August 11, 2015 - City of East Wenatchee

Transcription

CITY OF EAST WENATCHEE
REGULAR COUNCIL MEETING AGENDA
AUGUST 11, 2015
6:30 P.M.
ROLL CALL
PLEDGE OF ALLEGIANCE
PRESENTATION
Jim Russell, Wildfire and Us Advisory Committee - A request for funds to support the Wildfires and
Us Project in North Central Washington Wenatchee Valley Museum & Cultural Center.
PUBLIC COMMENTS
MAYOR’S REPORT
Introduction of the Wenatchee Valley Sister-City Delegation – 2015 Student Ambassadors.
BUDGET ISSUES
Nick Gerde, Finance Director –Report from the July 30, 2015 Budget Committee Meeting.
CONSENT CALENDAR
1.
2.
Consideration of Minutes – Regular Session, July 28, 2015
Consideration of Payables
PUBLIC HEARING
3. 15-07-03 Public hearing to receive comments regarding the Draft 2015-2019 Community
Development & Housing Consolidated Plan and the 2015 Annual Action Plan for the
Community Development Block Grant Program. (Lori Barnet, Community
Development Director)
RESOLUTION(S)
4. 15-08-01 Resolution No. 2015-13 adopting the 2015-2019 Community Development &
Housing Consolidated Plan and the 2015 Annual Action Plan for the Community
Development Block Grant Program (Lori Barnett, Community Development
Director)
5. 15-08-02 Resolution No. 2015-14 adopting the 2015 Annual Financial Plan. (Nick Gerde,
Finance Director)
COUNCIL REPORTS
ADJOURNMENT
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please
contact the City Clerk at 509-884-9515 Notification of 3 working days prior to the meeting will enable the City to make
reasonable arrangements to ensure accessibility to this meeting.
Page 1 of 1
Page 1 of 235
This page intentionally left blank
Page 2 of 235
Presentation(s)
Page 3 of 235
Page 4 of 235
Wildfires and Us Project in North Central Washington
Wenatchee Valley Museum & Cultural Center September 2 - November 21
OBJECTIVES
The purpose of the Wildfires and Us Advisory Committee is to make the Wenatchee Valley Museum's
exhibit of John Marshall's landscape and wildfire photography (September to November 21, 2015) a
grand success. North Central Washington is a wildfire-dependent landscape, but unhealthy forests in
the region are resulting in increasingly severe wildfires that have destroyed lives, homes, livelihoods,
and lifestyles. Regional leaders and agencies are planning to raise awareness, and partner with land
managers, public officials, and citizens to improve the health of North Central Washington’s forests
and change our primary response to wildfires – from suppression to active fire management.
We are requesting support from the regional organizations to achieve the goals of a museum exhibit, a
Wildfires and Us summit of policy-makers and stakeholders, awareness programs and publications, and
a traveling exhibit as outlined below.
GOALS AND OUTCOMES
Exhibit. The specific goals and outcomes are to: (1) explain and educate people about the science
behind wildfires; (2) educate North Central Washington private and public sectors about innovative,
practical, science-based solutions to create resilient communities and landscapes; (3) amplify the
collaborative voices working to accelerate science-based restoration practices; (4) describe actions
individuals can take to reduce fire hazards. (The Museum Exhibit goals and outcomes submitted to the
Icicle Fund are attached).
Summit. The Advisory Committee will hold a summit on November 9, 2015 in the evening at the
Performing Arts Center of Wenatchee. The outcomes of the summit are to: 1) invite Public Officials,
scientists and experts to summarize the state of knowledge about wildfire issues in the region; 2)
create an opportunity for questions and dialogue about the issues; 3) build partnerships and a unified
call for action; and 4) provide program booths to resources and assistance. The target audience is 200500 people plus 10-15 program booths.
Traveling Exhibit. The traveling exhibit will be designed based on the museum’s wildfire exhibit,
including photographs and videos of current wildfire disasters that communities in the region are
experiencing. Key elements of the Wildfires and Us summit will also be recorded for the traveling
exhibit. In addition, interviews with imminent fire scientists will be conducted to produce a video of
the critical data available regarding this issue. Other communities and museums in the region, and
throughout Washington, could use the traveling exhibit to create greater awareness and preparation.
Page 5 of 235
BUDGET
The overall budget for fundraising on the museum exhibit, public programming and summit is $95,000,
delineated below.
Staff support and services
Exhibit construction materials
Educational program components
Summit and public programs
Traveling exhibit
TOTAL:
$24,000
$17,000
$17,000
$20,000
$17,000
$95,000
The Museum has municipal earned income to cover $24,000 of staff services to manage the exhibit,
design the displays, develop educational programs and publicize the exhibit. To date we have
commitments for $15,000 from Chelan County and the Community Foundation of North Central
Washington. We have a $10,000 Icicle Fund matching grant that provides $1 for every $2 we raise.
Those funds provide 52% of the total budget. That leaves us with a fundraising goal of $46,000.
PARTICIPANTS
The Wildfires and Us Advisory Committee consists of regional leaders from the public and private
sectors who support the exhibit and the need for coordinated federal, state and local partnerships to
address regional forest health and increasingly severe wildfires:
Derek Van Marter
Steve Wright
Bob Bugert
Sandy Cohen
Cody Desaultel
Paul Hessburg, Sr.
Melody Kreimes
Shirley Leslie
Lloyd McGee
Jeff Ostenson
Susan Peterson
Jim Richardson
Sara Rolfs
Jim Russell
Shiloh Schauer
Annie Schmidt
Eliot Scull
Nancy Smith
Susan Thomas
Ron Walter
Rufus Woods
Upper Columbia Salmon Recovery Board
Chelan County PUD
Chelan Douglas Land Trust
Wenatchee Valley Museum and Cultural Center
Colville Tribal Business Council
US Forest Service Research Landscape Ecologist
Upper Columbia Salmon Recovery Board
Museum Board Member, Boeing, Mayer Sea-Tac (Ret.)
Vaagen Brother Forester (Ret)
North 40 Productions
US Forest Service Chelan, Entiat & Wenatchee River Ranger District
Wenatchee Valley College
Museum Board, Forest Ridge Wildfire Coalition Vice Chair
Wenatchee Valley Museum and Cultural Center
Wenatchee Valley Chamber of Commerce
Chumstick Wildfire Stewardship Coalition
Museum Board Member, WA State Parks (Ret)
Leavenworth Chamber of Commerce
US Forest Service
Chelan County Commissioner
Wenatchee World
Page 6 of 235
Mayor’s Report
Page 7 of 235
Page 8 of 235
PAGE
Meet your 2015 Misawa Delegation
2015 Apple
Blossom Festival
Queen
Gabby Waterman
2015 Wenatchee
Sister City
Delegation Leader
Mayor Steve Lacy
& his wife Debra
Jerrilea Crawford
Princess
Anissa Sangster
Kate Bratude
Royalty
Chaperone
Princess
Francesca Nevil
Trish McKee
Rachel McKee
Ed & Allison
Womack
Laura Noyd
Natalie Noyd
Ernest Radillo
Cindy Sangster
Kayla Farias-Negrete
Nicole Conrad
Coulson Crawford
Kaylynn Noyd
Cyndi Noyd
Grace Orallo
Gwen McQuaig
Tyler Seitz
Robert Nevil
Henry Talbot
Erica Vail
Editor’s Note by Jeril Hansen
The clock is ticking down and time is going fast! Our delegation will be off to Misawa in just a few more weeks
making memories they will carry with them for a lifetime.
For the last 2 years around this time I am reminded of the anticipation I had for my upcoming trip to Misawa in
2012. This year is no different. I have been looking for a way to stow away in someone’s suitcase successfully.
No doubt I will be unsuccessful, but you can’t blame a girl for trying. It may take some time, but I have every
intention of returning to Misawa someday to see my friends, eat shabu shabu and sing some karaoke at Nakano-san’s school. But next time, when it is time to return to Wenatchee, I will hide away in someone’s house.
5 days just isn’t enough time to take in the beauty, the people and joy you will find on your journey.
Page 9 of 235
3
Page 10 of 235
Budget Issues
Page 11 of 235
Page 12 of 235
tm'
OllAS:?1?1~1'1Cllll
NICKA. GERDE, FINANCE DIRECTOR
271 9TH STREET NE• EAST WENATCHEE, WA 98802
PHONE (509) 886-4507 •FAX (509) 886-6109
July 31, 2015
Budget Committee Meeting Minutes
Thursday, July 30, 2015, 5:30 PM
Location: Council Chambers
The meeting was called to order at 5:30 PM. Attendees included Budget
Committee members Mayor Steve Lacy; Councilmembers George
Buckner, Harry Raab and Wayne Barnhart; and Finance Director Nick
Gerde. Teresa Allen, Executive Assistant to the Mayor also attended
along with Councilmember Tim Detering and City staff Lori Barnett and
Tom Wachholder.
The agenda had been previously distributed. Conduct of the meeting
included:
1. A "City Hall Landscaping Plan" was presented by Tom Wachholder,
Land and Water Resource Program Manager. Discussion ensued
about items in the plan and other landscaping elements, areas and
issues in the City. Tom's recommendation was to begin most of the
landscape maintenance areas of the plan in 2016. Committee
consensus was to incorporate the financial elements of the plan
during the 2016 budget development process.
2. A "New Maintenance Facilities Plan - Expense and Phase Schedule"
was presented by Mayor Lacy. Each building element of the plan
and each phase were discussed. Councilmember Barnhart voiced
concern that snow plow trucks and equipment were not a part of the
Plan. Consensus was to consider vehicles and equipment separately.
The Committee agreed that the plan elements previously budgeted
for 2015 should be completed. In addition, future plan elements
Page 13 of 235
beyond 2015 could be implemented as the Plan described. A
broader discussion of other opportunities to potentially move the
Street Department to a yet to be determined location away from the
current gth Street campus ensued. Committee consensus was to
commence a longer term planning process and consider other
identified and potential alternatives. This planning process will be
presented to Council for consideration.
3. The 2010 "Capital Facilities Plan" ("CFP") was distributed. Finance
Director Gerde recommended that this plan be re-considered each
year coincident with development of the annual budget in order for
the CFP to reflect more current and applicable information. Timing
considerations were discussed in light of the evaluation process for
public review and approval of the CFP. Committee consensus was
to re-consider and change the CFP in draft form during each annual
budget process. After budget approval in December of each year,
the CFP will be finalized and processed during the 1st quarter of the
subsequent year.
4. Revenue, expense and capital projection schedules that provide the
underlying basis for the 2015 Annual Financial Plan were distributed
and presented by Mr. Gerde. Certain financial elements of each
schedule were discussed. Committee consensus was to reflect the
Valley Mall Parkway Overlay project and French Avenue Rebuild
project as re-scheduled to 2016 to reflect current status. In addition,
Committee consensus was to provide the amended current draft of
the 2015 Plan for consideration and approval by the City Council.
5. The 2016 Budget calendar was distributed with a notation of the
rescheduling of the next Committee meeting from the original date of
August 20th to August 27th. The Committee agreed with the change.
Mr. Gerde pointed to some historical "bottlenecks" of the Committee
review process and will provide recommendations to Mayor Lacy for
implementation this year.
The meeting was adjourned at 7:25 PM.
Respectfully submitted:
-7SJZ2_
Nick A. Gerde, Finance Director
·
Page 14 of 235
I
Consent Calendar
Page 15 of 235
Page 16 of 235
CITY OF EAST WENATCHEE COUNCIL MINUTES
JULY 28, 2015
REGULAR SESSION OF THE CITY COUNCIL CONVENED
MAYOR STEVEN C. LACY, PRESIDING
JULY 28, 2015
6:30 P.M.
ROLL CALL
Mayor Steven C. Lacy
Councilmember Tim Detering
Councilmember Sandra McCourt
Councilmember Wayne Barnhart
Councilmember Frank Collings - excused
Councilmember Chuck Johnson
Councilmember George Buckner
Councilmember Harry Raab
EMPLOYEES IN ATTENDANCE
City Attorney Devin Poulson
City Clerk Dana Barnard
Assistant Police Chief Dan Reierson
Community Development Director Lori Barnett
Finance Director Nick Gerde
Public Works Director/Engineer Greg Pezoldt
Executive Secretary/Accounting Assistant Teresa Allen
Clerical Assistant Shawn Murison
PUBLIC COMMENT(S)
Sally Brawley, Director, Eastmont Metropolitan Park District (EMPD), submitted a preliminary draft of
the playground they would like to build at Eastmont Community Park, which will incorporate Miss
Veedol into the play structures. She said a Feasibility Study conducted by the Trust for Public Lands was
presented to the Park Board last week, which pointed out three avenues of funding the Park District could
explore for Capital Improvements or moving forward with better financing in the future. She reviewed
each option, and said the decision will depend on the message put out to the community, how much
community involvement there is, and how much people want to get behind whatever project the EMPD
tries to complete. She said the Commissioners requested the Trust put together a poll and sending it out to
300-400 registered voters within the Park District, to see what the community wants, such as a
community recreation center, and if they are willing to pay for it. She said the number one item in the
Comprehensive Plan that people want is a splash pad. However, it would be a huge cost to install
plumbing and treat the water for a splash pad.
Clyde Ballard, 19th and Baker Avenue, East Wenatchee, said a few years ago the City was going to do a
joint project on Baker Avenue from 15th Street to 19th Street while Douglas County was doing their Baker
Avenue Improvement Project. He attended all previous meetings regarding the Baker Street Project, and
had worked with the City and County, as he was concerned about right-of-way being taken from the West
side of Baker Avenue next to his home. He said he would like an opportunity to be involved in the Baker
Project with the City, and if the previously staked out boundaries were followed, the City could do
improvements needed without requiring additional acquisition of property.
BUDGET ISSUES
Finance Director Nick Gerde passed out the Budget Committee meeting packet to Councilmembers for
the Thursday, July 30, 2015, Budget meeting, and gave a brief review of what would be discussed.
1
Page 17 of 235
JULY 28, 2015
DEPARTMENT REPORT(S)
Lori Barnett, Community Development Director – Community Development Block Grant (CDBG)
Program update
Community Development Director Lori Barnett said the City Hall Sidewalk Replacement Project has
been completed, which was part of the Housing and Urban Development (HUD) compliance review from
2013. She said that all the items that were out of compliance have been completed. The Projects were
certified and sent to (HUD). The City received a letter acknowledging that the City is now in compliance.
She said the compliance agreement that the City executed with HUD stays in place for five years, and in
August of each year HUD does an audit of the City’s account to ensure the CDBG funds are spent in a
timely manner. She also supplied Council with a reconciliation of the 2014 Annual Action Plan
Amendment showing the status of the French Avenue project, and the Americans with Disabilities Act
(ADA) Barrier Removal project.
Lori noted that an email was sent out to Councilmembers from Frontier Communications General
Manager Steve Sandman inviting them to a celebration dinner honoring Wenatchee and East Wenatchee
as a Quarterfinalist in the “Americas Best Communities” contest being held August 12, 2015, at 6 p.m.,
and she encouraged them to attend. She said it would be a good opportunity to thank Frontier
Communications, and give them praise for providing funding to Wenatchee and East Wenatchee, since
both communities are involved in the project.
Greg Pezoldt, Public Works Director – Baker Avenue and Highline Drive update
Public Works Director Greg Pezoldt distributed and reviewed the Baker Avenue and Highline Drive
Construction Options - Cost and Year Summary, and Schedule and Cost Estimates. He discussed
expenditures, how the money would be spent, amounts that would come from the City of East Wenatchee,
and scenarios of how Highline Drive could be funded, which included a Transportation Improvement
Board (TIB) grant, funding through the Surface Transportation Program (STP), or no grant for Highline
Drive and funding with 100% local money. Greg said there is a 30% chance of getting TIB money on the
Highline Drive Project, and a 50% chance getting STP money. He said the project with the highest need
is Highline Drive.
Greg said the application he submitted to TIB for grant funding for Baker Avenue assumes the bare
minimum cross section of that street. He said, per the TIB grant rules, it has to include bike lanes on both
sides of the street, and a sidewalk on one side of the street. Greg noted that it would still require some
kind of right-of-way, but they will make the street as narrow as possible while still meeting requirements
of the grant.
Mayor Lacy said he would like Council to pay particular attention to the costs associated with the Baker
Avenue Project, and take a vote as to whether we are going to proceed with this project or not, so we can
give the Transportation Improvement Board (TIB) a final decision. He said if we turn down the grant
from TIB it will have a negative impact on future applications. Highline Drive is a much more serious
need for the City, and he recommends doing Highline Drive regardless. He said the City can afford to do
both projects without putting us in a position to where we cannot do our operational budget. However,
Baker Avenue will be the largest match we have ever committed to a single project. Mayor Lacy said that
Baker Avenue improvements will foster development, it meets all TIB criteria, and the City cash position
is nearly debt free, so this might be the best opportunity we have ever had to get that done.
Finance Director Nick Gerde distributed the Operational Cash Flow Forecasts from the 2015 Financial
Plan. He said he and Greg have gone through every Capital Improvements Project that is in the Plan, and
2
Page 18 of 235
JULY 28, 2015
right now we are spending a lot of money in 2016 for Highline Drive, and engineering and right-of-way
costs for Baker Avenue. He believes both projects can be completed if we get started now.
Councilmember Barnhart is in favor of completing Highline Drive, not Baker Avenue. Councilmember
Johnson and Councilmember McCourt are in favor of doing both projects, and Councilmember Raab feels
we need to look at other areas that need funding and improvements, and use local money to provide for
what our local people need. Councilmember Detering and Councilmember Buckner did not comment,
and Councilmember Collings was not present.
Council Action: A motion was made by Councilmember Johnson, second by Councilmember Detering,
to direct staff to do both the Baker Avenue and Highline Drive projects, with the costs presented. The
motion carried, 5-1 (Raab).
CONSENT CALENDAR
Items listed below were distributed to Councilmember’s in advance for study and were enacted in one
motion.
Council Action: A motion was made by Councilmember Detering, second by Councilmember Raab, to
approve the Consent Calendar as presented. The motion carried, 6-0.
1.
2.
Consideration of Minutes – Regular Session, July 14, 2015
Consideration of Payables and Payroll
i. 2015 Payables – As of this date, July 28, 2015, Council does approve
check numbers 43848 and 43869 through 43926 in the total amount
of $146,208.99. Payables check 43534 was voided.
ii. 2015 June Payroll – As of this date, July 28, 2015, Council does
approve check numbers 43583 through 43604, 43649 through 43696,
and direct deposits on 6/16/2015 and 7/1/2015 in the total amount of
$413,610.16.
PUBLIC HEARING(S)
15-07-03
Public hearing to receive comments regarding the Draft 2015-2019 Community
Development & Housing Consolidated Plan and the 2015 Annual Action Plan for the
Community Development Block Grant Program.
Presented by: Lori Barnett, Community Development Director
Mayor Lacy opened the public hearing at 7:38 p.m. Hearing no comments Mayor Lacy
closed the public hearing at 7:39 p.m.
REPORT(S)
The following reports/minutes were submitted in writing prior to the City Council meeting.



Port of Douglas County Agenda for the Economic Leadership Roundtable meeting held July 16,
2015, and Port of Douglas County Economic Indicators Report for July 2015 – Charts 1-21.
Wenatchee Valley Animal Control – City of East Wenatchee, Quarterly Report, 2nd Quarter,
2015.
Waste Management – City of East Wenatchee, Recycle Pass Back, 2nd Quarter, 2015, and
Recyclables Quarterly Report, Quarter 2, 2015.
3
Page 19 of 235

JULY 28, 2015
Department of Ecology – Congratulatory letter, 2014 “Wastewater Treatment Plant Outstanding
Performance” award.
ADJOURNMENT 7:40 p.m.
_______________________
Dana Barnard
City Clerk
4
Page 20 of 235
CHECK REGISTER
2015 PAYABLES
CHECK NUMBERS: 43927-43930;
TRANS BENEFIT DISTRICT CHECKS: 100133-100136; 1001037-1001088
VOIDED CHECKS: 42988
DEPARTMENT/FUND
AMOUNT
General Fund 001
$61,191.12
Street Fund 101
$2,541.07
Community Dev Grants Funds 102
$375.72
Library Fund 112
$8.24
Hotel/Motel Tax Fund 113
$0.00
Drug Fund 114
$0.00
Criminal Justice Fund 116
$0.00
Events Board Fund 117
Bond Redemption Fund 202
$2,765.11
$0.00
Street Improvements Fund 301
0
Storm Water Improvements Fund 308
0
Capital Improvements Fund 314
0
Equipment R&R Fund 501
$479.40
Transportation Benefit District 630
1,220.00
Grand Total All Funds
$68,580.66
Page 21 of 235
Fund Transaction Summary
Transaction Type: Invoice
Fiscal: 2015 - August 2015 - August 1st Council Meeting
Fund Number
001
101
102
112
117
501
Description
Current Expense
Street Department
Community Devel Grants Fund
Library Fund
East Wenatchee Events Brd Fund
Equipment Rental & Replacement
Count: 6
Printed by EASTWENATCHEE\tallen on 8/5/2015 1:17:46 PM
East Wenatchee - Fund Transaction Summary
Amount
$61,191.12
$2,541.07
$375.72
$8.24
$2,765.11
$479.40
$67,360.66
Page 1 of 1
Page 22 of 235
Voucher Directory
Vendor
Number
Reference
Action Medical, Inc.
43951
Account Number
Description
Amount
2015 - August 2015 - August 1st Council Meeting
2281
City Hall/Medical Supplies
101-000-430-543-50-30-00
Supplies
Total 2281
2283
City Hall/Medical Supplies
001-000-180-518-30-49-00
Miscellaneous
Total 2283
Total 43951
Total Action Medical, Inc.
Adela R Mendoza
43952
Total 43952
Total Adela R Mendoza
AG Supply Company INC
43953
Invoice - 7/29/2015 9:44:45 AM
Civil Service Secretary
001-000-160-521-10-10-00
Salaries
Total Invoice - 7/29/2015 9:44:45 AM
Invoice - 8/5/2015 10:12:41 AM
Police Fuel
001-000-210-521-10-32-00
Fuel Consumed
Total Invoice - 8/5/2015 10:12:41 AM
Invoice - 8/5/2015 9:14:43 AM
Code Fuel
001-000-590-558-50-32-00
Fuel Consumed
Total Invoice - 8/5/2015 9:14:43 AM
Total 43953
Total AG Supply Company INC
Execution Time: 2 minute(s), 8 second(s)
East Wenatchee - Voucher Directory
$58.32
$58.32
$98.73
$98.73
$157.05
$157.05
$66.00
$66.00
$66.00
$66.00
$4,965.71
$4,965.71
$41.03
$41.03
$5,006.74
$5,006.74
Page 1 of 16
Page 23 of 235
Vendor
Number
Reference
Account Number
Description
43954
Invoice - 7/29/2015 9:39:00 AM
Police/Travel Expense
001-000-210-521-10-43-00
Travel
Total Invoice - 7/29/2015 9:39:00 AM
Amount
Andre Lucas
Total 43954
Total Andre Lucas
Banner Bank Mastercard
43955
Total 43955
Total Banner Bank Mastercard
Ben Fauconnier
43930
Invoice - 8/5/2015 12:58:58 PM
Police-Computer equipment
001-000-145-594-14-60-27
Capital - Cmptr Equip Police
Total Invoice - 8/5/2015 12:58:58 PM
Invoice - 8/5/2015 8:48:04 AM
Community Development/Trivets
001-000-001-518-93-49-00
City Theme
Invoice - 8/5/2015 8:59:38 AM
Sister City Dinner
001-000-110-511-60-49-00
Miscellaneous
Invoice - 8/5/2015 9:01:00 AM
Anti Fatigue Mats/Martz, Allen
001-000-180-594-18-60-00
Capital Outlay
Invoice - 8/5/2015 9:03:22 AM
Wellness Lunch
001-000-001-518-91-50-00
Wellness
Invoice - 8/5/2015 9:03:59 AM
Street/Outlet Inverter
101-000-313-519-71-30-00
Supplies - SWA
Invoice - 7/30/2015 5:02:24 PM
training-Spokane per diem per contract
001-000-210-521-10-43-00
Travel
Total Invoice - 7/30/2015 5:02:24 PM
Total 43930
$250.86
$250.86
$250.86
$250.86
$37.81
$37.81
$256.20
$256.20
$15.41
$15.41
$435.48
$435.48
$18.14
$18.14
$54.09
$54.09
$817.13
$817.13
$828.30
$828.30
$828.30
Page 2 of 16
Page 24 of 235
Vendor
Number
Reference
43956
Invoice - 8/5/2015 10:15:06 AM
Clothing Allowance Reimbursement
001-000-210-521-10-20-01
Clothing Allowance
Total Invoice - 8/5/2015 10:15:06 AM
Total 43956
Total Ben Fauconnier
Blumenthal Uniforms
43957
Account Number
Description
Amount
$392.10
$392.10
$392.10
$1,220.40
148153
Police/Hat, Emblem
001-000-210-521-10-35-00
Small Tools & Equipment
Total 148153
Total 43957
Total Blumenthal Uniforms
Capital One Commercial/ Costco
43958
Invoice - 8/5/2015 9:20:03 AM
Wellness Lunch
001-000-001-518-91-50-00
Wellness
Total 43958
Total Capital One Commercial/ Costco
Cascade Natural Gas Corp
43959
Invoice - 7/30/2015 2:59:41 PM
Street/Shop gas
101-000-430-543-50-47-00
Utilities
Total Invoice - 7/30/2015 2:59:41 PM
Invoice - 7/30/2015 3:01:52 PM
Street/Shop gas
101-000-430-543-50-47-00
Utilities
Total Invoice - 7/30/2015 3:01:52 PM
Total 43959
Total Cascade Natural Gas Corp
Chandler Erickson
43960
Invoice - 7/27/2015 3:36:27 PM
Juror/Saunders 5Z40716
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:36:27 PM
Total 43960
Total Chandler Erickson
$189.35
$189.35
$189.35
$189.35
$80.72
$80.72
$80.72
$80.72
$10.60
$10.60
$10.60
$10.60
$21.20
$21.20
$47.20
$47.20
$47.20
$47.20
Page 3 of 16
Page 25 of 235
Vendor
Number
Collier Redal PLLC
43961
Reference
Account Number
Description
Invoice - 8/5/2015 10:21:22 AM
Court/Conflict Case
001-000-110-511-60-30-00
Public Defender Conflicts
Total Invoice - 8/5/2015 10:21:22 AM
Total 43961
Total Collier Redal PLLC
David Marin DBA Cruzin Magazine
43962
06039
$75.00
$75.00
$75.00
$75.00
Events/Wings and Wheels Ads
117-000-400-557-30-44-11
Wings & Wheels Advertising
Total 06039
Total 43962
Total David Marin DBA Cruzin Magazine
Douglas CO Sewer District
43963
Invoice - 7/30/2015 2:47:53 PM
City Hall Utilities/307 NE 9th
101-000-430-543-50-47-00
Utilities
Total Invoice - 7/30/2015 2:47:53 PM
Invoice - 7/30/2015 2:56:24 PM
City Hall Utilities/271 9th NE
001-000-180-518-30-47-00
Utilities
112-000-000-572-50-47-00
Facilities--Utilities
Total Invoice - 7/30/2015 2:56:24 PM
Total 43963
Total Douglas CO Sewer District
Douglas County Fire District #2
43964
Invoice - 8/5/2015 10:50:51 AM
2015 Fireworks Stand
001-001-000-586-51-00-10
Fireworks - Dcfd Remittance
Total Invoice - 8/5/2015 10:50:51 AM
Total 43964
Total Douglas County Fire District #2
Amount
$570.00
$570.00
$570.00
$570.00
$61.00
$61.00
$52.76
$8.24
$61.00
$122.00
$122.00
$250.00
$250.00
$250.00
$250.00
Page 4 of 16
Page 26 of 235
Vendor
Number
Edward Farmbrook
43965
Total 43965
Total Edward Farmbrook
Empire Press
43966
Reference
Account Number
Description
Invoice - 7/27/2015 3:37:45 PM
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:37:45 PM
Invoice - 7/29/2015 11:36:48 AM
Subscription to Empire Press
001-000-140-514-20-49-00
Miscellaneous
Total Invoice - 7/29/2015 11:36:48 AM
Total 43966
Total Empire Press
Fasteners of Wenatchee
43967
Amount
$16.15
$16.15
$16.15
$16.15
$23.00
$23.00
$23.00
$23.00
8233
Street/Fine Grain Floor Dry
101-000-313-519-71-30-00
Supplies - SWA
Total 8233
Total 43967
Total Fasteners of Wenatchee
Frontier
43968
Invoice - 7/30/2015 3:02:18 PM
Street Modems
101-000-420-542-64-47-00
Utilities
Total Invoice - 7/30/2015 3:02:18 PM
Total 43968
Total Frontier
Gail Elshire
43969
Invoice - 7/27/2015 3:35:03 PM
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:35:03 PM
Total 43969
Total Gail Elshire
$493.33
$493.33
$493.33
$493.33
$53.97
$53.97
$53.97
$53.97
$18.45
$18.45
$18.45
$18.45
Page 5 of 16
Page 27 of 235
Vendor
Number
Reference
Inland Pipe And Supply
43970
Account Number
Description
Amount
S008558985.001
City Hall Sink
001-000-180-518-30-48-00
Total S008558985.001
Total 43970
Total Inland Pipe And Supply
In-Print
43971
Repairs & Maintenance
$277.35
$277.35
$277.35
$277.35
8368
Events/Wings and Wheels Registration Form
117-000-400-557-30-44-11
Wings & Wheels Advertising
Total 8368
Total 43971
Total In-Print
In-Print Printing Inc DBA Congdon Mailing Service
43972
8368 M
Events/Wings and Wheels Self Mailers
117-000-400-557-30-42-13
Wings & Wheels Postage
Total 8368 M
Total 43972
Total In-Print Printing Inc DBA Congdon Mailing Service
James Marshall
43929
Invoice - 7/30/2015 4:59:53 PM
training/Spokane Per diem per conctract
001-000-210-521-10-43-00
Travel
Total Invoice - 7/30/2015 4:59:53 PM
Total 43929
Total James Marshall
Josh Toftness
