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Joint Agenda Packet 05/20/2019
JOINT MEETING Port Angeles City Council and the Clallam County Commission City Hall, 321 East Fifth Street May 20, 2019 Special Meeting 5 p.m. to 7 p.m. A. Call to Order - Special Meeting at 5:00 p.m. B. Roll Call —City Council and County Commission Pledge of Allegiance — Mayor to call on a member to lead the Pledge of Allegiance Welcome / Opening Remarks by Mayor Bruch and Commissioner Chair Mark Ozias C. Public Comment — (5:00 — 5:10 p.m.) The Council and Commission desire to allow the opportunity for Public Comment. However, the business of the meeting must proceed in an orderly, timely manner. At its most restrictive, Public Comment shall be limited to a total of 15 minutes for the Public Comment period and shall be limited to today's agenda items. Individuals may speak for three minutes or less, depending on the number of people wishing to speak. If more than 20 people are signed up to speak, each speaker may be allocated two minutes (Council Rules of Procedure Section 12). D. Joint Agenda topics - The Council and Commission may collectively decide what order the agenda items are to be discussed. Topics may include: 1. PA Housing Assessment (5:10 — 5:15 p.m.) 2. Homelessness Task Force / Presentation by Mary Hogan (5:15 — 5:30 p.m.) 3. Review of the 2060 and 2163 Homeless Funding Streams (5:30 — 5:40 p.m.) ........................................ D-1 4. Improved Regional Coordination of Housing and Homeless Issues Discussion (5:40 — 6:40 p.m.) 5. State and Federal Revenue Performance (6:40 — 6:50 p.m.) 6. Emergency Operations Center Relocation Discussion (6:50 — 6:55 p.m.) 7. Tourism Plan Discussion (6:55 — 7:00 p.m.)............................................................................................ D-27 E. Adjournment at 7:00 p.m. 5/9/2019 RCW 36.22.178: Affordable housing for all surcharge—Permissible uses. RCW 36.22.178 ° b too Affordable housing for all su charge—Permissible uses. S►� (AVI J J "' CHANGE IN 2019 ` (SEE 1980.SL) """ The surcharge provided for i this section shall be named the affordable housing for all surcharge. (1) Except as provided in subsection (3) of this section, a surcharge of thirteen dollars per instrument shall be charged by the ounty auditor for each document recorded, which will be in addition to any other charge authorized by law. The county may retain up to five percent of these funds collected solely for the collection, administration, and local distribution of these funds. Of the remaining funds, forty percent of the revenue generated through this surcharge will be transmitted monthly to the state treasurer who will deposit: (a) The portion of the funds attributable to ten dollars of the surcharge into the affordable housing for all account created in RCW 43.185C.190. The department of commerce must use these funds to provide housing and shelter for extremely low-income households, including but not limited to housing for victims of human trafficking and their families and grants for building operation and maintenance costs of housing proje is or units within housing projects that are affordable to extremely low-income households with incom s at or below thirty percent of the area median income, and that require a supplement to rent income to cover ongoing operating expenses; and (b) the portion of the funds attributable to three dollars of the surcharge into the landlord mitigation program account created in RCW 43.31.615. (2) All of the remaining funds generated by this surcharge will be retained by the county and be deposited into a fund that must be used by the county and its cities and towns for eligible housing activities as described in this subsection that serve very low-income households with incomes at or below fifty percent of the area median income. The portion of the surcharge retained by a county shall be allocated to eligible housing activities that serve extremely low and very low-income households in the county and the cities within a county according to an interlocal agreement between the county and the cities within the county consistent with countywide and local housing needs and policies. A priority must be given to eligible housing activities that serve extremely low-income households with incomes at or below thirty percent of the area median income. Eligible housing activities to be funded by these county funds are limited to: (a) Acquisition, construction or rehabilitation of housing projects or units within housing projects that are affordable to very low-income households with incomes at or below fifty percent of the area median income, including units for homeownership, rental units, seasonal and permanent farmworker housing units, units reserved for victims of human trafficking and their families, and single room occupancy units; (b) Supporting building ope ` tion and maintenance costs of housing projects or units within housing projects eligible to receive housing trust funds, that are affordable to very low-income households with incomes at or below fifty percent of the area median income, and that require a supplement to rent income to coveongoing operating expenses; (c) Rental assistance vouchers for housing units that are affordable to very low-income households with incomes at or below fifty percent of the area median income, including rental housing vouchers for victims of human trafficking and their families, to be administered by a local public housing authority or other local organization that has an existing rental assistance voucher program, consistent with or similar to the United States (department of housing and urban development's section 8 rental assistance voucher program standards; and (d) Operating costs for emergency shelters and licensed overnight youth shelters. (3) The surcharge imposed in this section does not apply to assignments or substitutions of previously recorded deeds of trust. https:/Iapp .g(r/11't ;;19etgt.aspx?cite=36.221.178 � � � 112 5/9/2019 RCW 36.22.178: Affordable housing for all surcharge—Permissible uses. [ 2018 c 66 § 5; 2011 c 110 § 1; 2007 c 1427 § 1; 2005 c 484 § 18; 2002 c 294 § 2.1 NOTES: Findings—Conflict with federal requirements—Effective date -2005 c 484: See RCW 43.185C.005, 43.185C.901, and 43.1850.902. Findings -2002 c 294: "The legislature recognizes housing affordability has become a significant problem for a large portion ol� society in many parts of Washington state in recent years. The state has traditionally focused its resources on housing for low-income populations. Additional funding resources are needed for building operation and maintenance activities for housing projects affordable to extremely low-income people, for example farmworkers or people with developmental disabilities. Affordable rents for extremely low-income people are not sufficient to cover the cost of building operations and maintenance. In additio Iresources are needed at the local level to assist in development and preservation of affordable low-income housing to address critical local housing needs." [ 2002 c 294 § 1.] May 202019 D - 2 https://app.leg.wa.gov/RCWlldefault.aspx?cite=36.22.178 212 61912019 RC N 36.22.179: Surcharge for local homeless housing and assistance—Use. RCW 36.22.179 21 io 3 Surcharge for local homeless housing and assistance—Use. OperA:�Iw.y,1 *** CHANGE IN 2019 *** (SEE 1980.SL) **' (1) In addition to the surcharge authorized in RCW 36.22.178, and except as provided in subsection (3) of this section, an additional surcharge of sixty-two dollars shall be charged by the county auditor for each document recorded, which will be in addition to any other charge allowed by law. Except as provided in subsection (4) of this section, the funds collected pursuant to this section are to be distributed and used as follows: (a) The auditor shall retain two percent for collection of the fee, and of the remainder shall remit sixty percent to the county to be deposited into a fund that must be used by the county and its cities and towns to accomplish the purposes of chapter 484, Laws of 2005, six percent of which may be used by the county for the collection and local distribution of these funds and administrative costs related to its homeless housing plan, and the remainder for programs which directly accomplish the goals of the county's local homeless housing plan, except that for each city in the county which elects as authorized in RCW 43.1850.080 to operate its own local homeless housing program, a percentage of the surcharge assessed under this section equal to the percentage of the city's local portion of the real estate excise tax collected by the county shall bei transmitted at least quarterly to the city treasurer, without any deduction for county administrative costs, for use by the city for program costs which directly contribute to the goals of the city's local home ess housing plan; of the funds received by the city, it may use six percent for administrative costs for its homeless housing program. (b) The auditor shall remit the remaining funds to the state treasurer for deposit in the home security fund account to be used a� follows: (i) The department may used twelve and one-half percent of this amount for administration of the program established in RCW 43.185C.020, including the costs of creating the statewide homeless housing strategic plan, measuring performance, providing technical assistance to local governments, and managing the homeless housing grant program. (ii) The remaining eighty-seven and one-half percent of this amount must be used as follows. (A) At least forty-five percent must be set aside for the use of private rental housing payments; and (B) All remaining funds are to be used by the department to: (1) Provide housing and she ter for homeless people including, but not limited to: Grants to operate, repair, and staff shelters; rants to operate transitional housing; partial payments for rental assistance; consolidated emergency assistance; overnight youth shelters; grants and vouchers designated for victims of human trafficking and their families; and emergency shelter assistance; and (ll) Fund the homeless housing grant program. (2) A county issuing generaM obligation bonds pursuant to RCW 36.67.010, to carry out the purposes of subsection (1)(a) of this section, may provide that such bonds be made payable from any surcharge provided for in subsection (1)(a) of this section and may pledge such surcharges to the repayment of the bonds. (3) The surcharge imposed in this section does not apply to (a) assignments or substitutions of previously recorded deeds of trust, ,(b) documents recording a birth, marriage, divorce, or death, (c) any recorded documents otherwise exempted from a recording fee or additional surcharges under state law, (d) marriage licenses issued by the county auditor, or (e) documents recording a state, county, or city lien or satisfaction of lien. (4) Ten dollars of the surcharge imposed under subsection (1) of this section must be distributed to the counties to carry out the purposes of subsection (1)(a) of this section. (5) For purposes of this sec ion, "private rental housing" means housing owned by a private landlord and includes housing owned by a nonprofit housing entity. Ma 20 2019 D - 3 https://app.log.