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HomeMy WebLinkAboutCommittee of the Whole Packet for 02/22/2016CDri ret -nye ---- C-�- enton1.4 ifi d- ITY AGENDA Committee of the Whole Meeting 6:00 PM - Monday, February 22, 2016 Conferencing Center, 7th Floor, City Hall —1055 S. Grady Way 1. 2015 COMMUNITY SURVEY RESULTS a) PowerPoint Presentation 2. REGIONAL ISSUES a) Sunset Area Transformation Plan b) Regional Representation c) Other?? 19 NORTHWEST RESEARCH GROUP oProject Number: RentonCAG-15-188—Resident Date: February 2, 2016 Methodology ABS Methodology —NWRG pulled a random selection of addresses from withini the City limits D o N'T F —Cell phone and landline telephone numbers were appended where possible—�� • These records received telephone calls to complete the surveyMR —Records with no matching phone number were sent a letter and reminder asking them to complete the survey online • Information was available in Spanish and Vietnamese on the getter n G) —Data collection dates 10/24 to 12/28 Z 0 n m 3 ft Outcome • A total of 503 surveys were completed —195 online, 186 by landline and 122 by cell phone —Margin of Error +/- 4.3% 52% 50% 50% 48% 50% 50% 20% 34% 34% 37% 40% 40% 43% 26% 26% 65% 55% 55% 35% 45% 45% 20% 26% 26% 79% 74% 74% 28% 31% 68% 72% 69% 32% 71% 67% 52% n 29% 33% 43% m 24% 29% Z 21% 23% NIA 23% 21% n 32% 27% m 3 5 Star Rating 5 -Star Rating Calculation • The -5 -Star Rating is a composite index that captures the essence of how well a city meets the critical needs and expectations of its residents and that uses a robust theoretical and mathematical model. It is based on a weighted sum of 5 questions. 2015 NWRGi: How would you %Combined Exceeds Expectations 66% NWRG2: How would you %Total Combined Better rate the overall quality of 18 Greatly Exceeds Expectat ors I1"'2 rate the overall quality of %Significantly Better life in Renton? % Exceeds Expectations services provided by the % Better than Othe- Cities Mean 6 51 City of Renton? Mean Relative Weight in Model Comparabikty to Other Communities_ Direction Community Is Headed Overall Quality of Life Value of Services for Tax Dollars Paid Overall Qualiy of City Services — 2015 67% 19% 48% 6.93 2015 2015 NWRG3: Compared with %Combined Exceeds Expectations 58% NWRG4: Overall, would %Combined Rkht Direction 63% other cities and towns, %Greatly Exceeds Expectat o^s 14X7 you say that Renton is %Strongly Rsght Direction 19% how would you rate % Exceeds Expectations 44% headed in the right or % Somewhat Right Direction 44% Renton as a place to live? Mean 5.57 wrong direction? Mean 6.78 2015 NWRGS: Do you feel that % Combined Receiving Value 51% you are getting your 'S Strongly R�cerJe Value 15% money's worth for your % Sones " at Rece ve Value 36% — tax dollar or not? Mean 6.22 Renton's 5 -Star Rating • Once compiled, Renton's results are then compared against the results of other people from across the country. Overall Quality of Life • Renton is a solid 4 -Star Community — Renton performs similar to other 4 -Star ratings Value of Overall regarding the Overall Quality of Life and the Services Quality of Direction the Community is headed. Services — Renton outperforms other 4 -Star ratings regarding .� the overall Quality and Value of Services provided • by the City. Direction omparability n Community is to Other — Renton performs slightly below other 4 -Star ratings Headed Communities Z regarding comparability to other communities. Renton n Other 4 -Star Communities 4.5 -Star Communities m 5 -Star Communities 5 -Star Rating is a computed variable I IIW_ Renton as a Place to Live General Livability • Residents provide high ratings for Renton as a place to live, work, and raise children. High ratings are also provided for the availability of recreation activities. — Residents identified issues related to planning and increasing the vibrancy of downtown as areas of focus. • In General, minority residents provided higher ratings than white only residents, particularly regarding the following: — Renton as a place to raise children, — Their neighborhood s a place to live, — Renton having well-planned residential neighborhoods, and — Renton providing support for people in need. 100% 80% 60% ■ Excellent 2.69 M-1. 37% ■ Good 40% '52-1. 