43973
Invoice - 7/30/2015 3:21:05 PM
Street/Boot Allowance
101-000-430-543-30-30-00
Supplies
Total Invoice - 7/30/2015 3:21:05 PM
Total 43973
Total Josh Toftness
$559.33
$559.33
$559.33
$559.33
$1,091.44
$1,091.44
$1,091.44
$1,091.44
$828.30
$828.30
$828.30
$828.30
$71.99
$71.99
$71.99
$71.99
Page 6 of 16
Page 28 of 235
Vendor
Number
Reference
Account Number
Description
43974
Invoice - 7/29/2015 11:21:43 AM
Court/Witness for Saunders 5Z40716
001-000-120-512-50-49-03
Witness Fees
Total Invoice - 7/29/2015 11:21:43 AM
Amount
Justin Saunders
Total 43974
Total Justin Saunders
Karlene Male
43975
Total 43975
Total Karlene Male
Kelly Gregory
43927
Total 43927
Total Kelly Gregory
Ken Mares
43976
Invoice - 7/27/2015 3:41:36 PM
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:41:36 PM
Invoice - 7/27/2015 10:59:37 AM
SWAT Training-Union Gap
001-000-210-521-10-43-00
Travel
Total Invoice - 7/27/2015 10:59:37 AM
Invoice - 7/27/2015 3:44:37 PM
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:44:37 PM
Total 43976
Total Ken Mares
Key Methods, LLC
43977
$65.60
$65.60
$65.60
$65.60
$16.73
$16.73
$16.73
$16.73
$34.50
$34.50
$34.50
$34.50
$16.73
$16.73
$16.73
$16.73
CF44078
Computer Maintenance
001-000-145-594-14-60-20
Capital - Cmptr Software Admin
Total CF44078
Total 43977
Total Key Methods, LLC
$824.98
$824.98
$824.98
$824.98
Page 7 of 16
Page 29 of 235
Vendor
Number
Kottkamp & Yedinak, Pllc
43978
Total 43978
Total Kottkamp & Yedinak, Pllc
Kristie Davis
43979
Total 43979
Total Kristie Davis
Mary Deskin
43980
Total 43980
Total Mary Deskin
Michael Sager
43981
Reference
Account Number
Description
Invoice - 7/29/2015 11:28:12 AM
July 2015 Public Defender Contract
001-000-110-511-60-21-50
Public Defender
Total Invoice - 7/29/2015 11:28:12 AM
Invoice - 7/29/2015 11:20:32 AM
001-000-120-512-50-49-03
Witness Fees
Total Invoice - 7/29/2015 11:20:32 AM
Invoice - 7/27/2015 3:29:38 PM
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:29:38 PM
Invoice - 7/29/2015 11:19:05 AM
001-000-120-512-50-49-03
Witness Fees
Total Invoice - 7/29/2015 11:19:05 AM
Total 43981
Total Michael Sager
Mitchell Trucking &
43982
Amount
$4,100.00
$4,100.00
$4,100.00
$4,100.00
$65.60
$65.60
$65.60
$65.60
$16.73
$16.73
$16.73
$16.73
$23.63
$23.63
$23.63
$23.63
6462
Street/Hot Mix
101-000-313-519-71-30-00
Supplies - SWA
Total 6462
Total 43982
Total Mitchell Trucking &
$203.95
$203.95
$203.95
$203.95
Page 8 of 16
Page 30 of 235
Vendor
Number
Reference
Account Number
Description
Amount
Moon Security
43983
775660
Police/Security
001-000-210-521-10-41-00
Professional Services
Total 775660
Total 43983
Total Moon Security
Noyd & Noyd Inc
43984
$20.00
$20.00
$20.00
$20.00
7080
Bond/Allen
001-000-110-511-60-46-00
001-000-142-514-20-46-00
Insurance
Insurance
$70.00
$70.00
$140.00
Insurance
$100.00
$100.00
Insurance
$175.00
$175.00
Insurance
$100.00
$100.00
Insurance
$158.00
$158.00
Insurance
$100.00
$100.00
$773.00
$773.00
Total 7080
7081-Barnard
Bond/Barnard
001-000-140-514-20-46-00
Total 7081-Barnard
7082
Bond/Lacy
001-000-110-511-60-46-00
Total 7082
7083
Bond/Harrison
001-000-210-521-10-46-00
Total 7083
7084
Bond/Gerde
001-000-142-514-20-46-00
Total 7084
7085
Bond/Crowell
001-000-120-512-50-46-00
Total 7085
Total 43984
Total Noyd & Noyd Inc
Page 9 of 16
Page 31 of 235
Vendor
Number
Reference
NW Silk Screen Printers & Embroidery LLC
43985
48559
Account Number
Description
Events/Parkway Pileup Shirts
117-000-450-557-30-49-01
PkwyPile-up Car Show Miscellaneous
Total 48559
Total 43985
Total NW Silk Screen Printers & Embroidery LLC
Parsons Photography
43986
15583-1
$526.82
$526.82
$526.82
$526.82
Police/Schreiber Business Cards
001-000-210-521-10-49-00
Miscellaneous
Total 15583-1
15608-1
Police/Marshall Business Cards
001-000-210-521-10-49-00
Miscellaneous
Total 15608-1
15638-1
Police/Coble Business Cards
001-000-210-521-10-49-00
Miscellaneous
Total 15638-1
Total 43986
Total Parsons Photography
Petty Cash Fund Dana Barnard, Custodian
43987
Invoice - 8/5/2015 10:26:00 AM
Petty Cash Funds
001-000-110-511-60-49-00
Miscellaneous
001-000-120-512-50-49-04
Juror Fees
001-000-151-515-30-49-00
Miscellaneous
Total Invoice - 8/5/2015 10:26:00 AM
Total 43987
Total Petty Cash Fund Dana Barnard, Custodian
Rivercom
43988
Invoice - 7/29/2015 11:26:06 AM
July 2015 Dispatch Services
001-000-001-528-70-51-00
River Com
Total Invoice - 7/29/2015 11:26:06 AM
Total 43988
Total Rivercom
Amount
$48.38
$48.38
$48.38
$48.38
$48.38
$48.38
$145.14
$145.14
$5.41
$14.31
$13.00
$32.72
$32.72
$32.72
$22,885.32
$22,885.32
$22,885.32
$22,885.32
Page 10 of 16
Page 32 of 235
Vendor
Number
Reference
Account Number
Description
43989
Invoice - 7/27/2015 3:40:30 PM
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:40:30 PM
Amount
Sam Lytle
Total 43989
Total Sam Lytle
Sedgwick Claims Management Services, Inc
43990
Invoice - 8/4/2015 3:29:04 PM
2015 3rd QTR/Quarterly Insurance Premiums
001-000-110-511-60-46-00
Insurance
001-000-120-512-50-46-00
Insurance
001-000-140-514-20-46-00
Insurance
001-000-142-514-20-46-00
Insurance
001-000-151-515-30-46-00
Insurance
001-000-160-521-10-46-00
Insurance
001-000-210-521-10-46-00
Insurance
001-000-315-542-10-46-00
Insurance
001-000-580-558-60-46-00
Insurance
001-000-590-558-50-46-00
Insurance
101-000-430-543-30-46-00
Insurance
117-000-105-557-30-50-00
Eweb Insurance
Total Invoice - 8/4/2015 3:29:04 PM
Total 43990
Total Sedgwick Claims Management Services, Inc
Sirennet.com
43991
0188639-IN
Police/Liberty Lightbar Lens Kit
001-000-210-594-21-60-00
Capital Outlay
Total 0188639-IN
Total 43991
Total Sirennet.com
Sue Dorn
43992
Invoice - 7/27/2015 3:32:38 PM
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:32:38 PM
Total 43992
Total Sue Dorn
$24.20
$24.20
$24.20
$24.20
$35.04
$70.09
$35.04
$35.04
$17.52
$17.52
$420.48
$17.52
$35.04
$17.52
$157.68
$17.52
$876.01
$876.01
$876.01
$177.12
$177.12
$177.12
$177.12
$17.30
$17.30
$17.30
$17.30
Page 11 of 16
Page 33 of 235
Vendor
Number
Reference
Account Number
Description
43993
Invoice - 7/29/2015 11:16:40 AM
Police/Sheats Training
001-000-210-521-40-25-00
Training--Officers
Total Invoice - 7/29/2015 11:16:40 AM
Amount
Taser Training
Total 43993
Total Taser Training
Terry Dittrich
43994
Invoice - 7/27/2015 3:31:25 PM
001-000-120-512-50-49-04
Juror Fees
Total Invoice - 7/27/2015 3:31:25 PM
Total 43994
Total Terry Dittrich
The Establishment LLC DBA NuClear Building Maintenance
43995
30654
Rotunda Window Cleaning
001-000-180-518-30-48-00
Total 30654
Total 43995
Total The Establishment LLC DBA NuClear Building Maintenance
The Ups Store
43996
Invoice - 8/5/2015 10:56:43 AM
Police/Postage
001-000-210-521-10-42-03
Postage
Total Invoice - 8/5/2015 10:56:43 AM
Invoice - 8/5/2015 10:59:39 AM
Street/Postage
101-000-313-519-71-30-00
Supplies - SWA
Total Invoice - 8/5/2015 10:59:39 AM
Invoice - 8/5/2015 11:00:41 AM
City Hall/Postage, Phillips, Harrison, Holzerland
001-000-141-514-20-42-03
Postage
Total Invoice - 8/5/2015 11:00:41 AM
Invoice - 8/5/2015 11:01:51 AM
City Hall/Postage FMLA Notices
001-000-110-511-60-49-00
Miscellaneous
Total Invoice - 8/5/2015 11:01:51 AM
Total 43996
Total The Ups Store
$30.00
$30.00
$30.00
$30.00
$15.58
$15.58
$15.58
$15.58
$739.00
$739.00
$739.00
$739.00
$210.84
$210.84
$15.22
$15.22
$14.69
$14.69
$8.46
$8.46
$249.21
$249.21
Page 12 of 16
Page 34 of 235
Vendor
Number
Reference
The Wenatchee World
43997
Account Number
Description
Amount
AD#300548
Budget Committee Meeting Notice
001-000-140-514-20-44-00
Advertising
Total AD#300548
AD#300601
Community Development and Housing Ad
102-000-000-558-70-44-00
CDBG Advertising
Total AD#300601
AD#300602
Spanish Community Development and Housing Ad
102-000-000-558-70-44-00
CDBG Advertising
Total AD#300602
Total 43997
Total The Wenatchee World
Tnt Fireworks
43998
Total 43998
Total Tnt Fireworks
Tony Ditommaso PS
43999
Invoice - 8/5/2015 10:49:47 AM
Fireworks Stand Fees
001-001-000-586-51-00-05
Fireworks-Cleaning Deposit Ref
Total Invoice - 8/5/2015 10:49:47 AM
Invoice - 7/29/2015 11:29:11 AM
July 2015 Public Defender Contract
001-000-110-511-60-21-50
Public Defender
Total Invoice - 7/29/2015 11:29:11 AM
Total 43999
Total Tony Ditommaso PS
Town Chrysler Jeep Dodge INC
44000
$31.32
$31.32
$217.72
$217.72
$158.00
$158.00
$407.04
$407.04
$800.00
$800.00
$800.00
$800.00
$4,100.00
$4,100.00
$4,100.00
$4,100.00
61295A
Police/Jeep Commander Repairs
501-000-000-521-10-48-00
Police Vehicle Repairs & Maintenance
Total 61295A
Total 44000
Total Town Chrysler Jeep Dodge INC
$324.39
$324.39
$324.39
$324.39
Page 13 of 16
Page 35 of 235
Vendor
Number
Reference
Account Number
Description
43928
Invoice - 7/30/2015 4:58:41 PM
training-Spokane per diem per contract
001-000-210-521-10-43-00
Travel
Total Invoice - 7/30/2015 4:58:41 PM
Amount
Tye Sheats
Total 43928
Total Tye Sheats
Vita Clean Services Inc.
44001
$349.62
$349.62
$349.62
$349.62
18722
Street/Vactor Truck Wash
101-000-313-519-71-30-00
Supplies - SWA
Total 18722
Total 44001
Total Vita Clean Services Inc.
Wash ST Dept of Licensing
44002
$65.04
$65.04
$65.04
$65.04
F077362 Slater
Gun Permit
001-001-000-586-00-03-00
Total F077362 Slater
F077363 Stumetz
Gun Permit
001-001-000-586-00-03-00
Total F077363 Stumetz
F077365 Pineda
Gun Permit
001-001-000-586-00-03-00
Total F077365 Pineda
F077366 Rodriguez
Gun Permit
001-001-000-586-00-03-00
Total F077366 Rodriguez
Total 44002
Total Wash ST Dept of Licensing
Wash State Dept of Trans
44003
State Share of Gun Permits
$18.00
$18.00
$18.00
$18.00
$18.00
$18.00
$18.00
$18.00
$72.00
$72.00
RE 42 JB2234 L157
Traffic Signal Maintenance
101-000-420-542-64-48-00
Total RE 42 JB2234 L157
Total 44003
Total Wash State Dept of Trans
$1,134.75
$1,134.75
$1,134.75
$1,134.75
Page 14 of 16
Page 36 of 235
Vendor
Number
Reference
Washington State Transit Insurance Pool
44004
124836
Account Number
Description
Driver Record Monitoring
101-000-430-543-30-30-00
Supplies
Total 124836
Total 44004
Total Washington State Transit Insurance Pool
Wenatchee Valley Humane
44005
Invoice - 7/29/2015 11:27:49 AM
July 2015 Animal Control Services
001-000-001-539-30-51-00
Animal Control
Total Invoice - 7/29/2015 11:27:49 AM
Total 44005
Total Wenatchee Valley Humane
Wenatchee Valley Museum & Cultural Center
44006
Invoice - 7/29/2015 11:25:06 AM
August 2015 Payment
001-000-001-558-70-41-15
Wenatchee Valley Museum & CC
Total Invoice - 7/29/2015 11:25:06 AM
Total 44006
Total Wenatchee Valley Museum & Cultural Center
Woods & Brangwin PLLC
44007
189-1
Court/Conflict Case Decoteau C9766
001-000-110-511-60-30-00
Public Defender Conflicts
Total 189-1
Total 44007
Total Woods & Brangwin PLLC
Workland Auto Parts, Inc.
44008
127806
Street/Oil
501-000-000-542-90-48-20
Street Vehicle Repairs & Maintenance
Total 127806
128466
Street/Coupler Lock
101-000-313-519-71-30-00
Supplies - SWA
Total 128466
Amount
$8.00
$8.00
$8.00
$8.00
$5,795.49
$5,795.49
$5,795.49
$5,795.49
$9,273.00
$9,273.00
$9,273.00
$9,273.00
$217.50
$217.50
$217.50
$217.50
$69.20
$69.20
$34.66
$34.66
Page 15 of 16
Page 37 of 235
Vendor
Number
Reference
Account Number
Description
Amount
Street/Air Filters
501-000-000-521-10-48-00
$79.27
$79.27
Street/Air Filters
501-000-000-521-10-48-00
$6.54
$6.54
$189.67
$189.67
129462
Total 129462
129919
Total 129919
Total 44008
Total Workland Auto Parts, Inc.
Xerox Corporation
44009
080457537
Copier Fees
101-000-430-543-30-49-00
Miscellaneous
Total 080457537
080753979
Police Copier Fees
001-000-210-594-21-60-00
Capital Outlay
Total 080753979
Total 44009
Total Xerox Corporation
Grand Total
Vendor Count
62
$107.87
$107.87
$329.46
$329.46
$437.33
$437.33
$67,360.66
Page 16 of 16
Page 38 of 235
Register Activity
SltllUIM~~:
tco r;3-
r!,qui&-1¥
/Ob I 03 7 - Io o/O gg'
IOb/3t
~~~---'"-~~~~~v-::?':~~~~~~~~,l:t
O"'
ttr I ~zo
I
Fiscal: 2015
Period: 2015 - July 2015
Council Date: 2015 - July 2015 - July 2nd Council Meeting
Bank Accounts: TBD Checking
Transaction Type: Check
System Type: Financials
;
:-. . . -
1ur11J.
~
/,
¥;J,/wrb
1~
\'
Reference Number: 100133
Transportation Benefit District -CEW
Invoice - Refund Car Tab Fee Shane Wields 7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - Foster
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - C. Foster
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - E. Rich
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - G. Caudill
7/14/2015
$40.00
$40.00
Invoice - Car Tab Fee Refund - Reeves
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - B. Henkle
7/14/2015
$20.00
$20.00
Invoice- Car Tab Fee Refund K. Spaeth
7/14/2015
$20.00
$20.00
Invoice -Car Tab Fee Refund J. Wood
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund C. Valdez
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - W. Clark
7/14/2015
$20.00
$20.00
Ir . x\
113D (~,,
1-12>o
Page 1 of 5
Printed by EASlWENATCHEE\NGerde on 8/3/2015 8:45:55 AM
East Wenatchee - Register Activity
Page 39 of 235
Invoice - Car Tab Fee Refund - A. Sanchez 7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - K. Mulvaney 7/14/2015
$20.00
$20.00
Invoice -Car Tab Fee Refund- M. Mulvaney 7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - E. Church
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - S Castillo
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee refund - R. Arroyo
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - R. Duguette7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - Duguette Jr. 7/14/2015
$20.00
$20.00
Invoice -Car Tab Fee Refund - B. R. Farr
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - K. Farr
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - Ben Farr
7/14/2015
$20.00
$20.00.
Invoice - Car Tab Fee Refund - Feroglia
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - J. Walling
7/14/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - C. Housden 7/15/2015
$60.00
$60.00
Page 2 of 5
------
Page 40 of 235
Invoice - Car Tab Fee Refund - S.
Cervantes
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - J. Barnhill
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refuo_d - D. Frazler
7/15/2015
$20.00
$20.00
Invoice - Car Tab Eee Refund - M.
Kincannon
7/15/2015
$20.00
$20.00
lnvoice_-_C_ar Tab Fee Refun_d - M. NuxoJJ
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - R. Potter
7/15/2015
$60.00
$60.00
Invoice - Car Tab_Fee Refund - E. Potter
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - T_ Racus
7/15/2015
$20.00
$20.00
Invoice - Car Ta_b_Fee Refund-_ E, Garner
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - G. Wbite
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - J. Jones
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refuod - B. Jaspers
7/15/2015
$20.00
$20.00
Invoice - Car Tab_Fee refund -
7/15/2015
$20.00
$20.00
Invoice- Car Tab Fee Refund- C. Ouellette 7/15/2015
$20.00
$20.00
D~
Phelps
Page 3 of 5
Page 41 of 235
Invoice - Car Tab Fee Refund - C. Manning 7/15/2015
$20.00
$20.00
Invoice -Car Tab Fee Refund - T. Mciver
7/15/2015
$20.00
$20.00
Invoice -Car Tab Fee Refund - K Mciver
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - M Kuchtyn
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - J. Moen
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - BJ Pierce
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - S. Harrison 7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - R. Eckhart
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - B Harris
7/15/2015
$20.00
$20.00
Invoice -Car Tab Fee Refund - A. Pena
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - Armando
7/15/2015
$20.00
$20.00
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - P. Cassel 2 7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund - P. Standford 7/15/2015
$20.00
$20.00
Emla
Invoice - Car Tab Fee Refund - P. Cassel
Page 4 of 5
Page 42 of 235
Invoice - Car Tab Fee Refund - P. Kobzar
7/15/2015
$20.00
$20.00
Invoice -Car Tab Fee Refund -T Cannon
7/15/2015
$20.00
$20.00
Invoice - Car Tab Fee Refund- J. Suarez
7/15/2015
$20.00
$~
.-·-··--
&!
~
Page 5 of 5
Printed by EAS1WENATCHEE\NGerde on 8/3/2015 8:45:55 AM
Page 43 of 235
Page 44 of 235
Public Hearing(s)
Page 45 of 235
Page 46 of 235
CITY COUNCIL AGENDA BILL
COUNCIL AGENDA BILL #
PRESENTER:
POSITION:
15-07-03
Lori Barnett
Director
3
August 11, 2015
Community Development
AGENDA ITEM #
AGENDA DATE:
DEPARTMENT:
TITLE:
Public hearing to receive comments regarding the Draft 2015-2019 Community Development &
Housing Consolidated Plan and the 2015 Annual Action Plan for the Community Development
Block Grant Program.
BACKGROUND/HISTORY:
It is necessary to prepare a new 5-year Community Development & Housing Consolidated
Plan and a 2015 Annual Action Plan for the Community Development Block Grant Program.
The City Council held a public meeting on June 23, 2015 requesting public and agency
comment. Written comments were received from the Housing Authority. Laurel Turner, Executive
Director, Women’s Resource Center, attended the public meeting and discussed local needs.
The City Council held a public hearing on July 28, 2015 to entertain testimony related to the
draft plan. No one was in attendance to offer testimony.
The City Council has already committed the first 3 years of funding to reconstruct 5th Street
NE between N. Baker Avenue and Eastmont Avenue to provide sidewalks on both sides of the
street using the HUD provision for reimbursement for pre-award costs.
EXHIBITS:
Wenatchee World Affidavit of publication for the English and Spanish version of the legal advertisement
published on July 10, 2015:
2015-2019 COMMUNITY DEVELOPMENT & HOUSING CONSOLIDATED PLAN AND 2015 ANNUAL
ACTION PLAN
NOTICE OF AVAILABILITY AND NOTICE OF PUBLIC HEARINGS
RECOMMENDED ACTION:
Hold the public hearing regarding the Draft 2015-2019 Community Development &
Housing Consolidated Plan and the 2015 Annual Action Plan (Dated 7/10/2015).
FINANCIAL DATA:
Expenditure Required
Amount Budgeted
Appropriation Required
ACTION TAKEN:
Motion Made By:
Second By:
Councilmember Collings
Councilmember Raab
Councilmember Johnson
Councilmember Buckner
Councilmember McCourt
Councilmember Detering
Councilmember Barnhart
Passed:
Failed:
Mayor Lacy (in case of tie)
Page 1 of 1
Page 47 of 235
Page 48 of 235
Page 49 of 235
Page 50 of 235
Resolution(s)
Page 51 of 235
Page 52 of 235
PRESENTER:
TITLE:
15-08-01
Lori Barnett
Director
AGENDA ITEM #
AGENDA DATE:
DEPARTMENT:
4
August 11, 2015
TITLE:
A Resolution of the City of East Wenatchee, Washington, adopting the “City of East Wenatchee 2015-2019
Community Development & Housing Consolidated Plan” and “2015 Annual Action Plan” in accordance with
the requirements of the U.S. Department of Housing And Urban Development regulations at 24 CFR Part
91, and establishing an effective date.
BACKGROUND/HISTORY:
The City was notified in 2009 that it was eligible for entitlement status to receive annual grants from
the Community Development Block Grant Program (CDBG). The US Department of Housing and Urban
Development (HUD) requires entitlement communities to adopt a 5-year consolidated plan and an annual
action plan outlining how the City will spend the CDBG funds. The previous plan covered 2010-2014. The
deadline for submission of the Consolidated Plan and Annual Action Plan is August 15, 2015.
The City Council has already committed the first 3 years of CDBG funding to reconstruct 5 th Street NE
between N. Baker Ave. and Eastmont Ave. using the HUD provision for reimbursement for pre-award costs
(§570.200(h)) However, there are some funding options that need to be discussed regarding years
2018 and 2019. Attached to this Agenda Bill is a memo that will assist in that discussion.
The City Council held a public workshop on June 23, 2015 to provide an opportunity for agencies and
the general public to comment community needs and issues impacting low and moderate income residents to
help provide information to identify funding priorities.
The City Council held a public hearing on July 28, 2015. No one offered testimony regarding the
proposed draft document.
EXHIBITS:
1. Memo
2. Resolution and Exhibit A – City of East Wenatchee 2015-2019 Community Development &
Housing Consolidated Plan and 2015 Annual Action Plan
RECOMMENDED ACTION:
Staff respectfully requests adoption of the Resolution approving the City of East Wenatchee 2015-2019
Community Development & Housing Consolidated Plan and 2015 Annual Action Plan and authorization for
the Mayor to sign all certifications required by HUD.
FINANCIAL DATA:
Amount Budgeted
$ N/A
$ N/A
$ N/A
ACTION TAKEN:
Motion Made By:
Second By:
Councilmember Raab
Passed:
Failed:
Page 53 of 235
Page 54 of 235
COMMUNITY DEVELOPMENT DEPARTMENT
271 9th Street NE * East Wenatchee, WA 98802
Phone 509.884.5396 * Fax 509.886.6113
[email protected]
MEMORANDUM
To:
From:
Date:
Subject:
East Wenatchee City Council and Mayor Lacy
Lori Barnett, Director
June 16, 2015
2015-2019 CDBG Community Development & Housing Consolidated
Plan & 2015 Annual Action Plan – Public Hearing on 8/11/2015
On July 14, 2015, a draft copy of the 2015-2019 CDBG Community Development &
Housing Consolidated Plan & 2015 Annual Action Plan was provided to the Mayor,
Council, and all Department Heads.
Since that time, staff has been inputting the information into HUD’s Integrated
Disbursement & Information System (IDIS). While working on the document last Friday,
it was discovered that IDIS asks for information on future expenditures of funds for the
entire 5-year program period. Unfortunately, many of the tables and other sections of
the plan that are in the IDIS template do not show up when the template is imported into
a Word document. This is just one of the “glitches” in the program. As you read the
document you will likely find typographical errors. Those have been fixed several times
and re-appear every time the document is printed.
To complete the consolidated plan and annual action plan, staff needs guidance from
the Council with regards to future projects and activities to be funded in years 4 and 5. If
Council determines at a later date that the CDBG funds should be used for
another purpose, the consolidated plan and the annual action plan can be
amended.
Note: The 2015 column in Table 1 differs from the draft 2015 Annual Action Plan. Staff
recommends that funding be provided for Fair Housing activities.
Table 1 - Showing Annual Allocations (Actual & Estimated) and Available Funding
Project Description
Administration
5th St.
Fair Housing
Available for Projects
Actual*
2015
$108,074
$ 14,000
$ 92,000
$ 2,074
Estimated Annual Allocation by Year
2016
2017
2018
2019
$108,074
$108,074
$108,074
$108,074
$ 14,000
$ 14,000
$ 21,610
$ 14,000
$ 92,000
$ 92,000
$ 2,074
$ 2,074
$ 4,000
$ 86,464
$ 90,074
To aid this discussion, the following factors are pertinent:
•
The 2015 annual allocation is $108,074. The CDBG revenue for the 5-year plan is
estimated at $540,370, based upon the 2015 allocation. The total CDBG funds
received for the previous 5 years was $561,403.
•
The City Council has already committed the first 3 years of CDBG funding to
reconstruct 5th Street NE between N. Baker Ave. and Eastmont Ave. using the HUD
Page 55 of 235
provision for reimbursement for pre-award costs (§570.200(h)). That project is
estimated to cost $450,000. Table 1 shows $92,000 for 3 years for this project. If
the proposal in the table is adopted for this project, the gap in funding will be
approximately $174,000.
Note: The Annual Financial Plan and TIP anticipated $100,000 for 3 years for a total
of $300,000.
•
The CDBG Program permits the City to use up to 20% of the grant amount for
administration of the program. Over the past 5 years, we have averaged 16%.
•
The City is obligated to address affirmatively furthering fair housing. On July 16,
2015, HUD issued new rules regarding fair housing. We currently have an Analysis
of Impediments to Fair Housing Choice that was adopted on July 22, 2014. It
appears that the rules require East Wenatchee to develop an Assessment of Fair
Housing (AFH) document in 2018. We will be exploring an option that is now
available to partner with Wenatchee to prepare a regional document. In anticipation
of the need for the AFH, Table 1 shows ($21,610 for administration for 2018.
•
CDBG funds for public services cannot exceed 15% of the annual grant amount or
$16,211 using the 2015 grant amount. The list below provides an example of what
public services include:
o Fair Housing activities
o Health services
o Services for seniors and homeless.
•
The following table lists the sidewalk projects remaining from the 2012 list. If it is the
Council’s preference to continue using CDBG funding for sidewalk projects, Highline
and Standerfer could be listed for 2018 and 2019. If the STP funding request for
Highline Drive is approved, CDBG funding may not be necessary for that project. If
that is the case the plan could be amended to specify a different project.
Table 2 - Sidewalk Projects in Priority Order
Priority
Order:
1
2
3
4
5
6
7
•
Description
Highline Dr - (West side) Clinic to Big R
Hamilton - 9th to Standerfer + turnaround
Standerfer - Valley Mall Pkwy to Baker
13th St. - (North side) Clements to Devon
3rd St. NE (North side) Eastmont to Georgia
N. Devon Ave. - 11th to 15th
1st SE - Rock Island Rd to Highline
Distance
(Ft)
333
730
369
756
761
2120
1610
Estimated
Cost
$ 83,250
$ 365,000
$ 92,250
$ 189,000
$ 190,250
$1,060,000
$ 805,000
In 2011 and 2012, a total of $62,275 of CDBG funds was spent on home owner
assistance to provide down payments for 3 families. The Columbia Valley Housing
Association continues to offer this program and is always looking for funding
sources. This activity is the only housing-related project that we have completed
using CDBG funds.
Page 56 of 235
RESOLUTION NO. 2015-13
A Resolution of the City of East Wenatchee, Washington, Adopting the
“City Of East Wenatchee 2015-2019 Community Development &
Housing Consolidated Plan” and the “2015 Annual Action Plan” in
accordance with the requirements of the U.S. Department of Housing
and Urban Development Regulations at 24 CFR Part 91, and
establishing an effective date.
1. Alternate format.
1.1. Para leer este documento en otro formato (español, Braille, leer en voz alta,
etc.), póngase en contacto con el vendedor de la ciudad al
[email protected], al (509) 884-9515 o al 711 (TTY).
1.2. To read this document in an alternate format (Spanish, Braille, read aloud,
etc.), please contact the City Clerk at [email protected],
at (509) 884-9515, or at 711 (TTY).
2. Recitals.
2.1. In 2009, the City of East Wenatchee (“City”) was notified by the U.S.
Department of Housing and Urban Development (HUD) that it qualified as a
federally designated “principal city” within the Wenatchee Metropolitan
Statistical Area and was eligible for entitlement status to receive annual
grants from the Community Development Block Grant Program (CDBG).
2.2. The City Council of East Wenatchee (“City Council”) took action at their
August 25, 2009 meeting to accept entitlement status to become a direct
recipient of CDBG funds.
2.3. Adoption of a Community Development and Housing Consolidated Plan and
Annual Action Plan (“Consolidated Plan”) is required as a condition of
receiving CDBG funds.
3. Authority.
3.1. The City of East Wenatchee is a non-charter code City duly incorporated and
operating under the laws of the State of Washington.
3.2. RCW 35A.74 authorizes the City to administer programs to assist low
income individuals.
3.3. The U.S. Department of Housing and Urban Development regulations at 24
CFR Part 91 require entitlement communities to adopt a consolidated plan
and an annual action plan.
4. Background.
4.1. The City Council discussed the requirements for a Community Development
& Housing Consolidated Plan and an Annual Action Plan requirement at
their June 23, 2015 public meeting.
Page 57 of 235
4.2. An e-mail announcement of the June 23, 2015 public meeting and invitation
was e-mailed to 78 individuals and agencies.
4.3. Staff consulted with housing and service providers at the Homeless Task
Force meeting on June 30, 2015. An e-mail questionnaire was sent to 78
individuals and service agencies prior to the meeting.
4.4. A Notice of Availability of the Draft City of East Wenatchee 2015-2019
Community Development & Housing Consolidated Plan and 2015 Annual
Action Plan was published on July 10, 2015 in the Wenatchee World.
4.5. An e-mail notice of availability and notice of public hearing was sent to 81
individuals and agencies as well as to neighboring jurisdictions.
4.6. The Draft City of East Wenatchee 2015-2019 Community Development &
Housing Consolidated Plan and 2015 Annual Action Plan was posted on the
City’s Webpage.
4.7. Notice of the City Council public hearings scheduled for July 28, 2015 and
August 11, 2015 was published on July 10, 2015 in the Wenatchee World and
e-mailed to 78 individuals and agencies.
4.8. The City Council held a public hearing on July 28, 2015 to review and
discuss the Draft City of East Wenatchee 2015-2019 Community
Development & Housing Consolidated Plan and 2015 Annual Action Plan.
