a source of funding that housing developers use for a single project. Investors in housing projects can apply to the HFC for different tax credits depending on project type. Note — this has been successfully utilized in Yakima County by providers/developers such as Catholic Charities Housing and Next Step Housing to fund their building projects. The Housing Choice Voucher The Housing Choice Voucher (HCV) program is a federal housing voucher for very low-income families, the elderly, and the disabled to afford housing in the private market. Participants are free to choose any housing that meets the requirements of the program and is not limited to units located in subsidized rThe fudreport can befound athadQ//mocoTzem d1S�dd0 AnVHoxsio�1 noij<it yd/ 25 housing projects. Housing Choice Vouchers are administered locally by public housing authorities. Housing authorities receive federal funds from the U.S. Department of Housing and Urban Development (HUD) to administer the voucher program. Usually, a housing subsidy is paid to the landlord directly by the housing authority on behalf of the participating family. The individual or family then pays the difference between the actual rent charged by the landlord and the amount subsidized by the program. Note — Yakima Housing Authority currently utilizes this program. Community Development Block Grants Started in 1974, the Community Development Block Grant (CDBG) program is one of HUD's longest running programs and provides annual grants to local government and states for a wide range of community needs. The CDBG program works to ensure decent affordable housing, to provide services to the most vulnerable in our communities, and to create jobs through the expansion and retention of businesses. CDBG appropriations are allocated between states and local jurisdictions called "non - entitlement" and "entitlement" communities. Entitlement communities are comprised of central cities of Metropolitan Statistical Areas, (metropolitan cities with populations of at least 50,000, and qualified urban counties with a population of 200,000 or more excluding the populations of entitlement cities). States distribute CDBG funds to non -entitlement localities not qualified as entitlement communities. Note — The City of Yakima is the only entitlement community in the County for these funds — they are currently managed by the Office of Neighborhood Development'. HOME Investment and Partnership Program The HOME Investment Partnerships Program (HOME) is similar to CDBG, except that the funds are for the sole use of providing affordable housing for low and very low-income individuals. Funding is allocated to states or participating jurisdictions. Funds can be used for building, buying, and/or rehabilitating affordable housing for rent or homeownership or providing direct rental assistance to low-income people. The program is flexible and allows states and local governments to these funds for grants, direct loans, loan guarantees or other forms of credit enhancements, or rental assistance or security deposits. Note — The City of Yakima has a HOME program managed by the Office of Neighborhood Development — additional!y, Yakima County has formed a consortium of contiguous jurisdictions in the county to access these funds. The HOME Consortium and the funding is currently managed by the Yakima County Department of Public Services9. Washington State Housing Trust Fund The Washington State Department of Commerce administers a Housing Trust Fund (HTF) funded primarily through the capital budget. Since 1987, the HTF has contributed over $1 billion toward the construction and maintenance of over 40,000 affordable homes. HTF dollars support a wide range of projects serving a diverse array of low-income populations. Projects can serve people with incomes up to 80 percent of area median income, but the majority of projects funded to date serve households with special needs or incomes below 30 percent area median income, including homeless families, seniors, farmworkers, and people with developmental disabilities. Local governments can apply to the HTF for eligible activities. For more infor a on about this program — go to. 9 For more ioforma ion about this program,. go to 26 Docurnent recording fees Document recording fees are Washington State's largest source of funding for homelessness programs. Counties charge fees on recorded documents and are permitted to retain a portion for affordable housing and homeless programs. Counties generally include cities in committees in determining how to spend the local share of the collected fees. Another portion of these funds are redirected to the Department of Commerce to fund various programs, including the Consolidated Homeless Grant. Note — This is the 2163 Funds for Homeless Planning and Infrastructure and the 2060 Funds for the development of Affordable Housing. The former is currently managed by the Yakima Valley Conference of Government under contract with the Yakima County Board of County Commissioners and the latter is managed by the Yakima County Department of Public Services in conjunction with their HOME program. Consolidated Homeless Grant /CHG\program The Consolidated Homeless Grant (CHG) program utilizes state funds to support communities in creating and maintaining an integrated system of housing assistance. This program provides resources to assist currently homeless people in obtaining and maintaining housing. The Lead entity for these funds is ".,.a"+/..^he.v"u""=va//o"r""+==,°,a nf.n,",a.""°a",..°ria,,""*=~,with ~h"vns°o=r"""tvuop"i^of HUDCounty Commissioners. McKinney In 1987, Congress passed the first federal law specifically addressing homelessness. The Stewart B. McKinney Homeless Assistance Acof 1987, later renamed the McKinney-Vento Homeless Assistance Act, provides federal financial support for a variety of programs to meet the many needs of individuals and families who are homeless. since 1994, HUD has required each community to come together to submit a single comprehensive Continuum of Care (Co[) application rather than allowing applications from individual providers in a community. HUD's intent in creating this structured application process was to stimulate community -wide planning and coordination of programs for individuals and families who are homeless. Until recently, Yakima County was its own Continuum of Care. Recently, Yakima County has joined the other 32counties in Washington State in the Balance of State Continuum of Care. Emergency Solutions Grants Pro am The Homeless Emergency Assistance and Rapid Transition to Housing Act of 2009 (HEARTHAct) amended the McKinney-Vento Homeless Assistance Act, revising the Emergency Shelter Grants Program in significant ways and renaming it the Emergency Solutions Grants (ESG) program. The ESG program provides funding to 1.) Engage homeless individuals and families living on the street; 2.) Improve the number and quality of emergency shelters for homeless individuals and families; 3.) HeIp operate these shelters; 4.) Provide essential services to shelter residents; 5.) Rapidly re -house homeless individuals and families; and 6.) Prevent families and individuals from becoming homeless. ESG funds may be used forfive program components: street outreach, emergency shelter, homelessness prevention, rapid re -housing assistance, and the Homeless Management Information System (HMIS); as well as administrative activities (up to 7.5Y6 of a recipient's allocation can be used for administrative activities). 27 Note — These funds are currently being managed by the Yakima Valley Conference of Governments, under contract with the Yakima County Board of County Commissioners. 28 Terms and Definitions Housing Types S/e//e/o Shelters are temporary housing when prevention or rapid re -housing is not possible. Encam mmnt A term used to describe tents, cardboard shacksand otherjury-rigged shelters. Emergency Shelter This may be of many types: � A clean, warm place to get out of the rain or weather. There are no mats and sometimes no blankets. Toilets provided, but no food. No storage facilities. � A mat on the floor with blankets. Warm, clean, dry, with toilet facilities. Snacks may be provided. Meals and/or storage facilities are seldom provided. • Beds, storage, and meals available in addition to showers and a place to do laundry Zm*ere,,escyaro oc!f mixud^muzie!.Dirfe,e:i shelter are appropriate for different people. Severe Weather Shelter This is a shelter that is open during the winter months, and accepts anyone — drunk or sober, referred or knocking at the door. This shelter is open only on nights when the weather is dangerous to the survival of people sleeping outdoors. Domestic Violence Shelter This is a place established to provide temporary food and shelter, counseling, and related services to victims of violent situations, such as sexual assault, staiking, and domestic violence. Respite This provides beds for people who need bed resbut are not sick or injured enough to be in the hospital. Some are only day respite shelters; at night, the individual goes back to a regular night-time shelter. Some are 24-hour shelters. Most have a time limit, because there is more need than there is shelter. Day Shelter/ Warniing Center This is a warm, clean, dry place with toilet facilities that is open during the day when night shelters are closed. There are usually limited sleeping or respite facilities. Phones, food, showers, and laundry are often provided. At some centers, nurses or other services are available, and there are optional activities like games and study groups, AA meetings and other support groups. Some centers have temporary storage. Houyin/e ('Itoico (Section 8) l'oxcberx The Housing Choice (Section 8) voucher program is funded by the federal government through the HUD. With a Section 8 voucher, you can live anywhere in the service area of the provider. If you moveyou can take the voucher with you and, after the first year, you can use it anywhere in the country. There are variations to Section 8 vouchers which are described below. Conversion Vouchers This type of housing voucher is targeted to assist public housing authorities and/m, private landlords address the relocation needs of individuals affected by the demolition, conversion, or disposition of public 29 housing units. The Public Housing Authority (PHA) is responsible for contacting families who are residing in these units and are eligible for conversion vouchers. Vouchers for People With Disabilities There are four types of housing vouchers specifically targeted to help people with disabilities: • Mainstream Vouchers: These are directed toward both elderly and non -elderly persons with disabilities. • Designated Housing Vouchers: These vouchers target non -elderly families who are eligible for public housing although that housing is restricted to elderly families, and can demonstrate a need for resources suited to disabled living. • Non -Elderly Disabled Vouchers: This applies for non -elderly disabled families served by public housing agencies with demonstrated experience and resources for supportive services. • Certain Development Vouchers: This applies to non -elderly families that include a disable person and who do not receive housing assistance currently in housing developments where a preference is for elderly families. Family Unification Program This type of housing grant is available to families whose ability to stay together with their children or possibility of reunification with their children is negatively impacted by a lack of safe, adequate housing. These vouchers aid families in leasing or purchasing safe, sanitary housing that is considered affordable in the private housing market. Families can access this type of housing grant by contacting their local public housing authority). Family Self -Sufficiency Program The Family Self -Sufficiency program is open to all households that have a Section 8 voucher. The housing authority enters into a five-year contract with a participating family, and the participant establishes goals and describes the various work-related activities which the participant agrees to do. As the participant's income and rent share increase, an escrow account is established by the housing authority to set aside funds for the participant at the end of the program. Upon successful completion of the program, the participant can use these funds for any purpose, such as homeownership, starting a business, paying off loans, or going back to school. The participant is also able to use the money in the escrow account during the five-year contract term as long as it is for work-related purposes, such as paying car insurance, buying a uniform, or enrolling in a job-related course. Welfare to Work Vouchers This type of housing voucher is designed to address the reality that moving from welfare to employment does not necessarily adequately address the continued problem of accessing affordable housing. This program made available 50,000 additional Section 8 vouchers to address the need for housing in order to retain or obtain employment. Homeownership Vouchers Those interested in purchasing their first home but cannot meet mortgage requirements can get help through this housing program. Not all Public Housing Authorities participate in this program, and in order to apply, you must contact your local PHA. Those families who qualify as an 'elderly household' or disabled families have no time limit for the duration they can participate in this program. Other families have a maximum term of 15 years. Eligibility requirements include income limits and other factors. 30 Project Based Vouchers These vouchers enable a Public Housing Authority (PHA) to use up to 20% of its voucher assistance to those housing units slated to be reconstructed or rehabilitated. Units subsidized require at least $1000 worth of upgrades. Eligible families have already applied for housing choice vouchers and are on waiting lists, and can apply for this assistance to rent upgraded housing in a desired Public Housing Development. Tenant Based Vouchers This type of housing grant is designed to increase choice of housing for very low-income families so that they can access safe, affordable privately -owned rental housing. Very -low income families are those with family incomes below 50% of the area's median income, or for specific cases, families with incomes under 80% of an area's median income. Individuals must apply through their local Public Housing Agency. Veterans Affairs Supported Housing (HUD -WASH) Program This is a pilot program established by HUD and the Department of Veterans Affairs (VA). The program is targeted to homeless disabled veterans who are Section 8 eligible and who have had severe psychiatric and/or substance abuse disorders. Participants must agree, as a condition for the subsidy, to participate in ongoing treatment. Case management and clinical services are provided by VASH. Housing Options Programs (HOP) The program combines Section 8 vouchers with support services. HOP subsidies are allocated by disability with appropriate services provided to each disability group. Clients must be disabled persons who are homeless or living in transitional housing. Designated Vouchers In some instances, federal law permits housing authorities and owners of certain project -based Section 8 multifamily housing to restrict the number of non -elderly disabled households that can occupy elderly/disabled public or assisted housing. When HUD permits, it usually also authorizes an additional set-aside of Section 8 vouchers for regional nonprofit housing agencies or for the housing authority designated for non -elderly disabled households whose housing opportunities are limited due to the restrictions. You need to inquire at your regional nonprofit housing agency or local housing authority whether it has such vouchers. Additional Vouchers Washington State Department of Corrections Housing Vouchers Washington State Department of Corrections (DOC) may provide rental vouchers to an inmate incarcerated in a Washington State Correctional Facility for a period of up to three months if the rental assistance will enable the inmate to have an approved release plan. A rental voucher must be provided in conjunction with other transitional support programming or services such as substance abuse treatment, mental health treatment, sex offender treatment, educational programming, or employment programming. Shelter with more amenities designed as a transition between emergency shelter and housing. Amenities usually include a room of your own, a common kitchen, and laundry facilities. Transitional housing usually has a set time limit for residency and program steps that must be completed, intended to prepare a resident for housing and self-sufficiency. 31 Clean, and Sober Housi Residents receive 24-hour support from peers in recovery and on-site resident managers. Residentscan Iearn alcohol and drug-free living skills that one may have Iostto addiction or never developed previously. Staff can sometimes be assigned to each house to provide guidance and oversight at weekly house meetings. Moshouses also require random drug testing. Project Based Vouchers See the section on Section 8 Vouchers. Pe/monen /I,)uatng This does not mean you have housing for Iife,but rather means normal housing: a home of your own that is not time limited. Permanent SupportiveHouai Permanent Support Housing offers a place to live for individuals and families with special needs including physical and mental disabilities. Supportive housing provides on-site services — such as healthcare, job training, and counseling — to help people live independently in their own apartments. Supportive housing is the favored model for housing individuals who are homeless. Low -Income Housing Low-income housing is housing that anyone who has 20% or less of the median income can pay for at no more than 30% of their monthly income. It is the type of permanent housing that most people move into out of homelessness. Affordable H7 i Affordable Housing is housing that costs no more than 30% of an individual's income. Housing costs include utilities. Public or Subsidized Housing This is housing where a government or private agency pays a portion of the rent to bring the monthly cost to a level within the income of those intended to occupy the housing. Like regular market -rate housing, virtually all of the affordable housing that is developed today is privately built and owned —either by non- profit organizations or private businesses and corporations. These organizations use a combination of public subsidies and private loans to construct new homes and apartments that are affordable to very low-, low- and moderate -income families. In part because modern affordable housing contains a significant amount of public financing that comes with investor and lender oversight including affordability covenants that require its use as affordable housing for a long period of time, up to 40 years, developments are professionally managed to ensure that the new housing retains its value and remains attractive and affordable. Market Rate Housing This is full -price, unsubsidized housing. Fxrntna/nkerHonoing Farmworker housing is housing that targets individuals working in agriculture. Farmworker housing often includes larger units that are flexible for families or groups of unaccompanied individuals. These units are either offered as year-round or seasonal -occupancy rentals. 32 Mixed Incorne Housing This is an apartment building or housing development that has some units affordable to each income level. Developers generally build mixed -income housing because they have received some kind of public subsidy. Less often state or local laws require developers to reserve a few new homes and apartments for low- and moderate -income households. Local inclusionary zoning/housing programs are commonly introduced for this purpose. Mixed -income developments help create affordable places to live in desirable areas where new affordable housing developments would not otherwise be economically feasible. Community Land Trust The Community Land Trust (CLT) model of affordable housing was created over thirty years ago by the Institute for Community Economics in response to the rising costs of housing, limited space for new construction, growing number of abandoned buildings and an aging housing stock in eastern U.S. cities. The CLT model was born out of a search for a creative and innovative way to address the housing problem at the time. Since that time, unfortunately, the same housing problems that plagued the eastern cities have spread across the country. In response, the CLT movement has spread as well, and there are now approximately 200 communities across the U.S. that currently operate or are forming CLTs. A Lomil-Fah-14/acc; zruszaslucn.-p=^".sal ic"`=ca alsI ;Gno'Tor Tile znncruor�:�' community. It provides secure affordable access to land and housing for community residents. In particular, CLTs attempt to meet the needs of residents Ieastserved by the prevailing market. CLTs avoid speculation and absentee ownership of land and housing, promote ecologically sound land -use practices, and preserve the long-term affordability of housing in perpetuity. CLTs are designed to balance the interests of individuals and the interests of the community at Iarge. Individuals want security, equity and a lasting legacy for the heirs. The community at large benefits from the stability brought about by owner occupied homes. Tenant Based Vouchers See the section on Section 8 Vouchers. Senior Housi Because of the Iarge number of Iow-and moderate -income seniors with fixed incomes, there are various public subsidy programs designated specifically for the construction of new apartments for the elderly. With a growing population of people age 65 and olderthere is an increasineed for the development of new senior housing. 33 Yakima County's 5 -year Homeless Plan TABLE OF CONTENTS 1. INTRODUCTION 3 VISION AND VALUES 4 PURPOSE OF PLAN 4 SCOPE OF PLAN 5 BARRIERS 5 GAPS IN HOMELESS HOUSING AND SERVICES 5 ULTIMATE GOALS OF PLAN 6 II. BACKGROUND 6 HOMELESSNESS AMONG OUR NEIGHBORS 6 CAUSES OF HOMELESSNESS 6 PRIORITY POPULATIONS 7 SOCIAL IMPACT OF HOMELESSNESS: THE COST OF DOING NOTHING 7 III. YAKIMA COUNTY HOMELESSNESS 7 DEMOGRAPHICS 8 POINT IN '1 IME COUNT (111 ) HOMELESS MANAGEMENT INFORMATION SYSTEM 8 BRIEF: How LONG ARE PEOPLE HOMELESS? 9 ADDITIONAL DATA / INFORMATION AVAILABLE ABOUT HOMELESSNESS IN YAKIMA COUNTY ...... 10 RARE: How MANY PEOPLE EXPERIENCE HOMELESSNESS? 