REGULAR BUSINESS MEETING AGENDA MAPLE VALLEY CITY COUNCIL
7LPH Monday, May 13, 2019 Tahoma School District Central Services Center 7:00 p.m. 25720 Maple Valley Black Diamond Rd SE (VWLPDWLRQ 1. CALL TO ORDER 2. FLAG SALUTE/ROLL CALL 3. PUBLIC COMMENTS Now is time for public comment. Time is limited to 3 minutes per person, or 5 minutes per organization. If anyone from the audience would like to address Council at this time, please come to the podium and state your name and address for the city clerk. PROCLAMATION(S): Affordable Housing Week and National Police Week PLQ PRESENTATION: Jim Hedrick 2019 Legislative Update 4. APPROVAL OF THE AGENDA PLQ 5. CONSENT CALENDAR (a) Approval of Minutes of the Regular Business and Special Meetings on April 22, 2019 and May 6, 2019 (b) Approval of voucher checks, wire transfers, electronic funds transfer, payroll, and benefit checks numbered 501117-501120, 29511, no voided check(s), and direct deposits May 8, 2019 for a total amount of $778,505.97 (c) Resolution No. R-19-1335 authorizing the City Manager to execute Amendment No. 1 to the Surface Water Technical Services Agreement C- 17-1354 with King County (d) Resolution No. R-19-1334 authorizing City Manager to execute the State of Washington Department of Ecology for a Water Quality Stormwater Pre- Construction Grant Agreement 6. PUBLIC HEARING PLQ (a) Park Rules-Summit Park hours ...... ...... Parks and Recreation Director Dave Johnson 7. BOARD, COMMISSION, COMMITTEE REPORTS PLQ (a) South King Housing and Homelessness Partners (SKHHP) in the future .... 8. REPORT OF THE CITY MANAGER ...... City Manager (a) City Hall update PLQ (b) Strategic Communications Plan
Americans with Disabilities Act (ADA) reasonable accommodations provided upon request. Please call Shaunna Lee-Rice, City Clerk, at 425-413-8800. 9. COUNCIL REPORTS PLQ (a) State Route 18 update ...... Councilor Burberry 10. CONTINUED BUSINESS (a) Ordinance No. O-19-666 extending interim zoning and Planning Commission recommendation proposed amendments to Title 18 of the PLQ Maple Valley Municipal Code mixed-use type development in commercial zones ...... Community Development Manager Matt Torpey (b)(b) Park Rules-Summit Park hours...... ...... Parks and Recreation Director Dave Johnson PLQ (c)(c) Ordinance No. O-19-664 amending Chapter 7.05 of the Maple Valley Municipal Code entitled “Rules Governing Use of City Parks-Civil Infractions” ...... Parks and Recreation Director Dave Johnson (d)(d) Ordinance No. O-19-665 amending Section 9.05.510 of the Maple Valley Municipal Code entitled “Parks” ...... Parks and Recreation Director Dave Johnson 11. ORDINANCES, RESOLUTIONS, AND MOTIONS 12. NEW BUSINESS (a) Resolution No. R-19-1333 authorizing the City Manager to enter into a PLQ Professional Services Agreement with the Chandlerthinks LLC, to develop a new brand for the City of Maple Valley ...... Economic Development Manager Tim Morgan 13. FOR THE GOOD OF THE ORDER ...... Council PLQ (a) Meeting with King County Executive ...... Mayor Kelly 14. PUBLIC COMMENTS Now is time for public comment. Time is limited to 3 minutes per person, or 5 minutes per organization. If anyone from the audience would like to address Council at this time, please come to the podium and state your name and address for the city clerk. 15. ANNOUNCEMENT OF NEXT MEETING SPECIAL MEETING Monday, May 20, 2019 at 6:00 p.m. Lake Wilderness Golf Course 25400 Witte Road SE, Maple Valley, WA
SPECIAL MEETING/REGULAR BUSINESS MEETING Tuesday, May 28, 2019 at 7:00 p.m. Lake Wilderness Lodge 22500 SE 248th Street, Maple Valley, WA
Americans with Disabilities Act (ADA) reasonable accommodations provided upon request. Please call Shaunna Lee-Rice, City Clerk, at 425-413-8800. 16. EXECUTIVE SESSION (a) Executive session to discuss the performance of a public employee pursuant to RCW 42.30.110(1)(g) Final action possible. 17. ADJOURNMENT
Americans with Disabilities Act (ADA) reasonable accommodations provided upon request. Please call Shaunna Lee-Rice, City Clerk, at 425-413-8800. This page is intentionally left blank. National Police Week 2019
To recognize National Police Week 2019 and to honor the service and sacrifice of those law enforcement officers killed in the line of duty while protecting our communities and safeguarding our democracy.
