CENTRAL AREA SENIOR CENTER (CASC)
BUSINESS PLAN
2019 - 2023
500 30th Avenue South
Seattle, WA 98144
Submitted by: Dian E. Ferguson, Executive Director CASC Board of DirectorsApril 2018
Central Area Senior Center (CASC)
Date Published: April 2018
Executive Summary
The existing Central Area Senior Center (CASC) was originally built as a nursing home in 1959. When the nursing home closed in 1968, several African American community leaders and activist approached the City of Seattle to ask that the City acquire the building for the purposes of offering programs and services to a growing population of African American elders who resided in Seattle’s Central District. Through their perseverance the City of Seattle agreed to purchase the building for use as a senior center. In 1969 with minor renovations the former nursing home was converted and adapted to its new reuse. Services grew rapidly with a CASC mission to promote the emotional, social, and physical well-being of older adults through a network of community connections and services. The aim of the vision was to help create a just society where aging adult and those who care about them can live their best lives.
In 1975 CASC partnered with United Way's Senior Services (now Sound Generations) to facilitate a month-to-month lease agreement with the City of Seattle to continue the delivery of services to older adults residing in the Central District as the designated 501 c 3 organization who served as the fiscal sponsor for CASC. By 1993, CASC was itself a 501 c 3 nonprofit corporation. Sound Generations, formerly Senior Services continued to maintain the lease agreement with the City of Seattle and CASC continued its delivery of programs and services to the Central District maintaining its service delivery focus on African American elders. Today, CASC is recognized as delivering program services to older adults as they simultaneously meet the needs of serving a wider community need within the Central District area neighborhoods of Leschi, Madrona, Squire and Junkins Park, Mt Baker, Madison Park and Madison Valley. CASC's service delivery area for programs and activities meeting the needs of older African American adults and communities of color extend north to Shoreline and south to Federal Way.
Although there have been renovations and improvements to CASC in the past 50 years, the current Center programs are constrained by the capacity and functional limitations of the facility. Most of the building’s systems have reached the end of their useful life. CASC is financially burdened with the resultant maintenance and utility costs of a building owned by the City of Seattle and leased back to CASC through a City of Seattle month-to-month lease agreement in the name of Sound Generations. Over the years, the terms of the lease agreement have not been altered to recognize CASC as the entity responsible and accountable for all services and financial outlays for operations and capital needs. CASC provides and manages all services and 85% of the capital needs of the facility pursuant to the terms and conditions of the contractual Agreement with the City of Seattle.
CASC leases the property from the City of Seattle at a discounted rate via a Mutual and Offsetting Benefit (MOB) lease. The terms of the MOB dictate that in exchange of reduced rent, CASC would provide services and activities for seniors. The lease is administered by Finance Administrative Services (FAS). In recent years, FAS budget constraints, the increasing gap between rents and maintenance costs, and below-market rents, have left the City in a position of providing little to no maintenance to the property. CASC has been responsible for the upkeep and maintenance of the property, even with little to no incentive for doing so. CASC has continued to make major and minor facility repairs and upgrades while having no site control. Through ongoing negotiations with the City and the City need to unload properties with MOB’s, the opportunity to transfer the property has been made available to CASC with a set of conditions.
These conditions include:
❑ CASC returning to its own independent 501 C 3 nonprofit status, with by laws, and Articles of Incorporation in Washington State;
❑ The preparation of a Feasibility Study that requires a full vetting of all building, operations and issues that would hinder any fully successful long-term sustainability by CASC;
❑ The placement of a “new” board of directors specifically acting in the interest of CASC with full governing authority separate and apart from its partnership organization Sound Generations;
❑ Analysis of all aspect of CASC’s operations (Community Engagement, Marketing, Fund Raising, Facility, Parking, Health and Wellness Programs) to provide a futuristic assessment of these areas as an independent organization; and
❑ Deliver findings to the City of Seattle in the form of a Business Plan.
There are several major problems that CASC will need to tackle in the next 3 – 5 years to meet the conditions requested by the City of Seattle. The desire is for CASC to realize the transfer of the building to CASC through a contractual agreement outlining the terms of the transfer by December 31, 2018. The problems to be tackled are:
1. The building is aging and the City of Seattle, as the owner, does not provide facility modernizations to accommodate expanding programs or major systems improvements that can help reduce utility costs;
2. Activities and events at CASC are constrained by the condition of the aging materials and systems and the lack of on-site parking. These constraints limit CASC’s ability to maximize income from outside rentals.