4.9. The City Council held a public hearing on August 11, 2015 to consider
approval of the Draft City of East Wenatchee 2015-2019 Community
Development & Housing Consolidated Plan and 2015 Annual Action Plan.
THE CITY COUNCIL OF THE CITY OF EAST WENATCHEE DO RESOLVE AS
FOLLOWS:
Section 1:
Action. The City Council hereby APPROVES the attached City of East
Wenatchee 2015-2019 Community Development & Housing
Consolidated Plan and 2015 Annual Action Plan, which is attached to
this Resolution as Exhibit “A”.
Section 2:
Effective Date. This resolution becomes effective on the date that it is
passed by the City Council.
Passed by the City Council of East Wenatchee, at a regular meeting thereof
on this 11th day of August, 2015.
City of East Wenatchee, Washington
By _________________________________
Steven C. Lacy, Mayor
Page 58 of 235
Attest:
___________________________
Dana Barnard, City Clerk
Approved as to form only:
___________________________
Devin Poulson, City Attorney
FILED WITH THE CITY CLERK: 8/05/2015
PASSED BY THE CITY COUNCIL:
Page 59 of 235
This page intentionally left blank.
Page 60 of 235
Exhibit A
City of East Wenatchee
2015-2019
& Housing
Consolidated Plan
&
2015 Annual Action Plan
Community Development Department
271 9th Street NE
East Wenatchee, WA 98802
Phone 509.884-5396
Fax 509.886-6113
E-mail: [email protected]
Draft Date August 5, 2015
Page 61 of 235
Acknowledgements
The following are thanked and acknowledged for their contributions in the development of the
City of East Wenatchee 2015-2019 Consolidated Plan and 2015 Annual Action Plan:
MAYOR
Steven C. Lacy
EAST WENATCHEE CITY COUNCIL
Harry Raab
Chuck Johnson
George Buckner
Frank Collings
Wayne Barnhardt
Sandra McCourt
Tim Detering
STAFF
Lori Barnett, Director, Department of Community Development
Marcia Martz, Permit Technician, Department of Community Development
CONSULTANTS
CC Consulting
Roxi Nanto
Harvey Nanto
Page 62 of 235
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1.
Introduction
The City of East Wenatchee is located in Douglas County, Washington. East Wenatchee is on the east
side of the Columbia River across from the City of Wenatchee which is located in Chelan County.
Interconnecting transportation routes, regional recreation facilities, employment, housing, and
community settlement patterns link both cities with Douglas County and Chelan County socially and
economically. East Wenatchee and Wenatchee, serve as the economic and population hub of the twocounty region.
East Wenatchee is an entitlement community under Title 1 of the Housing and Community Development
Act of 1974 and is eligible to receive Community Development Block Grant (CDBG) Program funds
annually from the U.S. Department of Housing and Urban Development (HUD). The cities of Wenatchee
and East Wenatchee were granted entitlement status. Each city separately administers their own CDBG
programs. East Wenatchee’s CDBG program fiscal year is October 1 through September 30.
This 2015 to 2019 Consolidated Plan for Housing and Community Development provides the US
Department of Housing and Urban Development (HUD) with information on the City of East
Wenatchee’s intended use of HUD's Community Development Block Grant (CDBG) funding program. The
City allocates the annual funding from this program to public, private or nonprofit parties consistent
with HUD program goals and requirements. CDBG program objectives include providing decent housing,
creating suitable living environments, and expanding economic opportunities. Through a review of
housing market, community development, homeless needs, and economic development data and an
evaluation of past performance in the City's HUD funded programs, the City has developed the following
goals for the use of these funds:
•
•
•
Revitalize neighborhoods
Provide support services for persons who are homeless or persons at risk of homelessness
Increase and preserve affordable housing
The City Consolidated Plan follows requirements of the U.S. Department of Housing and Urban
Development (HUD), and uses HUD's format and data tables required for plans adopted after November
15, 2012. East Wenatchee’s Consolidated Plan is implemented and updated through annual Action Plans
and Consolidated Annual Performance Evaluation Reports (CAPER). The Action Plans establish the
Page 63 of 235
priority for projects and funding for the upcoming year. The CAPER details the results of funded projects
completed by the City during the individual program years.
Notice: During this Consolidated Plan period, the City intends to construct a major street improvement
project that will utilize the majority of funding available for 2015 and two consecutive years in
accordance with Title 24: §570.200(h) - the process for reimbursement for pre-award costs. The 5th
Street NE Street Improvement project is estimated to cost $450,000. The City will initiate the project
using $92,000 of the $108,074 available in2015 and estimates the same level of funding for 2016 and
2017 to pay the City back for the up-front costs associated with the design engineering, environmental
review and construction of the project. This will reduce the level of funding available for 2016 and 2017
for other projects, programs, and activities.
2.
Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
Support accessibility improvements Revitalize targeted neighborhoods:
•
•
•
•
•
•
•
•
Review public infrastructure and ADA needs when determining projects
Purchase, construct and improve public facilities and improvementsProvide supportive services
for people who are homeless and those at risk of homelessness:
Target individuals who meet the chronically homeless definition
Connect people who are homeless with services, shelter and food
Provide services for people with special needs
Promote services that improve overall efficiency of the homeless system
Increase and preserve affordable housing:
Evaluate options for tax credits and other programs to increase the availability of affordable
housing
Continue to work with local housing providers to identify opportunities to increase housing options and
rehabilitate existing housing stock
3.
Evaluation of past performance
CDBG funds awarded for the previous 5 years totaled $561,403. 11th Street NE Sidewalk Project. This
project widened the roadway and installed sidewalks along 11th Street NE between N. Baker Avenue and
Valley Mall Parkway. The street is located in one of the oldest neighborhoods and provides an important
linkage between the residential area to the west and the commercial core. The project cost $341,788.
CDBG funds from 2010 and 2012 were used totaling $174,792 (51% of the total project cost). City Storm
Water Utility funds of $13,760 and City General Government funds of $153,236 were used. Down
Payment Assistance. The city provided funding to the Columbia Valley Housing Association for down
payment assistance for 3 families to purchase their first homes. 2011 and 2012 CDBG funds were used
totaling $61,275. Private funds in the form of mortgages and personal funds from the homebuyers
totaled $500,655. City Hall Removal of Architectural Barriers to Accessibility. This project was
Page 64 of 235
identified by HUD during a compliance review of the City Hall building and campus. Interior changes to
restrooms and the public drinking fountain were required. The parking lot and sidewalk were
reconstructed to reduce slopes leading from the public street into the building. The project was
completed in June of 2015. CDBG funds from 2011 and 2014 were used for a total of $77,560. French
Avenue Reconstruction Project – Estimate. The project will construct curb, gutter, sidewalk, storm
water system improvements, water line upgrades, and resurfacing. The street is located in one of the
oldest neighborhoods in East Wenatchee and has a high concentration of low income and minorities.
The project is estimated to cost $425,000. CDBG funds from 2011, 2013, and 2014 are allocated to the
project for a total of $146,351 or 34% of the total project cost. The City received a federal
Transportation Alternative Grant of $100,000. $50,000 of City Transportation Benefit District funds have
been committed to the project. $60,000 of City Storm Water Utility funds are allocated. The City also will
be using Douglas County Regional Sales & Use Tax funds in the amount of $69,700 for the project. This
project is not yet complete. The design and environmental review process is complete and the project
has been advertised for contractor bid. Construction may start in the fall of 2015. Depending on weather
and the contractor’s schedule, the project may be delayed until March of 2016. The project is estimated
to take 60 construction days. Administration Expenses. The CDBG Program permits the City to use up to
20% of the grant amount for administration of the program. Major accomplishments for those years
include the preparation of the first Consolidated Plan, work associated with the HUD Compliance Audit,
5 years of Annual Action Plans and 2 amendments, a Citizen Participation Plan, a Limited English
Proficiency Plan, an Analysis of Impediments to Fair Housing Choice, CAPERs for 4 years, development of
the web page for the CDBG Program including information on lead based paint, fair housing, and the
preparation of this new 2015-2019 Consolidated Plan. Administrative funds used from 2010 through
2013 total $66,538 which averages out to 15% of the total allocation for those first 4 years. For 2014,
$22,026 or 20% of that year’s allocation has been budgeted. Those funds have not yet been spent.
Leveraged Funds. Over the past 5 years the CDBG funds were used to leverage $947,351 in other funds.
Private funds of $500,655; City funds of $ 153,236, City Storm Water Utility funds of $73,760; City
Transportation Benefit District funds of $50,000; Douglas Co. Regional Sales & Use Tax funds of $69,700,
and Federal-TAP funds of $100,000.
4.
Summary of citizen participation process and consultation process
The following measures were taken to encourage citizen participation:
•
•
•
•
•
•
Provided opportunity to comment in advance of the development of the plan at a public
meeting held by the City Council on June 23, 2015. E-mail invitations were sent to 78 individuals
representing housing and service agencies as well as neighboring jurisdictions.
Targeted groups including service provider agencies, public housing agencies, and general
interested parties.
Solicited comments from interested social service agencies through e-mail, phone calls, and a
meeting with the Homeless Task Force on June 30, 2015.
Published notice of availability for the plans in the local newspaper legal advertisement section
in English and in Spanish on July 10, 2015. The location for the plan posting was included in the
notice.
Posted copies of the draft plans at East Wenatchee City Hall.
Posted draft plans electronically on the City website.
Page 65 of 235
•
•
•
Published all notices for all public hearings with the City Council in the local newspaper legal
advertisement section in English and in Spanish on July 10, 2015.
Presented the draft Consolidated Plan and Action Plan to the public and the East Wenatchee
City Council on July 28, 2015 at a public hearing.
Presented the final Consolidated Plan and Action Plan to the public and the East Wenatchee City
Council on August 11, 2015 at a public hearing.
These hearings allowed the opportunity for citizens and service provider agencies to comment and
discuss the plan contents during the associated “Citizen Communication” period of the associated
council hearing.
5.
Summary of public comments
6.
Summary of comments or views not accepted and the reasons for not accepting them
7.
Summary
Page 66 of 235
The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1.
Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Agency Role
Lead Agency
CDBG Administrator
Name
EAST WENATCHEE
Department/Agency
Table 1 – Responsible Agencies
Narrative
The Planning Division of the Community Development Department for the City of East Wenatchee
administers the CDBG program. The Planning Division works closely with other City Departments
including Engineering, Public Works, Finance Department, and Building and Code Compliance in
planning for and implementation of the CDBG activities. The City Council is actively engaged in the CDBG
planning process.
Consolidated Plan Public Contact Information
Lori Barnett, Director
Community Development Department
271 9th St. NE
East Wenatchee, WA 98802
Phone 509.884.5396 Fax 509.886.6113
E-mail: [email protected]
Page 67 of 235
PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
1.
Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(I)).
The City of East Wenatchee works very closely with the City of Wenatchee. The majority of housing
facilities and service providers are located in Wenatchee. East Wenatchee does not have public housing
but does work with the Housing Authority of the City of Wenatchee and Chelan County, which operates
a multi family housing complex for farmworkers and a facility for migrant farmworkers within the City.
The Housing Authority also administers the Section 8 rental assistance program providing tenant
vouchers and veteran vouchers. A City Councilmember is on the Board of the Housing Authority. The
City works with local nonprofit agencies that manage homeless shelters and transitional housing, and/or
provide rental assistance, mental health, social services and charitable care. City staff regularly
participate in meetings of Chelan-Douglas Homeless Housing Task Force. The Homeless Housing Task
Force is comprised of representatives from the cities of East Wenatchee and Wenatchee, local providers
who serve the homeless, including chronically homeless individuals and families, veterans, and
unaccompanied youth. Task Force members also include service providers whose clients are at risk of
homelessness, and members who have been homeless themselves. The Task Force meets monthly.
Additionally the City participates as a member of the Homeless Steering Committee comprised of local
elected officials and community leaders.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
The City of East Wenatchee has an interlocal agreement with the City of Wenatchee which is the lead
agency for the Plan to End Homelessness in Chelan & Douglas Counties. Funds generated by state
Homeless Housing and Assistance program recording fees collected in Chelan and Douglas County are
remitted to the City of Wenatchee for the Chelan Douglas Consolidated Homeless Grant. Wenatchee is
also the lead agency for Continuum of Care funding provided by the state of Washington Department of
Commerce for both counties.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
Page 68 of 235
The City of East Wenatchee does not receive ESG funds. This region is part of the “Balance of State
Continuum of Care”. As the lead agency, the City of Wenatchee participates in HMIS for programs with
homeless grant funding. The City of Wenatchee recently started the process to update the Plan to End
Homelessness in Chelan & Douglas Counties which is the Chelan Douglas Ten Year Plan to End
Homelessness required by the state of Washington. The City of East Wenatchee will be working closely
with Wenatchee and other key partners, providers, and stakeholders to identify priority strategies that
guide funding allocations for the Chelan Douglas Consolidated Homeless Grant. In developing the
Consolidated Plan, goals and strategies addressing homelessness have been aligned with the identified
priorities of the Plan to End Homelessness in Chelan & Douglas Counties.
2.
Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
Page 69 of 235
Table 2 – Agencies, groups, organizations who participated
1
2
3
Agency/Group/Organization
CHELAN-DOUGLAS COMMUNITY ACTION COUNCIL
Agency/Group/Organization Type
Housing
Services - Housing
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homelessness Strategy
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Organization listed above was consulted through email, phone calls, and a meeting with the Homeless
Task Force on June 30, 2015. Input from these
organizations helped develop the Consolidated Plan in
several ways: identifying concerns and needs unique
to a specific sub Â
population;
identifying common
concerns as patterns emerged across all sectors;
identifying resources that can be accessed in
implementing strategies.
WOMEN'S RESOURCE CENTER/BRUCE HOUSING
Housing
Services - Housing
by Consultation?
Homeless Needs - Families with children
How was the
to a specific sub population;
identifying common
YWCA of Wenatchee Valley
Housing
Services - Housing
by Consultation?
Page 70 of 235
4
5
How was the
population;
identifying common
Housing Authority of Chelan County and City of
Wenatchee
Housing
PHA
by Consultation?
Public Housing Needs
How was the
identifying common
Lighthouse Christian Ministries
Services-homeless
by Consultation?
Homeless Needs - Chronically homeless
HOPWA Strategy
How was the
identifying common
Page 71 of 235
6
7
8
COLUMBIA VALLEY HOUSING ASSOCIATION
Housing
by Consultation?
How was the
identifying common
Vets Helping Vets
Veterans
by Consultation?
Homelessness Needs - Veterans
How was the
population;
identifying common
SAGE
Services-Victims of Domestic Violence
Services-homeless
by Consultation?
Domestic Violence
Page 72 of 235
9
How was the
to a specific sub Ã¿Â¿Ã¿Â
population;
identifying
common concerns as patterns emerged across all
sectors;
identifying resources that can be
accessed in implementing strategies.
Department of Social & Health Services
Other government - State
by Consultation?
Non-Homeless Special Needs
How was the
to a specific sub-population;
identifying common
10 Agency/Group/Organization
Regional Support Network
Other government - County
by Consultation?
How was the
to a specific sub -population; identifying common
Catholic Family & Child Services
mental health and social services
Page 73 of 235
by Consultation?
Anti-poverty Strategy
How was the
population;
identifying common
Salvation Army
Services-homeless
by Consultation?
How was the
to a specific sub -population; identifying common
Aging and Adult Care
Services-Elderly Persons
by Consultation?
non homeless elderly
How was the
to a specific sub-population; identifying common
Page 74 of 235
EDUCATIONAL SERVICE DISTRICT 101
Services-Education
by Consultation?
How was the
population;
identifying common
Wenatchee Valley College
Services-Education
Services-Employment
by Consultation?
HOPWA Strategy
How was the
to a specific sub Ã¿Â¿Ã¿Â
population;
identifying
common concerns as patterns emerged across all
sectors;
identifying resources that can be
accessed in implementing strategies.
Chelan Douglas Health District
Health Agency
by Consultation?
Page 75 of 235
How was the
population;
identifying common
Serve Wenatchee Valley
Faith bsed charitable assistance
by Consultation?
How was the
population;
identifying common
Identify any Agency Types not consulted and provide rationale for not consulting
None Known - The list of agencies contacted represent a broad spectrum of agencies providing services.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan
Continuum of Care
Greater East
Wenatchee Urban
Area Comprehensive
Pl
2016-2021 Six-Year
Transportation
Improvement Prog
Lead Organization
How do the goals of your Strategic Plan overlap with the
goals of each plan?
City of East
Wenatchee
Goals in the Comprehensive Plan for public infrastructure
improvements, economic development, and housing
were incorporated into the Consolidated Plan.
City of East
Wenatchee
The TIP includes priorities for street and non-motorized
public transportation improvements.
Page 76 of 235
Name of Plan
Lead Organization
2013-2017 Housing &
Community
Development
Consolid
Parks and Recreation
Comprehensive Plan
(2014)
Plan To End
Homelessness in
Chelan & Douglas
Count
City of Wenatchee
Confluence 2030 A
Strategic
Transportation Plan f
NCW Comprehensive
Wenatchee Valley
Transportation
Council
NCW Economic
Development
District
Eastmont
Metropolitan Park
District
City of Wenatchee
How do the goals of your Strategic Plan overlap with the
goals of each plan?
Both cities are served by the same agencies. Goals in
their plan for housing, support services, and addressing
homelessness are consistent
Need for public facilities and improvements identified.
CDBG goals were based upon several goals in the plan to
reduce the number of homeless persons, reduce their
stay in shelters and transitional units by increasing
permanent housing. Wenatchee will be updating the bi
Ã¿Â¿Ã¿Â
county Homeless Plan
Need for public transportation improvements identified
The EDD identified four areas that align with the Citys
strategic plan: networking, resources, education/training
and mentorship
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The City of East Wenatchee is the second principal city in the Wenatchee Metropolitan Statistical Area
(MSA) which includes all of Chelan and Douglas Counties. Most of the housing and service providers are
based in the City of Wenatchee and provide services to East Wenatchee residents. The City of East
Wenatchee partners locally with the City of Wenatchee, an important partnership since the two cities
are just across the river from each other and together comprise the core of what is often referred to as
“the Greater Wenatchee Area”. This area is the residential, commercial, educational, and medical hub
for North Central Washington. Even before the MSA designation, Chelan and Douglas counties worked
together and have been considered one bi Â
county entity in term
Chelan Â
Douglas Health D
and numerous agencies and non Â
profits
serve
thethat
area. Leaders in the public and private sector
collaborate to share information, and whenever possible integrate action strategies as well as leveraging
resources to address local needs. Key state partners include the Washington State Department of
Transportation, and the Washington State Department of Commerce, for implementing built
environment strategies and addressing homelessness, respectively.
Narrative (optional):
Page 77 of 235
PR-15 Citizen Participation
1.
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
City of East Wenatchee staff work with the community in developing goals and objectives. The developed goals are a result of feedback from the
community regarding issues to be resolved and projects in need of funding. The City of East Wenatchee has an adopted Citizen Participation Plan
to ensure consistent outreach efforts.
Page 78 of 235
Citizen Participation Outreach
Sort Order
Mode of Outreach
Target of Outreach
Summary of
response/attendance
Summary of
comments received
1
Public Meeting
Housing and
service providers
1 person attended 1
person emailed
Need for additional
shelter space for
families especially
those with 13 year
old males.More
funding for firsttime homebuyer
down payment
assistance.Need for
additional
supportive housing
for chronically
mentally ill
homeless.Need
more affordable
housing low
vacancy rates are a
major issue.
Summary of comments
not accepted
and reasons
All comments excepted
URL (If
applicable)
Table 4 – Citizen Participation Outreach
Page 79 of 235
Needs Assessment
NA-05 Overview
Needs Assessment Overview
Affordability is the most common housing problem in East Wenatchee, impacting a range of incomes.
Almost three quarters (72% or 380 HH) of very low income households (30% or less of area median
income) spend more than half their income on housing. One quarter (26% or 70 HH) of low income
households (30% to 50% of median income) spend more than half their income on housing. One in ten
(10% or 95 HH) moderate income households (50% to 80% of median) spend more than half their
income on housing. Almost one fourth of citywide renter households and 4% of owner-occupied
households in the moderate or lower income ranges pay more than half their income on housing. These
555 households face a severe cost burden leaving limited funds available for other necessities.
According to OFM 2015 data, there are approximately 5,330 total housing units in the City of East
Wenatchee. Those are comprised of 3,377 single family units, 1,648 multi-family units, and 305 mobile
home units. Low vacancy rates are a contributing factor to higher rents and housing costs. The vacancy
rate for rental units is 3%. (Pacific Appraisals, Snapshot, April 2015) The owner occupied unit vacancy
rate is 1%. (ACS 2007 to 2011, Report DP04) Low vacancy rates are a compounding factor adversely
affecting affordability for potential homeowners. Affordability in East Wenatchee is likely to decrease if
local housing market recovery continues to outpace the broader economic and employment recovery.
The median list price for owner occupied homes in East Wenatchee June 2015 was $296,700. Median
Sales price went from $260,917 in 2014 to $266,786 in 2015, up 22% over the previous year. The
majority of East Wenatchee rental rates seem in line with the HUD fair market rents. Only 11% of
renters are paying more than $999 a month for rent. And only 4% of renters are paying more than
$1,499 a month for rent. The median rent for East Wenatchee is $775 per month, which is lower than
the median list monthly rent in June 2015 of $1,049. (Herring & Associates, 6/2015). In 2011, the
median household income (MHI) in East Wenatchee was $49,701. Hispanic Origin household’s MHI was
$36,530 or 36.1 percent lower. According to the 2009-13 Census, a householder under the age of 25
had a MHI of $26,042. Renter occupied housing as a whole had a MHI of $35,265 versus owner
occupied households MHI of $64,867. In addition, there were 937 households (18.5 %) that had a MHI
of less than $25,000. Thirty percent of the Hispanic households or 266 households had a MHI of less
than $25,000, considerably more than the overall household rate of 18.5 percent. Lower income
families and individuals at imminent risk of homelessness typically lack sustainable living wage
employment, lower rent housing, and adequate transportation. There are more than 1,000 names on
the Section 8 wait list. There is simply not enough affordable housing for the large numbers of low
income families. In East Wenatchee, overcrowded households are an issue with both renter and
homeowner households. There are 85 renter households and 105 homeowner households that have
1.01 to 1.5 people per room. More than half of White households and almost half of Hispanic
households earning 30 percent or less of AMI had one or more of the four housing problems. An analysis
of the data in the charts below does not reveal “disparate impacts” on any particular racial or ethnic
group.
Page 80 of 235
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Of the 5,149 households in East Wenatchee, there are 3,109 Homeowner Households and 2,040 Renter
Households. Owners represent 60% of total households and renters represent 40%. Of the total
households in East Wenatchee, 10.3%, have a median family income (MFI) of less than 30%. 17.2% of
the large family households have a median income of less than 30% of MFI. The small family households
indicate that 8.2% have a median income of less than 30% of MFI. Of the households with one or more
children 6 years old or younger, 16% have a median income of less than 30% of MFI. In East Wenatchee,
overcrowded households are an issue with both renter and homeowner households. There are 85
renter households and 105 homeowner households that have 1.01 to 1.5 people per room. Affordability
is the most common housing problem in East Wenatchee, impacting a range of incomes. 72% or 380 HH
of veryâ¿ÂÂ
low income house
income on housing. 26% or 70 HH of low income households (30% to 50% of median income) spend
more than half their income on housing. 10% or 95 HH moderate income households (50% to 80% of
median) spend more than half their income on housing. 21% of citywide renter households and 4% of
owner-occupied households in the moderate or lower income ranges pay more than half their income
on housing. In East Wenatchee, overcrowded households are an issue with both renter and homeowner
households. There are 85 renter households and 105 homeowner households that have 1.01 to 1.5
people per room. Affordability is the most common housing problem in East Wenatchee, impacting a
range of incomes. 72% or 380 HH of very low income households (30% or less of area median income)
spend more than half their income on housing. 26% or 70 HH of low income households (30% ÂÂ
50%
of median income) spend more than half their income on housing. 10% or 95 HH moderate income
households (50% 80% of median) spend more than half their income on housing 21% of citywide renter
households and 4% of owner-occupied households in the moderate or lower income ranges pay more
than half their income on housing. Of the renter households that have an AMI of less than 30%, 64% has
one or more of four housing problems. Of the renter and owner households that have an AMI of less
than 50%, 74% have 1 or more of four housing problems. There are 814 renters and 337 homeowners in
East Wenatchee that pay more than 30 percent of their income for housing. Housing affordability
impacts a range of East Wenatchee household types. 42% of the low or moderate income households
that are paying more than 30% of their income on housing are “small related” family households with 2
or less persons. Of low or moderate income households paying more than 30% of their income on
housing, 20% are elderly. There are 814 renter households that are paying more than 30% of income for
housing costs, 45% of which earn 30% of the AMI. Of the elderly renter households that have an AMI of
less than 30%, 60% are paying more than 30% of their income for housing. Of the owner households
which are paying more than 30% of their income for housing, 21% have an income of less than 30% of
the AMI. It would appear to be a challenge for these households to be able to be homeowners with that
level of income and the related costs to homeownership. The category with the largest need is the
Elderly homeowner, with 46% or almost half of all the elderly owner households are paying more than
30 percent of their income for housing.
Page 81 of 235
Demographics
Population
Households
Median Income
Base Year: 2000
Most Recent Year: 2011
13,027
5,149
$49,701.00
10,076
3,866
$34,919.00
% Change
29%
33%
42%
Table 5 - Housing Needs Assessment Demographics
Data Source:
2000 Census (Base Year), 2007-2011 ACS (Most Recent Year)
Number of Households Table
0-30%
HAMFI
530
155
85
>30-50%
HAMFI
275
115
55
>50-80%
HAMFI
980
355
100
>80-100%
HAMFI
640
165
75
Total Households *
Small Family Households *
Large Family Households *
Household contains at least one
person 62-74 years of age
63
55
225
44
Household contains at least one
person age 75 or older
40
45
155
110
Households with one or more
children 6 years old or younger *
115
109
165
100
* the highest income category for these family types is >80% HAMFI
Data Source:
2007-2011 CHAS
>100%
HAMFI
2,720
1,370
180
555
255
230
Table 6 - Total Households Table
Page 82 of 235
Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs)
0-30%
AMI
NUMBER OF HOUSEHOLDS
Substandard
Housing Lacking
complete
plumbing or
kitchen facilities
0
Severely
Overcrowded With >1.51
people per
room (and
complete
kitchen and
plumbing)
0
Overcrowded With 1.01-1.5
people per
room (and none
of the above
problems)
0
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems)
340
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems)
30
>3050%
AMI
Renter
>5080%
AMI
>80100%
AMI
Total
0-30%
AMI
>3050%
AMI
Owner
>5080%
AMI
>80100%
AMI
Total
0
0
25
25
0
0
0
0
0
0
0
0
0
0
4
0
0
4
55
0
30
85
65
0
40
0
105
60
25
0
425
40
10
70
10
130
50
260
35
375
25
55
130
55
265
Page 83 of 235
0-30%
AMI
Zero/negative
Income (and
none of the
above
problems)
Data
Source:
Renter
>5080%
AMI
>3050%
AMI
4
0
>80100%
AMI
0
Total
0
0-30%
AMI
4
Owner
>5080%
AMI
>3050%
AMI
20
0
>80100%
AMI
0
Total
0
20
Table 7 – Housing Problems Table
2007-2011 CHAS
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen
or complete plumbing, severe overcrowding, severe cost burden)
030%
AMI
Having 1 or more of four
housing problems
340
Having none of four
housing problems
30
Household has negative
income, but none of the
other housing problems
4
Data
Source:
>3050%
AMI
Renter
>50>8080%
100%
AMI
AMI
Total
030%
AMI
>3050%
AMI
Owner
>50>8080%
100%
AMI
AMI
Total
110
25
55
530
105
10
110
10
235
55
430
350
865
30
95
415
230
770
0
0
0
4
20
0
0
0
20
Table 8 – Housing Problems 2
2007-2011 CHAS
3. Cost Burden > 30%
0-30%
AMI
Small Related
140
Large Related
20
Elderly
55
Other
150
Total need by
365
income
Renter
>30-50% >50-80%
AMI
AMI
105
55
0
4
164
95
0
25
165
285
Total
0-30%
AMI
340
75
80
319
814
15
0
30
25
70
Owner
>30-50% >50-80%
AMI
AMI
14
4
50
0
68
105
10
74
10
199
Total
134
14
154
35
337
Table 9 – Cost Burden > 30%
Page 84 of 235
Data
Source:
2007-2011 CHAS
4. Cost Burden > 50%
0-30%
AMI
Small Related
110
Large Related
20
Elderly
55
Other
150
Total need by
335
income
Data
Source:
Renter
>30-50% >50-80%
AMI
AMI
60
15
0
0
75
Total
0
0
0
25
25
0-30%
AMI
170
35
55
175
435
Owner
>30-50% >50-80%
AMI
AMI
0
0
30
15
45
10
4
0
0
14
Total
45
0
25
0
70
55
4
55
15
129
Table 10 – Cost Burden > 50%
2007-2011 CHAS
5. Crowding (More than one person per room)
0-30%
AMI
Single family
households
0
Multiple, unrelated
family households
0
Other, non-family
households
0
Total need by
0
income
Data
Source:
Renter
>5080%
AMI
>80100%
AMI
Total
0-30%
AMI
>3050%
AMI
Owner
>5080%
AMI
>80100%
AMI
Total
55
0
30
85
65
4
40
0
109
0
0
0
0
0
0
0
0
0
0
55
0
0
0
30
0
85
0
65
0
4
0
40
0
0
0
109
Table 11 – Crowding Information – 1/2
2007-2011 CHAS
0-30%
AMI
Households with
Children Present
>3050%
AMI
0
Renter
>30>5050%
80%
AMI
AMI
0
0
Total
0
0-30%
AMI
0
Owner
>30>5050%
80%
AMI
AMI
0
0
Total
0
Table 12 – Crowding Information – 2/2
Page 85 of 235
Data Source
Comments:
Describe the number and type of single person households in need of housing assistance.
The census does not provide data for single person households in East Wenatchee that live in poverty,
however, there are just over 1000 (1002) unrelated individuals over the age of 15 who had income
below the poverty level. (Source: Census ASC 2007 2011, B17007) In addition the Census reports the
Wenatchee-East Wenatchee Metro Area has 13 percent of their households living in poverty, of those
households 45 percent are non-family households or individual households. Those same households are
63 percent female and 37 percent male. Assuming that East Wenatchee’s poverty levels are similar it
would suggest that of the 1,231 single person households (23% of total HH 5149) in East Wenatchee,
161 (13.1%) single person households live in poverty.
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
There are 585 households (11.6%) in East Wenatchee that receive food stamps/SNAP and have one or
more persons in the home with a disability. (Source: Census 2009-13 ACS - Not available in 2011)
What are the most common housing problems?
Affordability is the most common housing problem. There are a total of 435 renter households and 129
owner households that are paying more than 50% of their income for housing.There are 335 renter
households (77%) that have an income of 30% of the AMI and that are paying more than 50% of their
income for rent. There are 55 elderly renters in East Wenatchee with a householde income of less than
30% of the AMI that are paying more than 50% of their income for rent. The largest are of need for the
owner households is in both the “Small related” category (55 households or 43%) and the Elderly (55
households or 43%).