11 IV. THE HOUSING CRISIS 11 AFFORDABLE HOUSING CRISIS 11 PROGRESS AND INNOVATION 12 EFFICIENCY OF THE RESPONSE SYSTEM 12 INCREASED SUBSIDIZED HOUSING 13 INCREASED SUPPORTIVE SERVICES 14 V. FUNDING PLAN AND PROGRAMS 14 EXISTING FUNDING SOURCES 14 VI. ACTION PLAN 15 BOLD STEPS 15 VII. MEASURING SUCCESS 15 RESOURCES 16 APPENDIX A 17 GOALS, TASKS, RESPONSIBLE PARTIES, TIME FRAME 17 APPENDIX B WASHINGTON STATE NEEDS ASSESSMENT ATTACHMENT 2 1. INTRODUCTION This plan has been developed to address the issues of homelessness in Yakima County and give direction to better serving those in need. The five-year plan will accomplish its goals by creating a plan that prioritizes housing first core values -that a person should be housed in safe housing as a primary tool after which services and support will be offered and provided through collaboration and cooperation with service and support providers. Reducing homelessness takes determination, perseverance and collaboration. Our intent is to create solutions that will reduce homeless in Yakima County so that it is BRIEF AND RARE by providing the homeless with better access to safe, decent, and affordable housing. The Five -Year Plan to address homelessness in Yakima County will accomplish this by: 1) defining core problems facing the residents of Yakima County, 2) identifying gaps in the housing market for low-income and very low-income citizens, 3) assessing additional needs for prevention and service provider assistance for the homeless and at -risk populations, and 4) ensure that people quickly get the help they need to be safe and stable. The process by which Yakima County will reduce homelessness so that it is Brief and Rare will depend on utilizing the Continuum of Care as follows: Outreach, intake, and assessment in order to identify service and housing needs and provide a link to the appropriate level of both; • Emergency shelter to provide an immediate and safe alternative to sleeping on the streets, especially for homeless families with children, • Medical Respite Care -- Recuperative Housing for those not sick enough to be in the hospital, and those discharged from the hospital but not well enough to go back to the streets. Medical Respite Care provides medical oversight and health education, care transitions, and discharge planning to and from primary care, inpatient hospital, Emergency Rooms, and supportive housing. Quality Standards have been developed nationally by the National Health Care for the Homeless Council to establish Best Practices for medical respite care. • Transitional housing with supportive services to allow for the development of skills that will be needed once permanently housed; and • Permanent and permanent supportive housing to provide individuals and families with an affordable place to live with services if needed. This is the process by which to move through services. CONTINUUM OF CARE (CoC) APPROVED BY THE DEPARTMENT OF HOUSING AND URB DEVELOPMENT (HUD) Homeless Planning and Policy Council: Lowe l Krueger Larry Mattson Patrick Baldoz Teresa Carlson Beth Dannhardt Joan Davenport Ryan Enright Janice Gonzalez Rhonda Hauff David Helseth Yakima Housing Authority Yakima Valley Conference of Governments South Central Workforce Washington State Corrections Triumph Treatment Services City of Yakima Landmark Management Services Northwest Community Action Center Yakima Neighborhood Health Justice Housing Yakima 3 Stacy Kellogg People for People Kelly Penfold ALPHA Team Andrea Reyes Yakima County Public Services Kathy Tierney Northwest Justice Project Debra Whitefoot Yakama Nation Housing Authority Joshua Jackson Rod's House Joan Souders Grandview City Council Verlynn Best Greater Chamber of Commerce Brian Ketcham Catholic Charities On March 3-4, 2016, the Homeless Planning & Policy Council (HPPC) began its journey to develop a new Five -Year Homeless Plan for the Yakima County. Partners with the HPPC assisted in the development of goals and focus for this plan which included law enforcement, city elected officials, service providers, and a Chamber of Commerce representative. The issues around homelessness are complex and multi -faceted and with this in mind, the group determined Bold Steps are necessary to achieve their vision: To Reduce Homelessness within Yakima County so that it is Brief and Rare. The Strategic Planning Committee believes this vision will be realized by successfully taking these Bold Steps to achieve the specific goals identified within this plan. VISION To Reduce Homelessness in Yakima County so that it is Brief and Rare. VALUES • Human Dignity A person who is homeless should have the right to an adequate standard of living, the right to education, the right to liberty and security of the person, the right to privacy, the right to social security, the right to freedom from discrimination, the right to vote, and all other rights provided to all U.S. Citizens. • Resiliency Recognize the strengths and resiliency of those experiencing homelessness. The homeless are resilient, capable and adaptable and should be given opportunities to be involved in every level of advocacy, outreach, and planning. • Nonjudgmental, Respectful & Responsive to the needs of the homeless community • Transparency Remain direct and transparent in our approach to address the housing crisis • Inclusive and engaging Provide proactive services that are inclusive and strengths -based P PURPOSE The overall purpose of this Plan is to work together as a community to make homelessness a Brief and Rare occurrence in Yakima County through an efficient and effective homeless response system that prioritizes and focuses on putting people into stable housing first. The Homeless Planning and Policy Council (HPPC) analyzed the needs of homeless people in Yakima County by reviewing: • Homeless Point -In -Time (PIT) data • Annual report distributed by the Department of Commerce • Homeless Management Information System (HMIS) data • Service provider survey results 4 Homeless individuals survey results Stakeholder workshops Meetings with elected officials National evidence -based practices. To achieve making homelessness brief and rare, the Council will utilize the following tools: Data analysis Needs assessment • Coordination and linkage of resources to avoid duplication • Community -wide collaborative approaches. The included Action Plan is intended to address homelessness by promoting a continuum of housing and support services that augment individual and family stability, resiliency, and economic independence. Additional objectives of this plan are to create a: • Blueprint for Implementation: A clear and concise agreement about the strategy to reduce homelessness. • Tool for Advocacy: An informational focal point to inspire local advocacy and leadership to embrace homelessness as a priority for action. • Reference for Funders: An articulation of the community's priorities for funding, ensuring that these priorities meet the Federal, State, and local requirements that the funded programs are in alignment with the community's homelessness plan. • Collaboration: Ensure that cities, counties and business communities have the opportunity to work together towards one goal. SCOPE OF P — per Department of Commerce Guidelines This plan addresses issues of homelessness throughout Yakima County, including: • Current demographics of homelessness in Yakima County • Resources available and current needs and gaps, and • An action plan that outlines the goals, strategies, and action steps that will be used over the next five years to address homelessness. B RIERS Despite significant improvements in the provision of housing and services to people experiencing homelessness, and a vastly improved capacity over the last 10 years, the planning process revealed specific barriers and gaps within our corni-nunitys capacity to assist all people experiencing homelessness. These barriers and gaps are the underlying causes of Yakima's inability to meet the needs of all homeless residents at this time. They include: • Funding restrictions 0 Limited capacity — both in housing stock and providers' limited ability to enhance services GAPS IN HOMELESS HOUSING D SERVICES The following needs and gaps in housing resources have been identified: • Emergency shelter for single men, men with children, couples, households with pets, and large families • Housing and services for homeless individuals entering the community from jails, correctional facilities, foster care, hospitals, mental institutions, and those who are chronically unsheltered. • Emergency Overnight shelter 5 Housing First/Harm Reduction housing (for chronically unsheltered and other high -needs populations) Additional units of Permanent Supportive Housing Additional units of Medical Respite Care to provide medical oversight for sick and injured homeless individuals. Coordination of case management both between homeless providers and other systems of care Resident outreach and communication Integration of planning efforts ULTI TE GOALS OF PLAN This Homeless Housing Plan includes the strategy to implement a Housing First model comprised of the following four goals with supporting strategies and action steps. 1) Make homelessness brief and rare (by providing rapid re -housing and accompanying case management services for all non -chronically homeless households). 2) Expand and Diversify Funding 3) Create and Implement Outreach, Advocacy and Engagement Plan 4) Engage and pruvisic permanciti ouppuitivv housing fin thc chronically homeless. II. BACKGROUND HOMELESSNESS ONG OUR NEIGHBORS According to the 2016 Point -In -Time Homeless Count, on any given day there are estimated to be nearly 600 people living on the streets, in vehicles, in shelters, in transitional housing, or with friends and family in temporary situations. Homelessness happens to people of all ages, genders, education levels, races, income levels, and household types. It happens to good people in our community who work hard to be self-sufficient but live on the brink of economic instability. Health issues, poor credit, job loss, family break-up, domestic violence, mental illness or substance use disorders can also push people into homelessness. Whatever the underlying reason for their homelessness, they are in crisis. Visible or hidden, everyone deserves a safe and decent place to live. CAUSES OF HOMELESSNESS Homelessness was a relatively rare phenomenon until the 1980s, when many economic and social changes converged to cause its dramatic rise. Top reasons for homelessness in Yakima found during the 2016 Point in Time Count include: • Alcohol/drug use • Unable to pay rent or mortgage • Family breakup or crisis • Job loss Ultimately, homelessness is a result of many societal factors that create financial instability and inability to afford housing: lack of affordable housing, inter -generational poverty, expensive health care costs, lack of living -wage jobs, lack of education and training, severe mental illness, and substance use disorders. Addressing homelessness is, essentially working backwards or "up -stream" attempting to fix the conditions that lead to homelessness and then providing individualized social supports to address the underlying social issues facing each individual household. 6 PRIORITY POPULATIONS: 1. Chronically Homeless (including chemical dependency and mentally ill) — a. A person who is "chronically homeless" is an unaccompanied homeless individual with a disabling condition, who has either been continuously homeless for a year or more; or has had at least four episodes of homelessness in the past three years. In order to be considered chronically homeless, a person must have been sleeping in a place not meant for human habitation and/or in an emergency homeless shelter. b. A disabling condition is defined as a diagnosable substance use disorder, a serious mental illness, a developmental disability, a chronic physical illness, or a disability including the co -occurrence of two or more of the previously mentioned conditions. A disabling condition limits an individual's ability to work or perform one or more activities of daily living. 2. Homeless Veterans 3. Homeless Families with Children (including victims of Domestic Violence) 4. Homeless Unaccompanied Youth 5. Homeless Elderly over the age of 62 SOCIAL IMPACT OF HOMELESSNESS: THE COST OF DOING NOTHING Homelessness not only has huge impacts on the individuals experiencing it, it is also expensive for our community. Homelessness almost always escalates an already unstable family situation. Youth and adults with mental illness or drug and alcohol problems get worse when they do not have stable housing to get the behavioral and/or medical attention they need. Homelessness costs our community in other ways, as well. Each year, Yakima County residents' tax dollars are spent caring for homeless people through our emergency services — including 911, emergency rooms and clinics, law enforcement, fire and rescue units, jails, detoxification programs, public health system, the judicial system and more. The estimated "hidden" expense of supporting a homeless person in this piecemeal manner is approximately $40,000 per year. Homelessness also has a particularly troubling impact on children. Homeless children often are impacted by adverse childhood experiences (ACEs) resulting in impediments to growth and development and overall weak performance in school. Numerous studies have found that housing instability and homelessness result in lower academic performance, increase the chances of repeating a grade, and reduce high school completion rates. Homelessness also puts children at greater risk of serious physical health problems. All of these factors contribute to perpetuating the cycle of homelessness. III. Y MA CO TY HOMELESSNESS DEMOG " PHICS Understanding the scope of homelessness in Yakima County is an important step in developing key strategies to address it. Homelessness is an extremely complex social challenge and requires significant community investments to create an impact. There is a constant flow of people becoming homeless while others move out of homelessness into housing. Many may only experience one episode of homelessness, while others may experience multiple episodes over several years or remain homeless for many years. Fortunately, we have better data and statistics on the homeless population to guide our efforts. Although we have better and more complete data than in years past, there are always variables to take into account in acknowledging that there may be more homeless individuals and families than are indicated in the statistics. The face and composition of homelessness is ever evolving. Each day new households enter into homelessness and each day homeless households are re -housed and regain self-sufficiency. 7 Due to the ongoing stigmatization of being homeless, many individuals and households either do not self -identify as homeless and do not seek services, or simply do not admit to being homeless. Our data collection efforts require voluntary participation, so households that do not seek services or volunteer to be counted in our homeless census are not included in statistical gathering. Data about homelessness gathered from different sources does not necessarily provide a consistent picture, since homelessness may be defined differently or data collected differently. Data about Yakima County homelessness is collected in two primary ways through the efforts of the social service and housing providers who work with people experiencing homelessness. POINT IN TIME CO T Point in Time Count (PIT) is required by the Department of Commerce and HUD in order to receive homeless grant funding. The information from the count is compiled and submitted to Washington State and is used locally for evaluation and planning purposes. The PIT surveys sheltered and unsheltered people experiencing homelessness during the fourth week of January during a specific 24-hour period in all Washington counties. Yakima County has conducted an annual Point in Time Count of the homeless since 2005. The PIT count provides limited information about the full scope of homelessness, because external factors affect the results: weather, volunteers, and the social stigma of homelessness. However, the PIT count provides a large sample, from which we can extrapolate general information about our homeless population, including reasons for homelessness. While the HUD sponsored PIT count is our official count, it is only as accurate as the participation rate. HUD has projected for every person counted during the annual PIT count, two additional persons go uncounted. The 2016 PIT Count revealed the number of homeless in Yakima County as follows: • Yakima 465 • Wapato 46 • Toppenish 31 • Granger 10 • Sunnyside 16 • Grandview 7 • Selah 3 HOMELESS MANAGEMENT INFO ' TION SYSTEM The second tool that is used to collect information about homelessness in Yakima is the Homeless Management Information System (HMIS). This is a federally -mandated and state -managed database of information that is required to be collected by homeless housing and service providers who receive funding from Washington State Department of Commerce and/or HUD McKinney-Vento Act funding. The database provides information about every client who receives homeless assistance provided by these programs. (Faith - based or privately -funded programs are not required to participate, though some of these programs still choose to do so.) Yakima County HMIS providers share a common enterprise of the state's HMIS system — service providers share one database so they can share and see what services homeless residents in Yakima County are receiving, and are able to coordinate services among the providers. This also reduces duplication of data entry among providers and avoids repetition of collecting eligibility information from clients who have previously registered for services from another homeless services provider. 8 Significant providers of homeless services in Yakima County do not participate in the shared HMIS system, either due to philosophical reasons, concern for client confidentiality (youth, domestic violence), or lack of infrastructure to participate and no requirement to do so. Required HMIS data includes demographic information such as gender, age, prior living situation, last permanent address, length of time homeless, education level, ethnicity, and family composition. (Clients must provide signed consent to have identifying information entered into the system.) When a client enters a particular housing or homeless service program, information about their participation in the program is also recorded in HMIS. Client identifying information is not shared as part of the Point in Time Count report information. HMIS information is used at the state level to develop state-wide statistics and models. At the local level it provides accurate information about clients who access services. Its limitation is that clients, who are not using services, either by choice or because needed services are not available, are not included. Thus, it provides limited or no information about under -served populations or gaps in service. BRIEF: How long are people homeless? Chart 1.2 2016 Homeless Households Chart 2.3 — Sheltered Count Individuals 4cio by Duration of Homelessness 11 1 1111 300 200 100 (1 201;3 2014 2015 2010 111/ Unsheltered heltered (PSH) w Sheltered (ES/TH) 1 month or less 1-6 months 6 mos - 1 year 1-2 years 2 years or more It is important to note that duration of homelessness includes not just the time spent in a housing program, but also the (sometimes substantial) length of time spent homeless and unsheltered or couch surfing prior to entry into a housing service. In spite of this factor, nearly a third of the emergency shelter and transitional housing population has been homeless for less than 6 months (31%). Unlike prior years, more than half of those counted as part of the outreach count has been homeless for a year or more (55%). Shorter stays in temporary housing are considered to be better for building long-term stability. In addition, when people regain permanent housing faster, more people are able to be served with the limited temporary housing resources. HUD sets the goal of less than 20 days in emergency shelter. This data does not include people who are unsheltered and are NOT seeking services — often these individuals experiencing "chronic homelessness" are unsheltered for extended periods of time (1+ years) or repeatedly over the course of many years. 9 Additional Data / Information Available about Homelessness in Yakima County: A complicating factor to understanding the true picture of homelessness is attributed to the fact there is no single federal definition of homelessness in the United States. Two additional programs and definitions describe our communities in Yakima County, and each report varying magnitudes of homelessness: 1. Education The McKinney-Vento Act defines homeless children as "individuals who lack a fixed, regular, and adequate nighttime residence." The act provides examples of children who would fall under this definition: • Children and youth sharing housing due to loss of housing, economic hardship or a similar reason; • Children and youth living in motels, hotels, RV parks, or camp grounds due to lack of alternative accommodations; • Children and youth living in emergency or transitional shelters; • Children and youth abandoned in hospitals; • Children and youth whose primary nighttime residence is not ordinarily used as a regular sleeping accommodation (e.g. park benches, etc); • Children and youth living in cars, parks, public spaces, abandoned buildings, substandard housing, bus or train stations; or • Migratory children and youth living in any of the above situations. Yakima County schools count and report homeless children throughout the year, and in the 2015-2016 school year reported approximately 800 homeless children and families known in our school systems. 2. Health and Human Services / Bureau of Primary Health Care — The Bureau of Primary Health Care Health centers funded by the U.S. Department of Health and Human Services (HHS) use a different definition of homeless individual. A homeless individual is defined in section 330(h)(4)(A) as "an individual who lacks housing (without regard to whether the individual is a member of a family), including an individual whose primary residence during the night is a supervised public or private facility (e.g., shelters) that provides temporary living accommodations, and an individual who is a resident in transitional housing." A homeless person is an individual without permanent housing who may live on the streets; stay in a shelter, mission, single room occupancy facilities, abandoned building or vehicle; or in any other unstable or non- permanent situation. [Section 330 of the Public Health Service Act (42 U.S.C., 254b)] An individual may be considered to be homeless if that person is "doubled up," a term that refers to a situation where individuals are unable to maintain their housing situation and are forced to stay with a series of friends and/or extended family members. In addition, previously homeless individuals who are to be released from a prison or a hospital may be considered homeless if they do not have a stable housing situation to which they can return. A recognition of the instability of an individual's living arrangements is critical to the definition of homelessness. (HRSA/Bureau of Primary Health Care, Program Assistance Letter 1999-12, Health Care for the Homeless Principles of Practice). Formerly homeless individuals who are living and supported in Permanent Supportive Housing are also considered homeless so long as they continue to receive supportive services by an HCH provider. Yakima Neighborhood Health Services is the designated HCH provider in Yakima 10 County, and has consistently, since 2007, reported over 2,200 unduplicated users of health services from homeless residents ofYakima County. Many of these residents are now in Permanent Supportive Housing. How many people experience homelessness? At a Point in Time The Point in Time Count provides information about homeless households who choose to participate in a survey on one particular day, regardless of whether they are seeking or receiving services, and includes individuals who are sheltered and unsheltered, by federal definition. The Homeless Management Information System provides information only about clients who seek and access services. The following table shows data compiled from annual Point -In -Time count from 2010-2016. Table 1.1 Homeless Individuals Unsheltered Sheltered (ES/TH) Sheltered (PSH) 2010 2011 2012 2013 2014 2015 2016 83 424 115 61 399 150 622 610 53 472 178 703 47 516 132 695 47 486 168 701 ES — Emergency Shelter TH — Transitional Housing PSI{ — Permanent Solutions Housing 72 466 150 688 64 348 168 580 The numbers of unsheltered individuals who have been counted in the annual Point in Time Count have declined between 2010 and 2016 by 23%. This decrease in the number of homeless counted may be due to several factors, likely reflecting new funding for services and facilities. In 2016, more than half of those counted in the PIT count, 60%, were being served by current facilities, staying in an emergency shelter or in transitional housing. 