3. The property area is classified as a Critical Area by the Seattle DPD as it has a greater than 40% slope on the east third of the site.
4. Current room configurations do not match well with the current and/or future program needs and Center activities to make it financially sustainable.
5. The buildings very attractive location is not maximized to capture or reflect the historical and heritage value related to the organization’s founding, mission and vision
6. Sound Generations, formerly Senior Services and the lease holder of the property and the City of Seattle are equally interested and committed to transitioning the ownership of the property from the City of Seattle directly to CASC.
CASC is opened Monday, Tuesday and Friday, 8 am – 6 pm, Wednesday and Thursday, 8 am –10 pm and on Saturday and Sundays for community events, building rentals and church services, on Sunday, 9 am – 2 pm.
CASC has accomplished much in the past four years under the leadership of a new executive director, staff and volunteer leadership team who has helped to re-invigorate the operations, activities, programs and make upgrades to the facility capital and maintenance needs. CASC’s accomplishments over the past four years include:
❑ The stabilization of operations by eroding three years of deficit budgets to realizing three consecutive years of surplus budgets;
❑ Raising capital dollars to convert the kitchen from electric to gas and purchasing a new freezer, refrigerator and gas stove;
❑ Partnered with International Interior Design Association, Northern Pacific Chapter to install new carpet throughout the building, paint the interior walls, renovate the entry with a custom desk, counters and furnishing, crafted a custom wall design in the entrance, custom art pieces highlighting members and programs in the hallway and dining room;
❑ Diversified member participation amongst unrepresented individuals, ethnic groups, LGBTQ and communities of color;
❑ Introduced and taught Social Media Literacy, Theatre, Photography, and introduced many new classes to members and the community;
❑ Increased unrestricted dollars by raising annual and lifetime membership charges without chagrin from participants;
❑ Replaced dining hall floor, secured donated furnishings and two pianos for music opportunities and member’s enjoyment;
❑ Revitalized an important Senior Center and Community Asset;
❑ Expanded centers hours of operations by an additional twelve hours a week by offering evening programs;
❑ Recognition of CASC staff and volunteers as professional and skilled as demonstrated by the recipients of numerous awards including the Positive Image and Aging Awards; and
❑ Creation of many new and the re-establishment of many old partnerships with community groups, schools, businesses, civic associations, other senior centers and programs within the Sound Generations organization
CASC serves older adults and additionally in the capacity of a neighborhood community gathering place informs and gives voice to free expression of diverse ideas providing an open forum for discussion as it supports communities and build awareness about community needs. CASC promotes social justice, and community dialogue as it serves the Central District as a gathering place for a variety of activities, events, and programs that enhance the quality of life in an urban area.
Much like “A “Great Street,” CASC is a very desirable place to be. It helps makes a community by being accessible to all people, easy to find and easy to get to. It provides a setting for activities that bring people together such as work, shopping, playing, spending time together and using public transportation. This is a place where individuals feel physically comfortable and safe. It encourages participation as a place to shop, to talk, to sit and watch. A “Great Street” is one that can be remembered long after you have left. Upon leaving a “Great Streets”, the favorable impressions are strong, and they linger. CASC views itself akin to Allen Jacobs Great Streets, (Massachusetts Institute of Technology, 1993), for the older adults we serve and for the community who sees CASC as much more to the urban and neighborhood fabric than just a facility to which they come.
Vision
Within the next five years, CASC will be recognized as the premier non-profit organization serving mature and older adults within the Central District and the Central District community. Much like “A Great Street,” CASC is the place of choice for mature and older adults and the Central District community to access and participate in Health and Wellness programs, grab a bite to eat, learn and acquire new and enhanced knowledge and skills while socializing and having fun with people diverse in their ethnicity, life experiences and economic obtainment. CASC has a growing and diversified funding base of fees for services from training, workshops, programs and classes, annual memberships, sponsorships and partnerships, enterprise activities, government contracts contributions, and a vibrant facility rental business. CASC will have a $2 million budget, well paid professional staff, a 15-member board of directors, and operating reserves of 6 months. CASC will be highly acclaimed and awarded as a team of nonprofit professionals and dedicated volunteer leadership. CASC will be a household name
Mission
CASC engages and enriches the communities of mature and older adults in Seattle’s Central District and the African American elder population throughout the Pacific Northwest through programs and opportunities that help people live rich, healthy and fulfilling lives as they age surrounded by a beautiful setting and in a culturally diverse and fun environment.