2.46 244 ■Fair n2.38 2.220 40%■POO" 20% 27% 30% XMear'Z23%n0%% 12% 12% 14% 13% Place to Live Availability of Place to Work Place to Raise Support for People Employment Well -Planned Well -Planned Vibrant Downtown y Recreation Children in Need Opportunties Residential Business Districts m Activities Neighborhoods GLI — Plebse rote Kenton on each of the following —Mean based on a 4 point scale from Ito 4 Renton's Diversity and Inclusion Diversity / Inclusion - Renton's Performance Eighty-two percent (82%) of residents say that 10011% Renton's openness and willingness to include people of diverse backgrounds is "Good" or 8t7"ia "Excellent". — There are no significant differences across demographic groups on this question. 60% Nearly two-thirds believe that the government does a "Good" or "Excellent job reaching out and ao°�� including the diverse population. — Minorities provide lower ratings regarding the job the City does in providing outreach ■ Excellent ■ Good ■ Fair ■ Poor XMean D&W. 20% J070 n 27% m 17% Z 0% ,Bio Openess and Outreach and Outreach and Outreach and y Inclusiveness Inclusion - All Inclusion - Minorities Inclusion - White m Only b" tilr ydU d eir bti d Pre3Y an tVr Pi`gti�ss to lr�c d e ped` d tUdrSe` ae 'groan' s _� D12 —How would you rate the job the Renton government does to reach out to and include its diverse cultural and language populations 10 — Mean based on a 4 point scale from 1 to 4 Diversity / Inclusion — Familiarity and Use of Services • Familiarity with services provided by the City to reach out to and 100 b Include diverse populations is relatively low. However, there are some 6°�° ,°,° 4% 5% s°�° differences based on demographic characteristics. 'very Familia` - Residents 35 and older are significantly more familiar with services than those under 35. 20% 15% ■ Somewhat 22% Familiar - Minorities are significantly more familiar than white residents. 80% 24% 26% Neutral - No income familiarity difference ■ Not Very Familiar • Similarly, usage of these services is also fairly low. Those most likely 26% ■ Not at All Familiar to have used these services are: XMean 60% 31% - Minorities - Minority residents are twice as likely to use cultural and language services 40% provided. 35% - Low income households 39% - Older residents - those 35 and older are twice as likely than those under 35 to have used X1a% X cultural and language services 40% X 19% 4.83 4.67 4.33 4.04 Use of Outreach Services 40% 15% 9% 3.35 25% 24% 20% 13% 36% 20% 17% 14% 23% 20°/ 25% Z 0 11% 0 0% o 16 /o n Familiarity Familiarity Familiarity Familiarity Familiarity 0% 0% - - - - - Overall White Only Minority Above $35k Below $35k All Minorities White Only Under 35 35+ 3 ;_ 76 a . �. e a,,...., D13 -how familiar are you w�Yff F�rlee3`prbVi ed' y"t' e City of Renton to reach ouf o»dfnc ride}is diverse culiuraf and`lirnguage puYbtidns. -Mean a3 an vn`' point sEi7Je from tl to D14 - Have you used any of these services? t t Safety in Renton �. 100% 80% 60% 40% 20% 0% Safety In General, residents feel safe in Renton —As expected people generally feel less safe after dark, particularly downtown — Safety on Renton's trails and safety after dark in neighborhoods are areas for further exploration. 16% 8% l �}6% -}8% 0 3% The Landing safety Neighborhood safety Downtown safety - Daytime - Daytime - Daytime 4.04 0 31% 0 Very Safe " 3.74 14% ■ Somewhat Safe 42% 3.48 3 28% Neither Safe nor Unsafe 9% 17/° 2.63 o ■ Somewhat Unsafe �G) ■ Very Unsafe Z 10% 12% 21% a XMean v 19 /0 n ° 14% 25% 3% 6% The Landing safety Paris safety Neighborhood safety Trail safety Downtown safety rn - After Dark - General - After Dark - General - After Dark 5sl — Naw safe or unsafe tlo you feel ui �iie walking alone in the following situations —Mean based an a5 point seas from 1 to 5 13 Downtown Safety — After Dark • Minorities feel safer around 100% s% Renton, specifically after dark downtown and in their 80% 23%� neighborhoods. • Younger residents, those 60% 15% under 35 years of age, generally feel less safe 40%� downtown than residents 35 Safety Downtown After Dark 14% ■ Very Safe ■ Somewhat Safe Neutral ■ Somewhat Unsafe ■ Very Unsafe 20% and older. Fn �� a M 26°,0 24 Z 0% v Downtown All Downtown After Downtown After Downtown After Downtown After Dark - All Dark - Minorities Dark - White Only Dark - Under 35 Dark - 35+ m 3 tw 56 a br iinsa b ydu fief wtiiJe walking ti one t)ownrown after dark? Neighborhood Safety • Safety varies by neighborhood with those living in the City Center, Highlands, West Hill and Benson generally feeling less safe than others. 