2 9 % were living with family or friends, considered to be unstable housing situations. • 11%, or 64 individuals, were not being served by current homeless housing programs and were living in situations not meant for human habitation, such as abandoned buildings, encampments on private and public property, on the streets, or in their cars. • Data also shows that children under the age of 18 are a significant proportion of the homeless population-- 38% of the total shelter count population. IV. THE HOUSING CRISIS AFFO ',ABLE HOUSING CRISIS Many factors contribute to homelessness, but in most situations the underlying cause is the gap between income and the cost of available housing. Housing is considered "affordable" when it costs no more than 30% of household income. In Yakima, housing costs are well beyond the affordability of low-income households, particularly single -adult households or households with children, where an adult must provide childcare. See Appendix II. 11 Affordable rent for a person earning minimum wage is $477 In Yakima, the estimated mean renter wage is $11.26; making $586 an affordable rent with a single wage-earner. For a household of any size earning 30% or less of Area Median Income ($22,380), affordable rent would be no more than $560. Yakima fair market rent (FMR) for a two-bedroom apartment is $769 (statewide: $1,128). The annual household income needed to make this affordable is $30,760, or $15.26 per hour. Final FY 2015 its By Unit Bedrooms Two -Bedroom lb $490 $597 $769 $1,027 $1,240 PROGRESS AND INNOVATION When individuals or families are in danger of becoming homeless, or have already lost their housing, the goal is to _get them into housing and Provide services that best meet their needs as quickly as possible. This "homeless response system" involves many organizations, a diverse set of programmatic tools, and multiple funding sources. Ten years after the initial legislation, Yakima has made progress in many areas, adding additional units of subsidized housing and temporary housing beds, as well as adding supportive services and programs. Data reported on the annual Department of Commerce Housing Inventory Chart (HIC) shows what housing resources are available to combat homelessness in the County: Homeless Housing Options Capacity (total beds) Emergency Shelters (ES) 355 Emergency Shelters (ES) - Domestic Victims only 59 Transitional Housing (TH) 205 Transitional Housing (TH) - Veterans Permanent Supportive Housing (PSH) 11 128 Permanent Supportive Housing (PSH) - Veterans 118 Other Permanent Housing 77 Total'', 953 EFFICIENCY OF THE RESPONSE SYSTEM A critical aspect of the McKinney-Vento -Iomeless.Assist nce Act, as amended, is a focus on viewing the local homeless response as a coordinated system of homeless assistance options as opposed to homeless assistance programs and funding sources that operate independently in a community. To facilitate this perspective, the Act now requires communities to measure their performance as a coordinated system, in addition to analyzing performance by specific projects or project types. The Act has established a set of selection criteria for HUD to use in awarding CoC funding in section 427 that require CoCs to report to HUD their system -level performance. The intent of these selection criteria are to encourage CoCs, in coordination with ESG Program recipients and all other homeless assistance stakeholders in the community, to regularly measure their progress in meeting the needs of people experiencing homelessness in their community and to report this progress to HUD. 12 Since 2005, tremendous progress has been made to improve the efficiency of the housing and services delivery system. The Point in Time Count has been conducted in coordination with a low-income services fair, Project Homeless Connect. This consistency, in addition to a stable planning committee, has resulted in more similarity in methodology from year to year. Project Homeless Connect provides services not only to homeless individuals and families, but also "near homeless", connecting individuals and families to resources in their communities that prevent homelessness through rental and utility assistance, weatherization programs, consumer credit counseling, Basic Food, Veterans Benefits, entitlement program outreach, health coverage assistance, etc. Department of Housing and Urban Development and Washington State Department of Commerce required implementation of the Homeless Management Information System (HMIS), which requires certain data to be collected about all clients receiving homeless housing and services that are funded through federal, state, and local homeless grants. This information is used to produce high-level reports to evaluate the outcomes of homeless housing and service providers. Yakima has fully implemented HMIS among all required homeless service providers. Many years of work has gone into designing a coordinated entry system for Yakima County, wherein all residents seeking assistance with housing or homeless services are greeted, assessed, and referred through a single access point. The American Recovery and Reinvestment Act passed by Congress in 2009 provided significant investment in eviction prevention and rapid rehousing programs; this program and its successors provide assistance in the form of short-term rental and mortgage assistance. Assistance with utilities costs is provided through a Low Income Home Energy Assistance Program (LIHEAP) and partnerships with local utilities companies. Other programs provide funding for minor home repairs for extremely low-income households to rectify health and safety issues that might result in homelessness. Weatherization programs help low-income households to reduce utilities costs through small grants to improve energy efficiency. Other strategies provide job training, financial literacy, and links to education opportunities. INCREASED SUBSIDIZED HOUSING UNITS Each type of housing in the subsidized housing continuum plays a key role in moving people from homelessness to self-sufficiency. A description of homeless housing options available in Yakima County include: Emergency shelters (ES) provide immediate relief from homelessness and the opportunity for • service providers to assess the needs of each individual (usually 90 days or less). • Transitional housing (TH), with supportive services, provides the time needed for a homeless household to get stabilized (usually limited to 24 months). • Permanent supportive housing (PSH) is needed for individuals who are unable to achieve and sustain economic self-sufficiency. Affordable housing is a necessary option for many low-income people in our community, whether they've experienced homelessness or not. Due to the continuing shortage of emergency shelter beds, creative short- term methods have been implemented, such as short-term indoor tent cities, safe car parks, and severe weather shelters. This plan supports increasing the inventory for emergency shelters, transitional housing, and permanent supportive housing to provide more housing options and alleviate the needs for emergency measures. Yakima County adopted the use of Rapid Re -housing programs (supported by national studies) that provide a brief and graduated subsidy to homeless households, placing them in permanent housing as quickly as possible while providing short-term supportive services. Rapid rehousing has proven successful for 13 households with few barriers to self-reliance. It should be recognized the majority of Yakima County's homeless residents have many barriers and are not suited to the short-term Rapid Re -housing model. Increasing access to private market units has also recently become a focus with local landlords to provide incentives for renting to "hard to serve" households. Subsidized Housing I. ,...,., ;, atlia' Cou Number of subsidized units 84,694 1,868 Average monthly rent for subsidized units $282 Ave t f $ household Mune for subs taxed householdsSi' 555 $11.520 Households where w:4t s are the major source of income 19%® 16% Households where welfare is the major source of income 7% 6% 74% 78% Average subsidized household income as percent of area media a in co 21% 26%® Average months on waiting list 23 months 13 months fiouaehol where some other source is the mater stratus of in Source: U.S. Department of Housing and Urban Development (HUD), A Picture of Subsidized Housing, 2013 (Note: subsidized units counted here include Public Housing, Housing Choice Vouchers, Moderate Rehabilitation, Section 8 New Construction/Substantial Rehabilitation, Section 236, LIHTC, and other federally -subsidized multifamily housing.) INCREASED SUPPORTIVE SERVICES Housing alone is usually not enough to enable people to make this transition from homelessness to stable housing. Supportive case management services provide assistance and skill -building to overcome the crises and dire circumstances that cause homelessness. Progress has been made in providing supportive services in a variety of areas, such as legal services, job counseling, initiatives to improve income, training and placement, homeless childcare, "ready to rent" classes, financial literacy classes, and behavioral health services. However, expanded access to all of these services is needed to meet the demand. SERVICES INCLUDE, BUT ARE NOT LIMITED TO: Permanent Supportive Housing Respite Care Transitional Housing Emergency Shelter Case Management for Self -Sufficiency V. F DING P _r ' AND PROG EXISTING FUNDING SOURCES In order to fund these programs Yakima County housing and services providers annually rely on a number of federal, state, local and private: funding sources of funds. There are some sources specifically "targeted" towards the homeless; these funds are restricted to services and projects which directly benefit homeless individuals and families and others with special needs. Programs such as HUD funded programs are not funded through this plan and are distributed to the community directly via service providers. 14 The current award contracts targeted to the homeless are approximately as follows: • Local Filing Fee Revenue (2163 Funds) — Yakima County $750,000 • Consolidated Homeless Program (CHG) — State $303,677 • Emergency Solutions Grant (ESG) — Federal $524,554 • Housing and Essential Needs (HEN) — State $337,467 Restricted for: - Rental Assistance - Monthly Housing Costs and Essential Needs Items Individuals who are homeless or at imminent risk of homelessness with a temporary disability. Requires a referral from DSHS (225 enrollments) TOTAL $2,687,737 VI. ACTION P We will work together as a community "To Reduce Homelessness in Yakima County so that it is Brief and Rare" through an efficient and effective homeless response system. Despite strong leadership and a diversity of existing resources, homelessness is still a persistent issue in Yakima County, illustrated by the current demographics of homelessness. This is due to specific barriers and gaps that represent some of the underlying causes of our inability to meet the needs of ALL homeless residents. Yakima Valley Conference of Government and the Homeless Planning and Policy Council identified three bold steps that constitute the critical path to Reducing Homelessness so that it is Brief and Rare in the Yakima County with the ultimate goal of improving our response system and engaging our community. Bold Step #1: Engage with and provide permanent supportive housing for the chronically homeless. Bold Step #2: Create and Implement Outreach, Advocacy and Engagement. Bold Step #3: Expand and Diversify Funding Specific goals and tasks including responsible parties and expected time frame to achieve each goal are listed below in Appendix A. Because many of the strategies are closely related, some of the action steps support more than one strategy. This plan is not intended to be a comprehensive list of the existing strategies and programs already in place in our county. Instead, it anticipates that the existing continuum of housing and homeless services that has been developed over the last decade is maintained, with improvements that reflect evidence -based practices. This plan also does not enumerate every possible action step that could be implemented; instead it focuses on achievable action steps that are needed to fill identified gaps in housing and services. VII. MEASURING SUCCESS It will be important to measure this plan's success by setting measurable targets. Per Department of Commerce Guidelines, measureable targets will include: 1. Achieving functional zero for unsheltered homelessness by June 2018 for at least two subpopulations, or 2. Increasing from the baseline percent the number of served unsheltered homeless households in temporary or permanent housing programs by 10 percentage points by June 2018. 15 SOURCES ACRO 2163 Local recording filing fees CHG Consolidated Homeless Grant CoC Continuum of Care ESG Emergency Services Grant HB House Bill (of the Washington State legislature) HMIS Homeless Management Information System HOME Although capitalized, this is not an acronym. HUD U.S. Department of Housing and Urban Development NOFA Notice of Funds Available YVCOG Yakima Valley Conference of Governments WA State of Washington WA Commerce Washington State Department of Commerce. FERENCES 1111 • 'Id zwa e odulcounti ea/530 7 7 https://www,,hu d user govipo dalidataseistitnnlin ra/FY20 15 code/20 1 5 s oudar odn PITstakeholder_report2016.pdf Department of Commerce 2015 Annual Report www.commeme.wa. °us in needs APPENDIX A OBJECTIVE: Reduce Homelessness in Yakima County so that it is BRIEF and RARE Tasks Responsible Partylies ate Completed 2.0 Provide ongoing information to YVCOG Board of Homeless Service Directors about homelessness and provision of services in providers, HPPC Yakima County 2.1 Develop clear and predictable funding criteria for YVCOG with programs throughout the Valley in order to distribute funds recommendation from in an equitable manner utilizing a Call for Projects (CFP) and ' HPPC's RFP subcommittee detailed uniform Request for Proposals (RFPs) 2.2 Develop and implement an established cycle for submitting funding requests for programs with a standing calendar of anticipated funding deadlines YVCOG with recommendation from HPPC's RFP subcommittee 2.3 Prioritize funding requests by scoring applications based on a pre -determined rubric to maintain consistency with this 5 -Year PIan, as adopted YVCOG with recommendation from HPPC's RFP subcommittee 1/1/2017 2.4 Respond appropriately to Emergency Situations: 2.4 a Define what qualifies as a "Homeless Emergency (i.e. an UNEXPECTED and potentially dangerous situation). 2.4 b Develop a Plan that ensures atimely response to emergent community situations that merit immediate funding. YVCOG with recommendation from HPPC's RFP subcommittee YVCOG with recommendation from HPPCs RFP subcommittee YVCOG with recommendation from HPPC's RFP subcommittee 2/1/2017 3/1/2017 4/1/2017 Tasks Responsible Partylies)1 Start DateCompleted 3.1 Support existing shelter programs, including[old Weather Emergency Shelter Hammelesa Se' v;a-C Providers, HPPC, and YVCOG 2016 3.2 Encourage increased utilization of existing shelter services when appropriate for individuals Homeless Service Providers, HPPC, and YVCOG 2016 3.3 Obtain additional existing indoor Iocation(s) for Iow barrier shelter Homeless Service Providers 3.4 Support potential capital projectfor building low barrier l' investors � this S-yearplan YVCOG, HPPC, private 2016 2017 3.5 Provide daytime shelter(s) and common areas for homeless persons that create a safe environment Homeless Service Providers 2016 3.6 Increase Medical Respite capacity to meet community demands for recuperative care of homeless needii medical oversight. Homeless Service Providers, HPPC 2017 3.7 Establish consistent emergency shelter options including interim emergency measures. IPIPNWIer Amaa Homeless Service Providers, HPPC, Cities 2017 Tasks Responsible Partvlies 4.1 Work with Iandlords to gain acceptance to participate in this program with existing housing 4.2 Support consruction of new low income housing with appropriate program supervision 18 Homeless Service Providers YVCOG, HPPC, and Homeless Service Providers Start DateOCompleted 1/1/2017 3/1/2017 4.3 Work with the owners of existing motels, single room occupancy and other existing structures 4.4 Provide funding for case management re human service needs of those in the Rapid Re -housing programs Homeless Service 1CProviders 4.5 Improve affordable housing by working with landlords to close the gap between average rent and median wages. In Yakima County 51% of renters pay more than 30% of their income toward housing costs. YVCOG,HPPC and Homeless Service Providers HPPC, and Homeless Service Providers Tasks 5.1 Promote Housing First as a modeof care. We encourage providers to obtain Housing First Certification 5.2 Coordinate services to place individuals into drug and alcohol rehabilitation programs and housing 5.3 Coordinate services to address special needs of veterans into appropriate housing and programs Start Date Completed 5.4 Support existing programs and housing to address the special needs of the chronic homeless 5.5 Coordinates services for youth into apriate housing 5.6 Coordinate PSH services so access to mental health benefits are available Homeless Service Providers and Coordinated Entry Entity Homeless Service Providers and CoordinatedE Entity Homeless Service Providers Homeless Service Providers and Coordinated Entry Entity Homeless Service Providers 1/1/2017 1/1/2017 .1441. 6.1 Use HMIS data and processes — continue to promote the shared enterprise of a county -wide HMIS database. 6.2 Support Point in Time data collection efforts and improve accuracy 6.3 Obtain additional data on youth when available Responsible Partvbesi Homeless Service Providers and Coordinated Entry Entity HPPC, YVCOG and Homeless Service Providers Start Date Completed ���� ¥VCOG, Family and Youth Service Providers, State HYP Office 6.4 Create and utilize visual reports/aides to provide transparency of program performance of clients being served 3/1/2017 Tasks 7.1 Support affordable housing initiatives for new construction of very low income units such as accessory or efficiency housing 7.2 Support programs to provide rent assistance or eviction assistance when warranted 7.3 Support and increase landiord tenant counseling 7.4 Coordinate services of rehabilitation of existing housing units to keep low income and senior citizens in their homes as long as possible 7.5 Support case mant to reconnect clients with family members at imminent risk of homelessness to enhance family stability and alternative living situations, including victims of Domestic Violence. 7�6Pa��ipateinre'ent�'proQr.mosoind��uob discharged from correctional institutions have necessary supports in place. Resporisible Porn/best HPPC, YVCOG and Homeless Service Providers HPPC,YV[OGand Homeless Service Providers Homeless Service Providers HPPCYV[OGand Homeless Service Providers Homeless Service Providers including Case Management Service providers Homeless Service Providers including Case Management Service providers -'— 2016 �! 2016 3O]b Tasks 8.1 Develop understanding and nformation to foster a community voice and consistent message on issues related to homelessness 8.2 Engage political leaderto participate in creating solutions for addressing the causes of homelessness as well as programs to assist those individuals 8.3 Engage and use the business community as well as faith based organizations to lead in support of programs and solutions that address homeless issues 8.4 Engage with consumer advocate agencies 8.5 Engage with homeless individuals 8.6 Support and increase Valley -wide provider outreach to obtain new services that can address client needs. Responsible )� '^ HPPC, Faith Community, Concerned Individuals, Chamber of Commerce and Local Businesses HpPCYV[OG,and Homeless Service Providers HPPC,YVCOGGeneral Membership, Concerne lndividuals, and Faith Community, Chamber of Commerce and Local Businesses Homeless Service Providers Homeless Service Providers, and advocates YVCOG, HPPC, Completed ����m�m� Start Date 20164/1/2017 -_ 2016 2016 1/1/2017 ] Completed 20 Tasks 9.1 Engage with agencies agencies including, but not Iimited to, School Homeless Liaisons, Rod's House, Henry Beauchamp Community Center, Bonlender BESTY Houseand Catholic Families Youth to identify youth and determine their specific needs 9.2 Create a safe overnight facility model for youth experiencing homelessness 9.3 Support after-school programs to encourage mentoringin a safe environment 9.4 Create partnerships to advocate for youth [ homelessness and educate providers on Iegislatively acceptable strategies for addressing the needs of youth. 9.5 Increase opportunities for LGBTQ homeless l y access support, resourceshousing, and family reunification when possible. Responsible Pat:tidies) HPPC, YVCOG, School Districts, and Homeles Service Providers HPPC, YVCOG, Schoo Districts, and Homeless Service Providers Start Date Completed� HPPC, YVCOG, OIC, Schoo Districts, and Homeless Service Providers HPPC,YVC�G' Service Providers, local legislators, Catholic Charities/Catholic Families, ¥NHS, Building Chonges School Districts and Department of Youth Homelessness YNHS "The Space", Building Changes Department of Commerce Homeless Youth Services School DistrictsRod's House, Homeless Service providers. 3/1/2017 6/1/2017 1/1/2017 3/1/2017 Tasks tr'% 10.1 Create or increase systems to help homeless people get and secure income. Train case managers on SOAR. 10.3 Collaborate with the workforcehousing, and transportation systems to make employment an essential component of supportive housing models Responsible Partvliesi Start Date Completed HPPC, YVCOG, and Homeless Service Providers (including Work Force Council) HPPC, YVCOG, and Homeless Service Providers (including WorkForce Council) 5/1/2017 6/1/2017 Tasks 11.1 Create a transparent funding reporting system that is user friendly for all stakeholders. Responsible Partv(ies HPPC, YVCOG, and Homeless Service Providers (including Work Force Council) Start Date Completed 11.2 Maintain oversight of second tier sub recipient documentation to ensure program compliance 11.3 Monitor and track program performance to ensure performance targets are being met and make results known to all stakeholders YVCOG 5/1/2017 6/1/2017 HPPC, YVCOG, and Homeless Service Providers 1/1/2017 22 City of Yakima Department of Community Development Affordable Housing White Paper City Council Study Session March 12, 2019 Summary Like most communities in Washington State, and indeed throughout the nation, the City of Yakima does not have an adequate supply of affordable housing to meet the needs of our community. Housing is defined as "affordable" if the costs do not exceed 30 percent of a family income. Families who spend more than 30 percent of their income are considered cost burdened and may have difficulty affording necessities such as food, clothing, transportation and medical care. Families that spend 50 percent of their annual income on housing are considered severely cost burdened. Statewide, over 51% of renters are cost -burdened and nearly 234,000 households are severely cost -burdened today. A family with one full-time worker earning the minimum wage cannot afford the local fair -market rent for a two-bedroom apartment anywhere in the United States (2015 Washington State Housing Needs Assessment). In order to reduce the cost burden to families, there is a gap (need) of 3,300 housing units affordable to those earning lower incomes in the City, according to the 2015 Washington State Housing Needs Assessment. This is the estimated measure of families (10% of families) that are currently struggling to cover housing related costs in our community. Yakima Housing Facts The City of Yakima currently has approximately 35,980 housing units for 94,190 persons. Average persons per housing unit is 2.66 persons. In 2014, 54 % of all housing units were owner -occupied and 46% rentals. Vacancy rates for existing housing units is very tight. Less than 2% of the rental units are vacant at any particular time. Single family homes on individual lots are the dominant housing type in Yakima. Findings • Vacancy Rates, especially for rentals, is very low. Available rentals in Yakima have been reported to drop from 7.8% to 1.7% vacancy rate between 2014 and 2016 (Runstad Center for Real Estate Research). Today's vacancy rate for rentals in Yakima is estimates at about 1%. • Home Ownership remains out of reach for many. Approximately 44% of our City families cannot afford to purchase home at the area Median Home price. Median single family home values (June 2016) in Yakima was $156,500 (compared to $275,600 in Wenatchee, $183,300 in Spokane and $216,300 in Tri -Cities). To afford the purchase of a median value home in Yakima, a family would need to make at least $38,500 annually ($3,200 monthly). Many households are cost burdened. In the City of Yakima, 32% of renters are cost burdened and 49% of home owners are cost burdened (2012 study). • New construction of multi -family units has not kept up with demand. Between 2009 and September 2018 a total of 916 new single family homes were permitted for construction. In that same time period, only 281 housing units in duplex structures were built and 596 units of multifamily type buildings (more than 3 units per structure). Over this ten year period, a total of 1,793 housing units were issued building permits in the City of Yakima, or an average of 180 permits per year. In 2018, we had 265 new housing units created. Smaller Household size. Over half the Yakima households are one or two people with no children. In 2015, 29 percent of Yakima's 33,074 households were single persons and 24 percent of the households were couples with no children. These population demographics may 11 Page be indicators of a market demand for smaller homem, with smaller lots in a walkable setting. Townhouse type development and other moderate density to hihmrdennit/aettin0onnaybe responsive to this market. • Housing choices for low to moderate income families in Yakima is severely limited. The Median Family Income in the City of Yakima is $43.089 (2016 ACS data) which is 27% lower than the Washington State Median Family Income. An estimated 22.5% of our residents live below the Federal Poverty level. The illustration below shows the distribution of household income by employees in the Yakima Urban Area. Yakima is shown in the orange color bar, the Nation as a whole is shown in gray. Median family income is noted by the black bar. Wdge Distributiori in Yakima Caunty (Central) --Greater Vakima City Puma Type/Year Single -Family Duplex Multi -Family (3+ units) Total New Housing Units: Average So4ary New Houstn Units Permitted Since 2010 2010 91 18 277 386'� 66 64 10 30 9672 � 180 | 166 2013 73 18 30 121 2014 78 40 21 139 2015 113 24 3 140 Population Growth to Housing Starts 2016� 107�j 40� 147 2017 90 l �^ 32` 3 125 OATAUSA'. 