Objectives and Strategies
Board
• Coordinate with the Mayor’s office, community and members to recruit 5 additional board members for a total of 15 members to CASC’s Board of Directors by June of 2019.
• Increase board membership to nine (9) board members by December 2018
• Assess the strengths and weaknesses of the board to assist in filling board vacancies.
• Engage board in one (1) fundraising skill development and knowledge workshop by September 2018.
• Train current and new board members in their roles and responsibilities to be good board members by November 2018
• Distribute board packets with policies, and procedures for operations to all prospective individuals who attend an initial board orientation and recruitment presentation.
• Improve Board effectiveness by targeted recruiting, pre-evaluation and involvement through planning.
Financial
• Achieve 2019 Fee for Service revenue of $62,000 from Program Services.
• Increase Grant funding from $35,000 to $45,500 in 2019; 30% above last year.
• Obtain a 20% increase of attendees at trainings and workshops of Seattle residents to generate $500 per month in new revenue and $6,000.00 annually.
• Increase the collection rate of 40 Annual Membership Renewal fees from inactive CASC memberships to generate new revenue and to collect an additional $2,400 annually
• Generate $10,000 in annual partnerships from businesses to help tell the CASC story through the creation of DVD’s for distribution to potential funders as we prepare for capital improvements to the facility
• Increase program-based sponsorships from .05% to .012% to generate $10,812 in new dollars annually.
• Generate $8,000 from entrepreneurial programs, events and product sales in fiscal year 2019
• Reduce cost of any potential property tax expenses by securing non-profit property tax exemption status in 2019
• Reduce the number of average days of invoicing for contract reimbursements from 60 days to 30 by March 1, 2019
• Develop more effective budget, cost control and reporting systems.
• Increase annual facility rental income to $80,000 per year by securing additional longterm monthly rental contracts.
Fundraising
• Build a $10,000 operating reserve fund by December 31, 2018
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• Institute an annual pledge drive during 2019 to increase individual donations from $16,000 to $24,000 by December, 2019
• Sell 250 CASC collateral products to generate $2,000 in new dollars by September 2019, at fairs and festivals during the summer months.
• Conduct four (6) trainings and skill development workshops/programs with an average of 8 participants on topics of relevancy like Social Media Literacy, and/or Self Help and generate $6,000 in 2019
• Obtain $30,000 in funding from other jurisdictions where CASC members benefit from programs and services but do not reside within the Seattle City limits to include WA State, county contracts and city contracts outside of Seattle by December 2019
• Increase new members participation from 150 active weeklies, unduplicated count of participants to 250 active weekly unduplicated count of participants to generate $5,000 in Annual membership program fees.
• Increase Annual Event revenue by acquiring two (2) new sponsors and underwriters for special events
• Secure donations and grant funds to develop a capital campaign plan for the renovation and remodel of the administrative building and to make overall improvements to the physical space.
Technical Operations and Program Quality
• Improve Green Dolphin performance quality, educate and train new and old volunteers on technical standards, program quality, and production values (lighting, editing, camera angles, sound, and locations).
• Seek out new programming opportunities that are informative, engaging, and hip.
• Improve the technical operations and overall quality of computers for staff, volunteers and operations.
• Continue CASC’s expansion into web-based data management and networks.
• Index, archive, and catalog programs on website.
• Incorporate new and changing technology as it emerges.
• Create avenues for multimedia opportunities that link individuals and communities to resources and information in real time.
• Invest in capital equipment of new technology, laptops, lighting and audio upgrades to support improved technical quality of computer systems usage.
• Train staff, volunteers and members to use the technology equipment at the facility
Community Outreach
• Help build and connect communities through community media.
• Keep community media viable.
• Explore new and emerging communities.
• Showcase new programs, live shows such as Green Dolphin, and special events
• Boost attendance at the Center.