WHEREAS, there are approximately 950,000 law enforcement employees serving in communities across the United States, including the dedicated members of the Maple Valley Police Department and the King County Sheriff’s Office; and
WHEREAS, the Congress and President of the United States have designated May 15 as Peace Officers Memorial Day, and the week in which it falls as Police Week; and
WHEREAS, the International Association of Chiefs of Police has declared law enforcement officer safety and wellness a top priority, and the IACP's Center for Officer Safety and Wellness promotes the importance of individual, agency, family, and community safety and wellness awareness; and
WHEREAS, the members of law enforcement agencies of King County play an essential role in safeguarding the rights and freedoms of the citizens of the City of Maple Valley; and
WHEREAS, it is important that all citizens know and understand the problems, duties and responsibilities of their police department, and that members of our police department recognize their duty to serve the people by safeguarding life and property, by protecting them against violence or disorder, and by protecting the innocent against deception and the weak against oppression or intimidation; and
WHEREAS, the service and sacrifice of all officers killed in the line of duty will be honored during the National Law Enforcement Officers Memorial Fund’s 31st Annual Candlelight Vigil, on the evening of May 13, 2019, during National Police Week, which takes place this year on May 6-16; and
WHEREAS, May 15 is designated as Peace Officers Memorial Day, in honor of all fallen officers and their families and U.S. flags should be flown at half-staff;
THEREFORE, BE IT RESOLVED we, the City Council of the City of Maple Valley, do hereby proclaim May 6-16, 2019, as:
Police Week
The City of Maple Valley publicly and proudly salutes the service of law enforcement officers in our community and in communities across the nation.
Signed this 13th day of May 2019.
______Sean P. Kelly, Mayor Dana Parnello, Deputy Mayor
______Linda Olson, Councilmember Erin Weaver, Councilmember
______Syd Dawson, Councilmember Les Burberry, Councilmember
______Linda Johnson, Councilmember Laura Philpot, City Manager
1 352&/$0$7,21 WHEREAS, all people should have access to safe, healthy, and affordable homes within communities of opportunity. Studies have found that each $100 increase in median rent results in a 15% increase in homelessness in metro areas and a 39% increase in homelessness in nearby suburbs and rural areas; and
WHEREAS, the All Home community identifies affordable housing as a critical component of making homelessness rare, brief, and one-time; and
WHEREAS, everyone benefits from affordable housing, including the people who reside in these properties, their neighbors, business, employers, and the community as a whole; and
WHEREAS, the Association of Washington Cities determined that enhancing efforts to increase affordable housing, decrease homelessness, and improve a strained behavioral health system was a critical priority for the 2019 Legislative Session; and
WHEREAS, united in an effort to raise public awareness, communities throughout King County are participating in local Affordable Housing Week efforts to inform the public of the critical need to preserve and increase affordable housing in our communities; and
WHEREAS, the City of Maple Valley endorses these goals, objective, and purposes of Affordable Housing Week, and in doing so, recommits itself to ensuring that our community thrives with opportunity, and that all people in it live with dignity in safe, healthy, and affordable homes; and
NOW, THEREFORE, we, the City Council of the City of Maple Valley, Washington, do hereby proclaim the week of May 13th-17th as: Affordable Housing Week.
Signed this 13th day of May 2019.
______Sean P. Kelly, Mayor Dana Parnello, Deputy Mayor
______Linda Olson, Councilmember Erin Weaver, Councilmember
______Les Burberry, Councilmember Syd Dawson, Councilmember
______Linda Johnson, Councilmember Laura Philpot, City Manager
2 CITY OF MAPLE VALLEY, WASHINGTON CITY COUNCIL MINUTES OF REGULAR BUSINESS MEETING APRIL 22, 2019 Tahoma School District Central Services Center 25720 Maple Valley Black Diamond Rd SE
1. CALL TO ORDER
Mayor called the meeting to order at 7:00 p.m.
2. FLAG SALUTE/ROLL CALL
Sheriff Mitzi Johanknecht led the Flag Salute.
Councilors present: Linda Olson, Les Burberry, Syd Dawson, Linda Johnson, Deputy Mayor Parnello, and Mayor Sean Kelly.
MOTION to excuse Councilor Weaver was made by Deputy Mayor Parnello and seconded by Councilor Olson to excuse Councilor Weaver.
City Attorney Jeff Taraday was present.