100% 80% 60% 40% 20% 0% 100% 80% 60% 40% 20% 0% 3% --n 17% 2j7 %o Benson City Center 12% Daytime Safety in Neighborhood 66% 57% 73% 74% 24% 38% Z Neither Safe nor Unsafe 0 21% 23% 0 i�5%%� 1% 3% 5% 1% 1%-2%_ Highlands West Hill Talbot East Plateau Safety after Dark in Neighborhood " " SSI -5 - How so a or ansa a doYewfewnkn dark? Cedar River Kennydale ■ Very Safe ■ Somewhat Safe Neither Safe nor Unsafe ■ Somewhat Unsafe ■ Very Unsafe n ■ Very Safe `i Somewhat Safe Z Neither Safe nor Unsafe 0 ■ Somewhat Unsafe ■ Very Unsafe ►j 3 15 Police and Fire Renton Police Department • Nearly eight out of ten residents are confident that the Police Department will respond to emergencies in a timely manner and more than seven out of ten believe that Renton's police department is consistent in its law enforcement. — Additionally, over three-quarters of residents believe that the police are "somewhat" or "very" approachable. • There are no differences in the way resident's rate the police based on demographics such as age, race, and income. However, there are some differences based on geography. — Residents living in the City Center are less confident in a timel res onse and consistent Approachability of Police 100% Mean: 7.72 Very Approachable 80% Somewhat 40% Approachable 37% 60% Not Neutral Approachable 0 18% �� 40% ■ Very Confident ■ Somewhat Confident ■ Neutral ■ Not Confident X Mean Y P 20% n enforcement of the laws, 20% G) — Those living in Talbot are less confident than other 17% m resident in consistent enforcement of the laws, and p — Those living on the East Plateau believe the police 0% 5�� 7��0 are less approachable than other residents. Confidence in Confidence in �I PD timely consistent PD m response enforcement i� PO —How confident are you'in Renton's police department to respond to emergencies in a Timely manner —Mead based on an 1 i paint scale from 0 to 10 PD2 —How confident are you in Renton's police department to consistently enforce the laws —Mean based on an 11 point scale from 0 to 10 17 PD4 — Overall, how would you rate the approachobility of Police Officers in Renton?— Mean based on an 11 point scale from 0 to 10 Renton Fire / EMS • Renton's fire and EMS services also receive high marks. Nine out of ten residents are confident that Renton's fire and EMS services will respond to emergencies in a timely manner. Additionally, 88 percent of residents believe the fire and EMS personnel are "somewhat" or "very" approachable. — There are no differences in the way resident's rate the police based on demographics such as age, race, and income. — However, residents on the East Plateau provide lower ratings for both confidence in a timely response and approachability. Approachability of Fire / EMS mean Somewhat Approachable 30% Ne 11% Not Approachable 1% Now confident are you in RehWW f=9re ari' "eparfn7hf fd respand to emergencie3'ih a ttmefy manner —Mean -based on an 11 point F1RE3 - Overall, how would you rate the approachability of fire and EMS personnel in Renton?- Mean based on on 11 point scale from 0 to 10 100% 80% 60% 40% 20% 0% ■ Very Confident ■ Somewhat Confident ■ Neutral ■ Not Confident X Mean Confidence in Fire/EMS timely response Code Enforcement Overall, 15 percent of residents feel that dilapidated properties are a "Major" problem in Renton and 10 percent feel it is a "Major" problem in their neighborhood. — Residents in Cedar River are the most likely to feel that dilapidated properties are a major issue overall, and second most likely to feel they are a "Major" problem in their neighborhood. — Conversely, residents livinq in Talbot are the least likely to feel that dilapidated properties are a major issue. Code Enforcement 0% 20% Dilapidated Properties Overall - % Major Problem Cedar River 25% ■ Poor Fair ■ Good ■ Excellent 42% 409% 60% 80% Dilapidated Properties in Neighborhood - % Major Problem Benson 16% 100% City Center 22% Cedar River 13% East Plateau 20% East Plateau 11% Benson 19% City Center 11% Overall 15% Overall 10% m Kennydale 15% Kennydale 7% Z Highlands -- 11% Highlands 7% n West Hill 6% West Hill _ 5% y Talbot 3% Talbot 02% m 0% 10% 20% 30% 40% 0% 10% 20% 30% 40% r UT1L2 — To what extent are dilapidated properties a problem in your ndighborhood? �. UTIL3 — To what extent are dilapidated properties a problem in Renton overall? 