• Establish guidelines, internal and external means to solicit and generate feedback from members, staff, organizations that frequent the CASC, partners, and volunteers on CASC’s performance and services.
• Expand CASC’s utilization of Social Media outlets.
• Increase Facebook friends from 721 to 1,150 by May 1, 2019
• Ensure that all Facebook postings generate a Twitter to all Twitter friends.
• Actively engage Facebook and Twitter friends to utilize and post to CASC pages.
• Utilize YouTube to post clips of shows that will generate traffic to CASC’s activities and website.
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• Attend a minimum of one neighborhood Chamber of Commerce, Kiwanis and/or Rotary Meeting monthly to share CASC updates and programming information.
• Attract one additional community/civic group to host their monthly meetings at CASC quarterly.
• Conduct one on-line survey annually to gauge information on CASC constituent’s interests and to evaluate CASC’s performance.
Branding and Marketing
• Distribute and showcase CASC’s new brand, tag line, logo design, graphic image and collateral tie in pieces in a consistent manner across the agency, Internet, and other digital media by January 1, 2019
• Target market CASC to attract new volunteers by customizing to students, independent art organizations and schools/universities and colleges to facilitate new partnerships, and to acquire sponsors.
• Enhance relationships with other public non profits to share programming, training materials and information.
• Actively promote, support, and build awareness of the community through a variety of distribution vehicles.
• Distribute a minimum of one press release and media alert monthly to community newspapers, media blogs and stakeholders of CASC, promoting activities, new programming, items of interest and other tidbits to generate public interest.
• Increase E-Newsletter distribution from 300 to 750 by December 2019.
• Increase public awareness of CASC through community speaking and media relations.
• Enlist key community leaders and businesses to launch and develop new networks supportive of CASC
Personnel Plan
CASC is governed by a voluntary Board of Directors. By March of 2019 the board is to approve the adaptation of changes to CASC’s personnel handbook. Added to the handbook will be a Statement of Purpose that outlines the official understanding of the obligation of the Board of Directors and the employees to each other and to the public. Its purpose is to ensure consistent personnel practices to best utilize the human resources of CASC in the achievement of its goals and objectives by establishing the framework for a system of personnel administration, based upon merit principles, designed to assure efficient organizational operation. It is believed that sound personnel practices are conducive to a high quality of professional services, since employment conditions have a direct bearing on staff performance and morale.
All staff shall be under the general policy authority of the Board of Directors. The Executive Director is the leadership in the development of all necessary procedures consistent with its intent. The Executive Director shall determine other policies and practices not specifically covered in the written Personnel Policies.
CASC staffing for 2019 includes approximately 11 employees, full, part-time and contractual employees, divided between administration, programs, community dining, social work and building attendants These 11 employees represent 6.57 staff full time equivalents.
Central Area Senior Center (CASC) Business Plan
Administrative positions include: The Executive Director, Administrative Manager and Accounting/Book Keeping Administrator
Community Dining positions include: The Chef and Food Preparation Specialist.
Program positions include: The Social Worker and Foot Care Nurse
Building Attendant positions include: The Maintenance Supervisor, and three Building Attendants Personnel
Please see Appendix for Wages, Taxes and Benefits Projection for each position.
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Viability and Future
It is known and documented that by 2040 the percent of residents age 60 and older in King County is projected to grow by nearly 25%. 80% of the growth is projected to happen in Seattle as well as South Urban and East Urban regions. Top concerns for older adults and people with disabilities are transportation, housing, wellness, healthcare and socialization.
The World’s Health Organization’s (WHO) age friendly framework includes eight domains of livability. Several of these domains can be supported by local senior centers like CASC. They include:
➢ transportation,
➢ social and civic participation,
➢ respect and social inclusion,
➢ community support and
➢ health services.
An Age Friendly approach builds on strengths, not just needs. It views older adults as assets and partners in solving the challenges of longevity. A need-based approach will outstrip government resources and lead to generational conflict. In contrast, Age Friendly communities bring generations together. Aging is a process we all experience. All ages do better when we make sure everyone has what they need to age successfully. For people of modest means, an Age Friendly approach works upstream to keep older adults and people with disabilities active, engaged and supported in their neighborhoods and communities and creates structures and services so they don’t spend themselves into a life of poverty.