Are any populations/household types more affected than others by these problems?
In 2011, the median household income (MHI) in East Wenatchee was $49,701. Hispanic Origin
household’s MHI was $36,530 or 36.1 percent lower. According to the 2009-13 Census, a householder
under the age of 25 had a MHI of $26,042. Renter occupied housing as a whole had a MHI of $35,265
versus owner occupied households MHI of $64,867. In addition, there were 937 households (18.5 %)
that had a MHI of less than $25,000. Thirty percent (30%) of the Hispanic households or 266 households
had a MHI of less than $25,000, considerably more than the overall household rate of 18.5 percent.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of
either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the
Page 86 of 235
needs of formerly homeless families and individuals who are receiving rapid re-housing
assistance and are nearing the termination of that assistance
In 2011, the median household income (MHI) in East Wenatchee was $49,701. Hispanic Origin
household’s MHI was $36,530 or 36.1 percent lower. According to the 2009-13 Census, a householder
under the age of 25 had a MHI of $26,042. Renter occupied housing as a whole had a MHI of $35,265
versus owner occupied households MHI of $64,867. In addition, there were 937 households (18.5 %)
that had a MHI of less than $25,000. Thirty percent (30%) of the Hispanic households or 266 households
had a MHI of less than $25,000, considerably more than the overall household rate of 18.5 percent.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
The City of East Wenatchee does not provide estimates of at risk populations.
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
Households at risk for homelessness reside in a range of housing types, and are more likely to live in less
expensive rental housing, double up with another family, or group housing, and tend to have moved
frequently in the past.
Discussion
Page 87 of 235
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
More than half of White households earning 30 percent or less of AMI had one or more of the four
housing problems. Almost half of Hispanic households earning 30 percent or less of AMI had one or
more of the four housing problems. Of the white households that had an income of 30 to 50% of AMI,
there were 55.6% with one or more of the housing problems. Of the Hispanic households that had an
income of 30 to 50% of AMI, there were 42.2% with one or more of the housing problems. There are
525 households that earn 50 to 80 percent of AMI and have one or more of the housing problems. Of
those 525 households, 78% are white households and 20%) are Hispanic households. In East Wenatchee,
there are 155 households that earn 80 to 100 percent of AMI and have one or more of the housing
problems. Of those 155 households, 115 are white households and 40 are Hispanic households.
0%-30% of Area Median Income
Housing Problems
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
Has one or more of
four housing
problems
Has none of the
four housing
problems
495
280
0
0
0
0
205
4
4
0
0
0
0
0
Household has
no/negative
income, but none
of the other
housing problems
30
30
0
0
0
0
0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
Page 88 of 235
Housing Problems
White
Asian
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
Has one or more of
four housing
problems
Has none of the
four housing
problems
225
125
0
10
0
0
95
45
45
0
0
0
0
0
Household has
no/negative
income, but none
of the other
housing problems
0
0
0
0
0
0
0
Housing Problems
White
Asian
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
Has one or more of
four housing
problems
Has none of the
four housing
problems
525
410
0
0
0
0
105
455
400
0
0
0
0
30
Household has
no/negative
income, but none
of the other
housing problems
0
0
0
0
0
0
0
Page 89 of 235
Housing Problems
White
Asian
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
Has one or more of
four housing
problems
Has none of the
four housing
problems
155
115
0
0
0
0
40
485
360
0
0
0
0
90
Household has
no/negative
income, but none
of the other
housing problems
0
0
0
0
0
0
0
Discussion
Page 90 of 235
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205
(b)(2)
Introduction
Based on HUD’s definition of “disparate impact” (percent of households with housing problems or $0 or
negative income ≥ 10% than the jurisdiction as a whole for the income category). The City of East
Wenatchee demographics are provided in the NA 15. An analysis of the data in the charts below
compared to the population outlined in NA 15 does not reveal disparate impacts on any particular racial
or ethnic group. More than half (56% or 245 of 440) of White households earning 30 percent or less of
AMI had one or more of the four housing problems. Almost half of Hispanic households earning 30
percent or less of AMI had one or more of the four housing problems. Over 50 percent of the
households that have an income of 30 to 50% of the AMI and have one or more of the four housing
problems are Hispanic. There are 74% white households that earn 50% to 80% of AMI and have one or
more of the housing problems. Nearly one in four of the Hispanic households that earn 50% to 80% of
AMI has one or more of the housing problems. Almost half or of the Hispanic households earning 80 to
100% of the AMI has one or more of the housing problems. This compares with 54% of the white
households faced with the same issue.
Severe Housing Problems*
White
Asian
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
Has one or more of
four housing
problems
Has none of the
four housing
problems
440
245
0
0
0
0
190
60
45
0
0
0
0
15
Household has
no/negative
income, but none
of the other
housing problems
30
30
0
0
0
0
0
Table 17 – Severe Housing Problems 0 - 30% AMI
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
Page 91 of 235
White
Asian
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
Has one or more of
four housing
problems
Has none of the
four housing
problems
125
50
0
10
0
0
65
150
125
0
0
0
0
25
Household has
no/negative
income, but none
of the other
housing problems
0
0
0
0
0
0
0
White
Asian
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
Has one or more of
four housing
problems
Has none of the
four housing
problems
135
100
0
0
0
0
30
850
710
0
0
0
0
105
Household has
no/negative
income, but none
of the other
housing problems
0
0
0
0
0
0
0
Page 92 of 235
White
Asian
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
Has one or more of
four housing
problems
Has none of the
four housing
problems
65
35
0
0
0
0
30
580
440
0
0
0
0
100
Household has
no/negative
income, but none
of the other
housing problems
0
0
0
0
0
0
0
Discussion
Page 93 of 235
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Introduction:
The table clearly shows the housing cost burden of the Hispanic and white households. Of the
households paying more than 30% of income for housing, Hispanic households represents 39 percent
(445 of 1155). In the paying 30 to 50% of income for housing category, Hispanic households represent
24 percent that are paying 30% to 50% of their income for housing. In the paying more than 50% of
income for housing category, 29 percent of Hispanic households are paying more than 50% of their
income for housing. Nearly one third of all cost burden households (32% or 775) are Hispanic and two
thirds are white (68%). It does not appear that Hispanic households are more cost burdened than white
households. In fact it is quite the opposite.
Housing Cost Burden
Housing Cost Burden
White
Asian
American Indian, Alaska
Native
Pacific Islander
Hispanic
Data Source:
2007-2011 CHAS
<=30%
30-50%
>50%
1,155
3,100
0
0
680
705
0
0
565
380
0
10
No / negative
income (not
computed)
30
24
0
0
20
0
445
4
0
165
0
0
165
0
0
0
Table 21 – Greater Need: Housing Cost Burdens AMI
Discussion:
Page 94 of 235
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
There are 190 Hispanic households that earn less than 30 percent of the AMI and have one or more of
the four housing problems. There are 315 Hispanic households that have an income of less than 80
percent of the AMI that have one or more of the four housing problems. Nearly one third of all cost
burden households (32.3% or 775) are Hispanic and two thirds are white (68%). It does not appear that
Hispanic households are more cost burdened than white households
If they have needs not identified above, what are those needs?
Needs of racial or ethnic groups are identified above.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
According to Census 2011, East Wenatchee is 84 percent white, 21.4 percent Hispanic and the next
highest minority is American Indian and Alaskan Native at 1.7 percent. It should be noted that the
category of some other race is at 15.3 percent. According to more recent Data (Census 2009-13) the
white population is at 79.5 percent, the Hispanic population is at 24.4 percent and the some other race
is at 19.1 percent. The American Indian and Alaskan Native category is at 2.0 percent and the Asian
category is at 1.4 percent while in 2007-11 they were at .9 percent.
Page 95 of 235
NA-35 Public Housing – 91.205(b)
Introduction
East Wenatchee does not have traditional public housing. The Chelan County and City of Wenatchee Housing Authority provides farmworker,
multi Â
family
They also
lowâ¿Âincome
administer Section
housing
8 tenant
through
Â funding from USDA.
based housing vouche
qualifying clients. Housing Authority Â
owned, lowÂ income housing is a
dministration
reports that the greatest need is for low Â
income clients
gricultural
industry;
whowhen
are not
there
working
is no wait
in thelist
a for
agricultural worker housing, some of these individuals/families may be issued a waiver.
Totals in Use
Certificate
# of units vouchers in use
0
ModRehab
Public
Housing
0
0
Program Type
Vouchers
Total
439
Project based
Tenant based
0
438
Special Purpose Voucher
Veterans
Family
Disabled
Affairs
Unification
*
Supportive
Program
Housing
0
0
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source:
PIC (PIH Information Center)
Page 96 of 235
0
Characteristics of Residents
Certificate
Average Annual Income
Average length of stay
Average Household size
# Homeless at admission
# of Elderly Program Participants
(>62)
# of Disabled Families
# of Families requesting accessibility
features
# of HIV/AIDS program participants
# of DV victims
Program Type
Public
Vouchers
Housing
Total
ModRehab
Project based
Tenant based
0
0
0
0
0
0
0
0
0
0
0
0
11,559
5
2
0
0
0
0
0
11,554
5
2
0
0
0
0
0
0
0
102
185
0
0
0
0
0
0
0
0
0
0
0
439
0
0
0
0
0
Veterans
Family
Affairs
Unification
Supportive
Program
Housing
0
0
0
0
0
0
0
0
102
185
0
0
0
0
438
0
0
0
0
0
0
0
0
Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source:
Page 97 of 235
Race of Residents
Race
Certificate
White
Black/African American
Asian
American Indian/Alaska
Native
Pacific Islander
Other
ModRehab
Public
Housing
Program Type
Vouchers
Total
Project based
Tenant based
0
0
0
0
0
0
0
0
0
415
8
3
0
0
0
414
8
3
0
0
0
0
0
0
0
0
0
11
2
0
0
0
0
11
2
0
Veterans
Family
Disabled
Affairs
Unification
*
Supportive
Program
Housing
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 24 – Race of Public Housing Residents by Program Type
Data Source:
Ethnicity of Residents
Ethnicity
Certificate
Hispanic
Not Hispanic
0
0
ModRehab
Public
Housing
0
0
0
0
Program Type
Vouchers
Total
51
388
Project based
Tenant based
0
0
51
387
Veterans
Family
Disabled
Affairs
Unification
*
Supportive
Program
Housing
0
0
0
0
Table 25 – Ethnicity of Public Housing Residents by Program Type
Data Source:
Page 98 of 235
0
0
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants
on the waiting list for accessible units:
The Chelan County Wenatchee Housing Authority does not own/operate any public housing units. The
Housing Authority owns/operates 35 units of housing (17 year-round units and 18 seasonal units) for
low-income farmworkers which was funded by USDA Rural Development within the City of East
Wenatchee. There are currently 53 individuals/families on the waiting list for the year-round units. Two
of the individual/families on the waiting list have identified themselves as disabled. It is not known,
however, if their disabilities would require an accessible unit. In addition to the housing within the city,
the Housing Authority owns and operates 25 units of housing for year-round agricultural workers
located just north of the City Limits. The project was developed with Housing Tax Credits through the
Housing Finance Commission, funding from the Housing Trust Fund and Douglas Co. 2060 funds. The
project serves families making 30%, 40% and 50% of median income. Adjacent to that project is 24 units
of housing for seasonal farmworkers (120 beds). The project was developed and subsidized through
USDA RD and Housing Trust Fund and serves very low income individuals.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
The Chelan County Wenatchee Housing Authority currently serves 494 individuals families on the
Section 8 Tenant Based Rental Assistance Program, 150 of whom reside in East Wenatchee. Amongst
these 150 program participants, 26 are elderly and 82 are disabled. Most are very low income, earning
30% or less of the area median income, as established by HUD. Approximately 58% of these families
require a one-bedroom unit, 26% a two-bedroom unit and 16%, 3 bedroom or larger. Due to rapidly
increasing rents, it is becoming more and more difficult for voucher holders to find units that are within
the fair market rents, established by HUD.
How do these needs compare to the housing needs of the population at large
According to the Chelan Douglas Trends website, federal housing authorities have suggested that 30% of
a family’s household income is the threshold under which housing is considered affordable. The same
source shows that approximately 50% of all renters in Douglas County (not just those who are low
income) are paying more than 30% of their income toward rent and utilities, indicating that the
population at large faces the same struggle to afford housing as our program participants.
Discussion
Housing Authority participants need housing assistance and services that will allow them to maintain
their housing stability and increase their income and assets. Since the housing projects are limited to
farmworkers, it is important to provide additional options for housing in this income bracket.
Page 99 of 235
NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
East Wenatchee has only one homeless shelter that is operated by a faith-based organization for women and families. There are many other
homeless shelters that are located in Wenatchee. In 2005, Washington State passed the Homeless Housing and Assistance Act (ESSHB 2163)
establishing a funding source for homeless assistance programs generated from a fee on the recording of documents. An additional surcharge
was enacted in 2007. The proceeds from the surcharge are to be used by counties, any cities willing to take on the responsibility for providing
homeless programs, and the state for various projects and programs to address housing for the homeless. The current goals and objectives in
the Act, in priority order are: Prevention; Diversion/Reâ¿
entry; Permanent Supported H
Employment/Income Support; Outreach/Access/Linkage; Access to Shelter; Planning/Coordination; Data Analysis.
Homeless Needs Assessment
Population
Persons in Households with Adult(s)
and Child(ren)
Persons in Households with Only
Children
Persons in Households with Only
Adults
Chronically Homeless Individuals
Chronically Homeless Families
Veterans
Unaccompanied Child
Persons with HIV
Estimate the # of persons
experiencing homelessness
on a given night
Sheltered
Unsheltered
Estimate the #
experiencing
homelessness
each year
Estimate the #
becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days persons
experience
homelessness
48
157
0
0
0
0
1
2
0
0
0
0
60
18
1
3
6
1
140
10
0
0
18
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Table 26 - Homeless Needs Assessment
Page 100 of 235
Data Source Comments:
Washington State Point in Time Count of homeless Persons. January 2015
Indicate if the homeless population is:
Has No Rural Homeless
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of
days that persons experience homelessness," describe these categories for each homeless population type (including chronically
homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
Page 101 of 235
Nature and Extent of Homelessness: (Optional)
Race:
Sheltered:
White
Black or African American
Asian
American Indian or Alaska
Native
Pacific Islander
Ethnicity:
Hispanic
Not Hispanic
Data Source
Comments:
Unsheltered (optional)
195
10
0
48
0
0
2
2
2
3
Sheltered:
Unsheltered (optional)
44
174
37
42
Washington State Point in Time Count of Homeless Persons. January 2015
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
The City is currently in the process of updating the Ten Year Plan to End Homelessness in Chelan &
Douglas Counties. Key findings that have significant implications for the Consolidated Plan include:
•
•
•
Homelessness has demographics have changed to include more families, and more homeless
individuals/families who have never experienced their current level of poverty before.
Risk of homelessness has been exacerbated by the lack of 1) access to affordable housing and 2)
access to livingâ¿
wage employment opportunities.
A high percentage of homeless and atâ¿
risk of homeless
beyond poverty, including substance abuse and mental health disorders, domestic violence
circumstances, and physical disabilities.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
64% of persons in shelters are White. 48% of unsheltered individuals are White. Less than 5% of
homeless individuals (sheltered and unsheltered) are another race. 15% of the sheltered individuals are
Hispanic and 39% of the unsheltered are Hispanic
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Page 102 of 235
Discussion:
Page 103 of 235
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
Introduction:
Many non homeless households have particular needs for housing and other support services. The
elderly, persons with mental, physical, or development disabilities, and people with substance abuse
problems, people with HIV AIDs and other groups often have specific needs because of their
circumstances. Many individuals and households facing these issues also have low or very low incomes.
Describe the characteristics of special needs populations in your community:
Elderly Persons There were 2,086 seniors aged 65 years or older in East Wenatchee, of which, 33% had
disabilities (ACS 2011 to 2013). This is comparable to Douglas County where 39% of seniors reported
disabilities .Mental, Physical, or Developmental Disabilities: An estimated 18% of non institutionalized
East Wenatchee residents of all ages has one or more disabilities (ACS 2011 to 13). Specific difficulties
included hearing (7% of total population), vision (5%), cognitive difficulties (5%), ambulatory difficulties
(6%), self care difficulties (2%) and independent living difficulties (2%). More than a quarter (27%) of all
households with one more persons with a disability was of Hispanic or Latino origin and 68% were
White, non Hispanic or Latino. Domestic Violence: Victims of domestic violence have significant
immediate needs for shelter and crisis services and ongoing needs for support to overcome the trauma
they have experienced. If children are involved in a domestic violence situation, additional support is
necessary to ensure both the child’s safety and his or her physical and emotional well being. Child
Protective Services investigated 360 referrals of child abuse in 2003, accepting 546 children in those
referrals. SAGE, (formerly Domestic and Sexual Violence Crisis Center of Chelan and Douglas Counties)
offers a temporary emergency shelter for women and their children. Also SAGE runs a 24-hour crisis
line, community education services, support groups, counseling services, an address confidentiality
program, and safety classes. Substance Abuse: Substance abuse, is an issue in its own right, but also
complicates a wide range of possible service needs. Abuse often contributes to family conflict and
dysfunction. It complicates treatment of mental health problems in persons who self medicate with
drugs and or alcohol, and it is frequently a factor in homelessness both in single transients and families
in crisis. Past state reports on drug and alcohol use have estimated that substance abuse in Douglas and
Chelan Counties is somewhat lower than it is statewide. The Washington State Department of Social
and Health Services served 477 alcohol and substance abuse clients from Douglas and Chelan Counties
in FY 2007. The Center for Alcohol and Drug Treatment offers inpatient and outpatient services, as well
as detoxification. The Center also offers intensive inpatient service with 30 beds and sub acute
detoxification service with eight beds for adults. Persons with HIV AIDS: According to the Washington
State HIV Surveillance Report dated December 2014 there were 10 persons in Douglas County living with
Page 104 of 235
HIV Disease. Six have the AIDS virus and four have HIV but not AIDS as of December 2014. Chelan
Douglas Health District reports a decline in the number of new HIV cases since 2010, going from a high
of 7 cases in 2010 to 4 cases in 2013. Veterans with Disabilities: Veterans, particularly those returning
from combat, typically have multiple disabilities that are both physical and cognitive in nature. There is a
misperception on the part of many in the general community that these needs are met by government
veteran services. While those services exist, demand exceeds the availability, and support from the
general community is required in order for disabled veterans to be adequately served. Because many
veterans struggle with post traumatic stress disorder as well as physical disabilities such as hearing loss
and or ambulatory difficulty, they are at higher risk for substance abuse disorders. They are also at
higher risk of being unemployed and homeless. Partnerships between government services and the
private sector will be essential to meet this challenge.
What are the housing and supportive service needs of these populations and how are these
needs determined?
Elderly housing options in East Wenatchee include adult family homes, assisted living facilities,
continuing care retirement facilities, independent living, memory or dementia care, nursing homes,
residential care facilities, and supportive housing, accessory dwelling units, and congregate care. To
support aging in place in existing communities, the City allows for expanded use of accessory dwelling
units, duplexes, co housing and assisted living in single family zones. Elderly supportive service needs
include medical care, living assistance and transportation. Housing needs for disabled persons vary
depending on the disability, but include adult family homes, and other supervised or group living for
persons unable to live independently. Because disabilities are more common among lower income
households and individuals, affordable rental or owner housing is a basic need. Support service needs
for persons with disabilities include medical assistance, living assistances, employment training and
referral, and other services. A Veterans Health Clinic is now located in Wenatchee which eliminated the
need for Veterans to travel to Spokane for services. Housing needs for persons with alcohol or
substance abuse problems are primarily for recovery or transitional facilities. Service needs include
medical, counseling, and employment assistance.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
According to the Washington State HIV Surveillance Report dated December 2014 there were 10
persons in Douglas County living with HIV Disease. Six have the AIDS virus and four have HIV but not
AIDS as of December 2014. Chelan Douglas Health District reports a decline in the number of new HIV
cases since 2010, going from a high of 7 cases in 2010 to 4 cases in 2013. According to Chelan Douglas
Health District, due to the small numbers and the apparent lack of prejudice in housing, the needs of
this segment appear to be adequately met.
Page 105 of 235
Discussion:
Page 106 of 235
NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
Identified needs for public facilities include:
•
•
Additional recreational facilities including a multi-purpose community facility
Projects that implement the Vision for the community, such as the proposed “Gateway” to the
city project.
How were these needs determined?
The City of East Wenatchee is regulated under the state Growth Management Act (GMA), which
requires growth to occur first in developed areas already served by public services and utilities, and
second in undeveloped areas needing new services and infrastructure. The GMA also requires a
Comprehensive Plan; the Greater East Wenatchee Area Comprehensive Plan (Updated March 24, 2015)
is the current plan for the City and urban growth area. Comprehensive Plans must be reviewed and
updated according to the schedule in the GMA. The last major review and update cycle was in 2006.
Starting of that project, in the fall of 2004, East Wenatchee and Douglas County initiated a
neighborhood planning process with a series of meetings in the community. The urban area was divided
into 7 neighborhoods and each neighborhood met separately. The outcome of that at process
demonstrated three top priorities: recreational facilities, sidewalks, and street-side illumination. In 2011
to 2013 the City worked with the public, local businesses and other interested parties in a series of
meetings, individual interviews, and surveys to develop a plan for the Historic Downtown. That process
resulted in a list of needs for the old town area including a community “gateway” at the intersection of
Valley Mall Parkway and 9th Street NE. The importance of this location is that it is the main entrance to
the city from the state highway and provides a linkage to the Apple Capital Loop Trail which is a major
non motorized link between Wenatchee and East Wenatchee for commuters and recreational uses. The
project includes a public facility that could be used for local events and other programs. Additionally,
the Eastmont Metropolitan Park District’s (EMPD) Recreational Comprehensive Plan was updated in
2014 using an extensive public involvement process. Develop an updated masterplan for Eastmont
Community Park. Include the location and conceptual design for a new Rec Center facility to
accommodate EMPD administrative offices, meeting rooms, concessions, a gym, locker rooms, and
other programmatic elements. Develop strategic plan for acquisition and development of the Rec Center
and other improvements identified in the updated masterplan.Those document were used to assist in
determining public facility needs. All of the documents were subject to the public hearings and lengthy
public involvements processes.
Describe the jurisdiction’s need for Public Improvements:
Page 107 of 235
Identified needs for public improvements include:
•
•
•
•
New sidewalks in a number of the city’s lowest income neighborhoods.
Funding for maintenance, upgrades and repairs for existing streets and sidewalk systems.
Street improvement projects that increase the functionality, life of the facility, and capacity
serving the commercial areas and providing a better linkage between the commercial,
educational, and residential areas.
Improvements to Grant Road as the major connection to Pangborn Memorial Airport.
Greater East Wenatchee Area Comprehensive Plan As mentioned above, the City of East Wenatchee is
regulated under the state Growth Management Act (GMA), which requires a Comprehensive Plan; the
Greater East Wenatchee Area Comprehensive Plan (Updated March 24, 2015) is the current plan for the
City and urban growth area. The last major review and update cycle was in 2006 which started with an
extensive neighborhood planning process through a series of meetings in the community. The urban
area was divided into 7 neighborhoods and each neighborhood met separately. The outcome of that at
process demonstrated three top priorities: recreational facilities, sidewalks, and street side illumination.
Rediscover Historic Downtown East Wenatchee Plan. The City of East Wenatchee initiated the
Rediscover Historic Downtown East Wenatchee Plan project in 2011. The City worked with the general
public, local businesses and other interested parties in a series of meetings, individual interviews, and
surveys to develop a plan for the Historic Downtown. That process resulted in a list of needs for the old
town area including:
Weather protected sidewalks; Bike racks; More on-street parking; Clean up and landscape the city
parking lot expand if possible;, Art work; benches; trash receptacles; street trees and planters; more
street illumination; green spaces landscaping, park areas and other aesthetic enhancements to
downtown; Better signage directional and way finding signs to link the Downtown to the Mall and to the
Loop Trail; Improve the look of the storefronts and provide for outdoor dining; Improve 9th and Valley
Mall Parkway traffic control and circulation; General clean-up of the area.
Confluence 2030 A Strategic Transportation Plan for the Wenatchee Valley. The Chelan Douglas
Transportation Council (formerly Wenatchee Valley Transportation Council) adopted the plan in 2010.
The 2030 Plan includes the two-county area and concentrates much of its analysis on the immediate
urban area of East Wenatchee and Wenatchee. According to the plan, the financial outlook for the next
20 years demonstrates that without additional sources of taxes and other revenue, transportation
infrastructure will not be well maintained nor substantially improved. Over 69% of the residents in East
Wenatchee commute to work. The majority of those commuter trips is between East Wenatchee and
Wenatchee. The following goals and objectives are contained in the Plan.
Transportation Safety Mitigate safety deficiencies for motor vehicles, bicyclists and pedestrians; Ease
of travel to, from and within the community; Integrate bicycle, pedestrian and transit improvements
with roadway improvements. Coordinate region Safe Rotes to Schools and transit planning; Make the
Page 108 of 235
best use of the existing transportation system Promote public transportation, bicycling, waling and
carpooling in place of auto travel to reduce congestion. The adopted level of service for roadways
indicates that all collectors and arterials should have sidewalks and bicycle route facilities. Although the
plan concentrates on regional transportation systems rather than local access streets, it does specifically
address the need for sidewalks to provide a safe walking route for residents without cars, the elderly,
and children. Pedestrian improvements are especially needed to provide safe, walking access to
schools, recreational facilities, to public transportation, and the commercial areas. Those documents
and processes were used to assist in determining public improvement needs. All of the documents were
subject to lengthy public involvements processes and public hearings.
Describe the jurisdiction’s need for Public Services:
Goals of the Consolidated Plan funds support some sort of public services. One of the goals is to provide
support for people who are homeless or those at risk of homelessness. City staff participates in the “Ten
Year Plan to End Homelessness” efforts. Majority of funding for public services is provided through
Douglas and Chelan Counties from state, local and federal sources. City of Wenatchee administers these
funds. City of East Wenatchee is involved in the planning and use of these funds for services that serve
the homeless or those at risk of homelessness. With 690 households and 1,745 people in poverty, there
are needs in many areas. There is a greater need for funding of public services than City of East
Wenatchee CDBG dollars allow. In accordance with HUD regulations, funds for public services are
limited to no more than 15% of the total annual allocation and must be used for services that specifically
benefit programs and services within the City Limits Senior services East Wenatchee has a high
percentage of seniors in the population. There is only one senior center, located in the northwest
portion of the Wenatchee which is not easily accessible for East Wenatchee’s senior population. The
Aging and Adult Care agency is located in East Wenatchee. Youth services Focus groups, particularly in
South Wenatchee, repeatedly cited the need for youth services and youth activities. A large number of
lowâ¿Â
income families
concern about the lack of recreational opportunities or lack of access to them due to cost and
transportation barriers. Additionally, the alarmingly high dropout rate at Wenatchee High School
indicates a need for broad community support for students at risk of not completing high school.
Transportation services Budget cuts have reduced public transit services. Many low Â
income worker
are employed in shift work; daily public transit runs end too early to be an option for these workers
creating both a hardship and an impediment to employment. East Wenatchee does not have a transfer
center and relies on bus stops for access to public transit. Residents voice concern about bus stops with
no shelter and/or street lights. Substance Abuse and Mental Health Services All reports indicate a
high need for substance abuse and mental health services. The agencies providing those services are
located in Wenatchee making it more of a challenge for East Wenatchee residents. In addition low
income clients often lack access because they do not qualify for publicly funded service and or they face
a waiting period of many weeks unless they are in severe crisis. Local alcohol/drug treatment center
offers inÂ
Education
patient service
and to adults, but out Â
Page 109 of 235
Employment Training To increase availability of living Â
wage jobs the com
the education and skill level of the available workforce. There is a high demand for literacy classes, and
for adult basic education, in preparation for higher levels of education and job training. Multiple entities
provide these services; The support they need is in facilitating access to the services and facilitating a
stronger network of communication to match services to needs. Child Care East Wenatchee has a large
number of low income families with children, including single parents and parents who are twenty years
old or younger. City will continue to support services and resolve community issues related to people
who are homeless which may include health services and counseling along with rapid rehousing and
permanent supported housing. These activities will provide people a better opportunity to move out of
homelessness.
The City of East Wenatchee works with partners through the Continuum of Care, Douglas County, the
City of Wenatchee, United Way, Housing Authority, the Community Action Council, various faith based
community organizations, food banks and many other social service providers to develop multiple
funding resources and partnerships. The meetings of the Homeless Task Force provide opportunities to
network and identify needs in the community. Information was obtained from many of those providers.
Page 110 of 235
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The housing market analysis contained in sections MA 10 to MA 50 in this report was developed by City
staff, primarily using data from the American Community Survey, the City’s Consolidated Plan, the
Housing Authority and other sources noted in the tables. East Wenatchee households have become
more financially stable over the last five years. In 2010, 37% of households earned less than $25,000 per
year. By 2015, only 20% of households had earnings under $25,000. Similarly the percent of households
earning $75,000 or more per year went from 15% to 29% in the last five years. The major impediment in
market conditions continues to be lack of affordable properties and an extremely low vacancy rate.
Page 111 of 235
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The purpose of the Housing Market Analysis is to provide a clear picture of the significant characteristics
of East Wenatchee’s housing market, including the supply, demand, condition and cost of housing.
All residential properties by number of units
Property Type
1-unit detached structure
1-unit, attached structure
2-4 units
5-19 units
20 or more units
Mobile Home, boat, RV, van, etc
Number
Total
Data Source:
%
3,095
316
941
583
216
352
56%
6%
17%
11%
4%
6%
5,503
2007-2011 ACS
100%
Table 27 – Residential Properties by Unit Number
Unit Size by Tenure
No bedroom
1 bedroom
2 bedrooms
3 or more bedrooms
Total
Data Source:
Number
Owners
0
24
750
2,335
3,109
2007-2011 ACS
%
0%
1%
24%
75%
100%
Number
Renters
0
397
803
840
2,040
%
0%
19%
39%
41%
99%
Table 28 – Unit Size by Tenure
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
In East Wenatchee, the Housing Authority owns and operates Heritage Glen, a 35 unit complex
specifically funded to serve year-round and seasonal agricultural workers. Heritage Glen was funded by
federal dollars through USDA Rural Development and State funding through the Housing Trust Fund. In
addition to development funding, Heritage Glen also receives on going operating subsidies through
USDA Rural Development.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
Page 112 of 235
No loss is anticipated due to expiring Section 8 contracts for the Housing Authority.
Does the availability of housing units meet the needs of the population?
According to the most recent Snapshot Report issued by Pacific Appraisal, rental housing vacancy is at a
record low. The 8 local management companies surveyed are reporting an overall vacancy rate of 1%.
This is making it very difficult for renters of all income levels to find suitable housing. Trying to gain
access to affordable housing in the City of East Wenatchee is a challenge for all, especially those with
limited incomes due to the small geographic area within the City Limits.
Describe the need for specific types of housing:
Based on the number of applicants on Housing Authority waiting lists, it our sense that the greatest
need is for housing that serves low income families, without restriction to age, disability or type of
income.