19 UTIL4 — How would you rate Renton's efforts to enforce codes related to property maintenance issues such as weeds, junk lots or abandoned buildings? — Mean based on a 4 point scale from 1 to 4 100% 80% 60% 40% 20% 0% Government Vision and Involvement Residents believe that Renton is doing a "Good" job of listening to and informing its residents —No differences by respondent demographics —Few differences by geography: Residents living in Cedar River and Kennydale feel most informed while those on the East Plateau and City Center feel the least informed Keeping residents informed Having a clear vision and strategy for the future Listening to its residents TTf " ow wou ` you note the Jo 'the Renton City Governmentdoes in each of the following? -Mean based on a 4 point scale from I to 4 Seeking residents involvement and input ■ Excellent ■ Good ■ Fair n ■ Poor m XMean Z n u Review / Overview Next Steps Recap Renton is solidly a 4 -Star City with high levels of uniformity Residents believe Renton is a good place to live — To improve, focus on the vibrancy of downtown - Most people recognize and appreciate the efforts of Renton to be an open and inclusive city — To improve government should focus on ways to continue including diverse populations - Overall, residents feel fairly safe — To improve, focus on safety downtown after dark - Police and Fire/EMS receive near universal high ratings Next Steps Next Steps • Feedback / Questions —Feedback on topline —Questions / issues to address in full report • Full Report — Draft nearly completed — Includes additional findings —Includes additional analysis such as Factor and Key Driver Analysis — Data cuts by demographics and planning zone • Online Reporting Tool n — Nearly completed rn — Key variables defined so that you can filter and compare on your own n —Ability to make public if desired (data is always protected) m 3 AGENDA ITEM #' 10 a) AGENDA ITEM #2, a) SUNSET AREA TRANSFORMATION PLAN — HUD CHOICE NEIGHBORHOODS INITIATIVE IMPLEMENTATION GRANT APPLICATION — UPDATE (2/2016) Background: • The Sunset Area neighborhood in the Renton Highlands has been a community revitalization priority for the City since the late -1990s. • The City facilitated two Task Forces in 2007 and 2008 with a broad cross section of community stakeholders to address zoning changes in the Sunset Area and to identify recommendations for future action to improve the neighborhood. • This effort was followed by the Sunset Area Community Investment Strategy in 2009 which brought together the City, Renton Housing Authority (RHA), and Renton School District (RSD) to work with the community and prioritize public investment in the Sunset Area to address community needs. The number one priority was to support RHA's efforts to redevelop the Sunset Terrace public housing project. • To help facilitate the Sunset Terrace Redevelopment and encourage investment in other residential and commercial development in the area, the City Council adopted the Sunset Area Community Planned Action and Environmental Impact Statement in 2011. • The City and RHA also partnered together to conduct a Renton Community Needs Assessment with a Sunset Area Addendum in 2014. The assessment provided detailed information regarding the characteristics and needs of residents in Renton and the Sunset Area. Current Work: • To secure funding to help facilitate the Sunset Terrace Redevelopment and help revitalize the Sunset Area and provide additional services to residents in the Sunset Area, the City lead an effort in 2014-15 to apply for a $30 million U.S. Housing and Urban Development (HUD) Choice Neighborhoods Initiative (CNI) Implementation grant for the Sunset Area Transformation Plan. • The CNI grants provide up to $30 million for distressed public housing transformation, including approximately $21 million for a Housing Strategy (replacement public housing and affordable housing), up to $4.5 million for a Neighborhood Strategy (community and economic development projects), and up to $4.5 million for a People Strategy (education and social services). • Building new replacement housing for the former distressed 100 -unit Sunset Terrace public housing project was the foundation for the Sunset Area Transformation Plan. • The City partnered with thirteen other local and regional organizations to develop the Sunset Area Transformation Plan. • The King County Housing Authority (KCHA) was the Lead Applicant and the Housing Implementation Lead. The KCHA partnership was critical to Renton's application because of their strong experience using HUD's HOPE VI funding for public housing redevelopment. • The City was a Co -Applicant and the Neighborhood Implementation Lead and RHA was a Co - Applicant. Neighborhood House was the People Implementation Lead and the RSD was the Principal Education Partner. The following entities were all Anchor Institutions and provided funding leverage commitments for the plan: Renton Technical College, UW Medicine/Valley Medical Center, The Boeing