CASC has experienced and continues to experience obstacles that at times have diminished morale and have tested the enthusiasm of staff, board members, and volunteers, in their quest to realize CASC’s vision articulated earlier in the business plan.
Issues affecting CASC’s ability to realize its vision over the past four years has included:
➢ Competition for capital funding in a City owned building with no long-term lease;
➢ Revenue generation;
➢ Reporting requirements and contract fulfillment for public funds;
➢ Technology changes, challenges and expense;
➢ Changes in media culture requiring adaptation and learning of new social media skills;
➢ Staff turnover;
➢ Low wages given specialized skills, knowledge and expertise required for staffing;
➢ Board governance by Sound Generation;
➢ Agency management;
➢ A major recession;
➢ Lack of financial contributions from funders owing to program status with Sound Generations;
➢ Creation of new programs and activities of high quality with limited staff; and
➢ CASC’s lack of clarity on how to move forward in acquiring the CASC building from Finance and Administration given the City’s negotiation process and lack of clarity
CASC recent involvement in the 2017 Community Engagement process with other Central District organizations with a rich history and longevity of serving African Americans and the community in a rapidly changing demographic environment reaffirmed the importance and vitality of CASC’s ongoing endeavor to celebrate its institutional successes as a vital agency serving mature and older adults and as a place of social justice in the Central District of Seattle.
Through surveys, focus groups, door belling, and public meetings, CASC heard from members, neighbors, stakeholders, other non-profits, funders and students how to better position the
organization moving forward without minimizing the history, culture and resiliency of those who founded the agency and the membership that has kept it relevant for 50 years
CASC was surprised and pleased by the level of participation, survey results and potential for positioning itself to realize its vision. Because of feedback, CASC is clear that the we are an important contributor to enhancing the lives of mature and older adults keeping them informed and engaged in the local community and distance communities in which they reside. CASC is an important contributor to reaching underrepresented individuals and groups while providing opportunities for health and wellness activities, socialization, learning, new skill development and fun in a culturally diverse environment filled with interesting people from and outside of the Central District community and neighborhoods.
Building Acquisition, Short and Long- Term Plan
Overview: As part of the negotiation process with the City of Seattle, CASC is seeking agreement through the City’s representative, Finance and Administration, an understanding that the facility we now lease will be given/transferred/sold to the newly incorporated non-profit Central Area Senior Center (CASC) with no strings attached.
Conditions: CASC anticipates that the City of Seattle will require a set of agreements to:
• Recognize the transfer of property,
• Require that CASC assume all facility liabilities “as is,”
• Require that CASC assume all property tax liabilities,
• Require some agreement that CASC holds City of Seattle harmless for future or ongoing facility and property issues, and
• Will transfer the official title and ensure that such is recorded as properly
As part of its due diligence, CASC facilitated several building inspections to determine the buildings current capital investment needs and any issues that might generate immediate and future capital expenditures. This was done to determine the anticipated costs of making repairs and upgrades to the property. CASC invited review by local contractors, developers, geo technical engineers, parking and traffic experts, architects, arborists and a commercial real estate agent. All toured the property. All recommended acquiring the property although there were some caveats and noted caution about potential cost for expansion and redevelopment. The developer estimated costs of tearing down the old building to create new offices, lower room access by elevators and an outside lift, new and expanded classrooms and community spaces. They also estimated costs for the potential addition of another story on top of the existing building and the demolition and construction cost for any anticipated work.
Immediate Plans: As proposed, CASC will make a few building improvements to serve the organization for the near and immediate future while raising money to secure operational dollars for existing programs and future capital needs. These include:
• Installation and repair to all windows utilizing energy efficient materials to control both heating and cooling appropriately within the facility;
• Repair and replacement of all bathroom toilets with energy efficient toilets and lighting,
• Installation of new flooring in restrooms, new vanities with storage space and upgrade source supply to address aging pipes and drainage issues,
• Upgrade kitchen equipment small appliances to include ice maker, baking equipment, and steamer,
• Continue current efforts to making parking lot improvements to add additional parking stalls, to comply with ADA requirements and to create a dedicated turnaround area for drop off clients and members by Access Vans, taxi’s and cars,
• Transform the lower level of the building to an accessible Health and Wellness Center offering foot care, immunizations, health screening, and dental hygiene services,
• Address sink, dishwasher, standing water and drainage issues in the kitchen,
• Repair or replace all outside doors to ensure that they open and close properly, lock securely and that the disability mechanisms to open and close the doors work, and
• Construct all improvements with an additional focus on energy efficiency for maintaining heat and cooling properties.