Rental Housing
•
•
•
Almost half (46%) of renter households are paying more than 30 percent of their income for
housing costs;
An overall shortage of renter housing, which has driven up the cost of housing;
Addressing the affordability needs of renter households earning less than 50 percent of Median
Household Income (MHI), or less than $28,950 for a family of four in 2015;
Homeowner Occupied Housing
•
•
•
One fourth (26%) of homeowner households are paying more than 30 percent of their income
for housing costs;
Filling the gap between the median home price in the City and the affordable purchase price
that income limited first time homebuyers can afford;
Assisting income limited homeowners, who may be at risk of losing their homes due to paying a
high proportion of their income on housing.
Discussion
Page 113 of 235
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
Median home values have been soaring in recent years. In 2014, the median home value was $269,000,
which was a 22% increase from the year before. The median sale price in East Wenatchee in 2014 was
$266,786.
Cost of Housing
Median Home Value
Median Contract Rent
Base Year: 2000
138,000
539
Most Recent Year: 2011
227,200
681
% Change
65%
26%
Table 29 – Cost of Housing
Data Source:
2000 Census (Base Year), 2007-2011 ACS (Most Recent Year)
Rent Paid
Less than $500
$500-999
$1,000-1,499
$1,500-1,999
$2,000 or more
Number
413
1,412
207
8
0
Total
Data Source:
%
2,040
2007-2011 ACS
20.3%
69.2%
10.2%
0.4%
0.0%
100.0%
Table 30 - Rent Paid
Housing Affordability
% Units affordable to Households
earning
30% HAMFI
50% HAMFI
80% HAMFI
100% HAMFI
Renter
Owner
10
154
1,014
No Data
No Data
165
330
570
1,178
1,065
Total
Data Source:
2007-2011 CHAS
Table 31 – Housing Affordability
Page 114 of 235
Monthly Rent
Monthly Rent ($)
Fair Market Rent
High HOME Rent
Low HOME Rent
Efficiency (no
bedroom)
0
0
0
1 Bedroom
2 Bedroom
3 Bedroom
4 Bedroom
0
0
0
0
0
0
0
0
0
0
0
0
Table 32 – Monthly Rent
Is there sufficient housing for households at all income levels?
East Wenatchee households have become more financially stable over the last five years. In 2010, 37%
of households earned less than $25,000 per year. By 2015, only 20% of households had earnings under
$25,000. Similarly the percent of households earning $75,000 or more per year went from 15% to 29%
in the last five years. There appears to be adequate housing for most income levels except the very
lowest income households. Part of this population can be served by the subsidized housing units
provided by the Housing Authority through their Section 8 and the VASH voucher programs as well as
the Community Action Council housing project in East Wenatchee. Waiting lists tend to be long which
demonstrates that there is still a need for more units affordable to every income level.
How is affordability of housing likely to change considering changes to home values and/or
rents?
Affordability in East Wenatchee is likely to decrease if local housing market recovery continues to
outpace the broader economic and employment recovery. The median list price for ownerâ¿
occupied
homes in East Wenatchee June 2015 was $296,700. Median Sales price went from $260,917 in 2014 to
$266,786 in 2015, up 22% over the previous year. The median list monthly rent June 2015 was $1,049.
(Herring & Associates, 6/2015) Another compounding factor adversely affecting affordability is unit
vacancy rate. The rental unit vacancy rate is under 3%. (Pacific Appraisals, Snapshot, April 2015) The
owner occupied unit vacancy rate is 1%. (ACS 2007-2011, Report DP04)East Wenatchee households have
become more financially stable over the last five years. In 2010, 37% of households earned less than
$25,000 per year. By 2015, only 20% of households had earnings under $25,000. Similarly the percent
of households earning $75,000 or more per year went from 15% to 29% in the last five years. There
appears to be adequate housing for most income levels except the very lowest income households. Part
of this population can be served by the subsidized housing units provided by the Housing Authority
through their Section 8 and the VASH voucher programs as well as the Community Action Council
Page 115 of 235
housing project in East Wenatchee. Waiting lists tend to be long which demonstrates that there is still a
need for more units affordable to every income level.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this
impact your strategy to produce or preserve affordable housing?
The majority of East Wenatchee rental rates seem in line with the HUD fair market rents. Only 11% of
renters are paying more than $999 a month for rent. And only 4% of renters are paying more than
$1,499 a month for rent. The median rent for East Wenatchee is $775 per month, which is lower than
the median list monthly rent in June 2015or $1,049.
Discussion
Page 116 of 235
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
The majority of the housing in East Wenatchee was constructed after 1950 and remains in good
condition.
Definitions
Substandard Condition Â
A building that violate
Building Codes to the extent that the building constitutes an imminent threat to the health, safety or
welfare of the building's occupants or the neighboring community. A substandard building is unfit for
human habitation.
Substandard condition but suitable for rehabilitation Â
A building with a so
which the cost of rehabilitation, plus any outstanding mortgage, does not exceed 100 percent of the
market value after rehabilitation and the cost is reasonable as determined by rehabilitation specialists.
There may be an exception in the case of a homeowner who has urgent needs or is working with
another agency such as the Community Action Council or the Douglas County Public Utility District.
Condition of Units
Condition of Units
With one selected Condition
With two selected Conditions
With three selected Conditions
With four selected Conditions
No selected Conditions
Total
Data Source:
Owner-Occupied
Number
%
722
2
0
0
2,385
3,109
2007-2011 ACS
23%
0%
0%
0%
77%
100%
Renter-Occupied
Number
%
870
78
0
0
1,092
2,040
43%
4%
0%
0%
54%
101%
Table 33 - Condition of Units
Year Unit Built
Year Unit Built
2000 or later
1980-1999
1950-1979
Before 1950
Owner-Occupied
Number
%
441
774
1,678
216
14%
25%
54%
7%
Renter-Occupied
Number
%
69
853
1,044
74
3%
42%
51%
4%
Page 117 of 235
Year Unit Built
Total
Data Source:
Owner-Occupied
Number
%
3,109
2007-2011 CHAS
2,040
100%
Table 34 – Year Unit Built
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard
Owner-Occupied
Number
%
1,894
61%
175
6%
Total Number of Units Built Before 1980
Housing Units build before 1980 with children present
Data Source:
100%
Renter-Occupied
Number
%
Renter-Occupied
Number
%
1,118
55%
165
8%
Table 35 – Risk of Lead-Based Paint
2007-2011 ACS (Total Units) 2007-2011 CHAS (Units with Children present)
Vacant Units
Vacant Units
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
Data Source:
2005-2009 CHAS
Suitable for
Rehabilitation
0
0
0
0
Not Suitable for
Rehabilitation
Total
0
0
0
0
0
0
0
0
Table 36 - Vacant Units
Need for Owner and Rental Rehabilitation
The need appears to be very insignificant since there are less than 1% of total housing units in East
Wenatchee that lack plumbing or kitchen facilities.
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
Based on age of housing estimates and using nationally-accepted methodology, nearly 383 homes could
pose potential lead-based paint hazards in East Wenatchee. The majority of those homes are believed
to be low to moderate income households.
Discussion
Page 118 of 235
The Community Development Department/Building-Code Compliance section on the City web site
includes a “Lead Based Paint Alert” page with links to various publications relating to identifying and
abating lead based paint hazards
Page 119 of 235
MA-25 Public and Assisted Housing – 91.210(b)
Introduction
There are no “public housing” facilities in the City of East Wenatchee. The Housing Authority of Chelan County and the City of Wenatchee
operate only farmworker housing projects in the City. They do administer the Section 8 program for the two-county area.
Totals Number of Units
Program Type
Certificate
Mod-Rehab
Public
Housing
# of units vouchers
available
# of accessible units
Total
Project -based
Vouchers
Tenant -based
453
Veterans
Family
Disabled
Affairs
Unification
*
Supportive
Program
Housing
0
0
Table 37 – Total Number of Units by Program Type
Data Source:
Describe the supply of public housing developments:
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an
approved Public Housing Agency Plan:
There are no “public housing” facilities in the City of East Wenatchee. The Housing Authority of Chelan County and the City of Wenatchee
operate only farmworker housing projects in the City. They do administer the Section 8 program for the two-county area.
Page 120 of 235
0
Page 121 of 235
Public Housing Condition
Public Housing Development
Average Inspection Score
Table 38 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
There are no “public housing” facilities in the City of East Wenatchee.
Describe the public housing agency's strategy for improving the living environment of lowand moderate-income families residing in public housing:
Although the Housing Authority owns no public housing, we continually strive to improve the living
environment of low and moderate-income families in East Wenatchee by ensuring that Section 8
participants reside in homes that have passed Housing Quality Standards and that landlords practice fair
housing. Additionally, the Housing Authority provides on-going and preventative maintenance to it’s
own property, Heritage Glen and employs excellent management staff to ensure the fair housing
practices, and the health and safety of all tenants.
Discussion:
Page 122 of 235
MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The only homeless housing facility located in East Wenatchee is a transitional housing facility for women and families that is operate by
Lighthouse Christian Ministries, a faith-based organization.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds
Year Round Beds
(Current & New)
Households with Adult(s) and
Child(ren)
Households with Only Adults
Chronically Homeless Households
Veterans
Unaccompanied Youth
Transitional
Housing Beds
Current & New
Voucher /
Seasonal /
Overflow Beds
0
0
0
0
0
0
0
0
0
0
40
0
0
0
0
Permanent Supportive Housing
Beds
Current & New
Under
Development
0
0
0
0
0
Table 39 - Facilities and Housing Targeted to Homeless Households
Page 123 of 235
0
0
0
0
0
Describe mainstream services, such as health, mental health, and employment services to the
extent those services are use to complement services targeted to homeless persons
Most of the service organizations are located in Wenatchee. Lighthouse Christian Ministries, a faithbased organization opened The Lighthouse Clinic! In downtown East that provides basic healthcare and
dental extractions for the homeless and low-income individuals with a nominal fee. Physicians, dentists,
nurses and assistants support the facility by volunteering to provide services.
List and describe services and facilities that meet the needs of homeless persons, particularly
chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth. If the services and facilities are listed on screen SP-40
Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services,
describe how these facilities and services specifically address the needs of these populations.
The Shalom Church a faith-based organization provides a drop-in shelter, the PowerHouse Ministry
Center, for homeless individuals that is open weekdays from 9 AM to 5 PM. They provide beverages,
soup, sandwiches, laundry facilities, showers, counseling services and referrals, access to computers and
telephones and clothing for men, women and children.
Page 124 of 235
MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
The City of East Wenatchee continues to work with partners through with the Continuum of Care, City of
Wenatchee, United Way, Housing Authority of Chelan County and the City of Wenatchee, the faithbased community, food banks and many other social service providers to develop multiple funding
resources and partnerships. Those services benefit many different people with special needs.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families,
public housing residents and any other categories the jurisdiction may specify, and describe
their supportive housing needs
Many of East Wenatchee’s non Â
homeless househo
supportive services. The elderly, persons with mental, physical, or development disabilities, and people
with substance abuse problems, people with HIV/AIDs and other groups often have specific needs
because of their circumstances. Many individuals and households facing these issues also have low or
very low incomes. Elderly Persons There were 2,086 seniors aged 65 years or older in East Wenatchee,
of which, 696 (33%) had disabilities (ACS 2011 Â
2013). This is comp
39% of seniors reported disabilities. Mental, Physical, or Developmental Disabilities An estimated
2,377 persons or 18% of non-institutionalized East Wenatchee residents of all ages has one or more
disabilities (ACS 2011 20Â
13).
Specific difficulties included hearing (7% of total population), vision
(5%), cognitive difficulties (5%), ambulatory difficulties (6%), self Â
care difficulties (2%) and
independent living difficulties (2%). More than a quarter (27%) of all households with one more persons
with a disability was of Hispanic or Latino origin and 68% were White, non-Hispanic or Latino. Domestic
Violence Victims of domestic violence have significant immediate needs for shelter and crisis services
and ongoing needs for support to overcome the trauma they have experienced. If children are involved
in a domestic violence situation, additional support is necessary to ensure both the child’s safety and his
or her physical and emotional well-being. DSHS Child Protective Services investigated 360 referrals of
child abuse in 2003, accepting 546 children in those referrals. SAGE, (formerly Domestic and Sexual
Violence Crisis Center of Chelan and Douglas Counties) offers a temporary emergency shelter for women
and their children. Also SAGE runs a 24-hour crisis line, community education services, support groups,
counseling services, an address confidentiality program, and safety classes. Substance Abuse
Substance abuse, is an issue in its own right, but also complicates a wide range of possible service
needs. Abuse often contributes to family conflict and dysfunction. It complicates treatment of mental
health problems in persons who self-medicate with drugs and/or alcohol, and it is frequently a factor in
homelessness both in single transients and families in crisis. Past state reports on drug and alcohol use
have estimated that substance abuse in Douglas & Chelan Counties is somewhat lower than it is
Page 125 of 235
statewide. The Washington State Department of Social and Health Services served 477 alcohol and
substance abuse clients from Douglas & Chelan Counties in FY 2007. The Center for Alcohol and Drug
Treatment offers inpatient and outpatient services, as well as detoxification. The Center also offers
intensive inpatient service with 30 beds and sub-acute detoxification service with eight beds for adults.
The wait period for an open spot is generally less than three weeks. Critically ill patients needing detox
are generally able to be taken in immediately. Persons with HIV/AIDS According to the Washington
State HIV Surveillance Report dated December 2014 there were 10 persons in Douglas County living with
HIV Disease. Six have the AIDS virus and four have HIV but not AIDS as of December 2014. Chelan
Douglas Health District reports a decline in the number of new HIV cases since 2010, going from a high
of 7 cases in 2010 to 4 cases in 2013.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
Washington State law mandates that the local Regional Support Network (RSN), the agency that
administers Medicaid mental health funding, must work with the mental health facility’s to develop an
individualized discharge plan for each person leaving a mental health facility. The RSN must then
arrange for a transition to the community for that individual in accordance with the discharge plan. In
our region the RSN is called the Chelan/Douglas RSN. The RSN works with providers such as Catholic
Family and Child Services to provide housing and supportive services to people exiting mental health
facilities. The housing and services are paid for by the mental health system and not by McKinney Vento
funds. The Confluence Hospital works closely with service providers to make sure that hospital’s social
workers have appropriate discharge protocols and are not routinely discharging patients to the streets
or emergency shelters. Catholic Family and the Women’s Resource Center have created respite housing
for people who otherwise would be homeless and need additional medical care or counseling. The
housing and care is paid for by the RSN. This prevents these homeless patients from being discharged
onto the streets There are a number of supportive housing options in and around the greater
Wenatchee area. These facilities are administered by many of the agencies shown on our resource list.
There are very few group homes located in East Wenatchee. There are a few scattered sites for mental
health tenants and a few group type single family homes that house people recovering from substance
abuse issues or developmental disabilities.
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with
respect to persons who are not homeless but have other special needs. Link to one-year
goals. 91.315(e)
Page 126 of 235
Washington State law mandates that the local Regional Support Network (RSN), the agency that
administers Medicaid mental health funding, must work with the mental health facility’s to develop an
individualized discharge plan for each person leaving a mental health facility. The RSN must then
arrange for a transition to the community for that individual in accordance with the discharge plan. In
our region the RSN is called the Chelan/Douglas RSN. The RSN works with providers such as Catholic
Family and Child Services to provide housing and supportive services to people exiting mental health
facilities. The housing and services are paid for by the mental health system and not by McKinney
Â
Vento
The Confluence
funds. Hospital works closely with service providers to make sure that
hospital’s social workers have appropriate discharge protocols and are not routinely discharging patients
to the streets or emergency shelters. Catholic Family and the Women’s Resource Center have created
respite housing for people who otherwise would be homeless and need additional medical care or
counseling. The housing and care is paid for by the RSN. This prevents these homeless patients from
being discharged onto the streets There are a number of supportive housing options in and around the
greater Wenatchee area. These facilities are administered by many of the agencies shown on our
resource list. There are very few group homes located in East Wenatchee. There are a few scattered
sites for mental health tenants and a few group type single family homes that house people recovering
from substance abuse issues or developmental disabilities.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to
undertake during the next year to address the housing and supportive services needs
identified in accordance with 91.215(e) with respect to persons who are not homeless but
have other special needs. Link to one-year goals. (91.220(2))
The City will continue to work with other local jurisdictions and community groups with established
housing support programs to increase housing affordability in this community.
Page 127 of 235
MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
Lack of affordable housing is influenced by a range of public and private sector factors. Over the past
five years, East Wenatchee has been working with Douglas County to address public policies potentially
contributing to housing affordability problems in East Wenatchee including expanding the availability of
lands zoned for small-lot single family housing and multi Â
family housing; i
infill development; and expanding the urban growth area to provide more residentially zoned property.
The City already has an approval process to allow accessory dwelling units as attached or detached
structures in all single-family zoning districts. Among the policies in the Greater East Wenatchee Area
Comprehensive Plan aimed at reducing barriers to affordable housing and increasing the supply are:
H-2 Provide flexibility in the development regulations to encourage infill development that is compatible
with the character of the existing neighborhood and is adequately served by public facilities and
services.
H-6 Require the construction of sound, safe, and sanitary dwelling units.
H-7 Use the following criteria for the establishment of residential densities:
•
Adjacent to commercial development, residential development should range from 8 to 24
dwelling units per acre and may include mixed-use type projects.
•
Adjacent to the existing single-family districts, densities should range from 8 to 15 dwelling units
per acre.
H-8 Provide for multi-family densities near major activity centers, parks, commercial, and business
centers, adequately serviced by transportation systems and utilities.
H-10 Provide standards for cluster style development that ensures adequate provisions are made for
open space and traffic circulation.
H-11 Provide incentives and opportunities for choices of housing types, styles, quantities and innovative
design including accessory dwellings and cottage style housing in residential neighborhoods.
H-14 Promote the construction of affordable housing to meet the needs of all economic segments of the
population by establishing incentives in development standards that will increase the production of low
and moderate priced housing by private and public sector housing providers.
Page 128 of 235
H-15 Encourage and support programs that provide low cost housing for permanent, seasonal, and
retirement residents of the area.
H-16 Provide flexibility in development regulations to encourage the provision of housing for low- and
very – low income households and for special needs populations, such as senior citizens, physically
challenged, assisted living facilities, nursing home care, congregate care, emergency shelters, or
supervised environments.
H-18 Encourage the rehabilitation of aging housing stock.
H-19 Work with other local jurisdictions and housing providers to identify housing needs in the planning
area; and develop strategies to provide for those needs.
H-20 Provide opportunities and incentives for individual property owners to meet the housing needs of
migrant agricultural workers.
H-25 Adopt zoning, subdivision and design regulations to guide and facilitate development of mixed-use
projects adjacent to and within commercial designations.
Page 129 of 235
MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
A region’s economy is recognized as the primary driver for social health. The availability of data and the accuracy of the data is highly dependent
on the type of information available and the geographical area being analyzed. Analyzing the Wenatchee Valley and surrounding area is a little
more complicated that many cities due to the presence of two cities and two counties within a federally designated urban area.
The Wenatcheeâ¿Â
East
SA
is aWenatchee Metropolita
federally designated geographical region with a relatively high population density at its core and close economic ties throughout the area. The
official name for the region is often replaced with the Chelan/Douglas MSA. The remainder of the MSA is comprised of largely rural settlement
patterns with several small cities and towns. This report tends to focus on the larger metropolitan statistical area since the MSA has the greatest
level of information available. Due to the size of East Wenatchee, most data is not available for the city exclusively.
Within the Wenatchee Valley are the cities of East Wenatchee and Wenatchee, divided by the Columbia River, which serve as an urban service
hub for the region in terms of retail trade, governmental, education, and professional services. The 2015 population of East Wenatchee was
13,390 and Wenatchee was 33,990 based on the Washington State Office of Financial Management figures. Further complicating an analysis of
the East Wenatchee area is that the city itself are makes up a smaller portion of the overall urban growth area population that is estimated to be
28,212. The East Wenatchee-Wenatchee urban growth area population is estimated at 67,800. This urban area is compact in nature with a drive
time of no more than 15 minutes to its commercial center.
Economic Development Market Analysis
Business Activity
Business by Sector
Agriculture, Mining, Oil & Gas Extraction
Arts, Entertainment, Accommodations
Number of
Workers
727
656
Number of Jobs
228
892
Share of Workers
%
15
13
Share of Jobs
%
7
26
Jobs less workers
%
-8
13
Page 130 of 235
Business by Sector
Construction
Education and Health Care Services
Finance, Insurance, and Real Estate
Information
Manufacturing
Other Services
Professional, Scientific, Management Services
Public Administration
Retail Trade
Transportation and Warehousing
Wholesale Trade
Total
Data Source:
Number of
Workers
Number of Jobs
232
907
187
103
348
314
261
0
776
139
292
4,942
68
389
146
94
9
182
181
0
999
118
172
3,478
Share of Workers
%
5
18
4
2
7
6
5
0
16
3
6
--
Share of Jobs
%
2
11
4
3
0
5
5
0
29
3
5
--
Jobs less workers
%
-3
-7
0
1
-7
-1
0
0
13
0
-1
--
Table 40 - Business Activity
2007-2011 ACS (Workers), 2011 Longitudinal Employer-Household Dynamics (Jobs)
Page 131 of 235
Labor Force
Total Population in the Civilian Labor Force
Civilian Employed Population 16 years and over
Unemployment Rate
Unemployment Rate for Ages 16-24
Unemployment Rate for Ages 25-65
Data Source:
2007-2011 ACS
6,655
6,146
7.65
10.52
6.43
Table 41 - Labor Force
Number of People
Occupations by Sector
Management, business and financial
Farming, fisheries and forestry occupations
Service
Sales and office
Construction, extraction, maintenance and
repair
Production, transportation and material moving
Data Source:
2007-2011 ACS
1,024
400
791
1,691
843
215
Table 42 – Occupations by Sector
Travel Time
Travel Time
< 30 Minutes
30-59 Minutes
60 or More Minutes
Number
Total
5,138
674
175
Percentage
5,987
Data Source:
2007-2011 ACS
86%
11%
3%
100%
Table 43 - Travel Time
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment
Less than high school graduate
High school graduate (includes
equivalency)
Some college or Associate's degree
In Labor Force
Civilian Employed
Unemployed
Not in Labor Force
853
129
224
1,028
2,086
100
182
485
420
Page 132 of 235
Bachelor's degree or higher
Data Source:
2007-2011 ACS
In Labor Force
Civilian Employed
Unemployed
Not in Labor Force
885
13
193
Table 44 - Educational Attainment by Employment Status
Educational Attainment by Age
Less than 9th grade
9th to 12th grade, no diploma
High school graduate, GED, or
alternative
Some college, no degree
Associate's degree
Bachelor's degree
Graduate or professional degree
Data Source:
2007-2011 ACS
18–24 yrs
0
165
25–34 yrs
187
202
Age
35–44 yrs
169
147
530
549
79
6
0
337
444
208
135
80
397
619
136
199
45
45–65 yrs
218
283
65+ yrs
98
156
879
802
479
451
181
516
560
106
240
198
Table 45 - Educational Attainment by Age
Educational Attainment – Median Earnings in the Past 12 Months
Less than high school graduate
High school graduate (includes equivalency)
Some college or Associate's degree
Bachelor's degree
Graduate or professional degree
Data Source:
2007-2011 ACS
Median Earnings in the Past 12 Months
17,352
28,040
32,874
45,854
54,914
Table 46 – Median Earnings in the Past 12 Months
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
According to the Business activity Table there are four categories that have the largest number of
workers:
•
•
•
Education and Health Care Services with 907 (18% of total);
Retail Trade with 776 (15%);
Agriculture, Mining and Gas Extraction with 727 (14%);
Page 133 of 235
•
Arts, Entertainment and Accommodations with 656 (13%).
The next largest number of workers is in the Manufacturing category with 348 (9%) workers. The
number of jobs is a little bit different as the two categories “Retail Trade” and “Arts, Entertainment,
Accommodations” have 999 jobs and 892 jobs respectively. These two categories also represent 53
percent of the jobs listed.
Describe the workforce and infrastructure needs of the business community:
Economic development policies encourage collaboration between the public and private sector to
ensure the long-term economic health of the community. A healthy economy provides jobs for local
residents and a stable income base to help pay for education, parks, transportation, law and justice
facilities, and other services necessary to foster and sustain a good quality of life for local residents. The
Rediscover Historic Downtown East Wenatchee plan identifies infrastructure needs.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect
job and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
The Rediscover Historic Downtown East Wenatchee plan will promote growth and business
opportunity. This plan will implement economic development policies which will encourage
collaboration between the public and private sector to ensure the long-term economic health of the
community. Planned street improvement projects that increase the functionality, life of the facility, and
capacity serving the commercial areas will provide a link between the commercial and residential areas.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
According to the 2009-13 ACS East Wenatchee has 16.3 percent of their population over the age of 25
without a high school diploma. This compares with the US at 13.9 percent without a high school
diploma. Over sixty three percent (63.9%) have a High School Diploma or some college but no degree.
This compares with the US at 49.3 percent. The disparity changes in the higher education categories.
Over 18 percent (18.7%) have a Bachelor’s Degree or higher in East Wenatchee. This compares with the
US at 28.8 percent. With strong economic growth in the area, come additional job opportunities. With
the close proximity of the Pangborn Memorial Airport and new sewer service to the industrial center
surrounding the airport, there are additional opportunities for growth in those areas. The new East
Wenatchee Events Management Board has provided an opportunity for more direct efforts to stimulate
tourism and visitors to the area. In concert with the Wenatchee Valley Chamber of Commerce and the
Page 134 of 235
Convention and Visitor’s Bureau, these entities are working to capitalize on the recreational and cultural
activities that this region has to offer.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
Skillsource Workforce Development Council (WDC) secures and manages training grants and
opportunities for local employers of all sizes, and facilitates customized on site training, certification
training, online training, and consortium style classroom training. The Wenatchee Valley College’s Small
Business Development Center’s Certified Business Advisors and SCORE program utilize both coaching
and training for small business owners in topics such as Business Plans, SBA Financing,
Starting/Acquiring a Small Business, and Financing Planning. Wenatchee Valley College provides free
tuition program to TANF recipients, job skills training for low income parents, and an integrated basic
education and skills training (Iâ¿Â
BEST)
Worksource
program.
also provides training and services to
help address Washington State's employment needs including computer/ internet access, workshops,
translation services, and job referral and placement
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
Yes
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that
impact economic growth.
One trend that the North Central Washington Economic Development District identified in the
Comprehensive Economic Development Strategy was the trend towards “non-employer” businesses.
Their analysis identified that 16% of the jobs in North Central Washington are self-employed persons.
These people are working in construction, retail trade, real estate, health care and other service
industries. This is a growing industry in North Central Washington. The East Wenatchee Area is the
major retail center in Douglas County. There has been significant growth in the retail industry since
1995. Retail sales increases are reflected in the amount of retail sales and use taxes that are distributed
to each jurisdiction. Since 1995 the retail sales and use taxes distributed to Douglas County has
increased by 117% and by 33% to the City of East Wenatchee. Douglas County has attracted four large
automobile dealerships the area and the City has seen considerable development of retail centers
including the development of more than 260,000 square feet of additional retail sales area with the
expansion of the Wenatchee Valley Mall, new Fred Meyer and Costco stores, new restaurant
developments and smaller mini-mall developments.
Page 135 of 235
Discussion
Page 136 of 235
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
The primary housing problems in East Wenatchee are excessive housing cost burden and lack of rental
housing with an extremely low vacancy rate. The problems of overcrowding and lack of kitchen or
plumbing facilities played a limited role. Data for individual areas and all income categories within East
Wenatchee was not available through the CHAS. The percentage of households in selected areas that
have more than one problem could not be determined. The City uses HUD's unofficial guideline of
concentration as area where the relative prevalence of an impact, is more than 20 percentage points
higher than the citywide prevalence of that impact. Applying this definition to individual housing
problems such as housing costs burden there the statistics show that 26% of owner households and 46%
of renter households are paying more than 30% of their income for housing (2007 11 ACS, DP05). The
City has identified several areas where there are high concentrations of very low income households and
high concentrations of older housing stock.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (include a definition of "concentration")
Census tract 950500 and Census tract 950700 have the highest concentrations of low income
households. For this determination, the definition of concentration of more than 51% of the tract
meeting the low-income threshold was used. East Wenatchee’s population is relatively broadly
distributed in terms of race and ethnicity.
What are the characteristics of the market in these areas/neighborhoods?
The census tracts noted above are located between of 8th St. NE and Grant Road from Iowa to Valley
Mall Parkway. Both census tracts include some of the City’s oldest housing stock with small homes on
small lots. Additionally these areas have the largest number of multi-family housing complexes
containing 20 or more apartments
Are there any community assets in these areas/neighborhoods?
Most of the schools and parks are located within these two census tracts.
Are there other strategic opportunities in any of these areas?
With public transportation, there is easy access to downtown, shopping, banking, medical, dental, and
other vital services. Infrastructure that is lacking is sidewalks and street illumination.
Page 137 of 235
Page 138 of 235
Strategic Plan
SP-05 Overview
Strategic Plan Overview
The City of East Wenatchee’s Five Â
Year Community De
outlines the ways in which federal housing and community development funds will be used to respond
to the needs of the community. The plan is based on an assessment of the community needs as
identified in this plan as well as related plan and policy documents. CDBG funds will be used to address
needs and act as leverage for other funding. In the case of housing construction, the majority of funding
is available through successful Washington Low Income Housing Tax Credits applications. The City has
very limited resources available for direct services.
The City has already committed the first three years of funding under HUD regulations §570.200(h)
(Reimbursement for pre-award costs) to reconstruct 5th Street NE between Baker Avenue and Eastmont
Avenue to provide sidewalks on both sides of the street.
The City of East Wenatchee will focus the use of CDBG funds on the following projects:
•
•
•
Revitalize neighborhoods with public improvements
Coordinate with agencies to provide supportive and housing services for people who are
homeless and those at-risk of homelessness
Support efforts to increase the availability of affordable housing.
Page 139 of 235
SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Table 47 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA
for HOPWA)
The City of East Wenatchee will focus the use of CDBG funds on the following projects:
•
•
•
Revitalize neighborhoods with public improvements
Coordinate with agencies to provide supportive and housing services for people who are
homeless and those at-risk of homelessness
Support efforts to increase the availability of affordable housing.
Page 140 of 235
SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 48 – Priority Needs Summary
1 Priority Need
Name
Community and neighborhood revitalization
Priority Level
High
Population
Extremely Low
Low
Moderate
Families with Children
Elderly
Persons with Physical Disabilities
Geographic
Areas
Affected
Associated
Goals
Revitalize Neighborhoods and Community
Description
The City proposes to fund public infrastructure projects that benefit qualifying
lowâ¿
and m
these activities are parks and sidewalk improvements including accessibility
improvements. There may also be opportunities to partner with the Eastmont
Metropolitan Park District for improvements to park and recreation properties to
better serve the community.
Basis for
Relative
Priority
East Wenatchee has a number of neighborhoods that lack adequate transportation
connections. Streets are old and in poor condition. The lack of street illumination
and sidewalks makes it difficult for residents to get to schools, recreational
facilities, and the commercial areas without the use of a vehicle. East Wenatchee's
street construction and maintenance budgets are continually shrinking as
infrastructure maintenance issues are conversely increasing. The City will utilize the
funds in overwhelmingly lowâ¿
moderate i
redeveloping streets through improved lighting, increased pedestrian accessibility,
and surface upgrades. This will also provide an opportunity for utility purveyors to
upgrade their systems in conjunction with the street improvements.