� gov/rc`w/default. aspx?cite=36.22. 79 1/2 5/9/2019 RCW 36.82.179: Surcharge for local homeless housing and assistance—Use. [2018c85§2; 20173rd sp.s.c16§5;2014c200§1;2012c90§1; 2011c110§2; 2009c462§ 1; 2007 c 427 § 4; 2005 c 484 § 9.] NOTES: Intent—Short title -2018 c 85: See notes following RCW 43.185C.045. Findings—Conflict with federal requirements—Effective date -2005 c 484: See RCW 43.185C.005, 43.185C.901, and 43.1850.902. May 20, 2019 D - 4 haps:llapp.leg.wa.gov/rcw/default.aspx?cite=36.22.179 212 Item Summary:* AGENDA ITEM SUMMARY (Must be submitted NLT 3PM Wednesday for next week agenda) Department: Health & Human Services WORK SESSION ❑ Meeting Date: January 28, 2019 REGULAR AGENDA ® Meeting Date: February 5, 2019 Required Originals Approved and Attached? ❑ Will be provided on: ❑ Call for Hearing ❑ Contract/Agreement/MOU** Contract # ❑ Resolution ❑ Proclamation ❑ Budget Item ❑ Draft Ordinance ❑ Final Ordinance ® Other 2019 HTF Funding Proposals Documents exempt from public disclosure attached: ❑ Executive Summary: The attached report was submitted to the full Homelessness Task Force on January 15, 2019 after the 2019 — 2021 RFP Review Committee recommended the attached allocations. The full Homelessness Task Force has reviewed these recommendations and has requested these recommendations be forwarded to the BOCC for their approval. If these recommendations are approved by the BOCC, Clallam County Health and Human Services will develop statements of work and contracts for final BOCC approval. 2019 HTF RFP recommendations are in the amount of $1,250,000. Budgetary Impact:(is there a monetary impact? If so, are funds for this already allocated or is a budget change necessary? If this is a contract and a budget change is necessary, the budget change form must be submitted with the item at work session and for the regular agenda) If a budget Action is required, has it been submitted and a copy attached? ❑ Funds are in the 2019 — 2021 HTF Budget. Recommended Action: (Does the Board need to act? If so, what is the department's recommendation?) Please approve. County Official Signature: Date Submitted: January 22, 2019 * Submit original and 5 copies ** Submit 3 originals and 5 copies Questions? Call Loni Gores, Clerk of the Board, ext 2233 D 3 3 2019 RFP Recommendations Revised: 2013 May 20, 2019 D - 5 January 1, 2019 — June 30, 2021 Affordable Housing & Homeless Housing and Assistance Funds Request for Proposal Summary and Application May 20, 2019 Page 1 of 20 D - 6 January 1, 2019 — June 30, 2021 Clallam County Homelessness Program Funding Instructions and Application Clallam County Health and Human Services Department is requesting proposals for Affordable Housing (2060) and Homeless Housing and Assistance Funds (2163). Funding will be available for the period January 1, 2019 — June 30, 2021 as follows: Affordable Housing (2060): January 1, 2019 — December 31, 2019 $85,000 January 1, 2020 — December 31, 2020 $85,000 January 1, 2021 — June 30, 2021 $42,500 Homeless Housing and Assistance Funds (2163): January 1, 2019 — December 31, 2019 $500,000 January 1, 2020 — December 31, 2020 $500,000 January 1, 2021 — June 30, 2021 $250,000 Funding must be requested and used within each funding cycle. There is no carry over of unused funds into the next funding year. Each proposal requires a budget completed for EACH funding period. For example, if you have a proposal for the entire 2.5 years, you must submit 3 budgets (one for each period as outlined above). Grantees will be required to submit project progress and evaluation reports on a quarterly basis (every 3 months). Proposal Deadline: FRIDAY, DECEMBER 14, 2018 (a),3:00 P.M. Sealed proposals must be clearly marked on the outside of the envelope, "PROPOSAL — Affordable Housing and Homeless Housing and Assistance Funds." Mailing address for proposal is Board of Clallam County Commissioners; 223 East 4th Street; Suite 4; Port Angeles, WA 98362. Hand -delivered packets can be delivered to the Commissioners' Office at the Clallam County Courthouse; 223 East 4th Street; Room 150; Port Angeles, WA. Proposals MUST be received by 3:00 pm on FRIDAY, DECEMBER 14, 2018 whether by mail or hand -delivery. Late proposals will not be accepted. Submittals made in an incorrect format will not be considered. All responses to this Request for Proposal should be submitted on the provided application form. Nine (9) completed hard copy applications are required to be submitted and an electronic PDF version of the proposal should be e-mailed to Tim Bruce, at tbruce2co.clallam.wa.us. The following should be in the subject line: "Proposal — Housing and Homelessness Services." May 20, 2019 Page 2 of 20 D - 7 It is very important that your application is complete, signed, is for an eligible activity, and conforms to all program requirements. Applications not meeting all of the requirements will not receive consideration for funding. REQUEST FOR PROPOSAL (RFP) TIMELINE Clallam County Homelessness Program Funding Date Activity October 2, 2018 HTF Advisory Committee Meeting — Priorities Confirmed October 31, 2018 RFP Released December 14, 2018 Proposals due to Board of Commissioners by 3:00 pm December 18, 2018 Proposals opened and accepted at BOCC Meeting January 9, 2019 RFP Review Committee interviews agencies regarding submitted proposals. Rating sheets completed/finalized. Preliminary recommendations made. January 15, 2019 Homeless Task Force Committee Meeting. Recommended Proposals on Agenda for Approval. January 22, 2019 Work Session with BOCC for funding recommendations January 22, 2019 BOCC regular meeting. BOCC acts on recommendations Contracts to County Prosecutor for approval if required Contracts to Providers and returned to HHS for signatures January/February, 2019 BOCC Work Session/regular meeting for contract final approval Note —All dates are subject to change — Updated October, 2018 Definition of "Homeless" for Affordable Housing and Homeless Housing and Assistance Funds: The legislation defines a homeless person as: "... an individual living outside or in a building not meant for human habitation or which they have no legal right to occupy, in an emergency shelter, or in a temporary housing program which may include a transitional and supportive housing program if habitation time limits exist. This definition includes people who abuse substances, are mentally ill, and sex offenders who are homeless." May 20, 2019 Page 3 of 20 D - 8 Who is Eligible for Services under these Funds? Persons meeting the definition of homeless under the legislation (see above) and persons at -risk of homelessness such as: • Persons being evicted within a week from a private dwelling unit or leaving an institution, such as a mental health or substance abuse treatment facility or a jail/prison with no subsequent residence identified and lacking the resources needed to obtain housing; • Persons fleeing domestic or family violence with no subsequent safe residence identified and lacking the resources needed to obtain such housing; • Persons living on the streets or in emergency shelter but are spending a short time (up to 30 consecutive days) in a hospital or other institution; • Persons who would otherwise be living on the streets or in an emergency shelter. AFFORDABLE HOUSING FUNDS In 2002, the State Legislature enacted SHB 2060 [RCW 36.22.178], an Act relating to funds for operating and maintenance of low-income housing projects and for innovative housing demonstration projects. The Clallam County Commissioners have named this fund the Clallam County Affordable Housing Fund. The County Commissioners will make all final funding decisions. Applicants must be 501(c)(3) agencies, for-profit entities, a public housing authority or governmental entity. Grantees are required to submit project progress and evaluation reports on a quarterly basis (every 3 months). Affordable Housing funds are available for the periods below: January 1, 2019 — December 31, 2019; January 1, 2020 — December 31, 2020; and January 1, 2021 — June 30, 2021. Although your project/proposal can expand the entire two and a half year period, budgets must be submitted for each funding cycle. Unspent funds in one funding cycle will not carryover to the next cycle. Permissible Uses of Funding Funding must be distributed for programs and services as written in the local homeless housing plan htlp://www.clallam.net/HHS/HTF/index.html or as outlined in SHB 2060 (RCW 36.22.178) which are: Eligible activities: a. Acquisition, construction, or rehabilitation of housing projects or units within housing projects that are affordable to very -low income persons with incomes at or below fifty percent of the area median income; b. Supporting building operating and maintenance costs of housing projects or units within housing projects eligible to receive Washington State Housing Trust Funds, that are affordable to very low-income persons with incomes at or below fifty percent of the area median income, and that require a supplement to rent income to cover ongoing operating expenses; c. Rental assistance vouchers for housing projects or units within housing projects that are affordable to very low-income persons with incomes at or below fifty percent of the median income, to be administered by a local public housing authority or other local May 20, 2019 Page 4 of 20 D - 9 organization that has an existing rental assistance voucher program, consistent with or similar to the United States Department of Housing and Urban Development's Section 8 rental assistance voucher program standards; d. Operating costs for emergency shelters and licensed overnight youth shelters; Funds generated by SHB 2060 [RCW 36.22.178] may not be used for salaries and benefits. Additionally, these funds cannot be used for construction of new housing if at any time the vacancy rate for available low-income housing within the county rises above 10%. HOMELESS HOUSING AND ASSISTANCE FUNDS In 2005, the State Legislature enacted ESSHB 2163, an Act relating to funds for addressing local homelessness by providing housing, supportive services and homeless prevention. In subsequent years, including 2018, other bills added additional funding. See RCWs 36.33.179 and RCW 36.22.1791. The Clallam County Commissioners have named this fund the Homeless Task Force Fund. The County Commissioners will make all final funding decisions. Applicants must be 501(c)(3) agencies, for-profit entities, a public housing authority or governmental entity. Grantees are required to submit project progress and evaluation