2018 144 70 51 265 Total 826 290 553 1669 New Pop Avg. new families ! � (2.6people) New Housing Starts Wage 2010 Census 91,196� 925 355.8 386 2011 91,630 . 434 166.9 180 2012 91,930 300 166 2013 92,620� 690 265.4 121 2014 93,080� 460� 176.9 139 2015 93,220 140 53.8 140 2016 93,410 190 147 2017 93,900� 188.5� 125 2018 94,190 290 265 New Totals 3,919 1,507 1,669 Existing City of Yakima Housing Inventory -3•404)020F6'7, 3,1743' SF 22,303 61.98% Duplex 3,078 8.55% 5+ units Mobile Homes in parks 6,216 17.27% 2,003 5.57% Total housing units 35,983 100.00% Strategies for the City of Yakima There are a number of issues the City of Yakima may want to consider in order to promote the construction of affordable housing. This report will summarize the following issues: 1. Does the City have adequate supply of land zoned for housing, including alternatives to single family homes? What zoning districts encourage rental housing development? 2. Are there local regulatory barriers that inhibit affordable housing development? Are there regulatory incentives we can offer to encourage housing construction? 3. Are construction costs & permitting timelines in the Yakima Area consistent with other communities? Can they be improved? 4. Frontage Improvements and Utility Costs associated with new or infill development. 5. What programs has the State of Washington enabled that the city might want to take advantage of and what steps are necessary to implement the programs? 6. Should the city of Yakima consider tools to address blight, such as those properties identified in the Vacant Housing list? One tool may be an Urban Renewal District which requires designation of Blighted areas. 7. Should the city of Yakima consider a maintenance Code to assure that existing rental housing is preserved as well as descent and safe? What are the disadvantages to this approach? 3IPage � Supply of Land Zoned for Housing Based on population pjections and guidelines issued by the Growth Management Act, the Yakima Comprehensive Plan 2040 identified the need to provide for 17,167 additional persons in the Yakima Urban Area by2O4Oand 8.556new jobs. The 17.107new residents would need 0.8O2new housing units over the 20+ year time or approximately 330 new housing starts every year. As stated in the Housing Facts section of this report, there is a significant need for more affordable housing. To the extent possible, a goal of the City of Yakima should be to promote approximately half of the new housing starts (3,300 housing units) as affordable to our moderate and lower income residents. The target of 330 new housing starts every year is significantly higher than the 180 average housing starts we have experienced in the last 10 years. CITY OfYAKIKHA-201S inventory AS, Airport Support 8-2 Local Business CBD Central Business District_�_� GC, Generl Commercial Total Acres 815.91 z01.LPu- 225.20 282.40 1,349.71 Vacant Acres 1.0 20.2 20.1 442.4 L[[ Large Convenience Center 195.69 12.4 RD, Regional Development 548.31 232.2 SCC, Small Convenience Center ^^�30479_�= 44.3 M-1, Light Indusha| 1,953.14 851.1 M-2, Industrial R-1, Single Family Residential R-2, Two Family Residential R-3, Multi -Family Residential 118.92 6,813.31 2,230.29_�� 1,146.23 173__� 895'8 575.1 245.8 SR, Suburban Residential 1,565.26 194.6 Grand Total 17,E34.12 3,331 Sq. Miles 28.02 4.84 WhiIe it is true we will need housing for all income groups, the mos significant need is to encourage the construction of housina that is affordable to low and moderate income family rentahousing, which ha very low vacancy vacancy rate (Iess than 2%).The 2015 Vacant Land Study, a background document for the Comprehensive Plan found the City had an adequate supply of vacant land which could accommodate 44,817 new housing units. However, a suitable tract of land for new housing has been identified as one of the main obstacles in getting new projects started. Housing can be built in most zoning districts, but land zoned R-3, Multi -family is limited. The City could benefit from more R-3 zoned land. A new process for minor rezones was adopted with the 2040 Comprehensive Plan which generalized the Future Land Use category for Mixed Residential to include R-2 and R-3 zones. The Yakima Planning Commission could be tasked with identification of specific areas or zoning district uses to encourage housing. To assist the public in finding property for potential development, the City IT staif created a Dashboard for searching and information. This dashboard can be utilized at: hAto://yokimamaps,arcpi Regulatory Barriers or Incentives for Affordable Housing The City needs to encourage construction of all housing types but particularly affordable housing. Some steps to implement this goal have been taken while other options should be reviewed for future action. Already Implemented: Wage ✓ The City Council modified the zoning code in 2018 to streamline construction of "Accessory Dwelling Units" (or ADU's). These are housing units which are built on Tots that already have a house or other structure. ✓ The City amended the zoning code in 2017 to allow clustering of housing units around a common amenity in order to promote tiny home villages. ✓ With the exception of the Industrial zoning districts, new construction of housing is permitted in nearly all other zoning districts and locations. The process for multi -family construction requires notice to neighborhood residents within 300 feet in all districts except R-3 and projects with more than 20 units require review under State Environmental Policy Act (SEPA) in most situations. Neighborhood concerns ("Not in my Backyard — NIMBY") continues to be a challenge for some affordable housing projects. ✓ The City of Yakima has not imposed any Impact Fees (as allowed under RCW 82.02) on any construction projects. ✓ The City of Yakima offers a free Development Service Team project review. A follow up review is available for $100. If a developer takes advantage of these programs, the actual project review can be shortened because they have a better understanding of the Codes and requirements. ✓ Multi -family Tax Exemption program (MFTE). This tax exemption provides an incentive to construct multi -family housing in a targeted area of Yakima. This area has been defined as the Central Business district and several properties have been constructed using the exemption including the Lofts, the One Chestnut and the Nordstrom/Mills building. The program provides an exemption of property tax increases for up to 12 years based upon qualified improvements of the project and is governed by YMC 11.63.040. Should this area be expanded? ✓ The City of Yakima is an Entitlement Community for the HUD HOME program. Funds received under this program must be utilized to create new housing units. HOME funds have been used by the City of Yakima to support many partnerships and resulted in the construction of over 250 new housing units in the last ten years. Partners include Habitat for Humanity, Yakima Housing Authority, Next Step Housing, Catholic Charities and others. The City Council recently approved investing HOME funds to the 80 unit Bicycle Apartment project on North 50th Avenue and will be working with the Yakima Housing Authority later this year for approximately 36 housing units at the Armory development. Future Options: o The City of Yakima could review smaller lot sizes as a tool to encourage more diversity and density of new homes. o The Central Washington State Homebuilders indicated the preference of many clients for more townhouse type homes. The Zoning Code could be reviewed specifically for techniques to encourage this type of development in Yakima, especially located on individual lots. o The City of Yakima could analyze the Municipal Code to determine if there are other options to encourage infill of vacant land and buildings with residential uses that have been successful in other communities. o Many of the existing buildings in the Central Business District were constructed with boarding house, hotels or other residential uses on the upper floors. These buildings often do not have fire suppression sprinkler systems or elevators. The City could examine code options related to these public safety measures to encourage redevelopment of these buildings with new residential units. 51 Page o The State legislature adopted amendments to RCW 19.27.060(2) which allows for local government to reduce the minimum dimensions of habitable spaces in single family housing units in an effort to promote smaller homes. o Promote accessory dwelling units in a wider range throughout the City. o Examine "Inclusionary" zoning that requires a percent of new units to be below market rate. III. Construction Costs and Permitting in the City of Yakima The City of Yakima was invited to participate in a 2017 survey of five markets in Eastern Washington to study housing costs. The five markets included Wenatchee/East Wenatchee, Yakima, Spokane, Ellensburg and Tri-Cities/Benton County. The 8 -page report was issued in March 2018 and indicates that construction of single family housing in the City of Yakima is competitive with the other four markets. In some measures, Yakima is one of the two least expensive markets for development costs. Areas where Yakima was most competitive was Median Value per square foot, total Sales Prices, total Cost of Framing materials and total permitting fees. One area in which the Yakima market was high was the Land Cost. One area where Yakima fell in the middle of the arouo was the lenath of time for development approvals. If the length of review time is perceived as excessive, this can be viewed as a potential disincentive for development. Some options to reduce processing time include: 1. The zoning code could be examined for land use types where the review level is changed to make more affordable housing type "permitted" Class 1 review projects, rather than requiring a class 2 or Class 3 review. Under Washington State Environmental Policy Act (SEPA), review is necessary for any project that has more than 20 housing units. One option the City might consider is to make any SEPA exempt housing project a permitted land use. 2. In some Washington State communities, there is an option to pay an additional fee for expedited reviews. In other communities certain types of land uses are given an expedited review if the use is something the community wants to encourage. 3. As noted earlier in this paper some recent affordable housing developments in Yakima have experienced active neighborhood opposition, which has added up to a year to the review process. The NIMBY problem is a natural reaction to a project that might introduce diversity or increased housing density into an area. The City could review options to reduce the NIMBY effect, including community education and engagement. One solution may involve multiple smaller projects spread broadly in the City, rather than a project of 30 or more housing units. This could reduce the NIMBY opposition and streamline development of small scale projects. There are some grant opportunities for assistance in financing the construction of housing for low to moderate income families. One of the most significant challenges is to fund operational costs for these developments. IV. Frontage Improvements and Necessary Public Utility Costs The cost of providing public utilities to new development has been noted as a concern for new projects in Yakima. Public water and sewer are enterprise funds, primarily operating on the rates paid by existing customers. Therefore, an adequate reserve fund for public financing of area wide improvements or line extensions does not exist in either of these programs. Some grant funds have been used in the past to assist in the extension of utilities into some areas. This funding is significantly constrained. Yakima Municipal Code Title 12 directs many of the policy issues related to these 61Page elements. To reduce frontage and utility costs, locations that already are served by public utilities and complete streets should be prioritized for affordable housing projects. Public water and fire flow — Public water is available from either the City of Yakima or Nob Hill Water systems, depending on location. No new wells in City Limits for drinking water are permitted, although there are still neighborhoods where public water is not currently available. The City recently extended public water to a mobile home park on Fruitvale Boulevard due to a failed water system. Public sewer — One of the most expensive items for new development is the common need to extend a public sewer line to the site. Currently, the City has approximately 20% of the neighborhoods and areas where no public sewer is available. The Yakima Health District does not recommend allowing any new septic systems inside the City of Yakima if public sewer can be made available. The City of Yakima does not have a robust Capital fund to finance the extensions of public sewer to all the regions of the City where no sewer lines exist or the capacity of the lines are not adequate. Developers cite the "to and through" policy requirement as adding expense burdens to projects, yet this remains one of the principle methods of equitably extending sewer lines to adjacent properties. Late comer agreements for sewer reimbursement are not popular, because the payback time is uncertain. In some of our older neighborhoods, the cost of sewer connections is a financial burden to families in existing homes that have old or failing septic systems. An alternative financing tool is the Local Improvement District (LID). In some neighborhoods, property owners may not be able to afford to participate in the LID or even afford the connection charges. Street frontage improvements - Construction of new streets, or improvement to existing streets to support a new development is a basic element of a project. There are many factors that impact the nature of the street improvement necessary to support a new development. The City has adopted the policy of "complete streets" that considers all users, including walking, biking and transit. This is most important in walk to school neighborhoods and safe routes locations. On street parking is often desired in a new development, but not required. Traffic calming is allowed on neighborhood streets, but not on busy arterial streets. The City policy is for sidewalks on both sides of the street. Infill lots may be exempt from some of the requirements to upgrade streets. Requirements for street frontage improvements must have a "nexus" to support the need for physical improvements. A traffic study is required for large projects to determine if "off-site" street improvements are necessary. The authority for the traffic study is most often the State Environmental Policy Act (SEPA). V. Washington State Legislative Affordable Housing Optional Programs Several programs have been enacted by the State to encourage affordable housing. Affordable Housing Fund Sales and Use Tax increase. The State of Washington enacted an optional sales and use tax increase of one-tenth of 1 percent for Counties and Cities in 2015 (RCW 82.14.530) to be used exclusively for affordable housing projects and mental health programs. The cities of Ellensburg and Olympia have adopted programs to impose this sales tax increase. The city of Ellensburg anticipates it will raise approximately $450,000 to $500,000 per year from this program. The City of Olympia anticipates close to $2 million a year in revenue. The program requires a ballot measure for adoption. Both Ellensburg and Olympia conducted community workshops and studies to get support to pass these ballot measures. If the city council is interested in this program, a study session on implementation steps should be scheduled. Disposal of Surplus Government Property it a ount or Affordable Housihq; 7jPage Effective June 7, 2018, RCW 39.33.015(8)(a)_enables state agencies and local governments to dispose of its surplus property at no or Iow cost to developers to construct affordable housing. There are requirements as to the affordability period and other restrictions as to the use of the property associated with the disposal. Municipalities must typically receive fair market value for surplus properties. Allowing the sale of surplus property at a discounted rate will open up more land for development of affordable housing. This program could streamline transactions of idle city owned land to housing agencies and developers who will build qualified affordable housing units. • Allowing for Smaller Residences: In HB 1085, the legislature amended the state building code and related planning statutes to allow Iocal governments to reduce the minimum dimensions of habitable spaces in single-family residential units below the standards set forth in the state building code. This bill is intended to enable the development of smaller, more affordable homes, sometimes called tiny homes. RCW 19.27.060(2) now reads, in relevant part: The legislative body of a county or city... may adopt amendments [to its local regulations implementing the state building code] that eliminate any minimum gross floor area requirement for single-family detached dwellings or that provide a minimum gross floor area requirement be|uvvti o'ii'iio1.1mop��u.m�i��a61.6ndmxjS and -ci~ac,tivesc,.-Jntaihed8nth*ostste`b,Astrrg The City of Yakima has not adopted an amendment to the building code that allows this reduction in gross floor area requirements. • Exempting Certain Property Intended for Low -Income Housing from Property Taxes: ESSB 5143 exempts real property owned by a nonprofit entity from state and local property taxes when that land is being used for developing or redeveloping low-income residential housing. In particular, this law extends the exemption to community land trusts where the land remains in the ownership of the nonprofit but is leased to low-income households. There is no community land trust in Yakima. • Increased Fun Available for Affordable �efund�fbr The ��|a��ma���ane��m$����ing�e��o�ai�end��� homelessness and affordable housing. It also increased the surcharge amount to $62. A portion of the surcharge is provided to counties to put toward their homeless housing program and a portion goes to the state to be deposited in the Home Security Fund Account. The funds must be used for specific purposes, and data collection requirements and metrics are incorporated to determine whether the funds are addressing the homelessness problem. The City of Yakima is considering a request to Yakima County that would reserve this increase in the filing fee for the capital project financing and operations of a permanent Iow-barrier homeless housing projectject and /or homeless shelter. VI. Maintaining Housing Stock Preservation of the existing housing stock in the City of Yakima is critical to meeting the demand for affordable housing. The condition of housing (both rental and home ownership) is essential to quality Iife in the community. The City of Yakima, as an Entitlement Community, expends approximately 60% of the Community Development Biock Grant (CDBG) resources in the repairs for safety and health items in the homes of senior citizens and disabled persons each year. This program has enabled hundreds of elderly families to "age in p|ecm^, delay entry into an assisted living mitumt|on, or simply experience safety repairs that otherwise were not affordable. The City Council has strongly supported this program but it is limited by available funding. Much of the City of Yakima housing stock is old, with over 50% of the housing units constructed more than 40 years ago. There is a strong correlation between housing age and housing condition. The percentage of housing units that lack either a kitchen or plumbing varies by Census Tract between zero @|Page and 11.26 percent, with the high rate of no plumbing is found east of 16th Avenue. Other condition issues have not been recently documented. The City of Yakima has adopted Municipal; Codes for Chronic Nuisance properties (YMC 11.45), Dangerous Buildings (YMC 11.46) and Apartment House/Hotel Safety Codes (YMC 11.13) but we have not adopted the optional Minimum Property Standards (MPS). Some community conversation has occurred related to whether the City should promote short term rental housing such as those utilized as "Air Bed and Breakfasts (ABNB) or Vacation Rental Businesses (VRBO). The Yakima Planning Commission will be holding Zoning Text Amendment hearings in 2019 and will consider this topic along with other related short term rental issues. Some communities in Washington State have experienced a negative effect of short term rentals on the available housing market, as the vacation business removes units from the rental market. The City of Yakima does not have a rental registry program, like Seattle does that requires inspection of rental units on a routine basis. At this time, the City cannot demand an inspection of a rental unit, which impairs the ability to write citations for unsanitary or potentially dangerous conditions. While there are many positive reasons to support a Minimum Maintenance Code or program, one significant negative affect would be the potential to displace low income persons from housing without any other housing resources to provide shelter. The City does not maintain a vacant residential building program at this time. The City Council has started a discussion of the goals and intended outcomes that may result from a vacant building program. If the City of Yakima adopts and enforces minimum maintenance standards, some housing units will be upgraded especially with public safety improvements. However, some housing units will likely be abandoned and some tenants may be displaced. City Council Action Steps This Study Session was intended to summarize the role of the City in Affordable Housing, and identify action steps to encourage housing starts, especially those that may be below market rates. The City of Yakima has many partners in this community that have broad expertise in housing issues who could assist in providing recommendations or insight to the Council. Action Steps for the City of Yakima: Refer items to the Yakima Planning Commission related to zoning and regulatory innovation for broad community discussion about potential amendments. The City Council reviews all recommendations of the Planning Commission. a. Review options for zoning of additional land for multi -family construction. b. Analyze the Zoning Ordinance (YMC 15) & Subdivision Ordinance (YMC 14) for regulatory strategies to encourage multi -family construction. c. Analyze the R-1 Zoning District to determine if more density should be allowed in the R1 Zone? d. Review techniques used in other cities, especially in the state of Washington to encourage new housing of all types. e. Review the concept of Inclusionary Housing Ordinances that require set -asides for affordable housing or payments into a fund for affordable housing. Seattle and Portland have similar ordinances with mixed results. f. Review short term rental zoning and licensing regulations (ABNB or VRBO). 