Company, Health Point, Renton Chamber of Commerce, King County Library System, The Road Map Project, The Renton Salvation Army, and HomeSight. • The CNI application included funds to help build five RHA projects in the Sunset Area with a total of 234 new housing units, including replacement housing for former Sunset Terrace residents, additional affordable housing, and market -rate housing. AGENDA ITEM #2, a) • HUD received 33 CNI implementation grant applications in 2015 from projects throughout the country. The Sunset Area Transformation Plan was selected as one of nine finalists and Renton hosted HUD for a site tour in August 2015. • In September 2015 HUD announced five CNI implementation grantees (Atlanta, Memphis, Kansas City, Milwaukee, and Sacramento). Unfortunately, the Sunset Area Transformation Plan was not selected by HUD for CNI funding last year. • HUD provided the City and our partners with a CNI debrief in December 2015 to provide us with feedback about our application last year to help us make improvements in the plan for the future. • The FY2016 HUD budget includes $125M for the CNI. This is the largest annual budget in the CNI program's history. HUD expects to issue a Notice of Funding Availability (NOFA) for the CNI implementation grant in spring 2015. • The City and RHA have engaged Deborah Gooden from Pacific Development Concepts to help us prepare for the next CNI NOFA. Ms. Gooden, who previously worked at KCHA on their HOPE VI projects, was instrumental in helping us create the Sunset Area Transformation Plan and prepare the original CNI application last year. Next Steps: • Engage a consultant to assist the City and our other partners with additional community engagement for the Sunset Area Transformation Plan and to create a Sunset Area sub -area plan, if possible. • Work with our partners to enhance the Sunset Area Transformation Plan, including changes to the Housing Strategy, Neighborhood Strategy, and People Strategy. • Work to identify additional community and economic development projects in the Sunset Area, with funding leverage, for "Critical Community Improvements" for the Neighborhood Strategy. • Engage a consultant to do a physical needs assessment of the WWII -era housing to determine the feasibility of rehabilitation and/or critical home repairs to create more healthy homes. • Work with non-profit organizations to create a plan to increase homeownership opportunities in the Sunset Area. • Convene the Sunset Area Transformation Resource Council with our CNI partners and representatives from the Sunset Area. • Create a memorandum of agreement with the principal partners for the CNI governance and grant management. • Engage additional partners and secure additional funding leverage to improve the Sunset Area Transformation Plan. • Work with our partners to prepare a CNI application for the Sunset Area Transformation Plan when the NOFA is issued this spring. REGIONAL REPRESENTATION Boards/Committees Meeting Location Meeting Days Representative/s Inclusion Task Force Renton City Hall Quarterly Ed Prince, Ruth Perez Fire Fighter's Pension Board Renton City Hall 3rd Thursday, every 2 months Don Persson (Finance Chair) LEOFF Board Renton City Hall, HR 4th Tuesday, 8 am Ed Prince, Armondo Pavone Investment Committee Renton City Hall Quarterly Don Persson (Finance Chair) Lodging Tax Advisory Board/Marketing Committee Renton City Hall TBA Armondo Pavone Renton Airport Advisory Committee Renton Airport As Needed South County Area Transportation Board SeaTac City Hall 3rd Tuesday, 9 am Ruth Perez, Don Persson Eastside Transportation Partnership Bellevue School District Office 2nd Friday, 7:30 am Don Persson, Ruth Perez Regional Transit Committee KC Council Chambers 3rd Wednesday, 3:00 pm Ed Prince (by SCA) 1-405 Executive Advisory Group Bellevue As Needed Randy Corman Regional Water Quality Committee KC Council Chambers 1st Wednesday, 3:00 pm I Ed Prince (by SCA) WRIA 8 (Salmon Recovery Council) Dept. of Ecology - Bellevue 3rd Thursday, odd months, 3pm WRIA 9 (Ecosystem Forum) Renton City Hall 2/11, 5/12, 8/11, 11/10; 4:00 pm Cedar River Council Maplewood Greens GC 4th Tuesday, 7:00 pm Sound Cities Association - Public Issues Committee Renton City Hall 2nd Wednesday, 7:00 pm Ed Prince Economic Development Council Seattle Quarterly Armondo Pavone (by SCA) Growth Management Planning Council PSRC in Seattle 3/30, 5/25, 9/28, 11/30, 4:00 pm Ed Prince (by SCA) Emergency Management Advisory Committee I 1RCECC in Renton I 2nd Tuesday, 1:00 pm I Don Persson (by SCA)