reports on a quarterly basis (once every 3 months). Homeless Housing and Assistance funds are available for the periods below: January 1, 2019 — December 31, 2019; January 1, 2020 — December 31, 2020; and January 1, 2021 — June 30, 2021. Although your project/proposal can expand the entire two and a half year period, budgets must be submitted for each funding cycle. Unspent funds in one funding cycle will not carryover to the next cycle. Permissible Uses of Funding Local governments are given wide latitude covering the use of funds for any activity that can be tied to reducing and/or preventing homelessness, if it is explicitly included in the most recent local homeless plan htlp://www.clallam.net/HHS/HTF/index.html and as outlined in ESSHB 2163 and ESSHB 1570 (RCW 36.33.179 and RCW 36.33.1791): Eligible activities: a. Rental and furnishing of dwelling units for the use of homeless persons. b. Costs of developing affordable housing for homeless persons, and services for formerly homeless individuals and families residing in transitional housing or permanent housing and still at risk of homelessness. c. Operating subsidies for transitional housing or permanent housing serving formerly homeless families or individuals. d. Services to prevent homelessness, such as emergency eviction prevention programs including temporary rental subsidies to prevent homelessness. e. Temporary services to assist persons leaving state institutions and other state programs to prevent them from becoming or remaining homeless. f. Outreach services for homeless individuals and families. g. Development and management of local homeless plans including homeless census data collection; identification of goals, performance measures, strategies, and costs and evaluation of progress towards established goals; May 20, 2019 Page 5 of 20 D - 10 h. Rental vouchers payable to landlords for persons who are homeless or below thirty percent of the median income or in immediate danger of becoming homeless. i. Ober activities to reduce and prevent homelessness as identified for funding in the local plan. Priorities for Funding: The permissible uses of funding are listed above. However, as funding requests are almost always significantly above the available funding, the Homelessness Task Force has set the following PRIORITIES in funding for January 1, 2019 — June 30, 2021: 1. Coordinated Entry: Coordinated Entry is a process by which homeless assistance is allocated as effectively as possible and is easily accessible to all homeless persons. Coordinated Entry is a requirement of the U.S. Department of Housing and Urban Development (HUD) for all Continuum of Care (CoC) and Emergency Solutions Grant (ESG) Program recipient agencies. In the CoC Program Interim Rule, HUD defines coordinated entry, which is also referred to by HUD as a centralized or coordinated assessment system: "A centralized or coordinated process designed to coordinate program participant intake assessment and provision of referrals. A centralized or coordinated assessment system covers the geographic area [encompassed by the CoC], is easily accessed by individuals and families seeking housing or services, is well advertised, and includes a comprehensive and standardized assessment tool." For additional information on coordinated entry, including the qualities of effective coordinated entry systems, applicants may review HUD's guidance on the HUD Exchange website (available at https://www.hudexchan _ eg info/programs/coc/toolkit/responsibilities-and- duties/#coordinated-entry ). 2. Shelters: Literally, roofs over the heads of individuals. Specifically, low barrier housing where a minimum number of expectations are placed on people who wish to live there. The aim is to have as few barriers as possible to allow more people access to services. Low -barrier facilities follow a harm reduction philosophy and includes people with more complex needs and multiple challenges when it comes to housing, such as mental illness(es), addiction(s), other conditions or disabilities, justice -system histories, etc. May also include but not be limited to shelters addressing the needs of families, women, veterans, and domestic violence. 3. Support Services: Services in addition to housing which support or assist individuals and families to obtain and maintain housing. These services vary and can include but are not limited to: Life skills training: income management, job training, medication management, Medical/ dental care, mental health, substance use rehabilitation programs and Case management Applicant Eligibility: This RFP is seeking interested providers, both public and private, with applicable experience and infrastructure to provide Homelessness Services within Clallam County. May 20, 2019 Page 6 of 20 D - 11 Period of Performance: Funding under this grant program is allocated for a 30 month period. The period of performance for services solicited under this RFP begins January 1, 2019 and ends June 30, 2021. Carryover of unspent funds into the next program year is not permissible. In addition, initial funding is not an assurance or guarantee of ongoing operational funding after the contract period. Proposers are cautioned not to assume a commitment to future funding based on the receipt of funds in prior years. Guiding Principles for all Applicants: • Proposals must be consistent with the guiding principles of the most recent local homeless plan or eligible activities outlined in the relevant legislation and the local Homeless Task Force priorities. • Be as specific as possible in stating goals, objectives, expected results, deliverables, etc. It is expected that there will be considerably more requests for funds than there are funds available. Therefore, conciseness and clarity of description are essential. • Projects will be judged in part on whether goals are realistic within the time -frame of the grant, whether they have concise quantitative (measurable) outcomes, and whether there is a good method for evaluating those outcomes. • The organization must have the capacity to operate the proposed program. • Data involving services delivered to individuals must be submitted to the Homeless Management Information System (HMIS). If you are not using the HMIS, a mechanism must be devised to ensure that data is collected for input into the system. • The program must provide services only within Clallam County boundaries. • Applicants that have received prior Affordable Housing and/or Homeless Housing and Assistance Funds must be current on all annual reporting forms in order to be eligible to receive 2019-2021 funds. • Grantees will be required to submit quantitative progress data reports on a quarterly (every 3 months) and a closeout report at the end of the funding period will be required no later than July 31, 2021. Failure to submit timely reports/progress data will result in holding or non-payment of funds. These reports should include a comparison of outcomes to date with those initially proposed, and total number of individuals served in the contract period. A fiscal and programmatic monitoring visit may be conducted by the County during any project year. Provider will make all documents and required files available for review. • Funding in previous years is no assurance of success in this funding cycle. • A subcommittee of the Clallam County Homelessness Task Force will review all proposals and make recommendations to the County Commissioners. The Commissioners will make all final funding decisions. Audit Requirement: Applicants must submit (one copy per applicant) their most recent financial audit report, including any "Management Letter" and/or all other correspondence referred to in the audit report, along with the applicant's response to the audit and corrective action plan, if any. If applicant has not been audited within the last two (2) years, a certified "Current Financial Statement" must be submitted in lieu of an audit report. Insurance Requirement: Awardees will be required to meet all of the County's insurance requirements, which are included as Attachment A to this RFP. May 20, 2019 Page 7 of 20 D - 12 ATTACHMENT A CLALLAM COUNTY INSURANCE REQUIREMENTS The Contractor shall purchase and maintain such insurance as will provide protection from claims set forth below which may arise out of or result from Contractor's operations under this Agreement whether such operations be by the Contractor or by any Subcontractor or by anyone directly or indirectly employed by any of them, or by anyone for whose acts any of them may be liable: A. Claims under Workers' Compensation, disability benefit and similar employee benefit acts which are applicable to the work to be performed. B. Claims for damages because of bodily injury, occupational sickness or disease, or death of employees under any applicable employer's liability law. C. Claims for damages because of bodily injury or death of any person other than employees. D. Claims for damages insured by usual personal injury liability coverage. E. Claims for damages because of injury to or destruction of tangible property, including loss of use therefrom. F. Claims for damages because of bodily injury or death of any person or property damage arising out of the ownership, maintenance or use of any motor vehicle. The requirements of this section shall not limit Contractor's responsibility to defend and/or indemnify and/or hold harmless under Section 14 of this Agreement. 