2. Direct the Healthy Community and Neighborhood Building Committee (HCNB) to review this report and prioritize policy options for the full Council, including: a. Review methods to encourage below market rate construction of multi -family housing. b. Work with Yakima Housing Authority to bring more rent vouchers to Yakima from HUD. 91Page c. Explore potential rehabilitation incentives the City could offer existing building owners to develop mixed use projects with commercial/office on ground floors and housing units on upper floors. 3. The full City Council should evaluate some of the crucial policy issues related to encouraging new housing starts. a. The City has adopted the Multi -Family Housing Tax Credit Program, authorized in YMC 11.63.040. The program is limited to CBD zones. Should it be expanded? b. If the council decides to review development standards, such as changes to utility policies or street frontage improvements, a broad community discussion should be convened and include organizations like the City of Yakima Bicycle and Pedestrian Committee. The ability to offer any incentives or discounts from the City Water Division or Sewer Division is ultimately a rate payer and City Council policy decision. c. Consideration of the adoption of the minimum maintenance code and a rental registry could involve review by a variety of stakeholders, including but not limited to, tenant rights organizations, health industry professionals and landlord organizations. d. The Council may want to discuss strategies to address vacant and abandoned buildings, HNC Li iC VLiii ii 1111111LJ \Ci lir 1fV i71 LJ1.3i111/4•L. e. CDBG and HOME Entitlement funds from HUD have been spent cautiously and strategically invested. However, there is broad authority to modify program investment. If the City would like to be briefed on these program options, a Study Session may be appropriate. Submitted by Joan Davenport, Director 10IPage MEMORANDUM To: Honorable Mayor and Yakima City Council Members From: Joan Davenport, Community Development Director Sara Watkins, Senior Assistant City Attorney Joseph Calhoun, Planning Manager Cliff Moore, City Manager Date: May 7, 2019 Subject: Council Update on Affordable Housing Strategies and Recommendation for Housing Action Plan (HAP) Outcome of the Study Session At the March 12, 2019 Study Session, the full City Council noted that promoting Affordable Housing is a complex but significant issue in the community and requested staff begin more in-depth review of the tasks and topics covered in the Study Session. Responsibilities were divided between the Yakima Planning Commission and the Partnership Committee. Other topics were directed to come back to City Council for policy discussion and direction. This report includes a summary report on these topics. Housing Action Plan and Community Engagement Program Staff recommends the City Council consider initiating a community engagement process to facilitate public participation and education related to potential ordinance changes, neighborhood preservation/protection, housing density and housing choice diversity. This early community engagement process would be part of a coordinated Housing Action Plan (HAP). After the initial work of review and analysis for the various tasks presented in the March 12th Study Session, staff recognizes the complexity of the project and the potential for community concerns. The experience of many other cities reveals that community engagement can be a powerful tool to gaining acceptance of some of the changes necessary to promote affordable housing, especially if changes proposed impact the R-1, Single Family Residential Zoning District. With multiple, complex strategies under review at the same time, there is strong potential that efforts will become fragmented and may not produce a cohesive, effective strategy to encourage more housing. It would be beneficial to have a housing and demographic expert help prioritize tasks and guide community engagement. Many cities have developed a similar strategic approach to address housing issues and demographics. A Housing Action Plan (HAP) and Community Engagement program could be an effective method of promoting understanding for ways to influence diversity and density in neighborhoods. The Community Engagement program could help coordinate input from individuals as well as organizations and stakeholders. The cost of preparing a Housing Action Plan and Community Engagement program for the City of Yakima is estimated between $45,000 and $55,000. City staff has submitted a grant application to the Yakima Community Foundation for $25,000 to help support this project. Additional funding would be necessary, and the project could be divided into two phases. The Washington State Department of Commerce has been approached for funding help. Page 1 1 A Strategic Approach to Affordable Housing To create a successful program that encourages more housing units and a diversity of housing types in the community, we will need many partners. As demonstrated by the wide variety of topics discussed at the March 12, 2019 Study Session on Affordable Housing, this is a complex issue. To encourage more housing development, multiple factors must be considered, as well as how they relate to each other: Land available at feasible price • Zoning in place to allow increased density or infill Neighborhood acceptance of new development Certainty of process and permitting timelines Infrastructure (public water, sewer and street) improvements in place • School capacity to serve new families, as necessary • Connections to public transit, parks, retail with sidewalks create neighborhood appeal A funding plan to support construction and maintenance of the project The City Council Strategic Plan includes goals focusing on Neighborhood Building and fostering Public Trust. Strategies include Equity Reports as reference tools, use of the Community Integration Committee for outreach, partnering with the Hispanic and Latino community to address needs and expectations. In relationship to the Council Strategic Plan, the entire Yakima community must be committed and understand the benefits of expanding housing opportunities. A Community Engagement Program should be the foundation to support changes in policies that encourage new housing. The entire community must be assured that Neighborhood preservation is a priority of the City, as well as providing more opportunity for new residential development In order to develop an effective Community Engagement Program, as well as assist in prioritizing policy or regulatory tasks and strategies, staff recommends the City initiate a "Housing Action Plan". The Housing Action Plan (HAP) with a focus on Community Engagement would guide a participatory education and listening process, as well as coordinate and focus the efforts of partners and the City toward the common goals of: 1. Developing more housing options at all levels, 2. Increase density, diversity and distribution of housing choices. Housing Action Plan Follows on-EQuity Study In 2017, the Yakima City Council conducted an Equity Study to illustrate and understand the geographic areas in Yakima where disparities may exist using a variety of infrastructure and demographic measures. City staff published data and provided visualizations of a wide variety of existing geographic information. In addition, the City of Yakima utilized the technical expertise of the WSU Metro Center for Applied Research and Extension to analyze the data. The City of Yakima 2017 Equity Study illustrates many demographic characteristics that exist today in our community. An Equity Lens approach, as recommended in the Equity Study report by WSU would provide a tool to evaluate the impacts across the community from policy or program changes. The Equity Lens approach would help evaluate racial, social, and economic impacts of policy changes in the community. A Housing Action Plan could be a significant community step in implementing an Equity Lens project for Yakima that would foster community engagement around a common set of goals. The Council Community Integration Committee could assist in education and outreach efforts. Page 1 2 Summary of Affordable Housing Topics Identified to Date: This report includes a preliminary draft summary of each item presented in the March 12, 2019 Affordable Housing Report Study Session Whitepaper. We fully expect as the discussion about these strategies develops, additional techniques or programs will be added for consideration, and some will be removed. The topics and assignments listed in the March 12, 2019 report include the following. 1. The Yakima Planning Commission received a variety of assignments which are largely regulatory and related to the Zoning Ordinance, Subdivision Ordinance or SEPA. Work sessions and general discussion on these topics has commenced. The Planning Commission is interested in meeting with the Central Washington Homebuilders and other organizations in order to get feedback on these items. Item 1.a: Review options for zoning of additional land for multi -family construction Item 1.b: Analyze the Zoning Ordinance and Subdivision Ordinance for regulatory strategies to encourage multi -family construction Item 1.c: Analyze the R-1 Zoning District to determine if more density should be allowed Item 1.d: Review SEPA techniques used in other cities, especially in the state of Washington, to encourage new housing of all types Item 1.e: Review Inclusionary Zoning concepts to see if they fit Yakima Item 1.f: Review of Short Term Rental (ABNB or VRBO) Item 1.g: Review Accessory Dwelling Unit Regulations 2. The Partnership Committee was assigned several general topics that will involve coordination with community organizations. A preliminary meeting was held on April 19, 2019. The Partnership Committee was interested in hosting some workshops with various organizations and non -profits that are active in the building industry. Item 2.a: Review methods to encourage below market rate construction of multi -family housing Item 2.b: Work with Yakima Housing Authority to bring more rent vouchers to Yakima from HUD Item 2.c: Explore Flexibility in the Building Code and Affordable Housing 3. A series of items were referred back to the full City Council for discussion, as they are largely policy items. Washington State Legislature has recognized the need for Affordable Housing is a statewide concern. Our Planning Manager commented on a variety of legislation options as they were in committee. Now that the legislative session has ended, we will evaluate the new legislation and report back to the full Council on possible new programs. Item 3.a: Multi -Family Housing Tax Credit Program Item 3.b: Review of Development Standards to determine if they present challenges for new affordable housing developments Item 3.c: Strategies to Address Vacant and Abandoned Buildings &Community Renewal District Item 3.d: Opportunity Zones Funding for Affordable Housing Item 3.e: Review CDBG and HOME program funds for ability to support additional housing units Page 3 Affordable Housing Project Status Report Item 1.a: Review options for zoning of additional land for multi -family construction 1. How does this promote affordable housing? The availability to construct multi -family housing in a variety of areas is an important component of affordable housing. 2. Statutory Authority RCW 36.70A — Growth Management Act. As a city planning under the GMA, Yakima is responsible for designating land within the city limits as being aggropriate for housing, including multifamily housing. 3. What the City of Yakima is doing now The Zoning Ordinance (YMC Title 15) currently allows multifamily housing, at various levels of review, in all zoning districts except the Suburban Residential (SR), Single -Family Residential (R-1), Historic Business (HB), Airport Support (AS), Light Industrial (M-1), and Heavy Industrial (M-2) zoning districts. SR R-1 R-2 R -3T B-1 B-2 HB SCC'ICC AS GC CBD Rid M-1 M-2 Multifamily Dwelling ('): 0-7 DU/NRA 812 DU/NRA 2 2 2 2 2 2 2 2 13+ OU/NRA Mixed -Use Building 3 2 2 2 2 2 2 2 2 2 2 2 2 1 4. Examples of other communities in Washington State Most Cities in WA allow Multifamily Residential in similar zoning districts to Yakima. 5. Pro/Con Con - Adding additional areas for multi -family dwellings, especially in areas with heavy concentrations of single family homes (R-1), may prove challenging. The influx of multi -family in Yakima has historically been met with neighborhood opposition. Projects like the Bicycle Apartments, while ultimately approved after appeal, underwent a lengthy process due to neighborhood opposition. Pro — Additional areas for multi -family housing provide greater density/efficient use of land, efficient use of services (water, wastewater, power, transit, etc.), and an increase in property values (vacant land vs. built -out). 6. Process Next Steps The Planning Commission is currently reviewing options for increasing the zones for multi -family dwellings and decreasing the level of review in certain zones. Study session on this topic were held on Page 1 4 March 27, 2019 and Apr10, 2019. Any proposed changes to YMC Title 15 will come to the Council as a recommendation after a YPC public hearing. rak Affordable Housing Project Status Report Item 1.b: Analyze the Zoning Ordinance and Subdivision Ordinance for regto encourage multi -family construction 1. How does this promote affordable housing? The regulatory structure for how multi -family housing is defined, where it can Iocate, and how have timing and financial impacts to making a project affordable. 2. Statutory Authority RCW 36.70A — Growth Management Act. As a city planning under the GMA, Yakima is responsible for designating land within the city limits as being appropriate for housing, including multifamily housing. 3. What the City of Yakima is doing now Multi -family housing is currently defined in YMC 15.02, but is limiting in its application: "Dwelling, multiple -family" means a structure or structures, or portion thereof, designed for occupancy by three or more families living independently of each other and containing three or more attached dwelling units on a lot. Multiple -family and detached single-family dwellings that are clustering around a common amenity such as open space, recreation facilities or common community building, and have a common driveway access on a single lot of record, are also considered multiple -family development. Multi -family housing density is essentially a function of how many dwellings can be fit on a given property while still maintaining compliance with parking, setback, and lot coverage standards. 4. Examples of other communities in Washington State 5. Pro/Con Con — Opponents to multi -family development may see any regincentive or reduction in standards as contrarytothe built -environment of Yakima (37% of all land use, 2016 Existing Conditions Report) Pro — Modifying the definition such that any develwith three or more dwelliunits, regardless of type, as multi -family will encourage infill development and increase efficient use of utilities. 6. Process Next Steps The Planning Commission is currently reviewing options to modify the definition of Multi -Family Dwellings. Study session on this topic were held on March 27, 2019 and April 10, 2019. Any proposed changes to YMC Title 15 will come to the Council as a recommendation after a YPC public hearing. Page 1 5 Page 1 6 Affordable Housing Project Status Report Item 1.c: Analyze the R-1 Zoning District to determine if more density should be allowed 1. How does this promote affordable housing? Single -Family Housing is the most abundant land use in the City of Yakima. Allowing greater density in the R-1 Zoning District will reduce the cost burden of utility and street extensions for new uses, and promote the efficient use of existing facilities for infill development. 2. Statutory Authority RCW 36.70A — Growth Management Act. As a city planning under the GMA, Yakima is responsible for designating land within the city limits as being appropriate for housing, including multifamily housing. 3. What the City of Yakima is doing now The R-1 zoning district allows development up to 7 dwelling units per acre. The primary use is single- family homes with duplexes allowed as a Type (3) Review (Hearing Examiner public hearing). The YPC is discussing a potential reduction in the level of review for duplexes and adding in multi -family dwellings up to 7 units per acre. Also being discussed is outright permitted up to 10% duplexes in new single-family subdivisions. 4. Examples of other communities in Washington State Several communities in Washington allow duplexes in the R-1 zone at an elevated level of review. 5. Pro/Con Con — The addition of more duplexes or new multi -family development could diminish the overall aesthetic of a single-family neighborhood. Pro — The additional development types would still be required to adhere to R-1 density standards. The overall number of units wouldn't increase, only the layout. 6. Process Next Steps The Planning Commission is currently reviewing. Study session on this topic were held on March 27, 2019 and April 10, 2019. Any proposed changes to YMC Title 15 will come to the Council as a recommendation after a YPC public hearing. Page 1 7 Affordable Housing Project Status Report Item 1.d: Review SEPA techniques used in other cities, especially in the state of Washington, to encourage new housing of all types 1. How does this promoteaffordable housing? Increasing the threshold for environmental review in different areas/neighborhoods/zoning districts will reduce regulatory barriers for larger multi -family and mixed-use developments than what is currently allowed. 2. Statutory Authority RCW 36.70A Growth Management Act. As a city planning under the GMA, Yakima is responsible for designating land within the city limits as being appropriate for housing, including multifamily housing. WAC 197-11-800(1)(b)(i) — Categorical Exemptions. Fully planning under the GMA, Yakima must set flexible thresholds that determine whether a project must go through environmental review. RCW 43.21C.229 —Infill Development — Categorical Exemptions from Chapter. Cities may set flexible thresholds above the limits of WAC 197-11-800 in order to fulfill density benchmarks outlined in their comprehensive plans. 3. What the City of Yakima is doing now The Zoning Ordinance currently exempts residential developments from SEPA review if no more than nine dwelling units in the SR and R-1 zoning districts, and not more than 20 dwelling units in the R-2, R-3, B-1, B-2, SCC, LCC, CBD, GC, and RD zoning districts. 4. Examples of other communities in Washington State Within the City of Everett's E-1 MUO (Mixed Use Overlay) zone, a residential use and its required off- street parking are exempt up to 100 dwelling units, along with up to 30,000 square feet of commercial space inside a mixed-use building with 8 or more residential dwelling units and its required off-street parking. Kent also uses this method for its Downtown Subarea Action Plan, exempting all residential, mixed-use, and non -retail commercial space less than 65,000 square feet. 5. Pro/Con Yakima has thresholds for categorical exemptions that are typical of other cities in Washington, which the City last updated in 2011. State law limits categorical exemptions to 30 units for single family developments and 60 units for multifamily developments; both of these current exemptions could be increased in order to promote more housing units without the need to go through environmental review. Thresholds can be increased in areas that qualify for the provisions under RCW 43.21 C.229. 6. Process Next Steps The Planning Commission is currently reviewing. The initial study session on this topic was held on March 27, 2019. Any proposed changes to YMC Title 15 will come to the Council as a recommendation after a YPC public hearing. Page 1 8 Affordable Housing Project Status Report Item 1.e: Review Inclusionary Zoning concepts to see if they fit Yakima 1. What is Inclusionary Zoning? The goal of inclusionary zoning is to have the developer make a certain number of units fall into the affordable range of the defined cost burden on the subject community. 2. Statutory Authority State law RCW 36.70A.540 provides authority for GMA Cities and Counties to establish mandatory requirements under certain circumstances. WAC 365-196-870(2) Allows for cities to require a minimum number of affordable housing units in areas deemed appropriate. 3. What the City of Yakima is doing now The City of Yakima is missing many of the typical elements composing inclusionary zoning standards, but Yakima does not have some of the limitations on regulations many other cities may have. Within Title 15 of the Yakima Municipal Code the City has standards for density in the R-1 and R-2 zoning districts, but the R-3 zoning district does not have a minimum or maximum density standard, density is currently limited by the number of parking spaces, which can be changed though the Administrative Adjustment process. On the other hand, because Yakima has no minimum unit standard, developers are allowed to create developments that are below the rates of specified by the 2040 Comprehensive Pian. Additionally, single family homes are allowed to be placed within the R-2 and R-3 zoning district, effectively removing the intent of the higher density zoning designations. 4. Examples of other communities in Washington State Under the voluntary model developers often times have a variety of development incentives at their disposal to encourage a certain number of appropriate units to be included in the construction of their projects. Those incentives can include density bonuses, waiver of fees, and flexibility of design standards such and landscaping and parking. Cities implementing voluntary options have very mixed results. Many developers continue to build market rate housing, due to the simplicity of the action. Mandatory programs, are codified as such, and require developers to construct a certain number of appropriate units. Many cities within the U.S. will provide density bonuses if the number of appropriate dwelling exceeds the minimum number required. Elements of inclusionary zoning — If the City chooses to pursue the idea of making inclusionary zoning a mandatory practice within Yakima, there are several elements to consider in this process: a) Minimum quantity of appropriate units — This can be done on either a fixed scale or sliding scale based upon the size of the proposed development. The City of Redmond has fixed scale requiring that 10% of all new units created be affordable, while the City of Sammamish has a sliding scale based upon the number of units created. b) Target income range — There are a variety of ways to approach this using the data that has been provided by the 2040 Comprehensive Plan and the 2017 Equity Study. Many cities, including Federal Way and Redmond, use their community's median household income as a benchmarks and define what target population has the ability to apply for these units. For Page 1 9 example, Federal Wadefines affordable as those with incomes at or below 50% of King County's median household income. c) Time period — the amount of time in which units shall remain affordable, and whether or not affordability shifts with the changing demographics, or remains fixed and only applies to the affordability rates during the time when a development is completed. d) Geographic area — Which areas in the city are subject to inclusionary zoning? Citywide or isolated areas the city deems necessary? 5. Pro/Con Pro — In an active housing markets, siich as Yakima, inelusionary zoning results in the production of more affordable housing for low and moderate income residents. Inclusionary zoning also relies on private development to provide a variety of mixed income developments, creating a more diversified community, without relying on the tax payer. Con — it may be difficult to administer an inclusionary zoning program and monitor the actual number of affordable units. Additionally, there may be questions and push back on residents who are concerned ebgufhecnnlinneit|onofoornnmuni^'.e`nhnranfocAridibnnn!|yiYthehni yinQmarlece+nnf Qtrcnn� developers many opt not to budding housing, which would defeat the purpose. Another argument brought up, but hard to measure, is if the developer passes the additional costs of having affordable units onto the market level units, effectively raising the cost of market rate housing. 