2 Priority Need
Name
Priority Level
Mitigation of homelessness
High
Page 141 of 235
Population
Extremely Low
Low
Chronic Homelessness
Individuals
veterans
Geographic
Areas
Affected
Associated
Goals
Mitigation of homelessness and those at risk of ho
Description
Supportive Services for Atâ¿
Riskwill
City
& Homeless
continue to
Person
work with partner agencies and the City of Wenatchee in addressing this pressing
issue. Options could include grants for agencies to provide tenant based rental
assistance and housing case management, homeless outreach, hunger response,
intervention services to prevent homelessness, and youth crisis programs. Funding
may also be provided for new unit construction for chronically homeless persons,
acquisition and rehab of existing units.
Basis for
Relative
Priority
The 2015 Point-in-Time count showed an overall decrease in homelessness but an
increase in the number of unsheltered individuals. Based upon the current
economic climate and continued nee the City of East Wenatchee will continue to
support those agencies dedicated to the 10-Year Plan to End Homelessness.
3 Priority Need
Name
Support efforts to increase affordable housing
Priority Level
High
Population
Extremely Low
Low
Moderate
Large Families
Elderly
Chronic Homelessness
Mentally Ill
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Persons with Mental Disabilities
Persons with Physical Disabilities
Page 142 of 235
Geographic
Areas
Affected
Associated
Goals
Description
The City of East Wenatchee will work with housing agencies and the private sector
to increase the availability of housing for all income levels and those with special
needs. This may include grants for acquisition of housing and down payment
assistance, and housing services. This also includes promoting fair housing through
education and training.
Basis for
Relative
Priority
Acquisition and production of new units is an important step in maintaining
affordable housing. Vacancy rates are below 1% causing rents to rise at a time
when income rates are stagnant. Until additional affordable units are made
available households will continue to be overburdened by housing costs.
Narrative (Optional)
See above
Page 143 of 235
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing Type
Tenant Based Rental
Assistance (TBRA)
TBRA for Non-Homeless
Special Needs
New Unit Production
Rehabilitation
Acquisition, including
preservation
Market Characteristics that will influence
the use of funds available for housing type
Decreasing affordability of low income rental housing.
Decreasing affordability of low income rental housing and increasing
number of low income special needs populations.
Decreasing affordability of low income rental or ownership housing due
to construction costs.
Decreasing affordability of low income ownership housing due to
Rehabilitation costs.
Decreasing affordability of low income rental or ownership housing due
to Acquisition costs.
Table 49 – Influence of Market Conditions
Page 144 of 235
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
Anticipated Resources
Program
CDBG
Source of
Funds
public federal
Uses of Funds
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services
Expected Amount Available Year 1
Annual
Program
Prior Year
Total:
Allocation:
Income: $
Resources:
$
$
$
0
0
0
Expected
Amount
Available
Reminder
of ConPlan
$
0
Narrative Description
0
Table 50 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The 5th Street improvement project is estimated to cost over $450,000. The City will initiate the project using the 2015 annual allocation and
two consecutive years of funding to pay the City back for the up-front costs in accordance with §570.200(h) the process for reimbursement for
pre-award costs. The estimated cost of the project is based upon a generalization of typical street improvement costs for that length of
roadway. Construction costs for street projects are influenced by many factors including basic geometrics, potential other upgrades needed in
underground and above-ground facilities as well as market factors for materials and wages. Even with the commitment of three years of CDBG
funds, the City will need to use other local, state, or federal funds to pay for the project. The annual allocations for the planned three year
Page 145 of 235
commitment will provide $75,000 to $86,000 per year to commit to the project. That will require a minimum of $191,000 in additional funding
for the project. The City has various options for the gap funding and has committed to the project even if the remainder of the funds come from
the City.
If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs
identified in the plan
There are no publicly owned lands available to address the needs identified in the plan.
Discussion
The City of East Wenatchee has been very successful in leveraging CDBG funds. Over the past 5 years the CDBG funds were used to leverage
$947,351 in other funds. The list below shows the sources of the leveraged funds as well as a firm commitment on the part of the City to use its
own resources for funding of these projects.
Private
$ 500,655
City
$ 153,236
City Storm Water Utility
$ 73,760
City Transportation Benefit District
$ 50,000
Douglas Co. Regional Sales & Use Tax
$ 69,700
Federal-TAP
$ 100,000
Page 146 of 235
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible Entity
Catholic Charities
Housing Services
Housing Authority of
Chelan County and City
of Wenatchee
Columbia Valley
Community Health
Chelan Douglas Health
District
Responsible Entity
Type
Role
Geographic Area Served
Table 51 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
The strengths of the institutional deliver system for this Consolidated Plan are the cohesiveness and
working history within and among the City of East Wenatchee, the City of Wenatchee, the Housing
authority, and local non profits and public agencies working together as community partners. The
primary weakness of the delivery system is a lack of financial resources to meet needs.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention
Services
Counseling/Advocacy
Legal Assistance
Mortgage Assistance
Rental Assistance
Utilities Assistance
Law Enforcement
Mobile Clinics
Other Street Outreach Services
Available in the
Targeted to
Community
Homeless
Homelessness Prevention Services
X
X
Targeted to People
with HIV
X
Street Outreach Services
Page 147 of 235
Alcohol & Drug Abuse
Child Care
Education
Employment and Employment
Training
Healthcare
HIV/AIDS
Life Skills
Mental Health Counseling
Transportation
Supportive Services
X
X
X
X
X
Other
Table 52 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The community uses outreach services as the primary tool to engage people who are chronically
homeless and unaccompanied youth. Again, the services and facilities are primarily located in
Wenatchee. Outreach workers, assessment staff, and case managers all work with these populations to
ensure that they are accessing mainstream services. The Veteran Affairs Clinic provides outreach
services, housing, and medical services for veterans.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
The main strength of the service delivery system is that it covers all the necessary subâ¿Â
populations
and types of services that are necessary to prevent and end homelessness. However, the main weakness
is that there is insufficient funding for each type of service to meet the needs.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
The development of the Coordinated Entry System will go a long way towards increasing the efficiency
of homeless support delivery system. There is also an effort underway to increase the amount of
housing-first style permanent supportive housing that is available.
Page 148 of 235
Page 149 of 235
SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
1
2
3
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Revitalize
Neighborhoods and
Community
2015 2019 Public
Improvements
Community and
neighborhood
revitalization
Mitigation of
homelessness and
those at risk of ho
Increase and preserve
affordable housing
2015 2019 Homeless
Mitigation of
homelessness
2015 2019 Affordable
Housing
Support efforts to
increase affordable
housing
Funding
Goal Outcome Indicator
CDBG: Public Facility or Infrastructure
$276,000 Activities other than
Low/Moderate Income Housing
Benefit:
2155 Persons Assisted
CDBG: Homelessness Prevention:
$100,000 20 Persons Assisted
CDBG: Other:
$100,000 4 Other
Table 53 – Goals Summary
Goal Descriptions
1 Goal Name
Goal
Description
Revitalize Neighborhoods and community: Review public infrastructure and ADA needs when determining projects.
Page 150 of 235
2 Goal Name
Goal
Description
3 Goal Name
Goal
Description
Mitigation of homelessness and those at-risk of homelessness: Work with agencies and service providers to target individuals
who meet the chronically homes definition, connect people who are homeless with services, shelter and food, provide
services for people with special needs, and promote services that improve overall efficiency of the homeless support system.
Increase and preserve affordable housing. Evaluate opportunities to work with the private and public sector to increase the
availability of lower cost housing. Promote fair housing awareness through education, outreach, and training.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
The City of East Wenatchee does not receive HOME funds.
Page 151 of 235
SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
The Housing Authority of Chelan County & the City of Wenatchee does not have public housing. The
subsidized projects that they own and manage meet all ADA accessibility requirements and provide
adequate number of accessible units for market demand.
Activities to Increase Resident Involvements
The Housing Authority holds monthly or bi-monthly resident meetings at all of their projects.
Is the public housing agency designated as troubled under 24 CFR part 902?
No
Plan to remove the ‘troubled’ designation
Not applicable
Page 152 of 235
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Lack of affordable housing is influenced by a range of public and private sector factors. Over the past
five years, East Wenatchee has been working with Douglas County to address public policies potentially
contributing to housing affordability problems in East Wenatchee including expanding the availability of
lands zoned for small-lot single family housing and multi Â
family housing; i
infill development; and expanding the urban growth area to provide more residentially zoned property.
The City already has an approval process to allow accessory dwelling units as attached or detached
structures in all single-family zoning districts. Among the policies in the Greater East Wenatchee Area
Comprehensive Plan aimed at reducing barriers to affordable housing and increasing the supply are:
H-2 Provide flexibility in the development regulations to encourage infill development that is compatible
with the character of the existing neighborhood and is adequately served by public facilities and
services.
H-6 Require the construction of sound, safe, and sanitary dwelling units.
H-7 Use the following criteria for the establishment of residential densities:
•
Adjacent to commercial development, residential development should range from 8 to 24
dwelling units per acre and may include mixed-use type projects.
•
Adjacent to the existing single-family districts, densities should range from 8 to 15 dwelling units
per acre.
H-8 Provide for multi-family densities near major activity centers, parks, commercial, and business
centers, adequately serviced by transportation systems and utilities.
H-10 Provide standards for cluster style development that ensures adequate provisions are made for
open space and traffic circulation.
H-11 Provide incentives and opportunities for choices of housing types, styles, quantities and innovative
design including accessory dwellings and cottage style housing in residential neighborhoods.
H-14 Promote the construction of affordable housing to meet the needs of all economic segments of the
population by establishing incentives in development standards that will increase the production of low
and moderate priced housing by private and public sector housing providers.
Page 153 of 235
H-15 Encourage and support programs that provide low cost housing for permanent, seasonal, and
retirement residents of the area.
H-16 Provide flexibility in development regulations to encourage the provision of housing for low- and
very – low income households and for special needs populations, such as senior citizens, physically
challenged, assisted living facilities, nursing home care, congregate care, emergency shelters, or
supervised environments.
H-18 Encourage the rehabilitation of aging housing stock.
H-19 Work with other local jurisdictions and housing providers to identify housing needs in the planning
area; and develop strategies to provide for those needs.
H-20 Provide opportunities and incentives for individual property owners to meet the housing needs of
migrant agricultural workers.
H-25 Adopt zoning, subdivision and design regulations to guide and facilitate development of mixed-use
projects adjacent to and within commercial designations.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
The City will foster and support affordable housing by:
•
•
•
•
•
•
Promoting development of affordable housing
Preserving existing housing stock by allowing redevelopment of properties
Cosideration of the adoption of tax abatement programs for multi-family housing development
reviewing development codes to increase options for housing types and densities
Apporinting a Commissioner to the Housing Authority Board
Working on strategies to implement the policies in the comprehensive plan that are listed above
Page 154 of 235
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
East Wenatchee participates with the City of Wenatchee on the Homeless Housing Task Force along with
area service providers to enhance the comprehensive Continuum of Care system to end homelessness.
This dynamic partnership includes collaborative efforts of a variety of community groups, government
agencies and a coalition homeless service providers. There are a number of activities within the
Continuum of care that are designed to connect with unsheltered persons and assess their needs
including outreach teams and our coordinated entry system.
Addressing the emergency and transitional housing needs of homeless persons
The Coordinated Entry System will be a oneâ¿
stop
ess
point
acc for people who are homeless or at risk
of becoming homeless to connect them with emergency shelter and transitional housing among other
services. Although East Wenatchee has only one transitional shelter that is available to women and
families, there are yearâ¿
round emergenc
a partnership with faith-based and other community organizations. Wenatchee also has both
siteâ¿
sbased
and families.
and scatterâ¿site transitional housing
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again.
East Wenatchee participates with the Homeless Task Force and area service providers to enhance the
community’s comprehensive Continuum of Care system to end homelessness. A new committee has
been formed that will be focusing on incorporating a housing first philosophy into our homelessness
system. This means a focus on helping people quickly gain stable housing and then offer them the
supportive services they need to thrive. For chronically homeless individuals this means permanent
supportive housing which uses the housing first model and for families with children it means rapid
reâ¿
housing with a progressiv
specifically for unaccompanied youth.
Page 155 of 235
Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
community’s comprehensive Continuum of Care (CoC) system to end as well as prevent homelessness.
Several agencies have programs devoted to homelessness prevention such as assisting people who are
in jeopardy of being evicted. The Chelan County Regional Justice Center operates a facility for individuals
being released from detention to ensure that people are not discharged into homelessness.
Page 156 of 235
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
abating lead based paint hazards.
How are the actions listed above related to the extent of lead poisoning and hazards?
This web page is for informational purposes.
How are the actions listed above integrated into housing policies and procedures?
Page 157 of 235
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
East Wenatchee works with area service providers, the faith based community, local business and other
governmental entities to alleviate poverty. The City of Wenatchee and Douglas County receive the
majority of public funds to help people in need, including the deed recording fees funding for
homelessness, mental health dollars, and state and federal funding for homelessness. The United Way
of Chelan and Douglas Counties has taken a lead role in addressing poverty with a series of
informational and training opportunities with the goal of interrupting generation poverty.
The following actions are taken in an effort to the achieve antiâ¿
•
•
•
•
•
•
poverty goal:
Supporting programs of the providers of emergency and transitional shelter and services to
persons who are homeless or at risk of being homeless;
The Mayor serves on the Douglas County Regional Council to award housing funds collected on
recording fees to provide housing and support services.
City Council members serve on various nonâ¿
it agency boards including service providers,
prof
economic development district, and chambers of commerce.
A City of East Wenatchee Council member participants Board of the Housing Authority of the
Chelan County and the City of Wenatchee.
A City staff member is on the Homeless Housing Task Force which awards various community
funding to agencies for homelessness housing, prevention, and other basic services.
Support community vitality through activities that promote a diverse economic base and family
wage jobs while providing opportunities for lowâ¿
and moderateâ
financially independent.
Implement planning policies that promote employment.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
There is no specific affordable housing plan. The City participates in the coordination of social services,
job training and housing programs through the Continuum of Care along with other planning groups.
Page 158 of 235
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
The City will monitor the successful implementation of its CDBG projects through administrative
oversight. The Community Development director will be responsible for overall administration of the
CDBG program.
When the City executes a contract for CDBG, the contracts must meet the applicable program and
federal requirements. The City monitors contracts for compliance with these program requirements,
including general management, performance goals, financial management, data collection, reporting,
eligibility determinations, nonâ¿
discrimination, fa
etc.
Program staff is responsible for monitoring program activities to assure timely use of the funds and
compliance with HUD regulations and guidelines in implementing program activities under the
programs. Basic tools used to accomplish this include:
•
•
•
•
Contractual obligations of grant recipients
Onâ¿
site monitoring
Reports
AuditsThe City conducts monitoring of its CDBG activities. CDBG monitoring depends on the
activity. Construction projects will be monitored as they progress in order to ensure compliance
with specific federal requirements, including Davisâ¿
Bacon, Section 3,
the Uniform Relocation and Acquisition requirements.The Consolidated Annual Performance
and Evaluation Report (CAPER) is a tool for monitoring the City’s performance against
Consolidated Plan goals.
Page 159 of 235
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Anticipated Resources
Program
CDBG
Source of
Funds
public federal
Uses of Funds
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services
Expected Amount Available Year 1
Annual
Program
Prior Year
Total:
Allocation:
Income: $
Resources:
$
$
$
0
0
0
Expected
Amount
Available
Reminder
of ConPlan
$
0
Narrative Description
0
Table 54 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The 5th Street improvement project is estimated to cost over $450,000. The City will initiate the project using the 2015 annual allocation and
two consecutive years of funding to pay the City back for the up-front costs in accordance with §570.200(h) the process for reimbursement for
pre-award costs. The estimated cost of the project is based upon a generalization of typical street improvement costs for that length of
roadway. Construction costs for street projects are influenced by many factors including basic geometrics, potential other upgrades needed in
Page 160 of 235
underground and above-ground facilities as well as market factors for materials and wages. Even with the commitment of three years of CDBG
funds, the City will need to use other local, state, or federal funds to pay for the project. The annual allocations for the planned three year
commitment will provide $75,000 to $86,000 per year to commit to the project. That will require a minimum of $191,000 in additional funding
for the project. The City has various options for the gap funding and has committed to the project even if the remainder of the funds come from
the City.
Page 161 of 235
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
There are no publicly owned lands available to address the needs identified in the plan.
Discussion
The City of East Wenatchee has been very successful in leveraging CDBG funds. Over the past 5 years the
CDBG funds were used to leverage $947,351 in other funds. The list below shows the sources of the
leveraged funds as well as a firm commitment on the part of the City to use its own resources for
funding of these projects.
Private
$ 500,655
City
$ 153,236
City Storm Water Utility
$ 73,760
City Transportation Benefit District
$ 50,000
Douglas Co. Regional Sales & Use Tax
$ 69,700
Federal-TAP
$ 100,000
Page 162 of 235
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
1
2
3
Sort
Order
Goal Name
Start
Year
End
Year
Category
Geographic
Area
Needs Addressed
Revitalize
Neighborhoods and
Community
2015 2019 Public
Improvements
Community and
neighborhood
revitalization
Mitigation of
homelessness and
those at risk of ho
Increase and preserve
affordable housing
2015 2019 Homeless
Mitigation of
homelessness
2015 2019 Affordable
Housing
Support efforts to
increase affordable
housing
Funding
Goal Outcome Indicator
CDBG: Public Facility or Infrastructure
$92,000 Activities other than
Low/Moderate Income Housing
Benefit: 3395 Persons Assisted
Homelessness Prevention: 20
Persons Assisted
Other: 1 Other
Table 55 – Goals Summary
Goal Descriptions
1 Goal Name
Goal
Description
Review public infrastructure and ADA needs when determining projects.
Page 163 of 235
2 Goal Name
Goal
Description
3 Goal Name
Goal
Description
Work with agencies and service providers to target individuals who meet the chronically homes definition, connect people
who are homeless with services, shelter and food, provide services for people with special needs, and promote services that
improve overall efficiency of the homeless support system.
Evaluate opportunities to work with the private and public sector to increase the availability of lower cost housing. Promote
fair housing awareness through education, outreach, and training.
Page 164 of 235
Projects
AP-35 Projects – 91.220(d)
Introduction
This section of the report indicates how the proposed 2015 Action Plan projects relate to the
Consolidated Plan goals and objectives. The projects section describes proposed programs, projects, and
activities that will be undertaken, given the resources available in the proposed budget.
The City has identified several areas where there are high concentrations of very low income households
and high concentrations of older housing stock. Identified needs for public improvements in these areas
include new sidewalks and maintenance funding for existing streets and sidewalk systems.
The 5th Street NE street improvement project will help renovate this area. The total project cost was
estimated at $455,000. The project would construct curb, gutter, sidewalk, storm water system
improvements, street illumination, and resurface the street. Utility providers will take advantage of this
opportunity to partner with the City to upgrade their above-ground and below-ground facilities.
Additional funding is needed to complete this project.
Projects
#
Project Name
1 5th Street NE Improvements
2 Administration of the CDBG Program
Table 56 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City has pursued a variety of strategies to impact the identified needs of the community, the
primary obstacle to meeting the underserved needs is the lack of sufficient financial resources.
Recognizing the importance of public infrastructure in revitalizing neighborhoods and making them a
more safe and attractive place to live, the City is proposing to utilize up to 80% of the annual CDBG
funds for street improvements along 5th Street NE. The city will work with local utility providers to
ensure that the sidewalk project also includes any needed upgrades to their infrastructure.
Page 165 of 235
AP-38 Project Summary
Project Summary Information
Page 166 of 235
1 Project Name
5th Street NE Improvements
Target Area
Goals Supported
Needs Addressed
Funding
CDBG: $9,200,000
Description
The City will reconstruct the street and install sidewalks on both sides of
the street to provide better connectivity between residential and
commercial areas and to improve safety for pedestrians. The project
includes design engineering, environmental review, and construction
activities. The city will install upgrade storm water facilities, any
additional street-side illumination and work with local utility providers to
ensure that the sidewalk project also includes any needed upgrades to
their infrastructure
Target Date
7/29/2016
Estimate the number
and type of families that
will benefit from the
proposed activities
The project will benefit the following Census Tracts and Block Groups of
950500 BG 3, 950700 BG 1, and 950700 BG 1. According to ACS data the
areas benefitted 2,155 individuals meeting the low-moderate income
threshold. Of those 1,235 individuals meet the low-income threshold.
Location Description
The project is located on 5th Street NE between N. Baker Avenue and
Eastmont Avenue
Planned Activities
2 Project Name
Administration of the CDBG Program
Target Area
Goals Supported
Needs Addressed
Funding
CDBG: $16,074
Description
CDBG funds are used to plan, administer, monitor, and deliver housing
and community development programs to ensure compliance with local,
state, and federal rules and regulations. In addition to planning and
administration, CDBG funds will be used to support workshops,
education classes, and other programs and activities to foster and
facilitate understanding of rights under fair housing.
Target Date
Page 167 of 235
Estimate the number
and type of families that
will benefit from the
proposed activities
Location Description
Planned Activities
Page 168 of 235
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City of East Wenatchee does not direct funds based upon geographic area
Geographic Distribution
Target Area Percentage of Funds
Table 57 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The City of East Wenatchee does not allocate investments based upon geographic area.
Discussion
Page 169 of 235
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
East Wenatchee partners with Wenatchee on several housing related support programs. However, no
CDBG funds are used for those programs. The City Council has determined that the best use of the CDBG
funds is to improve neighborhoods with the reconstruction and improvement of streets. CDBG funds for
2015 through 2017 will not be used for any housing programs.
One Year Goals for the Number of Households to be Supported
Homeless
Non-Homeless
Special-Needs
Total
0
0
0
0
Table 58 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance
0
The Production of New Units
0
Rehab of Existing Units
0
Acquisition of Existing Units
0
Total
0
Table 59 - One Year Goals for Affordable Housing by Support Type
Discussion
Page 170 of 235
AP-60 Public Housing – 91.220(h)
Introduction
The Housing Authority of Chelan County & the City of Wenatchee does not have public housing. The
subsidized projects that they own and manage meet all ADA accessibility requirements and provide
adequate number of accessible units for market demand.
Actions planned during the next year to address the needs to public housing
Not applicable to this area.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
The Housing Authority holds monthly or bi-monthly resident meetings at all of their projects.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
The Housing Authority is not designated as troubled.
Discussion
Page 171 of 235
AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
The Ten Year Plan to End Homelessness in Chelan & Douglas Counties establishes a two, countyâ¿
wide
roadmap of strategies aimed at achieving the goal of ending homelessness. The strategies of the Ten
Year Plan are adopted as part of the Consolidated Plan to provide further guidance to homeless
providers and community funders in planning for increasing, and better coordinating, the resources of
the community in this effort.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The City works with the City of Wenatchee and local housing and service providers as a member of the
Homeless Task Force. The new Coordinated Entry System was developed with the assistance of a subcommittee of that group. The Coordinated Entry System will be a oneâ¿
stop access point
who are homeless or at risk of becoming homeless to connect them with emergency shelter and
transitional housing among other services.
Addressing the emergency shelter and transitional housing needs of homeless persons
Homeless Task Force. Although East Wenatchee has only one transitional shelter that is available to
women and families, there are yearâ¿
round emergency shelte
Wenatchee through a partnership with faith-based and other community organizations. Wenatchee also
has both siteâ¿
based and scatte
City of East Wenatchee has an interlocal agreement for the use of the deed recording fees administered
through the City of Wenatchee. This agreement allows for funding of the maintenance and operations of
the homeless shelters.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
Page 172 of 235
Homeless Task Force. An effort is underway to establish a “housing first” model to facilitate housing of
the homeless. This means a focus on helping people quickly gain stable housing and then offer them the
supportive services they need to thrive. For chronically homeless individuals this means permanent
supportive housing which uses the housing first model and for families with children it means rapid
reâ¿
housing with a progressiv
specifically for unaccompanied youth.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs
community’s comprehensive Continuum of Care (CoC) system to end as well as prevent homelessness.
Several agencies have programs devoted to homelessness prevention such as assisting people who are
in jeopardy of being evicted. The Chelan County Regional Justice Center operates a facility for individuals
being released from detention to ensure that people are not discharged into homelessness.
Discussion
Page 173 of 235
AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
Through the Homeless Steering Committee and the Douglas County Regional Council, the City of East
Wenatchee works with the City of Wenatchee and other jurisdictions to award funds under the Douglas
County Regional Affordable Housing Program Fund and the Wenatchee Low-Income Housing Fund. Due
to the small amount of money collected annually for the Douglas County Regional Affordable Housing
Program Fund, those funds are awarded every two years. The Wenatchee Low-Income Housing Funds
are awarded on an annual basis. Additionally, the City has previously awarded CDBG funds to the
Columbia Valley Housing Association for their down payment assistance program.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
Public policies potentially contributing to housing affordability problems in Vancouver include:
•
•
•
Scarcity of lands zoned for small lot single family housing, or multiâ¿
family housing;
Only modest allowances for infill or accessory dwelling unit development; and
Land use processing requirements which may add development expense or timing
uncertainties.The lack of suitable land for development is one of most significant barriers to
increasing the amount of affordable housing available within the City. The small geographic
area of the City is the major contributor to this scarcity of land. The City recently completed a
major update to the Greater East Wenatchee Area Comprehensive Plan adding over 703 acres of
land to the City’s Urban Growth Area (UGA). Over 540 of those acres are designated for
residential use with 373 acres for single-family residential and 172 acres for multi-family
residential. Although this does not add to the land base within the City, it does expand the
potential residential land base that would be available for annexation into the City.
The Comprehensive Plan also has specific goals and policies as a guide to increase the amount of
affordable housing. The City has infill and accessory dwelling ordinances that allow for relaxed lot
coverage and setbacks requirements to encourage development on underâ¿
requirements were reduced and allowed densities were increased.
utilized lands. Lot s
Discussion:
Page 174 of 235
AP-85 Other Actions – 91.220(k)
Introduction:
The City of East Wenatchee has multiple strategies to meet the needs of the community. The CDBG
funds, however small, are a very important funding component.
Actions planned to address obstacles to meeting underserved needs
While the City has pursued a variety of strategies to impact the identified needs of the community, the
primary obstacle to meeting the underserved needs is the lack of sufficient financial resources. See the
annual objectives and description of activities and identified need for specific projects and anticipated
beneficiaries/outcomes.
Actions planned to foster and maintain affordable housing
The City fosters and maintains affordable housing by:
•
•
•
•
•
Providing street improvements that benefit low-moderate income neighborhoods;
Work with agencies and organization that provide Tenantâ¿
based Rental Assistan
housing services;
Evaluate options supporting projects using the low-income tax credit program and/or instituting
a multi-family tax abatement program;
Preserve the housing stock in the City of East Wenatchee through support of other
publiclyâ¿
and privately funded housing agencies;
Support projects proposed that utilize low income tax credit financing in order to make rental
more affordable;
See Annual Objectives and Description of Activities for specific projects.
Actions planned to reduce lead-based paint hazards
abating lead based paint hazards. The City works closely with Community Action Council, which
manages a housing rehabilitation programs.
Actions planned to reduce the number of poverty-level families
There were 668 people (5%) in East Wenatchee living below the poverty level, according to the 20072011 American Community Survey. The City’s overall goal is to reduce the number and percentage of
Page 175 of 235
persons living in poverty. The City works with the community’s businesses and the workforce
development programs, to promote job training opportunities for lowâ¿
income
The Citypersons.
will
work with and support agencies and public services programs aimed at increasing selfâ¿
sufficiency for
low-income families and individuals.
The following strategies, consistent with City’s overall Consolidated Plan strategies, will play a major role
in combating poverty:
•
•
Support community vitality through activities that promote a diverse economic base and family
wage jobs, while providing opportunities for lowâ¿
and moderate
financially independent;
Support housing and services to assist homeless people to reach selfâ¿
sufficiency;
Support activities which bring additional businesses, new industries, and jobs into the community.
Actions planned to develop institutional structure
The City is reviewing ways in which CDBG can be more integrated into community and economic
development programs.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City of East Wenatchee staff serves on the Homeless Housing Task Force and the Homeless Steering
Committee, which are charged with administering and allocating Chelan Douglas Homeless funds. The
City will continue to coordinate with the Housing Authority of Chelan County & the City of Wenatchee,
along with the other housing providers on the housing and service needs for the regions’ low income
populations.
Discussion:
Page 176 of 235
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan.
3. The amount of surplus funds from urban renewal settlements
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan
5. The amount of income from float-funded activities
Total Program Income:
0
0
0
0
0
0
Other CDBG Requirements
1. The amount of urgent need activities
0
2. The estimated percentage of CDBG funds that will be used for activities that benefit
persons of low and moderate income.Overall Benefit - A consecutive period of one,
two or three years may be used to determine that a minimum overall benefit of 70%
of CDBG funds is used to benefit persons of low and moderate income. Specify the
years covered that include this Annual Action Plan.
0.00%
Page 177 of 235
Discussion:
Page 178 of 235
Appendix - Alternate/Local Data Sources
Page 179 of 235
Page 180 of 235
PRESENTER:
POSITION:
15-08-02
Nick A. Gerde
Finance Director
AGENDA ITEM #
5
AGENDA DATE:
August 11, 2015
Finance
DEPARTMENT:
TITLE:
Adoption by Resolution of the 2015 Annual Financial Plan
BACKGROUND/HISTORY:
The City Council approved Resolution 2009-06 in May 2009 to establish a “Finance & Budget Policy” for the
City. Among other elements, the Policy requires the development and approval of an annual financial plan
which would include consideration of certain financial planning elements and cover a certain time period.
This 2015 Annual Financial Plan satisfies those requirements, and has been approved by the Budget
Committee.
EXHIBITS:
Resolution for Adoption of the 2015 Annual Financial Plan
RECOMMENDED ACTION:
City Council motion for adoption of the 2015 Annual Financial Plan.
FINANCIAL DATA:
Amount Budgeted
$ N/A
$ N/A
$ N/A
ACTION TAKEN:
Motion Made By:
Second By:
Councilmember Raab
Passed:
Failed:
Page 1 of 1
Page 181 of 235
Page 182 of 235
A RESOLUTION OF THE CITY OF EAST WENATCHEE, WASHINGTON,
APPROVING THE 2015 ANNUAL FINANCIAL PLAN.
1. Recitals
a. Preamble. The City Council of East Wenatchee (“City Council”) desires
to approve its 2015 Annual Financial Plan.
b. The City Council has approved Resolution 2009-06 in May 2009, the
provisions of which requires the City to develop and approve an Annual
Financial Plan.
c. The Budget Committee, including the Mayor, Finance Director and three
Council members, have reviewed the attached 2015 Financial Plan and
recommend its approval by the City Council.
THE CITY COUNCIL OF THE CITY OF EAST WENATCHEE DO RESOLVE AS
FOLLOWS:
Section 1: Adoption Effective August 11, 2015, the City Council adopts the City of
East Wenatchee 2015 Annual Financial Plan, which is attached as exhibit “A”.