1. COVERAGE FORMS a. With respect to Workers' Compensation insurance in the state of Washington, the Contractor shall secure its liability for industrial injury to its employees in accordance with the provisions of Title 51 of the Revised Code of Washington. If the Contractor is qualified as a self -insurer in accordance with Chapter 51.14 of the Revised Code of Washington, the Contractor shall so certify by a letter signed by a corporate officer. Such letter shall set forth the limits of any excess insurance covering its employees. With respect to the performance of this Agreement as to claims against the County, its officers, elected and appointed officials, employees, agents, and volunteers, the Contractor expressly waives its immunity under RCW, Title 51, the Industrial Insurance Act, for injuries to its employees and agrees that the obligations to defend, indemnify and hold harmless provided in this Agreement extend to any claim brought by or on behalf of any employee of the Contractor. The County, its officers, elected and appointed officials, employees, agents and volunteers shall be named as additional insureds. As with other provisions of this Agreement, this provision was mutually negotiated between the parties to this Agreement. General Liability insurance shall be written on an insurance industry standard Commercial General Liability Occurrence policy form, and shall provide insurance for bodily injury and property damage liability to include the following: premises and operations; blanket contractual liability insuring obligations assumed under this section; explosion, collapse and underground hazard perils; broad form property damage; and personal injury liability. In addition, the following coverage extensions shall also be included: Amendment of Contractual Liability for Personal Injury Liability, Per Project Aggregate limits, and Stop Gap Employers Liability. May 20, 2019 Page 8 of 20 D - 13 The County, its officers, elected and appointed officials, employees, agents and volunteers shall be named as additional insureds with respect to work performed by or for Contractor on behalf of the County. Contractor's General Liability insurance shall be primary with respect to the County, and any third party liability coverage maintained by the County shall be excess and non-contributory with respect to Contractor's insurance. C. If automobiles are used in the rendering of services, auto liability insurance shall be written on an insurance industry standard Business Auto Liability policy form or equivalent. Covered autos shall be designated as "Symbol 1" - Any Auto. The County, its officers, elected and appointed officials, employees, agents and volunteers shall be named as additional insureds on the policy. Errors and Omissions liability insurance, providing coverage for claims for professional acts, errors or omissions arising out of services performed by Contractor, shall be written on a Professional Liability policy form appropriate to the Contractor's profession. Contractor shall maintain professional liability coverage for a period of at least thirty-six months following completion of Contractor's work. If such policy is written on a claims made form, the retroactive date shall be prior to or coincidental with the date of this Agreement. The policy shall state that coverage is provided on a claims made coverage basis, and shall also state the retroactive date. 2. Contractor's liability insurance, as required by subparagraphs above shall be written for not less than the following limits of liability: a. Workers' Compensation Statutory Bodily Injury including Death by Accident or Disease b. Stop Gap Employers' Liability $1,000,000 Bodily Injury including Death by Accident - Each Accident $1,000,000 Bodily Injury including Death by Disease - Policy Limit $1,000,000 Bodily Injury including Death by Disease — Each Employee c. General Liability - Bodily Injury, Personal Injury & Property Damage $2,000,000 General Aggregate $2,000,000 Products and Completed Operations Aggregate $1,000,000 Personal Injury $1,000,000 Each Occurrence d. Automobile Liability $1,000,000 Bodily Injury including Death and Property Damage - Per Accident e. Professional Liability $ 2,000,000 Per Occurrence $ 2,000,000 Annual Aggregate or $ 1,000,000 Per Occurrence $ 3,000,000 Annual Aggregate 3. Certificates of Insurance evidencing the above coverages that identify the County as an additional insured must be filed with the County prior to commencement of the work. Such May 20, 2019 Page 9 of 20 D - 14 certificates shall state that the County, its officers, elected and appointed officials, employees, agents and volunteers have been named as additional insureds on all the liability policy forms, and that the general liability policy provides primary coverage as respects the County and any third party liability coverage maintained by the County shall be excess and non-contributory with respect to Contractor's insurance. In addition, such certificates shall provide the County with 30 days prior written notice in case of cancellation or non -renewal, except 10 days for non-payment of premium. Acceptance by the County of deficient evidence of insurance does not constitute a waiver of contract requirements as provided by the conditions of this contract Agreement. The County may, upon the Contractor's failure to comply with all provisions of this contract relating to insurance, withhold payment or compensation that would otherwise be due to the Contractor. If the proof of insurance or certificate indicating the County is an "additional insured" to a policy obtained by the Contractor refers to an endorsement (by number or name) but does not provide the full text of that endorsement, then it shall be the obligation of the Contractor to obtain the full text of that endorsement and forward that full text to the County within 30 days of the execution of the contract. May 20, 2019 Page 10 of 20 D - 15 APPLICATION REQUIREMENTS All responses to this Request for Proposal should be submitted on the provided application form. Nine (9) completed hard copy applications are required to be submitted and an electronic PDF version of the proposal should be e-mailed to Tim Bruce, at tbrucekco.clallam.wa.us. The following should be in the subject line: "Proposal — Housing and Homelessness Services." It is very important that your application is complete, signed, is for an eligible activity, and conforms to all program requirements. Applications not meeting all of the requirements will not receive consideration for funding. Complete all parts of the application form and answer all questions on the application. Incomplete applications will not be accepted and will not receive funding consideration. Application submittals are limited to the number of pages allowed. Proposal Deadline: FRIDAY, DECEMBER 21, 2018 (d),3:00 P.M. Sealed proposals must be clearly marked on the outside of the envelope, "PROPOSAL — Affordable Housing and Homeless Housing and Assistance Funds." Mailing address for proposal is Board of Clallam County Commissioners; 223 East 4th Street; Suite 4; Port Angeles, WA 98362. Hand -delivered packets can be delivered to the Commissioners' Office at the Clallam County Courthouse; 223 East 4th Street; Room 150; Port Angeles, WA. Proposals MUST be received by 3:00 p.m., on FRIDAY, DECEMBER 21, 2018 whether by mail or hand -delivery. Late proposals will not be accepted. Submittals made in an incorrect format will not be considered. May 20, 2019 Page 11 of 20 D - 16 January 1, 2019 — June 30, 2021 Application Affordable Housing and Homeless Housing and Assistance Funds GENERAL INFORMATION — Funding is limited: Please prioritize multiple applications in order of importance. Application of Application is for: ❑ Affordable Housing funding OR ❑ Homeless Housing and Assistance funding Application addresses ❑ Coordinated Entry ❑ Shelters or ❑ Support Services. Name of Project: Requested amount for this application: Area of the county to be served: Name of Applicant/Agency: Contact Person: Address: Phone Number: Fax Number City: E-mail: Title: Federal Tax ID #: State: Zip: This agency is: (please select one of the following) ❑ A non-profit organization defined by Section 501(c)(3) of the Internal Revenue Code ❑ A for-profit entity ❑ A public housing authority ❑ A government entity May 20, 2019 Page 12 of 20 D - 17 CERTIFICATION by Authorized Agency Representative (Board President, CEO, or other person authorized to bind the agency in a contract). Name of Authorized Agency Representative (print): Title: • Applicant certifies that these funds will be used as described in this application unless a change has been approved by Clallam County Health and Human Services. • Applicant certifies that the information in this application is true and correct. • Applicant certifies that it has no outstanding obligations to the County with respect to housing funds. Signature of Authorized Agency Representative Date May 20, 2019 Page 13 of 20 D-18 TOTAL PROJECT NARRATIVE IS LIMITED TO FIVE(5) PAGES, PLUS BUDGETS PROJECT DESCRIPTION • Name of Project: • Amount requested: January 1, 2019 — December 31, 2019 $ January 1, 2020 — December 31, 2020 $ January 1, 2021 — June 30, 2021 $ TOTAL $ • Provide a brief description of the project: January 1, 2019 — December 31, 2019 January 1, 2020 — December 31, 2020 January 1, 2021 — June 30, 2021 • Describe which goal(s) and priorities of the local homeless plan, legislative activities, and/or Homeless Task Force priorities your project addresses. • Specify the projects program outcomes and performance measures to be obtained from this proj ect. • Discuss how the goals of this project will reduce or eliminate homelessness in Clallam County: • Note: For Affordable Housing funds, verify that units provided by your project will be affordable for households with incomes at or below fifty percent of the area median income: IMPACT OF FUNDS • Describe how project outcomes will be measured: • Are you using any matching funds? If yes, what is the source? • Discuss if appropriate how this project will be sustained after these funds are exhausted: • Describe the impact of receiving only a portion of the requested funds: May 20, 2019 Page 14 of 20 D - 19 • If you did not receive full funding, what percentage of requested funds would be required in order to fulfill your project, and what would be the source of remaining funds: • If you received funding in 2018 from either 2060 or 2163 funds for this same project, briefly describe the outcomes obtained by the use of those funds: AGENCY CAPABILITY • Give a brief history of your organization: Describe your agency's ability (infrastructure, staff, etc.) to carry out this project and any past experience of providing the services in your proposal: • If this is a collaborative project, identify the other partners involved, their role, and your role. If you are partnering with another agency/agencies, attach their letter of commitment. • Describe how client satisfaction will be measured: If your project includes salaries and benefits, please list position(s) and FTE to be paid by these funds: FINANCIAL Applicants must submit one copy of their most recent audit report, including any "Management Letter" and/or all other correspondence referred to in the audit report, along with the applicant's response to the audit and corrective action plan, if any. If applicant has not been audited within the last two (2) years, a certified "Current Financial Statement" must be submitted in lieu of an audit report. BUDGET FORMS Funding period begins January 1, 2019 and ends June 30, 2021. There are three (3) distinct funding cycles. A budget form must be completed for each period. 