6. Process Next Steps Hold a study session with a Council Committee or Plannin Commission to determine which inclusionary zoning elements would be appropriate in the YMC. If the desire is to move forward with Inclusionary Zoning, staif can deliver a report on the economic impacts of IZ during futustudy sessions. Page 10 '11* Affordable Housing Project Status Report Item tf: Review of Short Term Rental (ABNB or VRBO) 1. What is a Short Term Rental? A short-term rental, or vacation rental, is the renting out of a furnished home, apartment or room for a short-term stay. The owner of the property will usually rent out on a nightly or weekly basis. The city of Yakima currently does not have a definition for short term rentals and review falls under the category of "Bed and breakfast" which has the following definition; "a residential structure providing individuals with lodging and meals for not more than thirty days. For home occupations, such uses are limited to having not more than five lodging units or guest rooms." 2. Statutory Authority A General Business License and Land Use Review is required 3. What the City of Yakima is doing now The Zoning Ordinance (YMC Title 15) currently allows homes to be used as a Bed & Breakfast as both a commercial use or through a home occupation business license process. The following is the commercial review process: Bad and Breakfast inn (') SR 2 R-1 R-2 R-3 2 B-1 2 B-2- HB The following is the home occupation review process: [Bed and breakfast" SCC 2 LCC 2 SR 1 AS GC 2 CBD 1 RD M-1 M-2 Zoning District R-3 13-1 R-1 R-2 1 4. Examples of other communities in Washington State For communities in Washington State without an active tourist market, short-term rentals are not a major issue and those local governments don't usually have regulations addressing them. For those local governments with a significant number of tourists or transient visitors, however, these jurisdictions either already have regulations in place or are contemplating adopting them. 5. Pro/Con Pro — Additional income through tax revenues; increased tourism activity; and provides an additional source of income for families or individuals. Con — Creating a mechanism for collecting lodging and sales tax on these short term rental stays; difficult to regulate; mitigation of traffic, parking noise and other impacts on the surrounding Page 1 11 neighborhood; compliance with standards that are commonly applied to other types of lodging establishments; impact of short-term rentals on a community's affordable housing supply. In this case, the concern isn't necessarily about a homeowner renting out a room or backyard cottage, but that property owners will purchase residential units and rent them out on a short-term bmoimtoout'of- town viitorm, thereby taking them out of the year-round rental housing supply. 6. Process Next Steps Hold a study session with a Council Committee or Planning Commission to determine if Short Term Rentals need to be addressed. If the desire is to move forward with a Short Term Rental regulations, staff can work with the Planning Commission to outline specific regulations. Page 1 12 Affordable Housing Project Status Report Item 1.g: Review Accessory Dwelling Unit Regulations YMC 15.09.045—Accessory Dwelling Units (ADUs). The City regulates accessory dwelling units as part of the zoning code. Accessory Dwelling Units are defined as structures "separate from the primary single-family" on the same lot. The purpose requirements are as follows: (1) "Provide homeowners with an opportunity for extra income, companionship, and security; (2) Better utilize existing infrastructure and community resources (sewer, water, roads, etc.); (3) Provide a housing type that allows flexibility to respond to changing needs and lifestyles; (4) Add to the supply of affordable dwelling units; and (5) Protect neighborhood character and stability by ensuring that ADUs are compatible with surrounding land uses." YMC 15.09.045(A). See also RCW 43.63A.215; RCW 36.70A.400. The City has regulations outlined allowing property owners to construct ADUs on their property. However, the ADU regulations are very specific as to the reasons for ADU construction. ADU construction is limited in the ordinance by its definition. Since the ADU ordinance was passed there have been very few permits for new construction ADUs within the City. There have been more permits for altering garages into dwellings, for example, rather than new buildings being placed on properties. The City of Seattle recently attempted to make significant changes to its ADU requirements. The proposal includes the following: allow two ADUs per lot, have no parking requirements associated with the ADUs, elimination of the requirement that the owner live on site if the property has an ADU, increased maximum floor area to 1,000 square feet (from 800 square feet), reduction of the minimum lot size to accommodate and ADU and increase the maximum lot coverage. See https://www theurbanist.ori;/2©18j10/08/seattles.backyard-cottage-plan-falls-short The EIS related to the ADU section of the land use code was appealed to the Hearing Examiner and a decision has not yet been issued. There is also a statewide bill in House Committee addressing ADUs. Although outside of Washington state, Portland, Oregon, created a Residential Infill Project. Information about that project can be found here: https://www.portiandoretonov b s76592' A. Evaluating the ADU regulations Pros of creating more opportunities for people to build ADUs on their property include that there would be more housing available for Yakima residents. Because ADUs are generally smaller than regular single-family homes, they may also be less expensive to rent. They also provide smaller housing for singles or couples with no children, who may not want the typical 3 bedroom 2 bath home (either for purchase or rental). It also provides opportunities for property owners to have rental income. Cons include possible changes in neighborhood characteristics, possible parking issues (depending on if the Council changes parking regulations), or increased density in single-family residential neighborhoods (could be a pro or a con). Many of the pros and cons depend on how the regulations would be changed to encourage ADU construction. Page 1 13 Affordable Housing Project Status Report Item 2.a: Review methods to encourage below market rate construction of multi -family housing. 1. How does this promote affordable housing? Encouraging below market rate construction will increase the number of low-income units available in Yakima. Although there is a shortage of all levels of affordable housing, new construction of below rate multi -family housing is difficult for the average developer because of the building expenses vs. rents received. 2. Statutory Authority RCW 84.14 – Multi -Family Tax Exemption. The Legislature provides for cities to enact a multi -family tax exemption to stimulate the construction of new, rehabilitated or converted multi -family housing within designated areas. When approved, the value of the housing construction or improvements is exempted from property tax for a specific period of time. A 12 year exemption is allowed for those developers who commit to renting or selling at least 20% of the units to "low and moderate income households." Innovative Housing Demonstration Programs or Innovative Housing Design. These concepts are enacted through local legislation under the city's zoning/police powers. Low Income Housing Tax Credit Program: 3. What the City of Yakima is doing now The City has enacted the multi -family tax exemption in the downtown area, encouraging housing starts such as the Valentina, One Chestnut and the Lofts. A separate summary is provided on this specific topic later in the packet. The City allows for some innovative housing design in its zoning code—specifically it has passed an ordinance allowing multi -family to include cottage style dwellings which are smaller and built around common amenities. The City does not have an innovative design demonstration ordinance. 4. Examples of other communities in Washington State Innovative Housing Demonstration Programs and Innovative Housing Design are based mostly on the needs, wants and characteristics of the cities creating or providing for the programs. Redmond, Washington has an ordinance (RZC 21.08) that allows for Residential Innovative Zones. The purpose is to provide for diverse housing needs, and increase the number of small dwelling units being constructed in new subdivisions. Specifically it requires that subdivision applications (short plats, binding site plans and long plats) with sites 30,500 square feet and greater shall include smaller dwelling units as part of the project. The smaller dwelling units are size limited, duplexes, or cottage dwelling units (as defined by Redmond). This regulation requires the developer to build units with smaller square footage mixed with other single-family households (the regulation only applies to single family housing zoning districts). It intersperses dwellings of various sizes within residential developments as well. A good website about housing innovation programs can be found here: i ttis ! vw src.are/housing-innovations- ro ram -hip Page 1 14 5. Pro/Con Pros of requiring developers to be innovative with their housing design include diversified housing types, sizes and costs in one neighborhood (using the Redmond example). Cons include that developers will have requirements in Yakima not found elsewhere. To counter that con, the Council may want to evaluate this idea in cojunction with development incentives. Without development |nmentiVem, having innovative design requirements (or other similar requirements) may create a situation where developers are choosing to locate their multi -family or subdivision projects outside of the city limits to avoid the ordinance requirements. 6. Process Next Steps Making decisions on how to incentivize below market rate building requires an evaluation of not only ways to create more density or make the building process easier, but also how to make the development of such units realistic for developers. A holistic approach to evaluating incentives, requirements and development regulations might be a good approach to evaluate these issues. Page 1 15 Affordable Housing Project Status Report Item 2.b: Work with Yakima Housing Authority to bring more rent vouchers to Yakima from HUD 1. How does this promote affordable housing? Increasing the number of rent vouchers available to low-income individuals and families allows them to rent housing at an affordable rate. The voucher can cover the difference between what the recipient can pay and the market rate of the unit. 2. Statutory Authority The vouchers are federally funded through HUD. Here are some websites about the voucher programs: (�on®ral vn. infnr .tirm: h fin .1/ nAnnr !°ei Irl nn`r/4nnireIhri'cinrr -hr re 5®f4i onhear rernnram Pt^.#Intl Veterans' Housing voucher information: htt liviww.hud.av/ro•ram n offices/igublic Indian housih/wrorar/hcv/vash Family unification voucher information: httos://www.hod.00vioroorarn offices/public i dian housing/ rams/hcv/far i1 Non -elderly disabled voucher information: https://www.hud,cloviproprarn offices/public Indian housing/proramslhcv/ned Mainstream non -elderly disabled voucher information: https://www.hud.gov/program offices/public indian housing/prograhcv/m instream prod Currently Congress is not allocating funds for new general Section 8 vouchers. So to obtain a general Section 8 voucher (i.e. you are low-income and qualify but do not fall into one of the four categories above) a person would have to wait until a current Section 8 voucher became available. Congress has allocated additional vouchers in the four voucher areas listed above (specialized vouchers). Currently, Yakima Housing Authority administers the following numbers of specialized vouchers: VASH: 93 NED: 15 Mainstream: 5 Family Unification: 0 (denied application) To obtain additional VASH vouchers, the VA (Walla Walla) is required to approve the request. Yakima qualifies for them, but the VA has not been convinced of the need based on prior Point -in -Time homeless counts so it has not supported additional vouchers to Yakima. The NED and Mainstream vouchers being administered by the Yakima Housing Authority are obtained in partnership with the Spokane Housing Authority for various reasons. People who are currently working through DSHS services are generally provided those vouchers. The Family Unification vouchers are for families who have lost their children and the lack of housing is holding them back from reunification with the children from foster care. The Yakima Housing Authority applied for these vouchers, but was denied due to lack of statistical data from DSHS to support the request. The Yakima Housing Authority is following up on this and would like to apply for these vouchers again in the future. Page 1 16 3. What the City of Yakima is doing now The City of Yakima does not participate in any activities advocating for additional housing vouchers to be issued to agencies in Yakima County. Affordable housing is a strategicpriordv. The City contracts with Iobbyists who work in Olympia and Washington, DC to promote legislation that is within the City's priorities, so Iobbying could occur on these issues. 4. Examples of other communities in Washington State N/A 5. Pros and Cons Helping the Yakima Housing Authority through Iobbying efforts in Washington, DC (and Washington State if appropriate) could help get additional vouchers to Yakima. One con is that if this effort is added to the Iobbying contract it could increase the cost of the City's Iobbyists. 6. Process Next Steps Evaluate the lobbying contract and determine if there is room to add the objective of helping the Yakima Housing Authority obtain more vouchers. This could include Iobbying to ask Congress to appropriate more vouchers as a whole across the country, lobbying to no longer require the VA to approve voucher requests for VASH vouchers, or issuing new non -specialized Section 8 vouchers. It will be necessary to work closely with the Yakima Housing Authority. Before any decisions are ma , it may be helpful to have some of the councilmembers sit down with the Yakima Housing Authority to get a better understanding of the vouchers, the challenges, and what a lobbying effort might look like. Page 1 17 4 404,4 rArr\NW --- - Affordable Housing Project StatusReport Item 2.c: Explore Fiexibility in the Building Code and Affordable Housing 1. How does this promote affordable Codes such as the International Building Code and Residential Code apply to the construction of new structures. Once a Certificate of Occupancy (C of 0) has been ismued. those codes are no longer applicable for the ongoing maintenance of buildings. Chapter 11 of the International Fire Code applies to the ongoing maintenance of commercial buildings including multifamily ctruoturea, their fire p[otection, and other systems. Those maintenance requirements are monitored through our annual fire inspection program. The International Property Maintenance Code (IPMC) is a maintenance document that is intended to estabiish ongoing minimum standardsfor basic equipment, lighting, ventilation, heating, saniaiiun, unsafe conditions, and fire safety in addition to and beyond the scope of the fire code for all structures and property including • One and two family dwellings • Multifamily structures • Commercial buildings • Vacant land Responsibility is fixed among owners, operators and occupants for code compliance. The IPMC provides for the regulation and safe use of existing structures in the interest of the social and economic welfare of the community. This code pnonnoteaafhordob|ehousing through �rn fire prevention sustainable housing that reduces costs associated with the replacement of dilapidated structures, major repairs due to neglect, and enables long term tenancy with less turnover. 2. Statutory Authority Unlike our building and fire codes, the State has not mandated the adoption of the IPMC, allowing local jurisdictions to amend the code to whatever level the adopting authority sees fit to meet the particular needs of the community. 3. What the City of Yakima is doing now The City has adopted the 1991 Uniform Housing Code (UHC), and the 1991 Code for the Abatement of Dangerous Buildings (DBC). These two codes contain many of the items that are covered by the IPMC. The UMC provides minimum standards that regulate the maintenance of all residential buildings and structures, while the DBC is more for defining dangerous buliding conditions. Enforcement provisions in these codes have been modified bythe adoption of TitIe 11.10 which provides additional maintenance standards and enforcement mechanisms, as well as providing updated penalty procedures. 4. Examples of other communities in Washington State Page 1 18 The IPMC has become the standard for a majority of cities and counties across the state. Most, if not all have amended the code to fit their individual community needs. 5. Pro/Con While the IPMC has proved to be a well thought out code, adopting it could have negative consequences such as: • Imposing costs on homeowners that find that they cannot afford to do many of the things that would be required of them Imposing maintenance costs on landlords that would typically be transferred to tenants Adopting the IPMC may be beneficial for the City of Yakima by: ▪ Consolidating older, outdated codes. The code contains many of the same provisions that are found in the UHC and DBC. Utilizing a code that was established in conjunction with the International family of building and mechanical codes that are adopted by the State of Washington 6. Process Next Steps Since the IPMC can be amended to fit the needs of the community, staff could research what other jurisdictions have amended, compare our other codes, and present those findings to the Public Safety Committee. If the committee desires to move forward, staff would create an ordinance and present that to the committee again for review. The committee could either provide further recommendation, or decide to move the ordinance to the full council for adoption. In order to encourage the construction of affordable one and two family dwellings, townhouses, and multi- family apartment buildings, building codes contain minimally required features that provide a reasonable level of safety while making housing affordable. The 2015 International Residential Code (IRC) allows one and two family dwellings and town houses to be constructed: With at least one habitable, 70 square foot space (bedrooms, living rooms, dining rooms and kitchens are considered habitable spaces), exclusive of spaces such as restrooms, storage closets and hallways. o These "spaces" may be combined into one, enabling a dwelling to be quite small. Previous codes required at least one minimum space of 120 square feet exclusive of other spaces 7 foot ceilings, and room width of 7 feet. Other parts of a room may have lower ceilings, but some of those areas cannot contribute to the required room size Without the need for a fire sprinkler system • With only one exterior exit door As two family (duplexes) either next to each other or stacked on top of each other o Stacked duplexes allows more units on a lot, provided that there is at least 10 feet between them With an unlimited number of townhouses (single units in groups of three or more) constructed under one roof o Individual units may contain from one up to three stories o Units may be constructed with a common 2 hour fire rated wall between them, rather than (2) one hour walls, reducing construction costs Page 1 19 The 2015 International Building Code which regulates apartment style multi -family structures allows minimum habitable room sizes of: • 120 square feet, with additional habitable spaces of 70 square feet each, exclusive of restrooms • 7 1/2 foot ceilings, and room width of 7 feet. Other portions of a room can have lower ceilings, but some of those areas cannot be counted toward the required room size • Efficiency living units with a floor area of 220 square feet for up to 2 people. These units would typically contain combination kitchen/living/sleeping rooms • Some existing buildings that undergo renovations and new multilevel buildings intended for residential use may be constructed without elevators o This depends on the nature of other occupancies in the building, but it can be a great help in making a project affordable 7. Statutory Authority The IBC and IRC is a state mandated code that is used by all cities and counties in Washington State. i. vvnat the ( ity of Yakima is doing now Besides utilizing the IBC and IRC, the City of Yakima has an ordinance that allows building plans for one and two family dwellings, townhouses, and up to 6 unit multifamily structures to be "mastered". This enables developers to pay for one plan review for all the variations of building features of their choice, and to construct multiple buildings from those reviewed plans. They save 55% of their permitting costs for buildings constructed after the first one. 9. Pro/Con RCW 19.27.060 allows local jurisdictions to reduce the building code's minimum room size (height and width) in one and two family dwellings by ordinance. With the currently allowed minimum room sizes, a dwelling could be as small as about 90 square feet with a combined kitchen and living space, and a restroom. It would not be recommended to reduce room sizes any further without a specific study to look at building safety and practicality. Page 1 20 Affordable Housing Project Status Report Item 3.a: The City has adopted the Multi -Family Housing Tax Credit Program, authorized in YMC 11.63.040. The program is limited to CBD zones. Should it be expanded? 10. How does this promote affordable housing? The purpose of the Multi -Family Housing Tax Credit Incentive, is to provide for increased residential opportunities in the city of Yakima within urban centers where the Yakima city council determines there are insufficient housing opportunities. It is further the purpose of this program to stimulate the construction of new multiple -unit housing and the rehabilitation of existing vacant and underutilized buildings for multiple -unit housing in urban centers having insufficient housing opportunities that will increase and improve residential opportunities within these urban centers. 11. Statutory Authority RCW 84.14 & YMC 11.63 12. What the City of Yakima is doing now The city currently has three resolutions in place and three certificates of tax exemption filed with the Yakima County Assessor for: a. Jem Development b. Mills Yakima Properties c. One Chestnut LLC 13. Examples of other communities in Washington State The city of Spokane used the Multi -Family Housing Tax Credit Incentive to encourage development of vacant land, Kendall Yards. The 77 acre property in the heart of Spokane sat idle for more than 50 years. Today, Kendall Yards has retail stores, restaurants, coffee shops, commercial office buildings and several housing choices from apartments to new homes. 14. Pro/Con Since the adoption of ordinance No 2006-37 and enacting Chapter 11.63 of the Yakima Municipal Code, three projects have taken advantage of the tax deferral program for a total rehabilitation or construction of 61 units. The designated area currently spans a section of downtown from N 6th St to S 7th Ave between MLK and E Walnut Street, narrowing around Front St from Chestnut to Staff Sgt. Pendleton and encompasses approximately .3 sq miles. Expanding the territory to cover the entire CBD Parking Exempt Area could spur on additional development and rehabilitation outside the current scope. 15. Process Next Steps City Council should review whether or not to expand the existing boundaries. Page 1 21 Affordable Housing Project Status Report Item 3.b: Review of Development Standards to determine if they present challenges for new affordable housing developments 1. What are Development Standards? The goal of development standards are to set a minimum standard on the appearance and performance of new commercial and residential construction. 2. Statutory Authority State law RCW 36.70 provides authority for GMA Cities and Counties to establish mandatory requirements. 