Passed by the City Council of East Wenatchee, at a regular meeting thereof on
August 11, 2015.
CITY OF EAST WENATCHEE,
WASHINGTON
______________________________
By Steven C. Lacy, Mayor
Authenticated:
_____________________________
Dana Barnard, City Clerk
FILED WITH THE CITY CLERK: 08/05/15
PASSED BY THE CITY COUNCIL:
RESOLUTION NO.: 2015-14
Page 183 of 235
Page 184 of 235
City of
East Wenatchee, Washington
2015 Annual Financial Plan
Includes Actual Results for 2014;
Council Approved Budget for 2015; and
Forecast Cash Flow Statements for
each of the years 2016 thru 2020
Nick A. Gerde
Finance Director
July 10, 2015
Page 185 of 235
City of East Wenatchee, Washin2ton
Table of Contents
I
Page
> Introduction and Current Financial Condition
1-4
> Basis of Presentation
5-6
> Financial Plan Elements
> Financial Forecast Assumptions
7
8 - 12
> Annual Operating Cash Flow Forecasts
13 - 16
> Capital Projects Descriptions
17 - 20
> Capital Projects Revenue, Expenditures and
21 - 27
Resulting Cash Flow
with Notes
> Financial Conclusions
28 - 29
> Other Financial Processes:
Risk Assessment - Possible Limiting Factors
30 - 33
Grant Sourcing Strategies
34 - 35
Debt Funding Strategies
Reserve Development Strategies
36
37-39
Page 186 of 235
Introduction:
I
The City of East Wenatchee was incorporated in 1935 and has grown
organically along with the population of the region and through a series of
annexations of adjoining areas of Douglas County to its current population of
13,390 residents. Beginning with an original site of 50 acres, the City
completed 28 annexations between 1954 and 2006 which increased the City's
area to its current size of 1,852 acres, with 56.0 road miles of streets (20 miles
of arterials and 36 miles of residential streets).
At the same time, the City has regularly been active in capital projects to
improve its downtown core business and retail district, as well as road
construction and pavement projects throughout the City. Recent projects have
included the street rebuilds of Rock Island Road and Eastmont Avenue, and
the overlay preservation of Grant Road from Kentucky to SR28. The City has
also constructed storm water infrastructure facilities in conjunction with the
Greater East Wenatchee Storm Water Utility, which also comprises significant
portions of adjoining Douglas County. Capital projects have been primarily
managed by the City if solely inside City limits, and in some cases managed
by Douglas County or the Washington State Department of Transportation
(WSDOT) when road projects extended into or through the City.
From a financial management standpoint, cities must generate
positive cash flow from normal operations. This simple statement is at the
core of any city's financial ability to provide needed services for its citizens.
Positive cash flow allows for accumulation of cash in order to accomplish
those responsibilities that their citizens need and expect, including:
1. Apply for and get street improvement grants from the State or
Federal Government that requires the city to share in the cost of the
improvement (the typical State grant requires a 15% cost match and a Federal
grant requires a 13.5% cost match).
Page 187 of 235
---
--
---
----
--------------------------
---
--------------------------
2. Apply for and borrow money to accomplish street improvement
projects, buildings/facilities and purchase equipment. Lenders typically
require at least three months of debt service in reserve and the demonstrated
ability to generate positive cash flow well beyond the debt service payments
of the loan (positive cash flow to satisfy loan coverage covenants).
3. Pay for infrastructure, assume indebtedness and remunerate the
County under agreements to accomplish an annexation.
4. Create specific reserves for expected future expenditures such as
street maintenance equipment, police vehicles, expansions of facilities, etc.
5. Create a "rainy day" reserve to satisfy an unexpected emergency
occurrence such as a localized flood causing significant road damage, or any
other uninsured or partially insured situation.
At times in the past, the City has found itself short of adequate cash
reserves to sustain future operations. Based upon short term analysis, the
Council has had to respond by evaluating and reducing costs, and in some
cases, providing for additional cash flow by instituting fees and taxes to
generate additional revenue to solve these types of situations. After one such
occurrence in 2008, the City was prompted to develop and pass the "Finance
& Budget Policy" thru Resolution #2009-06 in May of 2009 to provide the
framework and process to accomplish improved financial planning, including
development of an annual financial plan each year. The policy provides for a
disciplined evaluation of all financial aspects of City operations for each of
the five years beyond the budget year, and allows for identifying and
evaluating any areas of financial risk. 2009 was the inaugural year for the
process and development of the City's first Annual Financial Plan in 2010.
The Plan requires five individual forecast years beyond the current
budget year. The development process requires multi-disciplinary inputs from
City staff in order to include all financial factors that are planned or expected.
Revenue change expectations are developed for the twenty plus sources of
city funding, as well as change and/or increase factors for future expenditures.
Capital and street improvement projects for each future year are determined
primarily from transportation improvement plans, including actual grant
funding already committed and funding which may be available in the future.
-------------Page 2
Page 188 of 235
The City has become more refined in its approach to forecasting future
financial results as each year's Plan has been completed. Confidence,
understanding and familiarity with the City's key financial elements has also
increased with each year that the City generates actual positive cash flow and
successfully accomplishes its financial goals.
Current Financial and Operational Condition
As of this date in June 2015, the City has weathered the economic storm of
the last five plus years of recession very well, particularly in comparison to
other cities and counties in the region and the State. City services have been
maintained at the same levels for public safety, street maintenance, and all
administrative functions. Staffing levels are essentially the same as in 2008,
with a reduction in the Community Development Department because of
significantly reduced activity in building and development permitting, offset
by increases in administrative support for the Municipal Court and the Legal
Department. The City now retains a City Engineer to offset/replace the cost of
outside engineering services, manage the Street Department and provide
leadership in project management and grant applications for street rebuilds
and improvements. Street and Police Department staffing has remained
essentially the same since 2008.
Expenditure budgeting and control during the years following 2008 have been
conservative and purposeful, with broader participation by staff, more timely
reporting and monitoring. The City's largest area of expense is salary and
benefit costs for its forty-eight employees. These costs constitute over 60% of
the operating costs of the City. Costs for the 3 8 union employees who are
subject to bargaining unit agreements generally include annual increases tied
to a COLA within certain limits. Non-union and contract employees'
increases are comparable. Benefit costs including health insurance benefits
are increasing annually at an average rate over 11 %, with minor cost sharing
on the part of employees. These increasing costs are considered the largest
expense challenge for the City in the future. Costs of operations also rose in
areas that were beyond City direct control, including Rivercom 9-1-1,
------------Page 3
Page 189 of 235
I
!
detention costs, public defender costs, and storm water utility fees, all of
which total over 10% of annual operating costs.
Revenue over the last several years has been resilient in relation to other local
cities and counties. The implementation of 6% utility taxes in 2009 on
electricity, telephone/cell phone service and natural gas mentioned previously,
provided a layer of revenue to balance revenue with expenditures, and provide
a level of positive annual cash flow. As stated previously, East Wenatchee
must generate sufficient positive cash flow from operations to provide the
monies available to satisfy the required matches to obtain grants, to provide
funds for debt service and funding for capital projects that are not eligible or
do not qualify for grants. Obviously the overall local, regional, state and
national economic conditions have led to some changes in realization of
revenue for the City. On an on-going basis, the challenge for the City
Council, as the only legislative function in the City, will be to balance
opportunities for revenue growth with the more predictable increases in costs
of operations.
The impact on the City's year-end cash balances has been dramatic because of
the revenue and expenditure dynamics described above. At the end of 2008,
the City reported $200,000 in cash. By the end of 2009, including receipt of
$238,000 in grant receipts for 2008, the City's cash balances had grown to
$1,261,000, to $1,674,000 at year-end 2010, to $2,270,000 at year-end 2011,
to $2,827,000 at the year-end 2012, to $3,795,000 at year-end 2013, and to
$4,307,000 at year-end 2014. These annual increases in cash resources has
allowed the City much more flexibility in obtaining grant funding on capital
projects that require some level of matching, as well as confidence in planning
for and funding future capital and street improvement requirements. The City
may also now choose to internally fund smaller projects that have no available
grant funding source.
- - - - - - - - - - - - - Page4
Page 190 of 235
Basis of Presentation:
The Finance & Budget Policy of the City, included herein by reference,
reflects the requirement for Cash Flow Forecasts covering seven (7) annual
periods of time, including: 1) Actual results for the most recent year
completed, in this Plan 2014; 2) Budget for next year, in this Plan 2015; and
3) Five forecast years beyond the budget year, in this case the years 2016 thru
2020.
The City keeps its books and financial records on the "Cash Basis", meets
the financial requirements of the Washington State Auditor, and follows the
revenue and expenditure classifications contained in the Auditors BARS
manual (Budgeting, Accounting and Reporting System). The only real
complexities reside in the scope and extent of the City's revenue sources,
about 40 sources depending upon the month of the year. For expenditures,
payroll and benefit costs are widely distributed because of the Mayor and City
Council desire for regular and consistent cost accountability of labor and
benefits by department.
In order to achieve some common sense summarized level of regular
fmancial reporting, the City views its revenues from the three primary receipt
sources; State of Washington, Douglas County and City derived sources.
About seven to ten State revenue sources include sales taxes, hotel/motel
taxes, liquor taxes/profits, street fuel excise taxes, and criminal justice taxes.
Businesses in the City account for, report and remit these taxes to the State,
the City's portion of which is subsequently paid to the City. The three County
sources include property taxes, real estate excise taxes on property sales
transactions and PUD Privilege Tax paid in lieu of property tax. Because
property taxes are due at two deadlines during the year (April and October),
about 75% combined are received by the City in May and November. City
derived sources are the most numerous, but generally fall into three
categories: taxes on activities within the City, including utilities, gambling,
Page 191 of 235
franchise fees, etc.; fees on business licenses, building/structure permits,
building plan and checking fees, municipal court fines and penalties, etc.; and
reimbursements for work done on behalf of other entities, primarily the
Greater East Wenatchee Storm Water Utility for maintenance of storm water
ponds and drains, small construction projects, and large projects for extension
of storm water infrastructure within the City limits.
Expenditures are classified by their nature or character for financial
reporting purposes. Payroll and benefits account for approximately 60o/o plus
of normal recurring operating costs of the City. Other significant cost
categories include debt service principal & interest, department capital costs,
jail detention services, RiverCom 9-1-1 charges, and reimbursed costs to
support the Storm Water Utility mentioned above in the revenue discussion
above.
Non-Revenues and Non-Expenditures are unique to the governmental
accounting environment, and generally include "pass through" funds. In the
City of East Wenatchee for example, the largest category is the State's portion
of municipal court fines (approximately 36. 7% of total court receipts in 2014),
receipted as non-revenue and expended as a non-expenditure (they do not
necessarily match up month-to-month because of timing of the months lag
between receipt and subsequent payment).
The reader will note these revenue and expenditure captions when you
review the Cash Flow Statements and Forecasts later in this Plan. A
significantly greater level of detail of revenues and expenditures is included in
the 2015 Annual Financial Budget, available at the City or on the City's web
.site.
- - - - - - - - - - - - · · - - - - - · - · · - - - Page 6
Page 192 of 235
I
Financial Plan Elements:
Plan Element
Purpose
Financial Forecast Assumptions Find out how the numbers
were determined
Annual Operating Cash Flows
Provides revenue and expense
Projections & Annual Cash Flow Comments & Variance Analysis
Capital Projects
Gives details of the City's
Capital Project plans
Consolidated Cash Flow
Depicts the "real" overall cash flow Operating Cash Flow, Street/Capital
Project Revenue & Cost and Cash
Carry-forward from year to year
Financial Conclusions
What does this all mean?
Other Financial Processes:
Risk Assessment
Possible limiting factors
Grant Sourcing Strategies Existing funding & grant process
,--~---,--
Debt sources and process
Reserve Strategy
How much do we need and for what
- - - - - - - - - - - Page 7
Page 193 of 235
Financial Forecast Assumptions:
Remember that the Plan forecast periods include the final results for 2014, the
budget year of 2015, and the five forecast years of 2016 thru 2020. The
guidelines for the budget year 2015 were developed and included in the
budget plan for revenues, expenditures and capital in the normal course. See
the details of the 2015 Budget document included herein by reference and
available on the City's web site at www.east-wenatchee.com.
Revenue Assumptions for the budget year 2015 and the five forecast years of
2016 thru 2020 include the following:
Operating Revenues: As described previously, the City views its revenues
by individual source (approximately 25 or so sources), summarized for
reporting purposes by City sources, County sources and State sources. Each
individual revenue source has been evaluated by the Finance Director based
upon the previous five years history. Future annual increases or changes are
either based upon specific trends or known circumstances. The City's Budget
Committee reviews and signs off on these forecasts. Since seven revenue
sources comprise about 84% of the City's budgeted 2015 operating revenue,
their scope and primary forecast assumptions are as follows:
Sales and Use Tax: At approximately 40% of operational revenue, these taxes
are the largest City revenue source ($3,300,000 estimated for 2015). Sales
taxes fluctuate with larger economic trends, but generally average an annual
long-term growth rate of 3 to 4%. In years with significant construction
activity in the City, sales taxes can be significantly higher.
Property Tax: At approximately 20% of operational revenue, property taxes
are the second highest source of City revenue ($1,609,000 estimated in 2015).
The City can only request a 1% annual increase in property taxes, if the
inflation rate is 1% or greater. Other changes in property tax levels are then
- - - - - - - - - - - - - - Page 8
-····
Page 194 of 235
dependent upon changes in assessed values or additional development of
property with the City limits.
Utility Tax: At approximately 10% of operational revenue, the City imposed
a 6o/o utility tax on electricity, telephone/cell phones and natural gas. In 2015
the City expects to receive $325,000, $451,000 and $35,000 respectively.
Changes in receipts are a function of rates charged, utilization and weather
conditions.
Municipal Court City Receipts: At approximately 5% of 2015 operational
revenue ($413,000), the City's retained portion of Court receipts include fines
and penalties, as well as monies to help offset the costs of probation, public
defense and incarceration costs.
Street Fuel Excise Tax: At approximately 3.4% of 2015 operational revenue
($280,000), street fuel excise tax is specifically used to support street
department maintenance costs.
State Portion of Municipal Court Receipts: At approximately 3.0% of2015
operational revenue ($244,000), the City remits these monies back to the State
to benefit other judicial functions or activities.
Local Criminal Justice Taxes: At approximately 2.8% of 2015 operational
revenue ($227,000), this amount is included in the City's portion of the 8.2%
retail sales tax, designated for specific use to support criminal justice activities
at the local level.
Other significant receipt types include storm water reimbursements
($217 ,000), car tab fee revenue ($200,000), real excise tax ($195,000),
gambling tax ($160,000), and hotel/motel tax ($129,000).
Expenditure (Cost) Assumptions for the budget year 2015 and the five
forecast years of 2016 thru 2020 include the following:
Page9
Page 195 of 235
- - - - - - - ---- _-_"'.:"_--_ - - -=--.:!
;._-~-- -
Operating Expenditures: As with the concentration of revenue sources, the
City's expenditures are concentrated in a relatively small number of
categories. Using the 2015 Budget, these cost categories and their relative
percentages to total operating costs include: labor cost (43.7%); payroll taxes
(7 .1 o/o ); health insurance (10.2% ); State share of municipal court revenue
(3 .2%); municipal court detention costs (4.1 %); RiverCom 9-1-1 allocated
costs (3.4%); department capital costs (4.4%); debt service (2.4%); and Storm
Water Utility annual charge (1.8%). These categories total over 80% of total
City operating expenditures.
Labor staffing: The City staff currently comprises 45 full-time and 2 part-time
employees. The police department has 24, street department 9, community
development 3 , municipal court 4, finance 2, city clerk 1 plus 1 part-time,
city engineer, and the city attorney 1 plus 1 part-time shared with finance. 22
police department employees are in two union bargaining units; 16 hourly
employees are in another union bargaining unit; the city attorney and
municipal court judge are under contract; and the remaining 8 employees are
non-union. The City also has professional service contracts for its Events
Coordinator and Events Assistant.
Labor cost (43.7%): The two union bargaining units covering 22 police
department employees have collective bargaining agreements to cover the
three year periods, 2014, 2015, 2016 and 2017. One union bargaining unit
covers 15 employees and has an agreement covering 2014 thru 2017.
Increases in payroll costs of 2.5% have been budgeted for 2015. For the
forecast years of 2015 thru 2019, payroll cost increases have been estimated in
the range of 2.5% per year.
Payroll taxes (7.1 %): These taxes include the usual employment related taxes
and contributions to employee pension plans. Generally, these taxes average
17% to 22 % of payroll costs, with L&I rates and pension contributions being
the most volatile. Because of State and Federal funding challenges, the City
expects these costs to rise over the period covered by this plan. Consequently,
payroll tax costs for 2016 thru 2020 have been forecast modestly higher.
------------~
Page10 - - - - - - --of-Page
196
235
Health insurance (10.2%): The City provides health insurance for employees
including medical, dental, vision coverage and life insurance. The City pays
premiums for the employee and one dependent. Additional coverage is
subject to a premium sharing formula. Future medical premiums are forecast
to increase 5 .25% annually (7 .25% offset by a wellness program credit of
2.00o/o).
State share of Municipal Court revenue (3.2 %): Washington State Judicial
regulations require that a portion of fines and penalties imposed in the City's
Municipal Court is remitted to the State. This amount was approximately
$242,500, or 37% of total court receipts during 2014. Similar amounts are
forecast for future years.
RiverCom 9-1-1 (3.4%): This cost represents the City of East Wenatchee's
share of the debt service on bonds issued to establish this regional emergency
call center in 2006 and an allocated share of its operating costs based
primarily on call volume. The City's budgeted annual cost for 2015 is
$274,624, an increase of .8% over 2014. Costs for 2016 to 2020 are estimated
to increase 2.5% annually based upon historical trends.
Court detention costs (4.1 %): The City does not have a jail and consequently
contracts on a per-day charge basis with the Chelan County Regional Justice
Center and the Okanogan County Jail to house detainees from the City of East
Wenatchee Municipal Court. Costs are expected to increase over time based
upon costs and utilization.
Department capital costs (4.4%): This budgeted cost of $442,300 for 2015
represents capital equipment purchases to support the normal operating
activities of each department in the City, including police vehicles, computer
hardware/software costs, printers/fax/copy machines, improvements to the
City campus, etc. Variability year by year generally depends on the number of
police vehicles that are planned for replacement.
Debt service costs (2.4%): These costs include principal and interest on the
2000 general bond issue for street improvements, in the original amount of
··---------··············------Page 11 - - - - - - -Page
--of-197
235
$1,545,000 with a current balance of $155,000 to be paid in 2015. These
budgeted costs also include the debt service for the 2001 $500,000 Public
Works Trust Fund loan for 11th street improvements, the balance of which is
currently $178,275. Because this project also included storm water
improvements, the Greater East Wenatchee Storm Water Utility reimburses
the City approximately $13,000 each year to help satisfy the annual loan
payments of approximately $33,000. This loan will be fully paid in 2020.
Storm Water Utility charge (1.8%): This utility charge is paid to the Greater
East Wenatchee Storm Water Utility for the City's share of storm water
accumulation and discharge from City property and streets. The 2015
budgeted cost of $147,000 is expected to increase periodically to offset the
unfunded mandates of compliance with NPDES pollution control regulations
established by the Environmental Protection Agency of our Federal
Government and regulated by the State of Washington.
Balance of operating costs for 2015 (18.2%): These costs include the
remaining normal and usual operating costs of the City such as commercial
insurance, fuel costs for City vehicles, utility costs, maintenance of vehicles &
equipment, snow removal costs, supplies for maintenance of City streets,
monthly compensation for the Mayor and City Council, etc.
- - - - - - - - - - · - - Page12
Page 198 of 235
---------------~-·-----
Annual Operating Cash Flow Forecasts: Introduction
Note: The following "Operating Cash Flow Schedule" is critical in
understanding the City's expected current and future capacity to
generate cash flow from operations to support street or capital
improvements, or to support debt service costs if the City decides to
borrow.
The following cash flow schedule reflects the culmination of incorporating
information for the year 2014, the Council approved budget for 2015, and
forecasts for each of the years 2016 thru 2020. As you review the schedule,
please note the following:
This schedule is developed in the traditional format of a profit and loss
statement, with revenues at the top in the categories described previously in
the revenue assumptions portion of this Plan, eg. City Revenue Sources,
County Revenue Sources and State Revenue Sources. City Non- Revenue is
then added to result in "Total Annual Revenue", highlighted in yellow.
Expenditures are then listed in the categories labeled on the report, beginning
with "Payroll, Taxes and Benefits". Expenditures are accumulated to result in
the "Grand Total Expenditures" caption, also highlighted in yellow.
The result of subtracting the "Grand Total Expenditures" from "Total Annual
Revenue" is the caption at the bottom of the schedule labeled "Annual Cash
Flow for Each Year", highlighted in yellow.
Please note the comments and variance analysis on the pages following the
Operating Cash Flow Schedule for reasons for some of the fluctuations and
changes.
Page 199 of 235
Ci~ of East Wenatchee 1Washington
Financial Planning Cash Flow Forecasts
Beginning Balance of Cash:
City Revenue Sources
-
2014
ACTUAL
$ 317951521
2015
BUDGET
$ 4,307,305
2016
FORECAST
$ 3,673,736
2017
FORECAST
$ 31180,913
2018
FORECAST
$ 2.830.985
2019
FORECAST
$ 3,340,837
2020
FORECAST
$ 3,4191890
1,893,992
2,010,065
1,942,284
1,947,225
1,951,533
1,947,579
1,942,614
6.13%
County Revenue Sources
1,962,034
1,863,291
State Revenue Sources
4,385,952
4,303,450
-5.03%
-1.88%
Sub-Total
City Non-Revenue
Total Annual Operating Revenue
-3.37%
1,888,175
1.34%
4,455,001
3.52%
0.25%
1,911,270
1.22%
4,601,071
3.28%
0.22%
1,931,000
1.03%
4,750,723
3.25%
-0.20%
1,958,000
-0.25%
1,986,000
1.43%
1.40%
4,903,016
5,053,812
3.08%
3.21%
8,241,978
440,474
8,176,806
263,050
8,285,460
260,420
8,459,566
256,513
8,633,256
252,666
8,808,595
248,878
8,982,426
245,142
8,682,452
8,439,856
8,545,880
8,716,079
8,885,922
9,057,473
9,227,568
Percentage Change
-2.79%
1.26%
1.99%
1.95%
1.93%
1.88%
Expenditures:
Payroll, Taxes and Benefits
4,579,096
4,756,200
4,932,640
5,075,294
5,235,683
5,387,514
5,569,262
Recurring Monthly Payables
2, 116,005
2,435,912
2,447,333
2,466,165
2,506,456
2,603,212
2,696,645
197,882
194,711
31,200
30,900
30,600
30,300
30,000
410,596
7,303,579
375,300
7,762,123
271,000
7,682, 173
329,000
7,901,359
291,000
8,063,739
326,000
8,347,026
294,500
8,590,407
242,517
166,143
264,000
113,700
265,000
16,250
255,000
16,500
250,000
16,250
245,000
16,250
240,000
16,900
7,712,239
8,139,823
7,963,423
8,172,859
8,329,989
8,608,276
8,847,307
Debt Service Costs
Operating Capital
Total Operating Expenditures
Non-Expenditures:
State Court Remittances
Other
Total Annual Operating Expenditures
Change
Annual Net Cash Flow from Operations
5.54%
970,213
300,033
-2.17%
582,457
2.63%
543,220
1.92%
555,933
3.34%
449,197
14
Page 200 of 235
2.78%
380,261
Operating Cash Flow Forecasts - Comments and Variance Analysis
Please Note: The City's current level of cash balances, continuation of its
current sources of revenue, maintenance of its current staffing levels and
current scope of operations appear to be sustainable in the short to medium
term. Without a significant downturn in the economy or other disrupting
economic factor, the City could continue to generate modest annual positive
cash flow from operations into the future.
Forecasted Cash Flow for the Years 2016 thru 2020
The operating cash flow for each of the years 2016 thru 2020 is considered
modest. As noted in introductory comments on page 1 to this 2015 Financial
Plan, it is worth repeating that "East Wenatchee must generate sufficient
positive cash flow from operations to provide the monies available to satisfy
the required matches for grants, etc." This factor allows the City to be proactive in applying for grants and approaching project development with better
assurance of having resources available to satisfy grant matching fund
responsibilities. This factor also allows the City to "look longer" in
approaching future funding issues for capital. Other factors may include:
Revenue:
The City has developed specific approaches to revenue budgeting and
forecasting by revenue source, as reflected in revenue analysis on pages
8 thru 9. That analysis discusses revenue sources that comprise nearly 85% of
recurring revenue. In fact, nearly 60% of City revenue is derived from the
two sources of sales and property taxes. For at least a dozen years prior to
2012, the City did not approve the allowable 1% increase in property taxes.
With the eventual realization that street improvements needed additional
funding, the Council has approved the 1% each of the last four years. At a bit
more than $15,000 per year, these increases have provided an additional
- - - - - - - - - - - - - - - - · - - - Page 15
Page 201 of 235
------·----------~
$46,000 in revenue specifically allocated for street improvement funding.
Note that a 1% property tax increase costs the average household in the City
about $3.50 per year. The 2009 addition of utility taxes on electricity, natural
gas and phones/cellular phones was critical in supplying an additional ongoing revenue source for the City. Likewise, recognizing the need for
residential street improvements that are generally not grant-eligible, in late
2012, the City authorized creation of a Transportation Benefit District funded
by an annual $20 car tab fee. The annual contribution of this new fee was
nearly $217,000 in 2014, and is reflected on the Capital Project Cash Flow
Schedules that follow later in this Plan. The other opportunity is to realize
higher actual receipts from improvements in the overall economic climate that
would exceed the assumptions the City has already included in its forecasts
(the "good luck" factor). On the alternative, ifthe City under-realizes its
receipt expectations, the Council could consider that faulty forecasting (the
"bad luck" factor).
Costs and Expenses:
As reflected on pages 9 thru 12, the City has communicated its approaches in
budgeting and forecasting nearly 82% of its recurring operating expenses. As
noted in those comments, labor, payroll taxes and benefits account for over
60% of the total recurring costs of City operations. Consequently, the only
real opportunity for reductions in those costs may be for the City to reevaluate or re-align its staffing levels that might result in reductions in the
number of employees, thus reducing costs. In addition, since health insurance
costs have increased at an average annual rate over 11 %, requiring employees
to share to a greater extent in these costs could offset some of the increases.
Also note that over 13% of total City recurring costs are paid to vendors or
other governmental entities related to municipal court support and public
safety, including the State share of court revenue, public defender costs, the
costs of the RiverCom 9-1-1 regional system, and prisoner detention costs
paid to the regional justice center. The City has no direct management
influence over these costs and the associated rate of annual increases.
Page 16
Page 202 of 235
Capital Projects Introduction:
Capital projects for the six year period 2015 thru 2020 have been primarily
derived from City's annual Transportation Improvement Plan (TIP),
developed by the City Engineer, approved by Council and provided each year
in June to the Washington State Department of Transportation (WSDOT).
Other projects are included in the Residential Streets project list that is a part
of the newly formed Transportation Benefit District, as well as projects that
emanate from Community Development projects and studies. Certain projects
have been scheduled and have firm associated funding plans. Other projects
have been scheduled with a high degree of assurance of obtaining the
necessary funding, or the City deems the project a high priority and eligible
for internal funding thru current revenue and/or accumulated savings. All of
these projects are included in the Annual Cash Flow Forecasts that follow
later in this Plan. A summary listing of major street improvement projects by
year follows.
2015
French Avenue Rebuild/Overlay from 9th Ave NE to Standerfer Street:
The French A venue project will build a new sidewalk on the west side of the
road, maintain on-street parking on the east side of the road, construct a storm
water collection and conveyance system, and repave the entire roadway from
9th street NE to Standerfer Street. Additionally, the East Wenatchee Water
District will be replacing the water main during the construction period. This
project has been re-scheduled into 2016.
Valley Mall Parkway Overlay from 9th Ave NE to Grant Road:
The Valley Mall Parkway project will overlay the roadway from Grant Road
to 9th St NE. In addition, all of the sidewalk disability access ramps will be
reconstructed to the Current ADA standards. This project has been rescheduled into 2016.
- · · · · · · · - - - - - - - - - - - - - - - - - - - Page 17
~---
Page 203 of 235
Traffic Signal at 9th Ave. NE and Valley Mall Parkway:
A traffic control devise will be constructed at the intersection of 9th St NE and
Valley Mall Parkway. The WSDOT is conducting a comprehensive study to
determine the most design that will facilitate all transportation modes in the
most efficient way. The result of that study may result in a new traffic signal,
or perhaps new round-abouts at the 9th St NE I Valley Mall Parkway
intersection and the 9th St NE I SR 28 Intersection.
Valley Mall Parkway LID Parking Lot Rebuild:
The Valley Mall Parkway LID Parking Lot project will reconstruct the
parking lot with new "Low Impact Design" storm water facilities. It will also
include new landscaping, illumination, an enhanced pedestrian crossing
signal, improved Link Transit stop facility, and an approved community car
wash location.
2016
Highline Drive Rebuild/Overlay from Grant Road to 3rd St SE:
Highline Drive will be rebuilt in one of several different options depending on
available funding. The most basic project will simply reconstruct the roadway
with a new subgrade to add the necessary structure to the northbound lane and
overlay the entire roadway. If funding allows, the scope of the project could
be increased to include completing the sidewalk for the entire length of the
roadway, adding bike lanes, improving the storm water collection and
conveyance systems, and adding additional illumination.
2017
Baker Avenue Rebuild/Overlay from 15th St. NE to 19th St. NE:
The Baker Avenue project will construct a sidewalk on the west side of the
street, add bike lanes, a comprehensive storm water system, reconstruct the
Sand Canyon Creek crossing, and repave the street from 15th St NE to the
northern city Limits at Sand Creek.
Page 18
Page 204 of 235
5th St. NE Sidewalks and Storm Water from Baker to Eastmont:
This project will construct new sidewalks on both sides of the street along 5th
St. NE from Baker Avenue to Eastmont Avenue. The project will also
construct a new storm water collection and conveyance system.
2018
Traffic Signal at Highline Drive and 3rd Street SE:
This project will construct a new traffic signal at the intersection ofHighline
Drive and 3rd St SE.
2019
5th St. Rebuild/Overlay from Eastmont to the Junior High:
The 5tli St NE Rebuild project will construct new sidewalks along 5th St NE
from Eastmont A venue to the existing pedestrian facilities that exist at the
schools. The project will also construct a new storm water collection and
conveyance system, and repave the roadway.
2020
19th St. Rebuild/Overlay from Baker to Eastmont:
This project will build sidewalks, provide tum lanes at Baker, bike lanes,
street illumination and repave the roadway from Baker A venue to Eastmont
Avenue.
Residential Street Improvement Projects:
Funding from the East Wenatchee Transportation Benefit District car tab fee
revenue allows for overlay projects to be accomplished each year according to
a priority scheduling by the TBD Board and approved by the City Council. A
listing of projects is available on the City's web site at www.eastwenatchee.com.
- - - - - - - - - - - - - Page19 - - - - - - --of-Page
205
235
Storm Water Utility Projects:
Generally, there are storm water improvement elements to most street rebuild
and improvement projects. In addition, separate storm water projects are
identified and scheduled each year.