1. Please use the attached budget templates. If you need additional space you may insert rows. "Program" refers to the total budget including all funding sources for the specific program discussed in this proposal. In most cases, this will not be the total agency budget, but only that of one program relevant to this proposal within that agency. "Proposal" refers to the funds requested from these funds that will be applied to this specific project. Blank spaces May 20, 2019 Page 15 of 20 D - 20 are provided for additional categories. Justification for budget items must be specific, and that same specificity should be reflected in subsequent billings. Budget items should be numerically prioritized with 1 being the most essential. A maximum 10% Administration fee is allowed for projects if needed, however, Administration is not allowed on Capital Projects. May 20, 2019 Page 16 of 20 D - 21 JANUARY 1, 2019 — DECEMBER 31, 2019 Services/Operating Budget Budget Categories Program Proposal Justification Priority Salaries $ $ Benefits $ $ Rental Subsidies $ $ Utilities $ $ Insurance $ $ Food/Supplies $ $ Furnishings/Equipment $ $ Repair/Maintenance $ $ Transportation (explain) $ $ Subtotal $ $ Administration (l0% max) $ $ TOTAL $ $ JANUARY 1, 2020 — DECEMBER 31, 2020 Services/Operating Budget Budget Categories Program Proposal Justification Priority Salaries $ $ Benefits $ $ Rental Subsidies $ $ Utilities $ $ Insurance $ $ Food/Supplies $ $ Furnishings/Equipment $ $ Repair/Maintenance $ $ Transportation (explain) $ $ Subtotal $ $ Administration (l0% max) $ $ TOTAL $ $ May 20, 2019 Page 17 of 20 D - 22 JANUARY 1, 2021—JUNE 30, 2021 Services/Operating Budget Budget Categories Program Proposal Justification Priority Salaries $ $ Benefits $ $ Rental Subsidies $ $ Utilities $ $ Insurance $ $ Food/Supplies $ $ Furnishings/Equipment $ $ Repair/Maintenance $ $ Transportation (explain) $ $ Subtotal $ $ Administration (l0% max) $ $ TOTAL $ $ Please include any budget narrative that is descriptive or helpful to explain any part of your proposed expenditures. For instance, if you are requesting furnishings or equipment, what are the items you are requesting? Explain any differences in your annual budgets being proposed (if there are any). May 20, 2019 Page 18 of 20 D - 23 CAPITAL BUDGETS JANUARY 1, 2019 — DECEMBER 31, 2019 Capital Budget Budget Categories Program Proposal Justification Priority Acquisition $ $ Construction $ $ Renovation $ $ Design/Architecture $ $ Development Costs $ $ Subtotal $ $ TOTAL $ $ JANUARY 1, 2020 — DECEMBER 31, 2020 Capital Budget Budget Categories Program Proposal Justification Priority Acquisition $ $ Construction $ $ Renovation $ $ Design/Architecture $ $ Development Costs $ $ Subtotal $ $ TOTAL $ $ May 20, 2019 Page 19 of 20 D - 24 JANUARY 1, 2021— JUNE 30, 2021 Capital Budget Budget Categories Program Proposal Justification Priority Acquisition $ $ Construction $ $ Renovation $ $ Design/Architecture $ $ Development Costs $ $ Subtotal $ $ TOTAL $ $ Please include any budget narrative that is descriptive or helpful to explain any part of your proposed expenditures in your capital budget(s). Explain any differences in your annual budgets being proposed (if there are any). May 20, 2019 Page 20 of 20 D - 25 HTF RFP Funding Process Homelessness Task Force (HTF) determines priorities for RFP RFP is developed listing priorities to be addressed, funding amounts, due dates, time lines and application forms HTF members not receiving funding from recording fees volunteer to form a RFP Review Committee RFP is discussed at BOCC Work Session, released for publication, published in Legal Notices, posted on County Web Site and announced at HTF meeting Proposals are received at BOCC meeting and transferred to HHS for processing HTF RFP Review Committee receives copies of each proposal and evaluation work sheets. Proposals are reviewed and scored. Review Committee convenes and invites all applicants to give a brief presentation of project and answer reviewer's questions Review Committee convenes to discuss their evaluations and develops funding recommendations. This can be done on the same day after all presentations are complete (see step above) Review Committee's funding recommendations are presented to the HTF. HTF can make changes to the Review Committee funding recommendations if they so choose. Funding recommendations approved and moved to the BOCC for approval HTF approved funding recommendations are presented to the BOCC and a Work Session for discussion. The BOCC can make changes to the recommendations if they so choose BOCC approves funding recommendations. HHS staff develop contracts based on funding recommendations and submitted proposals Contracts approved by the BOCC Evaluation of process and improvements added if necessary May 20, 2019 D - 26 SNOHOMISH COUNTY STRATEGIC TOURISM PLAN 2018-2022 EXECUTIVE SUMMARY RESONANCE II 11 BERK May 20, 2019 D - 27 FOREWORD I am pleased to present the Executive Summary of the Snohomish County Strategic Tourism Plan 2018 — 2022. As you will note, a lot of research, strategic thinking, time and effort has been invested to update this report and help Snohomish County continue to build its extremely important travel and tourism industry as a tool for economic development and job creation, and equally important to enhance the quality of life for our residents. I would like to thank the many individuals and organizations that have contributed to this effort, including the Strategic Tourism Plan Steering Committee, the Snohomish County Department of Parks, Recreation and Tourism, the Snohomish County Tourism Bureau, and the numerous public and private sector stakeholders that joined forces to provide input during the many project activities, conversations, workshops and visioning sessions. Based on the strength of vision and consensus that this project has created, we should all be proud and grateful. Although this important project is complete, I would like to encourage all travel and tourism professionals, government officials and employees, board and committee members to continue building on this success and work in collaboration and cooperation to help achieve the vision that has been set. Snohomish County tourism delivers extraordinary experiences for visitors and residents, and has great potential for enhancing its position, products, services and marketing. Working together will make this a reality. Best regards, Tom Teigen, Director Snohomish County Parks, Recreation & Tourism May 20, 2019 D - 28 INTRODUCTION In late 2016, Snohomish County initiated a project to update its 2010 Snohomish County Strategic Tourism Plan and provide a guiding document for the county to make continued and future strategic investments in assets, infrastructure and services that support and enhance the county's visitor industry. The updated plan was to build on the goals and accomplishments of the 2010 plan and work, to build on the strengths of the county's tourism experiences, assets and destinations while incorporating new activities, sectors and approaches that are emerging as important growth areas for county tourism. To produce this plan, the county engaged a partnership of two consulting firms: Resonance Consultancy LLLP (New York and Vancouver) and Berk Consulting (Seattle) to undertake a series of research activities, industry engagement, visioning workshop and report writing to assist the county with the updated plan. This Executive Summary presents the highlights from the Snohomish County Strategic Tourism Plan 2018 — 2022, including an overview of the 29 strategic recommendations associated with destination marketing and promotion, as well as destination product development that will carry Snohomish County tourism into the next decade. May 20, 2019 D - 29 EXECUTIVE SUMMARY The Strategic Tourism Plan for 2018 — 2022 sets a new standard for the tourism industry in Snohomish County, Washington. First, it celebrates the impact that tourism has in the county from overnight visitors and day-trippers, generating approximately $1 billion of spending, creating 20,000 direct and indirect jobs, and $100 million of state and local revenue. Next, it sets a clear course for future growth, building on a strong regional economy and significant potential for building new tourism product and attracting new tourism demand. Finally, it bridges the gap between various government agencies and offices, boards and committees, cities and towns, and tourism businesses around the County to deliver a collaborative call to action, bringing these groups and individuals togther under one set of guiding principles, one set of realistic goals, one brand, one clear stratgey and one collective vision for Snohomish County tourism. 4 VISION FOR SNOHOMISH COUNTY TOURISM There has been a lot of thought given to creating a vision statement for Snohomish County tourism that incorporates its many positive attributes, qualities and characteristics, including but not limited to: • The county's Pacific Northwest beauty and scenery from seashore to mountains. • A wide range of amazing outdoor recreational activities and experiences for visitors and residents. • The many trails and communities forming connected regions that showcase the natural environment, people and places. • The diverse offering of historic, cultural, and artistic activities, plus engaging events / festivals for visitors and residents to enjoy. • Friendly, caring, small town hospitality that welcomes and serves a diverse group of guests, including overnight visitors and day-trippers. • The collaborative spirit of public and private sector tourism stakeholders, and federally recognized tribes, which have come together to create products and services that are exceptional, high quality and high value. • A tourism marketing and promotional effort growing in sophistication and skill that tells inspiring stories about Snohomish County experiences, places and people. May 20, 2019 D - 30 At the end of the day, the Vision Statement tried to capture it all... VISION STATEMENT: SNOHOMISH COUNTY IS A SCENIC AND CULTURALLY RICH DESTINATION WHERE GENUINE HOSPITALITY IS FOSTERED THROUGH PUBLIC /PRIVATE COLLABORATION THAT INSPIRES PEOPLE TO EXPLORE THE OUTDOORS FROM SALISH SEATO THE CASCADE MOUNTAINS AND ENGAGE IN OUTDOOR RECREATION, ARTS AND CULTURAL EXPERIENCES. 