3. What the City of Yakima is doing now Yakima has a set of site design and improvement standards that cover items such as density allowed in the R-1 zone; lot size; building height; types of structures permitted; vision clearance; parking; and sitescreening. At this point, Yakima does not have any standards guiding how new construction and landscaping should look throughout the City. 4. Examples of other communities in Washington State Kennewick, Issaquah, Snoqualmie, Seattle, Tacoma, Olympia, and Ellensburg are examples of cities that all have design standards specifying the types of materials that should be used in the construction of a new building, and the types of building elements that should be included in a buildings design to help improve cohesiveness. Not only do these design standards include building design, but landscape design as well. 5. Pro/Con Pro — Implementing a set of design standards can help retain the character of Yakima neighborhoods and help insure that new homes are, at least, held to a certain standards of development, which may increase property values. Con - Builders and developers will argue that doing this will increase their construction costs and that they will have to pass those costs on to the purchaser of the home. One item that can be discussed to help ease the Yakima into implementing design standards is to offer utility incentives. Yakima should begin looking at the different types of serves that are required of development and determine if there areas where they City can help, such as infill Tots. The City has many infill lots, particularly on the east side of 16th Ave., where utility services are not available. Is there a program the City can implement to help extend services to these lots, easing the cost of utility extension on the developer? Many cities have implemented programs like this with the expectation new lots will be available, thus increasing the number of users on the service. 6. Process Next Steps Hold a study session with a Council Planning Commission to determine which design standards would be appropriate for the City. Work with the Water and Sewer Divisions and examine if there are any long term programs that can be implemented to extend utility services to infill lots. Page 1 22 Affordable Housing Project Status Report Item 3.c: Strategies to Address Vacant and Abandoned Buildings: Community Renewal District 1. How does this promote affordable housing? Turning vacant and abandoned homes and buildings into habitable housing units will increase the number of housing units in the City and remove blight that is affecting the neighborhood surrounding a vacant or abandoned building. 2. Statutory Authority RCW 35.81 — Community Renewal Law. The Legislature provides, through the Community Renewal Law, a tool to acquire and redevelop/rehabilitate blighted areas through a city's community renewal plan and designated community renewal projects. For a city to utilize this statute, it must first designated an area, or areas, as "blight," as defined in the statute. A finding of blight requires a council determination that there are public health and safety concerns, general welfare concerns, or economic factors that are creating the blight (mainly in commercial or mixed use areas). Then, the City must create a Community Renewal Plan that provides for proposed actions to be carried out in the designated blighted/community renewal area. The Plan may include a plan to address persistent high levels of unemployment or poverty. The Plan includes the projects that are going to be undertaken to eliminate or prevent the spread of blight and redevelop or rehabilitate the area. The statute outlines an extensive procedure to create a Community Renewal Plan and its projects. Public hearings are necessary, and public input at many levels of the process would be a best practice. Further, even if projects are identified in an approved plan, the rebuilding or rehabilitation would require funding, or some other public-private partnership to advance. 3. What the City of Yakima is doing now The City of Yakima does not have a community renewal plan. The City addresses vacant and abandoned buildings through the Codes Division. Vacant and abandoned buildings are secured by the property owner in most cases. In cases where the building is in such a condition that it creates an imminent danger, the City may require the property owner to demolish the building. These decisions are made on a case-by-case basis. 4. Examples of other communities in Washington State Vancouver, Washington, used the community renewal statute in 2005 to create residential and commercial properties in an underutilized commercial corridor. Vancouver's community renewal plan is an example of the extensive work that goes into creating the plan and projects. Vancouver's plan can be read here: http://a ,citvofvar couver.us/sites/default/files/fileattachments/community and economic develop e nt/ a e/141 /fourth' lainsiabarea Ian. Page 1 23 MRSC has also catalogued other community actions here: l ttp;i/trs.otq/l pure/Pxplr Topics/Economic-Development/ inanc rtq-economic-Development/Community-Rer e ral-Lae .asp 5. Pro/Con There are many pros and cons of using the community renewal law, which differ based on whether the City intends to use it for commercial, residential, or both, and how the City intends to acquire the property. One pro of the community renewal law is that it gives the City an opportunity to enter into public-private partnerships to rehabilitate blighted areas of the City—both residential and commercial. The cons include the extensive procedures that need to be met to create a community renewal area, the necessity to find funders and/or partners to rehabilitate the renewal area, and the fact that to create the community renewal area a portion of Yakima will be declared a "blight" which could stigmatize that area of the City. 6. Process Next Steps Due to the extensive requirements, and the amount of time it will take to undertake the process, if the City Council is interested in the Community Renewal Law, it is suggested that there be a presentation of the full process, as well as detailed examples of successful projects, be given to the Council in the future. After more comprehensive information is given the Council may have additional questions about moving forward. Page 1 24 Affordable Housing Project Status Report Item 3.d: Strategies to Address Vacant and Abandoned Buildings: Community Renewal District 1. How does this promote affordable housing? Turning vacant and abandoned homes and buildings into habitable housing units will increase the number of housing units in the City and remove blight that is affecting the neighborhood surrounding a vacant or abandoned building. 2. Statutory Authority RCW 35.81 — Community Renewal Law. The Legislature provides, through the Community Renewal Law, a tool to acquire and redevelop/rehabilitate blighted areas through a city's community renewal plan and designated community renewal projects. For a city to utilize this statute, it must first designated an area, or areas, as "blight," as defined in the statute. A finding of blight requires a council determination that there are public health and safety concerns, general welfare concerns, or economic factors that are creating the blight (mainly in commercial or mixed use areas). Then, the City must create a Community Renewal Plan that provides for proposed actions to be carried out in the designated blighted/community renewal area. The Plan may include a plan to address persistent high levels of unemployment or poverty. The Plan includes the projects that are going to be undertaken to eliminate or prevent the spread of blight and redevelop or rehabilitate the area. The statute outlines an extensive procedure to create a Community Renewal Plan and its projects. Public hearings are necessary, and public input at many levels of the process would be a best practice. Further, even if projects are identified in an approved plan, the rebuilding or rehabilitation would require funding, or some other public-private partnership to advance. 3. What the City of Yakima is doing now The City of Yakima does not have a community renewal plan. The City addresses vacant and abandoned buildings through the Codes Division. Vacant and abandoned buildings are secured by the property owner in most cases. In cases where the building is in such a condition that it creates an imminent danger, the City may require the property owner to demolish the building. These decisions are made on a case-by-case basis. 4. Examples of other communities in Washington State Vancouver, Washington, used the community renewal statute in 2005 to create residential and commercial properties in an underutilized commercial corridor. Vancouver's community renewal plan is an example of the extensive work that goes into creating the plan and projects. Vancouver's plan can be read here: ht t :/ r.cit:ofvar couver.usisit sidef ult/file; lfi[eaftachmeat sicdrnrnunit and aeon° develo sm It Page 1 25 415fourth lainsdbarea+Ian. df MRSC has also catalogued other community actions here: httolimrsc.orglHome/Explore To icsiEconomic-Develo •mentiFinancin -Economic-Develo ment/Commutlit -Renevval-Lawas x 5. Pro/Con There are many pros and cons of using the community renewal law, which differ based on whether the City intends to use it for commercial, residential, or both, and how the City intends to acquire the property. One pro of the community renewal law is that it gives the City an opportunity to enter into public-private partnerships to rehabilitate blighted areas of the City—both residential and commercial. The cons include the extensive procedures that need to be met to create a community renewal area, the necessity to find funders and/or partners to rehabilitate the renewal area, and the fact that to create the community renewal area a portion of Yakima will be declared a "blight" which could stigmatize that area of the City. 6. Process Next Steps Due to the extensive requirements, and the amount of time it will take to undertake the process, if the City Council is interested in the Community Renewal Law, it is suggested that there be a presentation of the full process, as well as detailed examples of successful projects, be given to the Council in the future. After more comprehensive information is given the Council may have additional questions about moving forward. Page 1 26 Affordable Housing Project Status Report Item 3.e: Opportunity Zones Funding for Affordable Housing 1. What are Opportunity Zones? Enacted as part of the tax reform package that was signed into law in December 2017, the Opportunity Zones program is a new tool that allows individuals and corporations to take capital gain incurred from the sale or exchange of property — appreciated stocks, buildings, family businesses, and more — and roll the gain into businesses or projects located within Opportunity Zones. The Department of Housing and Urban Development is now including 'substantial rehabilitation' of multifamily projects that would speed up the application process for developers looking to use low- income tax credit to redevelop old buildings in Opportunity Zones. 2. Statutory Authority Opportunity Zones were added to the tax code by the Tax Cuts and Jobs Act in December 2017 in an effort to steer long-term capital investments into economically distressed communities. 3. What is the City of Yakima doing now? The city worked with the Department of Commerce and other stakeholder groups to identify specific Opportunity Zones within the city. Three tracts were chosen; Downtown, the Mill Site, and the Yakima Speedway. City staff attended an Opportunity Zone summit hosted by the Washington Department of Commerce in December of 2018. City staff attended several sessions on Opportunity Zones at the National Main Street conference in March of 2019. 4. Examples of other communities in Washington State City of Tacoma has created an opportunity zone prospectus identifying areas within designated Opportunity Zone tracts where specific investment could be utilized and how. https;/ 'makeittacora.cor 5. Pro/Con Pro — Investors can defer their capital gains and thus not pay taxes on the gains until the year 2026. Investors may reduce the amount of taxes they pay on the capital gains overall. Opportunity Fund can relieve up to 15% of the original tax amount. If investments are untouched over 10 years, the interest earned may be entirely tax-free. Opportunity for community revitalization in undeveloped areas. Con- New program that isn't fully developed and oversight mechanisms aren't fully set up by those overseeing the program, US Treasury and IRS. There's no guarantee that the projects will fit with the opportunity zone guidelines or that the project will be successful. Very short window of opportunity. Potential for displacement, gentrification, and loss of historic authenticity. Page 1 27 6. Process Next Steps Review whether or not the city should/could fast track the permitting process for "Opportunity Zone projects". Other strategies may be available within Opportunity Zones, as they are modified in the future. Page 1 28 efAA AtAA1;, A 1, AAAAA gft Affordable Housing Project Status Report Item 3.f: Review CDBG and HOME program funds for ability to support additional housing units 1. What are CDBG and HOME Funds? The City of Yakima has been an "Entitlement" Community for Community Development Block Grant (CDBG) and HOME funds since the programs were developed, due to the population of the City and demographics. As long as the programs are funded by HUD, the City meets the guidelines and participates in the programs, we are awarded HUD funds. Although similar in purpose and source, the CDBG and HOME programs have different regulations. 2. Statutory Authority The program is authorized under Title 1 of the Housing and Community Development Act of 1974, Public Law 93-383, as amended; 42 U.S.C.-530.1 et seq. 3. What the City of Yakima is doing now? In 2019 we will receive $1,032,307 in CDBG and $482,161 in HOME funds. Funding of these programs was discussed in the 2019 budget workshops and the public was given opportunity comment in early 2019. The 2019 Annual Action Plan is scheduled for City Council on May 7, 2019. While CDBG funds may be used for a wide variety of programs, all must have direct benefit to Census Tracts where at least 50% of the population is low to moderate income households. HOME funds must be used exclusively for the repair or construction of housing units in income eligible areas. Yakima also has the opportunity to issue Section 108 Loans, because we are an Entitlement Community. This year we have the ability to offer loans up to $2.4 Million for qualified projects. 4. Examples of other Entitlement communities in Washington State include: There are 30 cities in the State of Washington that receive CDBG Entitlement grants. 5. Pro/Con Pro — Con — 6. Process Next Steps - The city will be developing a 2019- 2024 plan for CDBG and HOME funding programs. This 5 -year plan could provide an opportunity to evaluate existing programs and discuss modifications, as desired. Page 1 29 FOR IMMEDIATE RELEASE May 10, 2019 Contact: Larry Mattson, Executive Director Telephone: 509-574-1550 email: Larry.Mattson@yvcog.org website: https://www.yvcog.org Yakima Valley Conference of Governments: HOMELESS PROGRAM RETURNS TO YAKIMA COUNTY Effective July 1st, the Yakima Valley Conference of Governments (YVCOG) will be returning the Homeless Housing and Assistance Program to Yakima County as a compliant and thriving program! YVCOG managed the Homeless Program for our valley since July 1, 2015. The Yakima Valley Conference of Governments was created by the valley's 14 cities and Yakima County in 1966 to address "matters of mutual concern." We are governed by a seven - member executive committee, who is in turn accountable to the roughly 100 elected officials from the municipalities in the Yakima Valley. Yakima County Commissioners approached YVCOG in October of 2014 asking them to take the Homeless Program. The commissioners were eliminating the county's Human Services Department and 'finding homes' for these types of programs. Management of the homeless program was offered to the YVCOG membership under the rationale that homelessness was more of a city issue than a county issue. At that time, the Commissioners stated that the County was not in the human services business and believed these social programs would best be served in other agencies. The county commissioners' concerns fell under three broad categories in 2014-15. Those concerns, and YVCOG's solutions to those concerns, are described below. Yakima County commissioners were concerned about the 'black hole' of homeless funding, as they called it. Millions of dollars were spent every year with few permanent solutions being developed. o YVCOG required a procurement process and awarded public funds based on the 5 -year Plan to make homelessness in Yakima County 'Brief & Rare" o YVCOG awarded funds to pilot projects to find permanent solutions assisting individuals entering homelessness or those labeled as chronically homeless o YVCOG developed relationships with other service providers in the community to bring them to the table to discuss challenges and best practices o YVCOG tracked and audited service providers for the services they requested reimbursement for o YVCOG performed on-site inspections, both announced and unannounced, to ensure providers were performing the duties required of them o YVCOG awarded funding for permanent facilities at the Yakima Neighborhood Health's Rhonda Hauff Resource Center, Yakima's first Tiny i-iomes, infrastructure at Camp Hope in the City of Yakima, and a Youth shelter and Housing for Rod's House. Prior to YVCOG's acceptance of the program in 2015, commissioners did not believe they were being informed accurately regarding the program. o YVCOG Staff reported to the Governing Board of YVCOG during monthly meetings as to the performance of service providers o YVCOG Staff reported to the Department of Commerce as to the performance of service providers o YVCOG Staff reported to the Homeless Housing Policy Board funding and service needs o YVCOG Staff held all meetings in an open public meeting forum and listened to community members who had concerns regarding homelessness and the impacts on our community Prior to YVCOG's acceptance of the program, commissioners stated the program was being run by the service providers, which too closely resembled the fox guarding the henhouse. o YVCOG separated relations with the Homeless Network and created a new community group which included representatives from businesses, rental housing, law enforcement, service agencies, government, a homeless/previously homeless person, the faith community, and community members to review and recommend program direction o YVCOG disallowed any service provider from serving on the scoring committee to award funding. Projects were evaluated, scored, and ranked by a 'jury' of concerned Yakima Valley residents. o YVCOG required that all available funds go through a competitive bidding process to be awarded by agencies to ensure there was no conflict of interest. Also in 2015, county commissioners asked for COG's help to clean up the program to make it compliant with Department of Commerce rules. o YVCOG responded to Department of Commerce regarding the program not complying when it was being managed at Yakima County. YVCOG came up with a corrective action plan which was accepted by Commerce and now the program is compliant and able to continue to receive funding. o YVCOG created a committee to implement, streamline and prioritize homeless individuals with available funding for services. o YVCOG required and monitored service providers to clean up their recordkeeping and make accurate entries into the state online system o YVCOG contracted with an outside agency to perform the annual Point in Time homeless count in January o YVCOG eliminated the Project Homeless Connect during the January count, allowing an additional $40,000 or more to go to service providers to address the immediate needs of homeless o YVCOG awarded a low -barrier emergency shelter allowing over 100 individuals and families to live in a shelter with food, water and heat o YVCOG eliminated the annual panic to secure emergency shelters in local churches each winter YVCOG quickly understood the Commissioners concerns. YVCOG is proud of the hard work put into the homeless housing and assistance program by its staff, member cities, service providers, business partners, the faith community, law enforcement, landlords, and community members. We know, under the direction of YVCOG Executive Committee, that we are giving back to the county a thriving program where cities are engaged and service providers are held accountable. YVCOG - Convener, Catalyst and Resource. # # # For more information, please contact Larry Mattson at 509-574-1550. Aligning Affordable Housing Efforts with Actionto End Homelesneo Introduction Home, Together, the federal strategic plan to prevent and end homelesness emphasizes that housing affordability is essential for achieving the PIan's goals. However, housing that is affordable to people at a wide range of income Ievels is in short supIv across the country. And significant racial inequities in access to housing still exist, creating disparate impacts. Because housing costs are rising more quickly than incomes in many markets, renter households at the Iowest income Ievels face the greatest challenges with housing costs. Now is the time to prioritize expanding the supply of and .-^--.-.^-..=-^-"-.---.-'^----. risk or are experiencing homelessness. If we fail to focus on rental housing affordability, our homelessness service systems will become increasingly bottlenecked by the scarcity of decent housing at an attainable and sustainable cost — and achieving our shared goal of ending homelessness will remain out of reach. In many communities, however, conversations on housing affordability and those about homelessness are happening in different places among different groups of people. The following strategies and resources will support communities in aligning those conversations and will improve progress on preventing and ending homelessness. 1. Align Efforts: Develop and strengthen partnerships needed to align efforts. There are many entities working in the affordable housing and homelessness arenas, but they do not always share the same goals, priorities, and timelines. For the moseffective results, leadeoandpartneoacros sectors must work collaboratively to plan and implement policies and programs that increase the supply of and access to rental housing that is affordable to people across the full range of income levels. These partnerships can ensure that both shared and individual goals across agencies and jurisdictions are met. February 2019 Strategies for Aliing Action 1. Align Efforts: Develop and strengthen partnerships needed to align efforts. I. Set Goals: Analyze local data, project needs, and set ambitious goals. 3. Message Effectively: Develop effective public messaging to mobilize awareness and support. 4. Encourage Development: Implement hou i h i thattenn rising costs and aflow for affordable housing development. 5. Engage Federal Programs: Involve a broad range of federaily funded housing programs. 6. Target and Scale State and Local Funding: Ensure that state and local financing and incentives support adequate developrnent activity. 7. Align Funding: Synchronize financing by aligning capital, service, and operating funding. 8. Link Health and Housing: Align health and housing strategies and resources. 