Non-Transportation:
2015:
The City has identified a "Gateway Property" at the 9th Street NE entrance to
the City from State Highway 28 for possible purchase. The estimated cost of
purchase, closing costs and subsequent initial improvements are estimated at
$450,000, and is a project associated with the North end Enhancement Project
currently being studied by the East Wenatchee Planning Commission. The
Council has approved negotiation and purchase of the property within their
budget guidelines.
Unfunded/Unscheduled Projects:
The City has identified other street related and community enhancement
projects which are either not eligible or unlikely for grant funding, or for
funding within the current or projected internal financial resources of the City.
These projects have been cataloged by the appropriate department in the City
and are reviewed annually for consideration for the annual budget or for this
Annual Financial Plan forecasting process.
~--
Page20 - - - - - Page 206 of 235
City of East Wenatchee, Washin2ton
All-Inclusive Summary Cash Flow Forecasts: Introduction
The following schedule is similar to the previous "Operating Cash Flow
Schedule" (page 14), except the following information is added:
1. Beginning and ending cash balances, and
2. Capital project funding and costs are included on a following page.
These additional factors create a complete "Summary Cash Flow Forecast" for
the years 2015 thru 2020.
As you review the Forecasts, please note the following:
Cash balances have been recorded at the beginning of each year's cash flow,
and carry-forward to ending year's cash balances.
Annual Cash flow from Operations for each year is the same as the Annual
Operating Cash Flow Schedule provided earlier in this Plan at page 14.
Capital Projects included in this forecast have been explained in the Capital
Projects section on pages 17 thru 20.
No other capital projects have been scheduled in this forecast because the
likelihood of supportive funding through grants is remote, debt funding thru
the State Public Works Trust Fund Loan Program is remote, operating cash
flow is not sufficient, or the Council has not yet approved the funding.
-~-~------·····---------------
Page 21
Page 207 of 235
Ci!x of East Wenatchee, Washington
~
ACTUAL
2015
BUDGET
2016
FORECAST
2017
FORECAST
FORECA~T
2018
2019
FORECAST
2020
FORECAST
STREET IMPROVEMENTS AND CAPITAL PROJECTS
REVENUE:
Annual Est Allocation of Property Taxes
15,714
16,000
16,218
16,456
16,734
16,991
Annual Est Residential Projects· TBD
117,377
173,750
213,365
114,075
228,310
180,985
9th Street Overlay • STP Funds
15th Street Overlay • STP funds
Eastmt Rebuild ·Grant Road to 9th-TIB
Misawa Way Overlay TIB
385,017
175,938
16,811
11,936
French Street Improvements • DCRC
French Street Improvements· TAP Funds
French Street Improvements - CDBG Funds
French Street Improvements - SWU
French Street Improvements • TBD Funds
Citywide Safety Project
Valley M Pkwy Pres 9th to Grant-STP
Traffic Signal - 9th & Valley Mall Pkwy- STP
VMP North-End Enhancement Proj Stage#1
180,000 Note B - Trans Benefit District Fees
Note C French Ave Funding
69,700
100,000
146,300
60,000
59,000
28,146
273
Note D - Federal STP Funding
Note D - Federal STP Funding
802,720 Note E - Federal STP Funding
863,270
313,130
Highline Drive Preservation ·Grant to 3rd SE
Traffic Signal • Highline & 3rd St SE • STP
Traffic Signal • 3rd St SE & Rock Island Road
42,385
Baker Ave Reconstruction 15th to 20th NE· TIB
85,000
229,258
346,865
42,385
45,000
346,865
Note I State TIB Funding
11,685
5th St. NE Sidewalks & Storm-Baker to Eastmont CDBG
5th St. NE Reconstruction • Eastmont to Jr High CDBG
Eastmont Ave Pres-9th NE to 15th NE- TIB
Note F - City Internal Funding
Note G - Federal STP Funding
Note H - Federal STP Funding
2,174,060
19th Street Reconstruction - Baker to Eastmont
11th Street Overlay • VMP to Baker • TIB
City Hall Parking Lot Sidewalks • CDBG
SWU Canyon A Phase 4
SWU Improvement Projects
SWU 15th Street Pond Purchase
Retrofit Project - 3rd Street DOE Grant
Retrofit Project - 3rd Street SWU Portion
SWU GR Storm Pipe Rehab
SWU • Regional Decant Facility
SWU VMP LID Project DOE Grants
SWU VMP LID Project Portion
Douglas County Regional Council VMP LID
Revenue Capital Projects
16,991 Note A- Property Tax Funding
102,000
255,000
1,785,000
2,975,000 Note J - State TIB Funding
Note K - State TIB Funding
Note L CDBG Federal Funding
Note M State TIB Funding
38,250 Note N - State TIB Funding
67,000
1,471
99,811
155,600
25,679
13,260
10,651
86,422
1,144,106
100,000
100,000
100,000
100,000
100,000
2,215,241
2,701,976
745,979
2,531,841
100,000 Note 0- GEWSWU Local Funding
120,750
40,250
64,349
405,000
135,000
41,698
1,248,797
22
4,112,961
Page 208 of 235
- --
--···-~.
Ci!JL of East Wenatchee, Washington
- -
--···--"
CAPITAL CASH FLOW FORECASTS 2014 THRU 2020
2014
ACTUAL
2015
BUDGET
Z!U§
Z!!.1Z
1fil!
FORECAST
FORECAST
FORECAST
~
FORECAST
213,365
114,075
228,310
180,985
2020
FQRECA!i2T
EXPENDITURES:
Residential Street Project 2014 thru 2020
117,377
Grant Road Overlay· Phase 1 & 2
Eastmont Rebuild Grant Road to 9th
City-wide Safety Project
Kenroy Park-N. James Ave Improvements
(931)
531,297
273,297
16,154
267,558
26,700
French Avenue Improvements Construct
Valley Mall Pkwy Pres 9th to Grant •
Traffic Signal • 9th & VMP Construct -
173,750
8,619
435,000
Note C French Ave Project
24,838
998,000
364,700
Note D - VMP 9th to Grant Road
Note D Traffic Signal 9th & VMP
928,000 Note E - VMP Enhancement
VMP Enhancement 6th to 9th • Stage #1
Highline Drive ·Grant to 3rd St SE· Design
High line Drive ·Grant to 3rd St SE ·Construction
Traffic Signal • Highline & 3rd Street SE.
92,000
Note F - Highline Drive Overlay
768,000
49,000
3rd St. SE & Rock Island Road Traffic Signal
100,000
527,756
Net Cash Flow from Capital Projects
Note I - Baker Ave Reconstruction
3,500,000 Note J 19th Street Reconstruction
13,750
5th St. NE Sidewalks & Storm-Baker to Eastmont
5th St. NE Reconstruction • Eastmont to Junior High
EastmontAve Pres-9th NE to 15th NE O'lay
City Hall Parking Lot Imp Project
Purchase/Construction Storage Bldg
PED/CycleAccess-LoopTrl to Downtown
Property Purchases • from WSDOT
Purchase/Scoping of Gateway Property
Expenditures - Capital Projects
Note H - 3rd & RIR Traffic Signal
401,000
2,952,049
19th Street Reconstruction - Baker to Eastmont
11th Street NE Preservation • VMP to Baker
Improvement Projects
Property Purchase • foot of 15th St.
GR Storm Pipe Rehab
Retrofit Project 3rd Street
Regional Decant Facility
VMP LID Project Design/Construct
Note G - Highline & 3rd Traffic Signal
401,000
49,000
Baker Ave Reconstruction 15th to 20th NE
SWU
SWU
SWU
SWU
SWU
SWU
180,000 Note B - Trans Benefit Dist Projects
53,562
155,600
90,960
17,100
10,651
92,349
70,000
120,000
380,000
2,100,000
100,000
100,000
100,000
100,000
100,000
3,476,821
3,595,124
792,060
2,901,985
Note K - 11th St. Preservation Overlay
Note L 5th St NE. Sidewalks/SWA
Note M - 5th St. Reconstruction
45,000 Note N - Eastmont - 9th to 15th Overlay
100,000 Note 0 - Various Storm Water Projects
161,000
64,349
628,000
67,000
150,000
10,000
329,169
4,000
2,018,300
(874,194)
450,000
1,996,099
,747,302!
~1,261,580!
23
(893,148)
(46,081)
(370,144)
4,753,000
,640,039)
Page 209 of 235
Citv of East Wenatchee 1 Washington
Beginning Balance of Cash:
City Revenue Sources
-
2014
ACTUAL
$ 3,795.521
2015
BUDGET
$ 4,307.305
2016
FORECAST
$ 3.860,036
2017
FORECAST
$ 3,180.913
2018
FORECAST
$ 2.830.985
2019
FORECAST
$ 3.340,837
2020
FORECAST
$ 3.419.890
1,893,992
2,010,065
1,942,284
1,947,225
1,951,533
1,947,579
1,942,614
6.13%
County Revenue Sources
1,962,034
1,863,291
-5.03%
State Revenue Sources
4,385,952
4,303,450
-1.88%
Sub-Total
City Non-Revenue
Total Annual Operating Revenue
-3.37%
1,888, 175
1.34%
4,455,001
3.52%
0.25%
1,911,270
1.22%
4,601,071
3.28%
0.22%
1,931,000
1.03%
4,750,723
3.25%
-0.20%
1,958,000
-0.25%
1,986,000
1.40%
4,903,016
1.43%
5,053,812
3.08%
3.21%
8,241,978
440,474
8,176,806
263,050
8,285,460
260,420
8,459,566
256,513
8,633,256
252,666
8,808,595
248,878
8,982,426
245,142
8,682,452
8,439,856
8,545,880
8,716,079
8,885,922
9,057,473
9,227,568
Percentage Change
-2.79%
1.26%
1.99%
1.95%
1.88%
1.93%
Expenditures:
Payroll, Taxes and Benefits
4,579,096
4,756,200
4,932,640
5,075,294
5,235,683
5,387,514
5,569,262
Recurring Monthly Payables
2,116,005
2,435,912
2,447,333
2,466, 165
2,506,456
2,603,212
2,696,645
197,882
194,711
31,200
30,900
30,600
30,300
30,000
410,596
7,303,579
375,300
7,762,123
271,000
7,682,173
329,000
7,901,359
291,000
8,063,739
326,000
8,347,026
294,500
8,590,407
242,517
166, 143
264,000
113,700
265,000
16,250
255,000
16,500
250,000
16,250
245,000
16,250
240,000
16,900
7,712,239
8,139,823
7,963,423
8,172,859
8,329;989
8,608,276
8,847,307
Debt Service Costs
Operating Capital
Total Operating Expenditures
Non-Expenditures:
State Court Remittances
Other
Total Annual Operating Expenditures
Change
Annual Net Cash Flow from Operations
Funds Available from Operations
5.54%
2.63%
1.92%
3.34%
2.78%
970,213
300,033
582,457
543,220
555,933
449,197
3801261
4,765,734
4,607,338
4,442,493
3,724,133
3,386,918
3,790,034
3,800,151
(46,081)
(370,144)
(458,429)
Net Cash Funding for Capital Purchases/Projects
Capital Revenue & Expenditure Schedules Pages 26 & 27
Cash Balances, End of Each Year
-2.17%
4,307,305
(747,302)
3,860,036
(1,261,580)
3,180,913
(893,148)
2,830,985
3,340,837
3,419,890
(640,039)
3,160,112
24
Page 210 of 235
Notes to Capital/Street Improvement Projects - 2015 thru 2020
Note A: These annual property tax allocations for support of street
improvement funding represent the approximate 1% annual increase approved
or expected to be approved by Council. The use of these funds is based upon
Council Resolution No. 2011-18 specifying that any annual 1% increase in
property taxes be allocated for street improvement funding.
Note B: The City's Transportation Benefit District revenue and associated
street improvement projects are funded by proceeds of the $20 Car Tab Fee
revenue for vehicle license renewals of City residents. The City Engineer has
surveyed City streets and developed an annual project listing which has been
approved by Council.
Note C: The French Avenue Re-Construction Project has a number of
funding sources due to its location and character. The project is expected to
be completed in 2015.
Note D: The City has received a Federal "Surface Transportation Planning"
86.5% grant for the preservation project on Valley Mall Parkway from 9th
Street NE to Grant Road, and the traffic signal project at the intersection of 9th
Street NE and Valley Mall Parkway, scheduled for completion in 2015.
Note E: Federal "Surface Transportation Planning" grant funding at 86.5% is
considered likely for stage # 1 of this preservation and enhancement project on
Valley Mall Parkway from 6th Street NE to 9th Street NE, scheduled for
completion in 2020. Stage #2 of this project from 9th Street NE to SR 28 is
scheduled for 2021.
Note F: The Highline Drive Overlay Project from Eastmont to 3rd St. SE is a
high priority for the City and is currently scheduled without grant funding
support.
~----------------------
Page 25
Page 211 of 235
Note G: Federal "Surface Transportation Planning" grant funding at 86.5% is
considered likely for this traffic signal project at the intersection ofHighline
Drive and 3rd Street SE, scheduled for completion in 2017.
Note H: Federal "Surface Transportation Planning" grant funding at 86.5% is
considered likely for this traffic signal project at the intersection of Rock
Island Road and 3rd Street SE, scheduled for completion in 201 7.
Note I: A State "Transportation Improvement Board" grant has been obtained
at an approximate funding rate of 70% to help satisfy the costs for Baker
Avenue from 15th Street NE to Sand Canyon/20th Street NE. Engineering and
Right of Way are scheduled in 2015 and 2016, with construction in 2017.
Note J: A State "Transportation Improvement Board" grant at 85% is
considered likely to help satisfy the costs for the reconstruction of 19th Street
from Baker to Eastmont, scheduled in 2020.
Note K: A State "Transportation Improvement Board" grant at 85% is
considered likely to help satisfy the costs for the preservation overlay from
VMP to Baker on 11th Street NE.
Note L: CDBG Federal funding is considered very likely to provide resources
to construct sidewalks and storm water systems on 5th St. NE from Baker to
Eastmont.
Note M: A State "Transportation Improvement Board" grant at 85% is
considered likely to help satisfy the costs for full reconstruction of 5th Street
NE from Eastmont to the Junior High.
Note N: : A State "Transportation Improvement Board" grant at 85% is
considered likely to help satisfy the costs for a preservation overlay from 9th to
15th streets on Eastmont Avenue.
· · - · - - - - · · · · · · · · - - - · - - - - - - - - Page 26 -··
Page 212 of 235
Note 0: Funding for City Storm Water improvements and projects is received
on a cost reimbursement basis from annual storm water fees paid by the
residents located in the service area of the Greater East Wenatchee Storm
Water Utility, and from grants obtained primarily from the State Department
of Ecology.
,~---,-----~----------
Page 27 _ _,_ _ _ _ _ _
__
__of 235
Page
213
Financial Conclusions
Based upon the estimates and forecasts included in this Plan, and fruition of
the underlying assumptions, the City:
1. Is in a reasonably good financial position to maintain its services and
operations over the forecast period of 2014 thru 2019;
2. Has evaluated the high probability of receiving eight grants totaling
nearly $7.4 million over the period 2015 thru 2020 for eight street reconstruction, street improvement and intersection lighting projects
which are scheduled in this Plan. These eight projects require an
estimated total of $1,250,000 of City matching funds for which the City
forecasts it will have the internal resources to satisfy;
3. Based upon fruition of the assumptions above, the City has available
funds in the form of grants and supporting City monies to complete its
scheduled Capital Projects thru 2020; and
4. Will continue to look for opportunities to bridge possible funding gaps
to address and complete other street and capital projects.
As the legislative body of the City, the Council has the exclusive power and
authority to raise additional revenue through fees or taxes, approve borrowing
transactions including bonded debt, establish reserve funds by ordinance to
support completion of capital projects, and reduce costs through its budgetary
controls in limiting appropriations for spending. The City Council also has
the authority to prompt City public voting initiatives to increase utility fees
above the current 6% level to raise additional revenue.
City Budget Committees have concluded over time that the best financial
management approach for the Council to take is a broad practice of: 1)
regularly enhancing revenues, and 2) managing operating costs to achieve
longer term positive cash flow to meet its obligations. This financial
management approach was developed in reaction to the fact that without a
more direct action plan, revenue growth was not adequate, and would not
..~-~····~--···--
---~
Page 28
Page 214 of 235
continue to be adequate to offset the increasing costs of operations. In the
past, unless prompted by a financial crisis, previous Councils were risk averse
in considering revenue increases. They may now have developed a realization
that purposeful increases in revenues may be the only way to offset the
increase in costs which are beyond their managerial or legislative control.
This is the City's sixth year in completing a Financial Plan that provides a
future financial vision for the City. This vision allows the City Council to
consider and act upon choices that have financial consequences which extend
significantly beyond its statutory traditional one-year annual budgeting cycle.
Obtaining and using this vision effectively is the primary purpose for this
multi-year financial planning tool, providing a reasoned perspective to
evaluate and make financial decisions.
~
Nick A. Gerde
Finance Director
July 10, 2015
Page29 -···
Page 215 of 235
Risk Assessment - Possible Limiting Factors
This Plan includes many financial and operational assumptions about the
future that the City believes are well-reasoned and have a high probability of
occurring within the short-term six-year period of this Plan. Nevertheless, the
Plan should also address those areas of risk that could either limit or prohibit
the financial success or progress of the annual forecasts over its six year term.
Revenues:
As noted earlier in this Plan, the City's largest revenue source is sales tax,
constituting an average of 40o/o of operating revenue annually. Ten retail
establishments in the City produce more than 40% of the City's sales tax
revenue. If any one of the top three would either go out of business or leave
the City, operational adjustments to reduce costs may need to be considered.
Even though the City has not lost a significant business during this recession,
the recession has extended much longer than any federal or state economic
forecasts. In addition, economic factors have not improved sufficiently and
do not currently reflect any consistent improvement trends. Consequently, it
. is difficult to predict if and when the recession will end, creating a higher
probability of business failures.
Property tax revenue is the next largest revenue source for the City at more
than 19% of total City revenue. Over the last fifteen years or so, the City
Council has chosen to not raise the City's portion by the allowable 1%
annually, except over the last three years. That $15,000 plus annual increase
was specifically earmarked for use in support of street improvement projects.
In addition, the economic recession over the last several years has resulted in
the continuing decline in property values nationally, and currently 13% of
residential homes are vacant in the U.S. This means that property tax revenue
may continue to fall as a percentage of total City revenue because of these
factors. Coupled with the decreases in building permit and development
revenues, the City may need to look to other revenue sources to offset these
- - - - - - - - - - - Page 30 - - -
Page 216 of 235
negative financial impacts from declining property values and the depressed
real estate market.
Grant revenue from both the State Transportation Improvement Board (TIB)
and the Federal Surface Transportation Planning (STP) have been the
historical mainstays for the City in providing funds for street improvements
and capital projects. Even though the City had somewhat reduced expectations
for funding through the recession, the City has been fortunate in receiving
significant grants for street projects from both grant sources. As long as the
City can determine the availability of matching funds in the future, we will
continue to be assertive and opportunistic in our requests for grants,
particularly for street improvements.
Expenditures:
The City's highest costs of operations are employee compensation, payroll
taxes and benefits, totaling over 60% of total operating costs. The City
manages the compensation portion of these costs through administration of
bargaining unit contracts and salary administration for non-contract
employees. The areas of cost which the City has little or no control over are
with certain payroll related taxes, pension costs and health insurance. These
costs are now more subject to regulatory changes (increases), particularly
because of the current scope of budget deficits at the State and Federal levels,
as well as the advent of provisions of Obama care. We have allowed for a
certain level of increase in our forecasts, but have no assurance that they will
not increase over historical standards.
Other Risk Factors:
Annexation Growth: As noted in the introduction to this Plan, the City has a
history of growth through annexations, even though the City has no written
plan or specific strategy other than to grow to the West and to the South,
"sometime" in the future. Typically, each annexation is unique in the sense
that each may be different in overall size, mix of residential and commercial
components, population and street miles. The most obvious impact of these
factors within the City is the two departments with the highest number of City
employees, public safety/law enforcement and street maintenance. In addition,
Page31
Page 217 of 235
the financial elements of each annexation may also be different depending
upon the expectations of the County, particularly in the area of previous recent
street re-construction, overlay preservation and their associated costs. As you
review the City's financial history and forecast of operating results through
2020, two factors could be considered. First, the revenue of the City is not
growing as fast or as ratable as its costs. This has been particularly true with
property tax revenue mentioned previously, which is over l 9o/o of the City's
revenue base. Second, the City's operating costs have grown to consume the
bulk of available revenue. Even after adding utility taxes in 2009 which are
expected to contribute $800,000 in budgeted revenue in 2015, costs had risen
previously to require these taxes and have continued to rise. One strategy that
could address both of these issues would be to develop an annexation strategy
and corresponding plan that may provide the necessary long-term
contributions to revenue, while at the same time not including the same or
greater level of operating costs. Note that at a recent and infrequent Council
retreat, annexation planning was discussed related to the "how to use
annexations to better plan for commercial growth which would attract
businesses to locate in East Wenatchee".
LEOFF 1 Medical Costs: The City is responsible for the continuing lifetime
costs of medical care for four retirees covered under the Law Enforcement
Officers and Firefighters Plan 1 (LEOFF 1). The City pays for medical
insurance, as well as reimbursement to these employees for medical costs
which may not be allowed or exceed policy limitations. This reimbursement
process also includes retirees who may be insured thru Medicare. The
medical insurance and reimbursement costs currently total approximately
$60,000 to $70,000 per year. The insurance does not extend to the costs of
long-term care for these retirees, and fortunately, none of them currently
require, or are currently accessing that type of care. The City has found that
certain of these retirees who are on disability are not insurable under available
long-term care policies, and that premiums to cover the other retirees are cost
prohibitive. According to Skilled Nursing Facilities.org, a senior care
resource provider with a nationwide directory of nursing homes, the median
monthly costs of nursing home care in a semi-private room in Washington
State are currently $7,300, or $87,600 per year. Consequently, the City is
- - - - - Page32 - - · - - -
Page 218 of 235
"self-insured" for these potential future costs of long-term care for these
retirees. Currently, the City has not established a reserve or set aside funds
beyond the current budget year appropriation for the specific purpose of prefunding a portion of these potential future costs which could be substantial.
Page 33
Page 219 of 235
Grant Sourcing Strategies
Other than the availability of funding from the sources noted below, the most
crucial factor in grant sourcing strategy is the availability of City funds to
satisfy the matching funds requirements, either at the time of requesting the
grant or reasonable certainty in the future when these programs grant the
requested funds. Agencies expect possible requests for additional funding
after grants have been made. They do not expect or view positively the
situation where a grant has been made, and the City or other requester must
return or decline the funds because of the lack of their financial resources.
Since grants are evaluated and considered in a competitive environment,
grantors expect that their efforts are not viewed casually by the requester.
As reflected in the introduction to this Plan, the City has been historically
active in capital projects that have either been partially funded by grants from
the Federal Government Surface Transportation Planning Department (STP)
and/or the State of Washington Transportation Improvement Board (TIB).
STP funding is typically calculated at a maximum of 86.5% of capital project
costs, with the City's share at 13.5%. TIB State money could be funded as
high as approximately 85% of project costs, or lower depending upon the
rating of the project, with the City's share at a minimum of 15%. In some
cases, these two funding sources have been used in conjunction with each
other, using STP funds to supplement the City's share in a TIB funded project.
The City obtains STP funding thru the Wenatchee Valley Transportation
Council, project request for funding are voted upon by the members of the
Council and WSDOT administers the funds. TIB funds are obtained thru a
competitive bid process with a scoring system and funding requests are
competitively evaluated subject to annual overall funding amounts allocated
to the different types of projects. (See the earlier section on "Capital
Projects").
---···--··-~···--·-----
Page 34
Page 220 of 235
As you may have noted in the Capital Projects section, other grant funding has
been available to the City, including Community Development Block Grants
("CDBG"), Highway Safety Improvement Programs ("HSIP"), Transportation
Alternatives Program ("TAP"), and the Department of Ecology ("DOE").
- - - - - · - - · - - - - · · - - - - - - - - - Page 35
~------
Page 221 of 235
The City has also historically provided funding for capital projects by
borrowing money through two sources; issuing/selling bonds to the public and
borrowing via a Public Works Trust Fund Loan thru a State of Washington
program.
Bonded debt generally involves borrowing a higher amount, has higher
transaction costs, generally gives the City more flexibility on use of the funds,
and could be for a longer pay-back period. For example, the City has issued
bonds to support funding of a number of capital projects over an extended
period to time. The City also issued bonds for the funding to build its current
City Hall. The financial requirements for reserves and the responsibility for
the City to show bond underwriters the future availability of funding to
support debt service are pre-cursors in considering bonds as a means to fund
capital projects. This Plan currently may reflect the financial capacity to
borrow through the use of bonded debt.
A Public Works Trust Fund Loan (PWTF) is used for a specific project that
fits this program. The City has a PWTF loan outstanding that was used to
construct 11th Street and associated storm water improvements. Because of
funding challenges at the State of Washington, the availability of funds under
this program has been inconsistent over the last several years. Recently, after
the extended Legislative session in 2012, significant funding under a "streamlined" application process was made available. Upon staff evaluation and
recommendation to the Mayor and Council, the City filed applications and
obtained approval for loans for projects that would not likely be funded
through grants. Subsequently, the State Legislature "gutted" the entire
appropriation for public works trust fund loans which had approved more than
250 applications state-wide. Since 2012, that State legislative action to rob
peter to pay paul has resulted in no funds allocated to the PWTFL.
- - - - - - - · - - - - - - - - - - - Page 36 - ·
Page 222 of 235
Reserve Development & Funding Strategies
The City currently and historically creates and accounts for certain reserved
funds, and has actively evaluated the need for reserves on a de-facto basis
whenever grant funding and/or debt funding has been planned or
accomplished. In certain and regular fund accounting, the City is required to
segregate revenue that can only be used for specific purposes. In some cases,
the segregated revenue is used for operational purposes (motor vehicle fuel
tax for street maintenance, local criminal justice funds for law enforcement,
etc.), and in the case of real estate excise tax, the funds are generally specified
for use in street improvements, so they are receipted into a specified fund used
for that purpose. The City also has evaluated and discussed its need for an
"operating cash reserve" to insure that it can cover the ebb and flow of
revenue receipt and contingencies for unexpected financial obligations. This
was particularly important in late 2008 when the City had nearly exhausted its
funds in completing capital projects that had exceeded original estimates. The
City has also entered into transactions on the sale of property where the
Council has designated a specific purpose for the proceeds. The recent
example was the sale of the Colorado A venue property when the Council
designated the proceeds for use in the building improvements of the house on
the southeast comer of the City Hall property for conversion to offices and
storage for the Police Department.
Based upon this "varied" City history, and now that the City has embraced a
more formal financial planning process, we will be better prepared to
evaluate, develop and formalize reserve strategies for specific purposes. Even
though the financial forecasts in this Plan may not reflect significant levels of
annual operating cash flow, the following reserve strategies are expected to be
considered annually by the City's Budget Committee and perhaps to the City
Council as strategies are developed:
Page 223 of 235
Operating Cash Flow Reserve: This reserve is probably the most common
sense issue in managing the City's normal and usual month to month cash
flow. Generally, operating expenditures vary very little, but operating
revenue can vary substantially because of the twice annual receipt of property
taxes and quarterly receipt of some revenue sources. Most cities nail this
reserve down because they do not want to risk missing a payroll or not
meeting a regular known obligation. There are differences of opinion about
how to measure this reserve, whether it is a percentage of cash flow or an
absolute amount. For example, the City of Wenatchee defines it as 14% of
budgeted annual cash out flow in their General Fund. Other cities measure it
as "two months cash flow" (16.7%) or even "three months cash flow" (25%).
At the current level of annual recurring expenditures in the City's General
Fund and Street Fund (approximately $8,048,000 for 2014), the City's
operating reserve at the 14% level could be approximately $1,127,000. Once
an annual City budget is conformed to a monthly cash flow plan where the
monthly net cash flow and monthly cash balances are measured, the
appropriate amount or level of this reserve becomes clearer. As reflected on
the cash flow forecast at page 25, the City's un-committed balances far exceed
the 2014 calculated amount.
Street Preservation Reserves: The City has established a Transportation
Benefit District (TBD) and authorized the collection of a $20 car tab fee
beginning in 2013. As noted in the Operating Cash Flow Forecast on page 26
of this Plan, the City received over $216,000 in 2014 in proceeds from this
fee. As a requirement of establishing the TBD, the City has developed a six
year residential street improvement project list that will use the equivalent
amount of funds received in fees for completion of these projects. The TBD
revenue and estimated costs for these projects are included in this Plan as
noted in the Capital Projects schedules.
This year, City's Budget Committee, established a pre-funding plan for the
acquisition of street and police department vehicles and equipment. A study
is underway as a basis of determining the annual funding needs over the term
of the Financial Plan to allow for consistent allocation of sufficient annual
amounts in the annual budget process to satisfy these needs. The City had
· - - - · - - - - - - - - · - - - - - - P a g e 38 - - - - -
Page 224 of 235
previously established an ER&R Fund (Equipment Repair and Replacement)
according to RCW 35.21.088 to account for these activities. We expect that
2015 is the initial year of this pre-funding plan.
Debt Service Reserve: The City would establish this reserve if and when the
decision was made that the City would be borrowing for satisfaction of
funding for street preservation, street re-construction or other capital projects.
Essentially, bond underwriters frequently require that a reserve be established
and funded prior to a financing to reflect the ability of the City to make debt
payments without the necessity to fund payments out of current revenues.
The amount of this reserve generally amounts to two to three year debt service
payments.
- - - - - - - - - - - - Page 39
Page 225 of 235
Page 226 of 235
Additional Information
Page 227 of 235
Page 228 of 235
Page 229 of 235
Page 230 of 235
Page 231 of 235
Page 232 of 235
Page 233 of 235
Page 234 of 235
Please join
Frontier Communications
and General Manager Steve Sandman for a
celebration dinner honoring
Wenatchee / East Wenatchee, Washington
As A Quarterfinalist in the
America’s Best Communities Contest
6 p.m. – Wednesday, August 12, 2015
Chateau Faire Le Pont Winery
1 Vineyard Way – Wenatchee, WA 98801
Wenatchee / East Wenatchee is one of 50 communities to advance into
the quarterfinals of America’s Best Communities, a $10 million
competition to revitalize small towns and rural communities. With our
victory in the first round of the competition, our community was awarded
$50,000. With your help, we’ll be a top contender for the $3 million
grand-prize investment.
PLEASE RSVP NO LATER THAN AUGUST 6TH TO
STEVE SANDMAN
EMAIL: [email protected]
Page 235 of 235

August 11, 2015 - City of East Wenatchee

Transcription

Similar documents

Hanson Homes, LLC

wenatcheeworld_empirepress_a - 15

Versatile pianist Roger Williams dies of cancer at 87

Cherry Creek Radio Wenatchee

About WVC - Wenatchee Valley College

Milestones - The Wenatchee World

05/26/15 Minutes - Wenatchee School District 246

2016 Wenatchee Valley Sportsmen Show

physician owned and directed - Wenatchee Valley Medical Center