61, May 20, 2019 D - 31 GUIDING PRINCIPLES AND GOALS Tourism is a vital function of economic development. Economic development doesn't create jobs — rather, its function is to create conditions where jobs and business thrive in healthy communities. With the Vision set, this Strategic Tourism Plan sets forth a series of Guiding Principles that serve as a foundation for the Strategies, Plans and Programs that follow, and which allow all tourism stakeholders (government officials and staff, private sector leaders, tourism organizations and agencies, business owners and residents) to know how to organize tourism for economic development growth in the county, the economy, the industry, its visitors and the quality of life for residents. • The tourism sector will continue to contribute significantly to Snohomish County's economic development effort for a diverse, strong and growing economy that supports direct and indirect jobs, investment and government revenue. • The tourism sector will seek to enhance the quality of life for Snohomish County residents and diminish any negative impact that tourism -related activities and traffic may have on natural resources, everyday life and enjoyment. Snohomish County will achieve tourism growth by concentrating efforts on those products and markets where it is a competitive advantage, including promotion of the diverse range of rural, nature -based, urban, recreation / adventure, indigenous tourism experiences, as well as organized sports and conference opportunities available in Snohomish County. • Destination development activities will focus attention and resources in those areas of the county that combine attractive product / service opportunities for visitors and economic development opportunities for residents. I. Snohomish County will manage its professional, creative and competitively funded tourism marketing agency to promote the destination to a regional, national and international market of interested overnight visitors and day-trippers. • Snohomish County will promote and facilitate regional collabortion and partnerships between the county, cities, towns and community organizations, federal recognized tribes (Tulalip Tribes of Washington, Sauk-Suiattle Indian Tribe, Stillaguamish Tribe of Indians), as well as industry sectors and tourism businesses, to ensure they are able to capture, sustain and support Snohomish County's competitive advantage. • Snohomish County will seek to become a premier destination for environmentally and fiscally sustainable recreation and tourism. Snohomish County will strive to be a business - friendly jurisdiction in which to operate a tourism business. May 20, 2019 D - 32 Althought the Guiding Principles are hard to gauge, the Goals are more tangible. Snohomish County tourism stakeholders should be able to look at the results and instantly know if the goals for this update have been met. In this regard, the Goals for this Plan are focused on economic metrics, tourism industry and hospitality metrics, funding levels, well known marketing impact measures, organization measures and social media / resident awareness metrics. Another key consideration for this Strategic Tourism Plan is the current Snohomish County tourism brand — Open Up — that was formally rolled out in 2013. Research conducted for the branding revealed that Snohomish County's greatest asset is its access to the outdoors. The three descriptors that were most often given for the area included `beautiful', `recreation', and `proximity to Seattle', which paint a clear picture of Snohomish County's benefit. Further, the county's location between Seattle and Canada along 1-5 offers visitors a quick escape route to the great outdoors and a chance to explore the natural beauty of Washington State. Because our current visitors and targeted visitors (see Trending Markets) are pursuers of active lifestyles, it's fitting that Snohomish County offers a diverse number of accessible recreational pursuits from beginner to advanced and works with communities to help them learn about, service and capture revenues from these targeted visitor markets. Truly, all of Snohomish County's primary experiences — outdoor adventure, recreation, aviation, shopping, business and event - based visitation, gaming, and sports, fit under the umprella idea of getting outside. May 20, 2019 D - 33 TRENDING MARKETS Looking to the future, global and national travel tourism trends suggest that Snohomish County has a competitive advantage to attract a number of growing visitor markets, so this plan suggets a number of marketing and promotional activities to expand Snohomish County's tourism brand to target these visitors. The plan also suggests strategies for destination and product development needed to support the experiences these visitors come to Snohomish County to enjoy. 6 H. MILLENNIALS Millennial travel spending has grown 30% since 2007, and Millennials now account for 20% of all travel spending around the globe. Millennials are far more interested in international travel than non-Millennials, and they are also more interested in urban destinations than resorts or countryside vacations. As they are marrying and having children later in life, Millennials are more likely to travel for leisure in an organized group, with extended family or with friends. Opportunities addressed in this Plan U.S. Millennials will soon eclipse Baby Boomers in terms of total tourism -related spending and will be the largest demographic cohort. Snohomish County should evaluate its attractions and product offerings to identify resonant product and programming for this demographic and adjust its marketing positioning accordingly. MULTI -GENERATIONAL TRAVEL Fewer adults are traveling with children. In 2012, 26% of domestic leisure travelers travelled with children under the age of 18 (408.5 million trips), compared with 2008, when 31 % of adults travelled with children (466.2 million trips). However, 40% of families went on a multigenerational vacation in the past year. Today's seniors are living longer, healthier and more mobile lives and are eager to make up for lost time and long distances away from their beloved grandchildren. In fact, grandparents travel almost 25% more than the average leisure traveler. Opportunities addressed in this Plan Snohomish County must be prepared with infrastructure, products, services and marketing to target and attract the multi -generational travel market. May 20, 2019 D - 34 ACTIVE ADVENTURERS The value of the global outbound adventure travel sector was more than $345 billion in 2012, while growth in adventure travel has accelerated at a 65% yearly rate since 2009. More importantly, nearly 54% of travelers are planning an adventure activity on their next trip. Adventure travel includes two of three criteria: first, connection with nature; second, interaction with culture; and third, a physical activity. Soft adventure options include hiking, kayaking, rafting, snorkeling, volunteer tourism and archeological expeditions, while hard adventure options include caving, climing, heli -skiing, kite surfing, trekking and paragliding. Opportunities addressed in this Plan Snohomish County must be prepared with infrastructure, products, services and marketing to target and attract the active adventure travel market. BLEISURE (BUSINESS -LEISURE) According to a U.S. report published by Orbitz in 2012, 72% of business travelers said they take extended executive trips that have a leisure component. Another study by Egencia reports that 54% of 18 — 30 year olds bring a significant other on a business trip, versus 36% of 31 — 45 year olds and 16% of 46 — 65 year olds. Opportunities addressed in this Plan Snohomish County must be prepared with infrastructure, products, services and marketing to target and attract the bleisure market. May 20, 2019 D - 35 10 May 20, 2019 SHOPPING TOURISM Tourists spend approximately one-third of their total tourism expenditures on retail purchases, including add-on opportunities of the attraction / destination, general shopping experiences, and to experience local culture. Historic market towns and neighborhoods tend to attract boutique and independent shops, while larger cities tend to attract major chains. Opportunities addressed in this Plan Snohomish County must be prepared with infrastructure, retail strategy, operations and marketing to target and attract shopping visitors. ATHLETIC EVENTS Major "spectator sports" and "participatory sports" events tend to shape the future of a place — it's about legacy. Sports can also deliver significant one-time visitation or a continuing stream of visitors and revenue from visiting amateur, collegiate and professional leagues and associations. Opportunities addressed in this Plan Snohomish County must be prepared with infrastructure, product, services and marketing to target and attract the sports (spectator and participatory) visitor. D-36 WALK `N ROLL Walking is one of the most popular vacation activities of U.S. travelers, with the popularity of bike share programs growing throughout the country. Cycling is growing the fastest with young consumers — 4.36 million young adults (18 — 24) participated in cycling in 2012 versus 2.8 million in 2008. Opportunities addressed in this Plan Trails and pathway development should be considered a key priority not only for the benefit of Snohomish County residents, but also as a major tourism development opportunity. COLLABORATIVE CONSUMPTION The growth of consumer sharing applications such as Airbnb and Uber has been exponential in the last few years. Airbnb has grown from 50,000 listings in 2003; Airbnb booked 4 million stays worldwide in 2012 and more than 11 million stays in 2013. Opportunities addressed in this Plan Rather than view the growth of Airbnb as a threat, Snohomish County should identify opportunities to engage this audience as part of the destination's tourism industry. 11 10 r May 20, 2019 D - 37 COLLECTIVE AND COLLABORATIVE ACTION In undertaking this update of the Strategic Tourism Plan for Snohomish County, a vast number of industry stakeholders were engaged and participated in the many research activities, surveys, workshops and visioning exercises that served to inform the strategies and plans that have been set forth. Individual perceptions and opinions were well expressed, plus organizational responsibilities and authorities were clearly articulated. The overriding message to the project Steering Committee and senior management from these stakeholders was that it's time for individuals and various departments, agencies, organizations, boards and committees, and destinations working in isolation and individual silos, to join forces to achieve travel and tourism's greatest potential benefit for the economy and residents of Snohomish County. To aid in this effort, the Strategic Tourism Plan will serve as the guiding document for a number of organizations, their tourism -related activities and funding, including, but not limited to: • Snohomish County Executive and Council • Snohomish County Department of Parks, Recreation and Tourism (SCPRT) • Snohomish County Tourism Bureau (SCTB) and Board of Directors • Snohomish County Sports Commission and Board of Directors • The County and City Lodging Tax Advisory Committees (LTACs) • The Tourism Promotion Area (TPA) Board • Towns, Cities and Communities 12 ENHANCED INTER -AGENCY COLLABORATION The Strategic Tourism Plan that follows recommends new connectivity and alignment between the Snohomish County Department of Parks, Recreation and Tourism (SCPRT) focus on destination and product development and the Snohomish County Tourism Bureau (SCTB) focus on destination marketing, promotion and visitor services. It is also suggested in the 2018 — 2022 Plan that these departments be co -located as soon as possible, allowing Snohomish County to build capacity, shape planning, communicate and sell visitor assets and experiences. In addition, the agencies will have greater ability to coalesce the many partners working together on large- and small-scale planning efforts. So too, by adding key staff in the areas of communications and destination development, the agencies will be better positioned to