9. Ensure Access: Ensure access for people with histories of homelessness, low incomes, and other housing barriers. Note About Recommended Resources: Tools and resources are Iinked within the text throughout the document and also listed by strategy starting on page 8. United States lnteragency Council on Homelessness 1 Aligning Affordable Housing Efforts with Actions to End Homelesness February 2019 Key partners include: • PubIic Housing Agencies � Multifamily affordable and subsidized housing owners and operators � Elected officials � Local Health Departments and Human Services Departments • State and Iocal Housing Finance Agencies � State and Iocal Housing and Community Development Departments and organizations • Homelessness service systems and Continuums of Care • Private market housing owners and operators * Organizations focused on population -specific housing, such as for domestic violence survivors, Veterans, persons with disabilities, or seniors * Business and banking leaders For-profit and nonprofit afforclable housing developers • Otherfunders with reasons to invest in affordable housing, such as hospitals, comm unity foundations, financial institutions, private and corporate philanthropy By strengthening partnerships among these entitiesand setting unified goals and targetscommunities can increase the supply of affordable housing, preserve existing units, and ensure access for people exiting or at the greatest risk of homelessness, including those with extremely Iow incomes and other barriers to housing. One approach for leveraging the power of stakeholder collaboration is the collective impact model, which can be used effectivel to address horne!essness and housing costs. n example of a cross -sector collaboration aimed at addressing housing scarcity and costs, as well as homelessness, is the San Francisco Bay area's CASA Committee. training and technical assistance efforts working within the geographic area can Strong relationships among affordable housing developers, housing owner/operators, and service proviclers are keyforthe planning, development, and operation of units that serve people exiting homelessness. For example, engaging service providers during the initial design of developments can help ensure that the living environment will serve the target population effectively, including any accessibility needs or dedicated space for any on-site services that might be offered. If a community does not have adequate capacity for such partnerships Iocally, targeted and/or recruiting other organizations that may be interested in help. 2. Set Goals: Analyze Jocal data, project needs, and set ambitious goals. To create ambitious goals for scaling rental housing that is affordable, a community must develop reatistic projections, supported by data, of the number of affordable and supportive housing units needed. It is critical to project needs at varying affordability levels, not just the higher income affordability levels that are typically United States lnteragency Council on Homelessness 2 Aligning Affordable Housing Efforts with Actions to End Homelessness February 2019 easier to develop. The need is greatest for households at the lowest income tevelL and research shows that not all units that are affordable to low-income households are available to them. To support the community's data analysis, it is helpful to mantain an active invento of all affordable housing rental units in your community, including new units in the development pipeline and existing units that may turn over. This inventory can be used to determine future investments needed for capital development, operating support, and services. It is also important to track when developments with affordability sunset dates are expected to convert to market -rate units, and to include housing affordability preservation strategies for those units. Once the analysis of the community's housing needs is completeit is important to set aggressive goals and to track progress. Those goals should help ensure that housing opportunities are distributed throughout the community, not only in certain areas or neighborhoods. 3. Message EffeDevelop effective public mes'ng to mobilize awareness and � Effective messaging is necessary to generate and maintain public support, which is critical to the success of affordable housing efforts both for marshaling public resources and for overcoming objections to the zoning and Iocating of new developments. Recent recmmendations from the Frameworks Institute highlight the importance of approaching public outreach and messaging strategically around housing needs and solutions. Community partners must be aligned behind a strategic communications plan and shared messaging that makes the case for affordable housing and ending homelessness, clearly connecting community development efforts to the ability to address and end homelessness. Messaging includes not only framing the issue well, in terms of equity and fairness, collective benefitsand regional interdependencebut also effectively communicating attainable goals and specific strategies. Beyond the initial messaging, progress should be consistently tracked and communicated, and "early wins" should be celebrated. The City of Los Angeles offers an example of effective tracking of their initiative to build 10,000 units of supportive housing to help end unsheltered homelessness. 4. Encourage Development: Implement housing policies that temper rising costs and allow for affordable housing development. Financing and developing any housing, and especially affordable or supportive housing, is complex. The process involves multiple funding sources and timelines that must be aligned, and such alignment can be made even more difficult by local policies and processes that can hinder development. United States Interagency Councon Homelessness 3 Aligning Affordable Housing Efforts with Actions to End Homelessness February 2019 A variety of requirements and regulations can impede a community's ability to respond quickly to the growing need for housing, including zoning restrictions, land use regulations, low density requirements, off -street - parking requirements, preservation or environmental impact regulations, and permitting processes, among other factors. Typically, such housing policies and processes are controlled at the local government level. Further, it is important to analyze if and why local community stakeholders niay object to the development of housing that is accessible to lower income households. Analyzing where and how the development of affordable housing gets bottlenecked in a community, such as through approaches recommended by the National Cornmunity of Practice on Local Housing Policy, can help identify changes that can speed up development timelines without sacrificing safety and quality. There are many •olic alternatives to consider when de si nin a stiohousin. develoent strate; Multifamily rental developments can be encouraged by reducing parking and setback requirements, as well as allovwrin for increased density. Affordable housing developments can be incentivized through inclusionary zoning, local fee waivers, expedited permitting, and local government surplus lands policies. Local policies that allow for and promote accessory dwelling units and community land trusts offer additional opportunities for housing affordability. Such housing policies can help expand the stock of rental housing that is affordable at a range of income levels, a necessary first step in creating inclusive communities and ending homelessness. Reducing housingpolicy barriers alone will not necessarily result in an increase in the production of housing units that are, and remain, affordable to households with lower incomes. To encourage long-term affordability in the face of rising housing markets, it is also important to require permanent affordability within an adequate supply of units through funding and other incentives. Without affordability requirements tied to subsidies or land use, the cost of housing in the ,private market becomes a function of supply and demand within a housing submarket. As an example, local policies that provide for higher density (i.e., more units in a given space) may lead to the development of luxury apartments rather than affordable units. This addition of high-end apartments will not affect the availability of rental apartments that are affordable to those with low incomes. Therefore, the barrier - reduction approach must be complemented with incentives and/or requirements targeted directly to increasing the stock of housing that is affordable to lower income renter households, as well as ensuring ongoing affordability in the face of changing market conditions. 5. Engage Federal Programs: Involve a broad range of federally funded housing programs. Existin federal l funded housin;; «ro, rams can be engaged to increase supply and improve access, providing models for how other affordable housing programs can also be engaged in these efforts. Communities can expand access to housing for people exiting homelessness through partnerships with public housing agencies (PHAs), by strengthening CoC-PHA partnerships and using approaches described within the PHA Guidebook United States Interagency Council on Homelessness 4 Aligning Affordable Housing Efforts with Actions to End Homelessness February 2019 to Fndinfi Homelessness. Further, stakeholders should work closely with operators of HUD -financed multifamily housing, as well as USDA -supported multifarnily housing. There are any. resources availableto PHAs that are collaborating with community partners to help end homelessness. As described in the PHA Guidebook, PHAs can establish "preferences," providing for increased access to Housing Choice vouchers and public housing units by households experiencing homelessness. The same is true for HUD -financed multifamily housing units. When these units and subsidies are connected to adequate supportive services, they can also provide supportive housing opportunities for chronically homeless households and/or other vulnerable households. Communities can also prioritize households exiting homelessness for special needs programs, such as HUD's mainstream voucher program to assist nonelderly;persons with disabilities, the Section 202 housing program for elderly household& the Family Unification Program vouchers, and Housint0 ortunities f Persons with AIDS HOPWA assistance. PHAs and multifamily housing owners can also project -base Housing Choice vouchers within existing or planned units, supporting the operation or development of units that are affordable for the lowest income nousenoias, ana ensuring`tne long-term arroraaou[Ly ormose units. I'MAS may also aesignate Housing unoice vouchers or other affordable housing units in their portfolios for the implementation of a "move on strafe providing housing opportunities for tenants of supportive housing who no longer need intensive services, thereby freeing up slots for others who are prioritized for supportive housing. 6. Target and Scale State and Local Funding: Ensure that state and local incentives support adequate development activity. Creating an adequate supply of affordable and supportive housing opportunities to support communities in ending homelessness requires federal, state, and local investments. Those investments must be structured to allow for developments to have little or no debt, which will ensure that they can remain affordable over the long term and be accessible to households with extremely low incomes. Targeting an appropriate scale of those resources to address the housing needs of the lowest income residents is necessary for the creation of units that are accessible to people exiting homelessness and help prevent homelessness among the most at -risk households. measures ace to fund affordable hous Recently, voters have supported ballot initiatives that provided for increased funding for affordable housing at both the statewide and local level. States with new housing funding include Colorado, California yashin : t and Hawaiiand local jurisdictions such as Charlote Austin, and Portland also have new While interest in housing affordability among voters and elected officials is increasing, such measures are not new. For example, the State of Florida's dedicated affordable housing trust fund, in place since 1992 and championed by a broad coalition of advocates, is used in part to build affordable rental units, as well as preserve existing units. In many cases, cities and counties have also United States Interagency Council on Homelessness 5 Aligning Affordable Housing Efforts with Actions to End Homelessness February 2019 passed local sales taxes, bonds, or other dedicated revenue sources to increase housng affordability. Across America there are more than 800 such state and local housing trust funds. A critical capital financing toois the that is used to secure capital investments for many affordable and supportive housing developments. The processes, policies, and priorities for awarding such tax credits are Iaid out in the LIHTC which are developed by states' Housing am and/or Housing Departments, and for which public input is regularly sought. Many of these QAPs prioritize orincentivize permanent supportive housin and/or other housing for special needs populations, and can be effectively aligned with other resources to expand the supply of units available to people exiting homelessness. Also administered at the state level are monies from the National Housing/ Trust Fund, which helps create and preserve housing for the Iowest income residents. 7. Align Funding: Synchronize financing by aligning capital, service, and operating funding. Affordable housing developmentsrelyon funding from a variety of Public and private sources. For a development to open on schedule, the capital financing, operating support, and services funding must be effectively synchronized. Often housing developers bear the burden of aligning all of the funding resources, which have divergent applications schedules and timeframes, slowing down development processes. Public and private funders of affordable housing can reduce that burden, and speed up development timeframes, by taking responsibility for aligning their requirements and application and award timeframes. Some communities have created "funders collaboratives" — like the Home for Good Funders Collaborative in Los Angeles, CA —to ensure public and private investments for capital, operations, and services are well aligned. Such alignment also allows for the creation of a shared pipeline of affordable and supportive housing developments necessary to achieve local goals and helps to identify any delays or potential gaps in funding. 8. Link Health and Ho ' Align health and housing es and resources. Evidence continues to show that housing and health are inextricably linked. housing and health are inextricably linkect. To help people with the greatest needs achieve housing stability, affordable housing opportunities must be combined with a tailored package of consistent and effective supportive services, including health care services. Funding for those services can come from a variety of federal, state, and Iocal sources,notonly through targeted homelessnessprogramsand resources, but also through partnerships with federal, state, and local programs and services, including hospitals, and health care mmd behavioral health care resources. For example, Medicaid is one of the mosimportant avenues toprovide health insurance coverage for low- income popu|atimns,indudin8peop|eexpehendnghonmmlessness.Under1heirK0edicaidptans, states can also chooseto Medicaid to cover thof services that support housing stability, such as case management and serviccomrd|nion,anKoedimconbeakev resource for ending chronic homelessness and for tenants in supportive housing. Other health care resourcesincluding targeted mental health and substance use resources, can also help support the services people need to succeed in housing. Close coordination in the development of housing and health care strategies at the state and local level can help ensure the most cost-effective use of resources, as well as ensure that both the health and housing outcomes forvulnerable populations are improved. Many care and housing ave been developed. In some commlth care organizations have invested directly in affordable and supportive housing, in recognition of the critical importance of housing to both health United States Interagency Council on Homelessness 6 AIigning Affordable Housing Efforts with Actions to End Homelessness February 2019 outcomes and health care costs. Communities can also foster expanded artnershi s between housin: providers and health and behavioral health care providers, such as health centers, ' indudinQcn-oca1ion strategies and other efforts to improve coordination of resources and accessto essential services. 9. Ensure Access: Ensure access lor people with histories of homelessness, low incomes, and other housing barriers. To follow through on public messaging that connectaffordable housing efforts to the ability to end homelessness, it is essential that people experiencing or with histories of homelessness have genuine and meaningful access to existing and new affordable rental units. For there to be true access to housing for this population, there must be enough units that are both affordable and available to households at the lowest income levels and there must be concerted efforts to connect people experiencing homelessness to those units and to identify and remove barriers to such access. Further, housing can be made more readily available to those with poor or no credit history, criminal records, and Door rental history through the implementation of Housing First nrartirps and nrinrinlps. Such access is often not realized even within communitiesexisting affordable housing. Increased access can be promoted through ongoing education of housing operators (e.g., train with disabilities), as well as through requirements attached to state and local funding (e.g., requiring a tenant selection plan that includes individualized consideration and limited "look `bade ^periods 1for 'criminal and evictions). Radal disparities in experiences of homelessness, as well as in access to decent housing, are stark, driven by a complex array of inequities within our systems and social dynamics—biases and prejudices, overt discrimination, systemic and institutional racism, and many other related and intersectional forces. Because of these historic and current racial inequities in housing and homelessness, all policies and resources must be intentionally vetted to ensure that access to stable housing is equitable across race and ethnicity. One example of the consideration of racial inequities is that done by the CASA Compact. Creating a centralized database or resources hub of all available units, and streamlining eligibility for entry into these units, will help ensure that those who mosneed affordable housing can access it. Directly connecting mainstream resources including deeply affordable units and Housing Choice vouchers, to your community's coordinated can help simplify access, eliminate multiple waiting lists, and connect those best matched for units to the homes that will resolve their housing crisis quickly. At a minimum, efficiently tracking the supply of units, and turnover through which units become available, can help improve access and streamline Iease-up timeframes. En a:in owners and landlords consistently will result in improved access to available units, greater housing stability for tenantsand increased profitability for the owner/operator. Strong positive relationships between service providers and housing owners and operators are critical for ensuring that households with the greatest barriers have equitable access to housing units. Many communities have created landlord liaison programs to increase access to affordable and private market units. These programs typically centralize communication among tenants, landlords, and service providers. They assist with locating units, navigating the leasing process, and intervening toprevent aneviction ifonissue arises. Some programs have access tomisk to ...,. provide added insurance to an owner/manager who is willing to rent to someone who might otherwise be screened out. United States Interagency Councon Homelessness 7 Aligning Affordable Housing Efforts with Actions to End Homelessness February 2019 Recommended Resources The foliowing resources are Iinked to from within the text above: Introduction * (NUH[) 1. Align Efforts: Develop and strengthen partnerships needed to align efforts. * Overview of the Collective irn act Model (Kania and Kramer, Stanford Social Innovation Review) • Harnessin. the Power of Collective Itrinact to End Homelessness (Destination: Home)Home) • Community examp!e of aligned efforts: CASA Com act: A 15 -Year Emergency Policy Package to Confront the Housing. Crisis in the San Francisco Bay Area (CASA Committee) 2. Set Goals: Analyze local data, project needs, and set ambitious goals. * SHOP Tool to Estimate the Need for SU ortive Housin (USICH) • Overview of the Worst Case Housing Needs (U50M) • Mind the Gap (Enterprise) • Example of online affordable housing inventory: SocialServe (socialserve.com) • National Housing Preservation Database PD) * Preservin Affordable Housin What Works (Treskon and McTarnaghan, Urban Institute) 3. Message Effectively: Develop effective public messaging to mobilize awarenessand support. • US|CH) • (Frameworks Institute) • (US|CH) • Community example of communicating housing initiative progress: Tracking HHH (City of Los Angeles) 4. Encourage Development: Implement housing policies that temper rising costs and allow for affordable housing development. 4, Several"articles on Iocal zoning and land use barriers to housing development (HUD PD&R) • Overview and resources 011 Not in M Back ard NIMBY (HUD) * Loca|HousinQOolutionn.org) � Housing Development Toolkit (The White House) • Zoriin Chan es to AllOW for Hif her Residential Densit (LocakHousinQSm|utions.org) * Qtrestions to Consider Re.archn. Inclusionaw Zoning Policy (J0CH) • (American Planning Association) * Overview of Communit Land Trusts (Grounded Solutions Network) United States lnteragency Council on Homelessness Aligning Affordable Housing Efforts with Actions to End Homelessness PD&R) • Why Voters Haven't Been Buyirig the Case for Building (Jacobus, Shelterforce) S. Engage Federal Programs: Involve a broad range offederally funded housing programs. • Advocates Guide: A Primer on February 2019 rams • Public Housing Authorities and Continuums of Care: Establishin and Maintainin - Powerful Teams * PHA Guidebook to Ending Homelessness US|CH) �HUD Homelessness Assistance Resources for Multifamily Housing Owners and Managers landing page with numerous resources (HUD) • USDA Multi-Famil Housin. Pro rarris overview (USDA) * (HUD) O HUD Mainstream Voucher landing page (HUD) • HUD Section 202 Su ortive Housin for the Eided Program landing (HUD) * HUD Family Unification Program ing page (HUD) O HUD Housin 0 ortunities for Persons with AIDS landing page (HUD) • Polic Basics: Proect-Based Vouchers (CBPP) (HUD) 6. Target and Scale State and Local Funding: Ensure that state and local financing and incentives support adequate development activity. « Overview and Database of State and Local Housing Trust Funds (Housing TrusFund Project • Example of state housing trust fund and advocacy: Sadowski Housing Trust Fund (Sadowski Coalition, Florida Housing Coalition) * Fact Sheet on the Low -Income Housing Tax Credit (LIHTC) C) • A Primer on Qualified Action Plans (OAPs) (ChangeLab Solutions) * Contacts hd Other Informationabo(NCSHA) • 2031 tow Income Housin Tax Credit Policies Prontotirt„ Su* oiortiye iirJusin & Recommendations for 2018 & 2019 (CSH) • National Housing Trust Fund landing page with multiple resources (HUD) 7. Align Funding: Synchronize financing by aligning capital, service, and operating funding. Success, including case studies (Wilson Center) Community example: Home for Good in Home for Good in Los Ang&es United States lnteragency Council on Homelessness 9 Aligning Affordable Housing Efforts with Actions to End Homelessness 8. Link Health and Housing: Align health and housing strategies and resources. Housing is Health Care heimer,U5CH\ February 2019 Services in a CDC Pro rant: A Guide to Assessitar Value and Eindin Pundit, Alternatives (USICH), " inte. rate Health Care (USICH) Covera e of Housin. -Related Activities and Services for Individuals with Disabilities (HHS CMS) A Primer on Usin Wiedicaid for Peo He Ex eriencin Chronic Homelessness and Tenants in Permanent Supportive Housing (HHS ASPE) A quick Guide to Inaproving Medicaid Coverage for Supportive Housing Services (CSH & USICH) innovative Models in HeaRh and Housin including community case studies (Bamberger et al.) 6 Portland Health Organizations Pledge S21.5million for 33 LOW -Income Housing Proiects (Portland Business Journal) Partnerin with Hos'oltals to End Homelessness (USICH) 9. Ensure Access: Ensure access for people with histories of homelessnesslow incomes, and other housing barriers. Housing First Checklist (USICH) Fair Housing landing page with numerous resources (HUD) Application of Fair Housing Act to the Use of Criminal Records (HUD) How to Start Addressin Racial Dis arities in Your Community. (USICH) Community example of racial equity perspectiv: Racial Equity Analysis for the CASA Compact (CASA Committee) Enhanclite Coordinated Entry through Partnershi with Mainstream Resources and Pro rams (USICH) Coordinated Enti Polic Brief (HUD) Multiple Resources on Landlord Engagement (USICH) Eri:a. in: Landlords: Risk Miti.ation Funds Community Profiles (USICH) United States Interagency Council on Homelessness 10