Future: CASC will maintain ownership of the building and make facility enhancements and upgrades based on a 2-3-year planning process that outlines the ideal building to operate its programs and activities while meeting the community needs for a great facility and one that CASC can capitalize on through rental income as a part of its plan. Factoring into CASC decision making for future capital needs are:
• Costs of full development or partial remodeled of space being prohibited,
• Future activities and programs requiring additional instructional space, better conduit for wiring, upgraded plumbing, capability for multiple food preparation or staging (including a TV demonstration kitchen) and community socializing,
• Changing demographics of community require consideration of new transportation options for continual access of long time members to navigate to the center,
• The facility is not near where members reside outside the City limits,
• Long term costs of repairs that are potentially beyond the value of the site
• Site value for other purposes increasing making the property (not the land) more valuable, and
• Maintenance of equipment and facility over 50 years is too high
To maximize our utility to the larger community, CASC would seek out partnerships and alliances to potentially:
• Split the costs of building expansion with retail profit centers, e.g., small coffee shop, gym fitness, pharmacy or health and wellness needs
• Offer programs and activities in a variety of satellite locations utilizing and in conjunction with existing programs partners such as churches, Multi-Cultural Health, schools, Parks and Recreation, community centers and other non-profits
Considerations:
• Some major potential property issues, such as the older HVAC equipment, the sewer line, the water line, grounded electrical and more have been repaired in the recent past either with City of Seattle money or ours
• CASC must seek exclusion of property taxes for the building which can be provided for under Washington State Rules
• CASC will be able to lease or rent space, which was prohibited under the City of Seattle lease, as a separate “for profit” business under the non-profit.
• The impact is mainly on the need to pay “non-related business income taxes and to ensure that rental costs are not subsidized by City funds.
• CASC will designate $50,000 of current savings as “restricted” to cover emergency building repairs or maintenance
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• CASC will build future budget with maintenance and repair funds, which will be billed monthly and transferred to the restricted savings account
• CASC will begin to work with other non-profit organizations to share our goals and look for synergies conjointly.
Communication Plan
See Attached CASC Message Platform
Financial Forecast
CASC has increased its fundraising goals for 2019 and will monitor the environment in subsequent years. Anticipated increases are the result of the current economic climate and the reality of the low unemployment rates and an economic environment conducive to generating resources with the overall upturn in the fundraising environment in the present economy. Always noted with caution, there are signs that CASC has positive opportunities for fundraising ahead:
• At a recent Funder’s Forum hosted by the Puget Sound Grantwriters Association, CASC’s Executive Director met with numerous local funders. All seemed interested in CASC’s work, particularly for given the economy is more stabilized although basic needs and homelessness continue as a pressing funding issue with more older adults joining the ranks of the homeless.
• CASC is planning and building upon its current special events fundraisers and is considering maintaining its current efforts to identify and research a “Signature” fundraising opportunity in November 2019. CASC is in the discussion stages with a major corporation for lead sponsorship. These discussions are moving along positively.
• CASC is in the early stages of expanding its online presence with a potential fundraiser targeted to individuals in June 2019 through www.globalgiving.org. This would be the first major on-line solicitation effort to individuals in many years. The goal of this fundraiser would be to raise $20,000, and most importantly through 40 unique individuals giving to CASC. A sub-set of this effort would be to generate 15 % in new donors to the organization.
• CASC is looking at new sources of revenue, such as federal grants, and expanding partnerships and sponsorships.
• Research on charitable giving does show an upward trend in on-line giving with the Millenniums selecting this method for their charitable gifts.
• The Giving Institute: Leading Consultants to Non-Profits, has been active in examining ways to move contributions upward. According to the Giving Institute, “It looks like the American public agrees that charitable giving is an integral part of the country’s economic fabric.” Additionally, there are signs that foundation endowments, such as that of the Gates Foundation and other major foundations, are now beginning to report increases in values, which will impact their giving in future years.