capitalize on the grass-roots efforts of regional work groups for greater impact and productivity. May 20, 2019 D - 38 13 May 20, 2019 RURAL TOURISM DEVELOPMENT While the county's tourism brand will expand and build out marketing messages for our target markets, a large focus for the county remains on the development needed to deliver rural tourism product. Organizing efforts, planning for infrastructure and coordinating implementation is needed to attract new businesses to provide services and amenities in rural areas of the county. These places specialize in farm - based experiences, local culinary and craft products — the natural companions to adventure and outdoor activities, including bicycling, hiking, rafting, climbing, birding, horse riding and much more. While these areas face challenges in infrastructure for lodging, accessibility, marketing and social media, they provide the unique competitive advantage for capturing target market visitors needed to grow tourism in the county overall. These activities can also expand visitation by adding days of exploration, building affinities with visitors and generating repeat visits. This Strategic Tourism Plan is deeply invested in opening doors to economic and tourism development by connecting these remote and rural communities to their larger urban counterparts in Snohomish County. The Plan's special focus on streamlining destination product development, with marketing and promotion, will expand local resources and attract much needed small businesses to these areas. D-39 REGIONAL DESTINATION DEVELOPMENT Smaller than a state and obviously larger than a city, Snohomish County is spread over a vast 2,196 square miles. With 19 cities and towns spread along the coastline, scattered across rich agricultural land or offering edgy urban streetscapes, the sheer size and scale of the county is difficult for visitors to fully embrace. A major lesson learned from the 2010 Strategic Plan was that focusing visitor attention towards regional destinations cound not be successful without establishing a supply-side network to connect these place -based assets. As a result, the SCTB and SCPRT undertook a series of pilot programs for regional destination development focused on two river valleys in east and north county. Through this process, the cities and towns in the valleys collectively created a vision with action plans, while industry experts addressed product development needs. The process was comprehensive and took a number of months to complete. This updated plan builds on lessons learned and foundations set by the pilot program by expanding the approach throughout the county. Taking cues from award-winning state -level programs, the Plan invests organizational resources from the Snohomish County Department of Parks, Recreation and Tourism (SCPRT) and the Snohomish County Tourism Bureau (SCTB), and applies them to developing, organizing and connecting the grass- roots efforts of cities and towns on a regional basis. Through regional facilitation, visioning, planning and workshops, outcomes of this approach will continue to help the tourism industry address regional strengths, weaknesses, opportunities and threats to their visitor markets; and provide greater ability for SCPRT and the SCTB to promote and support environmentally and fiscally sustainable visitor programming in these regions. 14 May 20, 2019 D - 40 THE STRATEGIC TOURISM PLAN The Strategic Tourism Plan is oriented around two major areas of work and responsibility: 1. Destination Marketing, Promotion and Visitor Services undertaken by the Snohomish County Tourism Bureau (SCTB); and 2. Destination and Product Development, undertaken by the Snohomish County Department of Parks, Recreation and Tourism (SCPRT). Destination Marketing, Promotion and Visitor Services focuses on the strategies, plans and performance measures associated with building tourism demand through efficient marketing in all its guises led by the Snohomish County Tourism Bureau. Destination and Product Development focuses on the strategies, plans and performance measures associated with building capacity, stakeholder coordination and engagement needed to support environmentally and fiscally sustainable tourism experiences (supply). This includes a joint focus on fascilitating and convening planning for infrastructure, product and operations of the destination led by the Snohomish County Department of Parks, Recreation and Tourism. Regional destination identity, product, infrastructure planning and development will be connected as much as possible between the two organizations to grow and coordinate tourism efforts and investment for the industry at large. These strategies, plans and performance measures are discussed in the third part of the Strategic Plan. 15 The final section of the Plan — Impementation Framework, Protocol and Funding — updates the framework for how tourism is structured in Snohomish County, how the organizations that are involved in the industry relate to each other and how funding should be organized to achieve the collective vision. Each item presented in the Strategic Tourism Plan includes: • Rationale for the issue or opportunity; • Strategy(ies) to address the issue or opporunity; • Plans to carry out the strategy; • Responsibility(ies) for implementation; and • Performance Measures and Assessment to gauge the work. May 20, 2019 D - 41 DESTINATION MARKETING & PROMOTION: THE SNOHOMISH COUNTY TOURISM BUREAU The following Strategies, Plans and Performance Measurements are associated with Destination Marketing and Promotion. Although most of these activities are to be carried out by the Snohomish County Tourism Bureau (SCTB), there are some oversight responsibilites to be carried out by the SCTB Board of Directors, as well as the Lodging Tax Advisory Committee, the County Executive and the Snohomish County Department of Parks, Recreation and Tourism. 16 STRATEGY FOR MARKETING, PROMOTION AND ADVERTISING The Snohomish County Tourism Bureau should continue to deliver exceptional tourism marketing strategies, programs and campaigns using an assortment of marketing channels and platforms. STRATEGY FOR BRANDING The Snohomish County Tourism Bureau should continue to roll out implementation and extension of the Snohomish County tourism brand. STRATEGY FOR TOURISM RESEARCH The Snohomish County Tourism Bureau should collect, purchase, maintain and communicate basic and detailed tourism statistics, research and information (nationally, statewide and countywide) on a regular basis to monitor, identify opportunities / threats and educate / inform industry stakeholders on recent trends, current results and the future business outlook. STRATEGY FOR WEBSITE AND SOCIAL MEDIA ENGAGEMENT The Snohomish County Tourism Bureau should continue to build and enhance its digital marketing, promotions and communications resources and delivery by investing in in-house technology, personnel and activities that are leading edge or by commissioning and managing an outside vendor(s) that can deliver a customized solution that achieves the county's digital goals and objectives. May 20, 2019 D - 42 STRATEGY FOR PUBLIC RELATIONS AND COMMUNICATIONS The Snohomish County Tourism Bureau should continue to expand its use of Public Relations and Communications tools to position Snohomish County as a desirable travel destination. STRATEGY FOR MEETINGS, CONVENTIONS, GROUPS AND PACKAGED SALES The Meetings, Groups & Packaged Travel sales group of the Snohomish County Tourism Bureau should continue to establish and develop Snohomish County as a premier destination (regional, state, national and international) for conventions, events and groups by conducting targeted sales efforts, providing quality servicing of event organizers and their events, and delivery of high quality travel and tourism products and services. STRATEGY FOR SPORTS EVENTS MARKETING AND SALES The Snohomish County Sports Commission, sports division of the Snohomish County Tourism Bureau, should continue to establish and develop Snohomish County as a premier destination (regional, state, national and international) for amateur, collegiate and professional sports events and tournaments by conducting targeted sales efforts, providing quality servicing of event organizers and their events, and delivery of high quality travel and tourism products and services. 17 May 20, 2019 D - 43 44 May 20, 2019 D - 43 STRATEGY FOR VISITOR SERVICES Snohomish County should seek to balance physical visitor information centers (permanent, mobile and special event) and their associated staffing and volunteers, and hard copy requirements, with the developing trend toward greater online and mobile phone technologies, applications and delivery of visitor information. STRATEGY FOR COLLATERAL MATERIALS The Snohomish County Tourism Bureau should continue to produce a series of visitor guides, maps, itineraries and other marketing collateral to inspire and guide existing and potential visitors to Snohomish County. t V4T rQ� 18 STRATEGY FOR STATE WIDE COOPERATION The Snohomish County Tourism Bureau should create and maintain strong working relationships with state-wide partners, including but not limited to Visit Seattle, Visit Bellevue Washington, Explore Kirkland, Explore Bothell and Visit Woodinville to explore, create and implement cooperative marketing programs for visitors seeking a range of experiences beyond county or city limits. STRATEGY FOR INDUSTRY EDUCATION The Snohomish County Tourism Bureau should continue to organize, facilitate and deliver professional development services with support from Snohomish County Parks, Recreation and Tourism, associated with travel and tourism marketing and promotion, PR and communications and digital / social media engagement, as well as quality customer service programs to county -wide travel and tourism operators, government agencies and organizations. May 20, 2019 D - 44 DESTINATION & PRODUCT DEVELOPMENT: SNOHOMISH COUNTY DEPARTMENT OF PARKS, RECREATION AND TOURISM The following Strategies, Plans and Performance Measurements are associated with Destination Management, including but not limited to destination and product development. In general, these activities are to be carried out by the Snohomish County Department of Parks, Recreation and Tourism in cooperation with the Snohomish County Tourism Bureau, other County officials and agencies, plus industry stakeholders countywide. 19 STRATEGY FOR SUSTAINABLE REGIONAL DESTINATION PRODUCT DEVELOPMENT, MARKETING AND PROMOTION Snohomish County (with support from the SCTB and SCPRT) should organize, coordinate and facilitate tourism product development, planning and marketing with establishments, cities, towns and regions to promote and deliver an exceptional collection of visitor experiences. STRATEGY FOR REGIONAL BIKE TRAIL NETWORK, FACILITIES, INFRASTRUCTURE, AMENITIES AND TRANSPORT The Department of Parks, Recreation and Tourism should update its 2012 Regional Trail Planning and Management Guidelines for Snohomish County to assess additional needs, establish an inventory of future municipal plans, organize funding and identify stakeholders to direct the plan. STRATEGY FOR TRAILS AND TRAIL TOWN DEVELOPMENT Snohomish County should develop a collection of environmentally and fiscally sustainable trails (water, hiking, biking, equestrian and motorized) that offers outdoor opportunities to both residents and visitors, and provides economic benefits to the many partners committed to delivering an exemplary trail experience. May 20, 2019 D - 45 STRATEGY FOR VISITOR CAPACITY PLANNING, TRAFFIC AND TRANSPORTATION The Snohomish County Department of Parks, Recreation and Tourism should join forces with the County Department of Public Works, the Puget Sound Regional Council (PSRC), the Washington State Department of Transportation (WSDOT), US Department of Transportation and other highway, roads and transportation related organizations and agencies to advocate for a Visitor Transportation Strategy that identifies issues and opportunities for improving visitor -related transportation in Snohomish County. Snohomish County Department of Parks, Recreation and Tourism should engage with U.S. Forest Service and other County, State and Federal officials as they research and study possible improvements along the Mountain Loop Highway. STRATEGY FOR MOBILE CONNECTIVITY AND OPEN DATA The Snohomish County Department of Parks, Recreation and Tourism should work with the County Department of Information Technology Systems (DIS) to advocate for internet and wireless service providers to install fiber in rural areas of Snohomish County that are frequented by high numbers of visitors or where tourism operators are located, yet do not have exisiting or adequate internet or cell phone coverage, and create strategies and plans to provide coverage. The department should also examine ways to make use of open data to better monitor usage of park assets. all STRATEGY FOR WAYFINDING Snohomish County should continue to work with regional partners, federal, state, county and local officials to establish and implement consistent, coordinated and effective wayfinding systems (physical and online) that makes it easier for visitors to find their way around Snohomish County and to / from their specific visitor destinations. STRATEGY FOR LODGING AND FACILITY OPTIONS The county should organize research and analysis to provide empirical evidence necessary to properly frame the situation regarding boutique / luxury / upscale / high-end and small / historic towns, rural and remote area lodging options and develop a Snohomish County Lodging Strategy, if necessary, to address the situation. STRATEGY FOR AVIATION DISTRICT AND COMMERCIAL AIR SERVICE The county should promote and celebrate the hugely successful Boeing Tour, and leverage the draw, attention and traffic of the Boeing Tour and commerical service at Paine Field to expand and enhance the traffic received by the other aviation and military history attractions in the area and around the county. T _._. _1 N A V V "` "11-04 May 20, 2019 D - 46 STRATEGY FOR EVENTS AND FESTIVALS The county should work with cities, towns, industry stakeholders and grant making organizations (small fund) to create an Events & Festivals Strategy to set forth the vision, goals, strategy and plans for creating, incubating and facilitating visitor -related events and festivals in Snohomish County that targets seasonal markets and increases economic contribution from visitors and enhances the quality of life for residents. STRATEGY FOR SEASONALITY Snohomish County should increase the priority, consideration and funding given to off-season tourism marketing, promotions and communications, as well as group meetings and sporting event sales efforts, and destination development activities such as infrastructure development, product development and events and festivals to help reduce seasonality issues. STRATEGY FOR INFRASTRUCTURE INVESTMENTS / GAPS The county should identify tourism infrastructure gaps and work with stakeholders to agree on a prioritized portfolio of proposals for presentation and advocacy to county, state, federal and local officials. 21 11 A May 20, 2019 D - 47 IMPLEMENTATION FRAMEWORK, PROTOCOL AND FUNDING The update of the Strategic Tourism Plan provides an opportunity for Snohomish County to not only update the strategies, plans and performance measures, but also to update the framework, protocol and funding for county tourism. STRATEGY FOR ORGANIZATIONAL CAPACITY AND ALIGNMENT The Snohomish County Tourism Bureau (SCTB) and Snohomish County Department of Parks, Recreation and Tourism (SCPRT) should perform a full organizational assessment to identify, align and cross -connect resources for staff, leadership, development, industry education, advocacy, planning and travel marketing to help reduce redundant efforts and streamline service delivery. STRATEGY FOR SNOHOMISH COUNTY TOURISM BUREAU (SCTB) Snohomish County should contract (3 — 5 year) and fully fund the Snohomish County Tourism Bureau to deliver the full set of destination marketing and promotion activities set forth in this Strategic Tourism Plan. 22 STRATEGY FOR SNOHOMISH COUNTY DEPARTMENT OF PARKS, RECREATION AND TOURISM The newly organized Department of Parks, Recreation and Tourism should draw together resources from a host of sources for expertise and funding essential for environmentally and fiscally sustainable tourism programs. Coordinated engagement should produce benefits to all sectors, communities and stakeholders and can be measured by the ability to: • Effectively implement the new Strategic Tourism Plan with the Snohomish County Tourism Bureau. • Implement regional initiatives to integrate tourism experiences and assets to increase spending, length of visitor stay and repeat visits. • Increase the quality, focus and delivery of tourism marketing to meet changing demographics. • Refine and capitalize on partnership with entities that support long-term tourism development initiatives for the county. • Pursue projects of merit that greatly influence visitor perception of Snohomish County as a leading outdoor adventure and recreation destination. • Leverage outside funding resources to offset costs and increase support for new and emerging projects. • Develop and expand public-private opportunities to help businesses provide amenities visitors require. • Share recreational property management resources to support needed infrastructure, capacity -building and increased public access needed for recreation and tourism. • Provide industry training and facilitation for regional recreation corridor creation. May 20, 2019 D - 48 STRATEGY FOR ANNUAL ACTION PLANS The 2018 — 2022 Strategic Tourism Plan should provide strategic recommendations for Snohomish County officials and agencies to guide tourism in the county over the next 5 years, while allowing each of the major ogranizations (County Executive; County Council; Snohomish County Department of Parks, Recreation and Tourism; and Snohomish County Tourism Bureau) the flexibility to create and implement annual operating plans based on performance -to -date, available resources and changing conditions. 23 STRATEGY FOR LODGING TAX ADVISORY COMMITTEE (LTAC) The County LTAC should commit its mission to the implementation of the Snohomish County Strategic Tourism Plan and establish a strategy applying the undesignated fund balance to furthering Strategic Tourism Plan activities. Designated Funds in Small and Large Fund monies may include: • Acquisition, construction, improvement or operation of convention center facilities, stadium facilities, or performance and/or visual arts center facilities, or payment of general obligation or revenue bonds used for these purposes; • Advertising, publicizing, or distributing information for the purpose of attracting visitors and encouraging tourist expansion; and • Maintaining required fund reserves established by the county LTAC. STRATEGY FOR TOURISM PROMOTION AREA (TPA) BOARD The TPA Board should commit its mission to the implementation of the Snohomish County Strategic Tourism Plan. The Board should also establish a strategy for how much surplus the TPA Fund should maintain and how surplus funds are used. STRATEGY FOR LODGING TAX PROGRAM / PROJECT FUNDING Snohomish County should examine and assist in coordinating the broad collection of LTACs to better understand and address the shared priorities between communities, their regions and the county. May 20, 2019 D - 49 HARMONIZED FUNDING There are three major sources of funds in Snohomish County that impact the activities, programs and efforts that are undertaken to benefit this single tourism industry, each regulated, managed and administered by individual legislation, boards and agents, and which in total collect more than $6.5 million in county and local revenues each year. In all cases, there is unobligated fund balance not yet allocated to tourism activities. Although the Strategic Tourism Plan is not in a position to re-engineer the legislation, structure or management of these funds, it does make several recommendations to harmonize individual funds so they can be put to better use to build and promote the industry they were designated to assist. Beyond these fund -specific recommendations, the administrators for these tourism -generated and tourism -dedicated funds should also commit their missions and harmonized funding to the implementation of the Snohomish County Strategic Tourism Plan. 24 MAKING IT WORK By now it should be clear that there are a lot of moving parts associated with developing, marketing and promotion of tourism in Snohomish County. So, to make the effort more transparent and manageable, the Strategic Tourism Plan has introduced a series of checkpoints that will guide the planning and implementation. For the Snohomish County Tourism Bureau (SCTB), they will start each year by hosting a Tourism Marketing Research Forum, to share and collect the latest tourism marketing research with and from stakeholders from around the county. This research plus the SCTB's annual report from the previous year will be used to create an Annual Tourism Marketing Plan that details the projects, programs, resources and funding that will be deployed for the coming year to implement its destination marketing and promotion responsibilities from the Strategic Tourism Plan. At the same time, the Snohomish County Department of Parks, Recreation and Tourism (SCPRT) will produce its annual operating plan to detail its projects, programs, resources and funding that will be deployed for the coming year to implement its destination and product development responsibilities from the Strategic Tourism Plan. May 20, 2019 D - 50 ��� RESONANCE Vancouver New York 801 — 602 W. 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