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Fundraising Plan
See Attached Plan
Analysis of Basic Building and Land Criteria for Development
Site Size, topography and shape – The property is situated at the north end of South King Street, between 30th Avenue South and 31st Avenue South. The site area it forms 240 feet by 240 feet square. The western half of the property is at grade and relatively level. The eastern half of the property slopes down toward the east, with the middle of the property approximately 55 feet higher than the eastern edge of the property. Mitigating the steep slope on the east side is necessary for consideration of thefacility possibleexpansioneither throughrenovationand or through new construction.
Zoning: The site is zoned SF 5000, a residential zone that allows one single-family dwellings for every 5,000 square feet of lot area. Allowable uses in SF 5000 land include but are not limited to parks, open space, public schools, nursing homes with less than eight residents, and adult family homes. In existing or former public schools, permitted uses include child care centers, public or private schools, community centers, and community programs for seniors. The care improvements constitute a legal, hon-conforming use of the property.
View - The property is located on the top of the hill with a view of lake Washington and the Cascade Mountains to the east. The view amenity on the east side is considered excellent by all who delights in it.
Current Improvements: The property is currently improved with a single-story structure totaling 9,748 square feet constructed in 1959. The improvements are of masonry construction. In 2012, a new roof and repairs were completed at the property. In 2014, 2015 and 2016 additional improvements of flooring, carpet, paint and office upgrades were made. However, it is an old building (1959) in need of electrical upgrades, parking pavement, accessibility to the lower level, an enhanced security system with cameras, monitoring and alerts when people enter and exit, the shoring up of the outer deck, water mitigation on the slope and a new HVAC system to replace the steam boiler that heats a significant portion of the building. Additionally, the increase in usage of the facility by the members and the public demands an expansion of space.
Action Plan for Future Redevelopment
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Central Area Senior Center (CASC) Business Plan
Architect and Engineering
➢ Site Conditions Evaluation and Local Climate Impacts
➢ Land Use Compatibility/Neighborhood Context
➢ Concept Site Plan with Landscape Plan and Site Sections
➢ Facility Floor Plans, Exterior Elevations and Sections
➢ Computer Generated Virtual Three-Dimensional Model
➢ Preliminary Design, Permitting and Construction Schedule
➢ Preliminary Design, Permitting and Construction Budget
Property Survey
➢ A topographic survey to establish the meets and bounds of the property, easements or covenants, existing site improvements, buried utilities, trees and vegetation and exhibit the grade elevations
Geotechnical Survey
➢ will test the soil for bearing capacity for a new story construction option.
Arborists Survey
➢ Survey of Existing Trees to Determine Those to Save per Seattle Tree Ordinance.
Green Features and LEED
Documentation
➢ A Recommended List of Site, Building and Operational Features Needed for a LEED Silver Certification
Land Use Modifications
➢ Administrative Conditional Use (ACU) permit is needed to develop a "community center", as defined by DPD,
Board of Directors sets parameters for the hiring of professional experts to facilitate scope of work.
Executive Director and oversite committee facilitates hiring.
2019 - 2023
Board of Directors sets parameters for the hiring of professional experts to facilitate scope of work.
Executive Director and oversite committee facilitates hiring.
Executive Director and oversite committee facilitates hiring.
Executive Director and oversite committee facilitates hiring.
Executive Director and oversite committee facilitates hiring.
2019 - 2021
2019 - 2021
2019 - 2021
Executive Director and oversite committee facilitates hiring.
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2019 - 2021
2019 - 2021
9/21/2023
Central Area Senior Center (CASC) Business Plan
in the current Single-Family Zone. A review of the ACU requirements will be conducted and a preapplication conference will be held with DPD.
Structural Engineer
➢ Determine the capacity of the existing structure to carry a second story
Required Resources
Executive Director and oversite committee facilitates hiring.
2019 - 2021
The full cost of this effort is estimated to be around $110,000.00 if concentrated in a few targeted areas. These targeted areas include:
Appendix
• Health and Wellness Plan
• Industry studies
• Blueprints and plans
• Maps and photos of location
• Detailed lists of equipment owned or to be purchased
• Copies of leases and contracts
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Central Area Senior Center (CASC) Business Plan
• Letters of support
• Materials to support the assumptions in this plan
• Message Platform
• Board of Directors
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