3. PUBLIC COMMENT:
PRESENTATION: Contracting 101 Presentation by King County’s Robin Rask and Public Safety Oversight Committee (PSOC) update by Police Chief DJ Nesel
Sheriff Mitzi Johanknecht introduced herself and the staff from King County to give an overview of the history and current terms of the Interlocal Agreement.
Police Chief DJ Nesel provided his update presentation, which will be included with the approved minutes.
Erica Dial and Brett Habinecht, presented the Fishing Derby shirts and information. Fishing Derby is April 27-29, 2019.
Gene Tuffs, Maple Valley 2 Senior Co-Ed softball team, submitted comments about the teams concerns about having to pay for field use.
3 4. APPROVAL OF THE AGENDA
MOTION to approve the agenda made by Councilor Dawson seconded by Councilor Burberry. Motion carried, 6-0.
5. CONSENT CALENDAR (a) Approval of Minutes of the Regular Business and Special Meetings on April 8, 2019 and April 15, 2019 (b) Approval of voucher checks, wire transfers, electronic funds transfer, payroll, and benefit checks numbered 29466-29509 and 501116, no voided check(s), and direct deposits April 17, 2019 for a total amount of $1,668,271.09 (c) Resolution No. R-19-1331 authorizing the City Manager to purchase site furnishings for Summit Park (d) Resolution No. R-19-1328 authorizing the City Manager to execute a Public Works Contract with Mastercraft Electric, Inc. for purchase and installation of Park Security Video Monitoring Equipment MOTION to approve the Consent Calendar was made by Councilor Burberry and seconded by Councilor Olson. Motion carried, 6 – 0. 6. PUBLIC HEARING: None. 7. BOARDS, COMMISSION, COMMITTEE REPORTS: None. 8. REPORT OF THE CITY MANAGER (a) City Hall update City Manager Laura Philpot addressed the: x Fishing Derby is this weekend x Joint Meeting Planning Commission, Economic Development Committee, and Council at the Lake Wilderness Golf Course Clubhouse on Monday, May 6th x Artist Open House on May 8th at Lake Wilderness Lodge x State Route 169 Safety Committee met with Washington Department Of Transportation to discuss Open House for the Public likely June 2019 x State of the City presented at the Chamber luncheon last week and there will be two public meeting May 15th and 16th when it will be provided again (b) Staff out of state travel for training City Manager Laura Philpot gave an overview of the request she has received from staff.
4 9. COUNCIL REPORTS: (a) State Route 18 and I-90 funding request Councilor Dawson gave an update on the mitigation efforts of this project, which will improve access onto I-90. MOTION to contribute up to $50,000 in support of this highway improvement project and if King County contributes, the City will match up to the $50,000 Councilor Dawson seconded by Councilor Olson. Motion carried, 6-0. 10. CONTINUED BUSINESS: (a) Resolution No. R-19-1330 authorizing the City Manager to execute a Professional Services Contract with Lighthouse Law Group PLLC for City Attorney services City Manager Laura Philpot gave the details of this Agreement advising that the Finance Committee reviewed this and provided the information to Council at the last meeting. MOTION made to approve Resolution No. R-19-1330 by Deputy Mayor Parnello and seconded by Mayor Kelly. Motion carried, 6-0. (b) Planning Commission recommendation proposed amendments to Title 18 of the Maple Valley Municipal Code mixed-use type development in commercial zones This item was postponed to a future meeting due to time constraints. 11. ORDINANCES, RESOLUTIONS, AND MOTIONS: None. 12. NEW BUSINESS: (a) Ordinance O-19-659 amending Title 2 of the Maple Valley Municipal Code entitled “Administration and Personnel” City Attorney Jeffery Taraday gave an overview of the updates to the Council Rules of Procedure. There was a minor correction changing Standing Committees to Standing Committee. MOTION made to adopt Ordinance No. O-19-659 by Deputy Mayor Parnello and seconded by Councilor Johnson. Motion carried, 6-0. (b) Ordinance No. O-19-661 amending Chapter 2.75 of the Maple Valley Municipal Code entitled “City Contracting” City Manager Laura Philpot addressed this item. MOTION made to adopt Ordinance No. O-19-661 by Councilor Johnson and seconded by Councilor Burberry. Motion carried, 6-0. (c) Summit Park bid alternatives
5 Parks Capital Projects Manager Greg Brown addressed the Park Bid alternatives with a PowerPoint that will be attached with the approved minutes. There was detailed Council discussion. MOTION made to authorize the bid Alternates 2 and 3 by Councilor Burberry seconded by Deputy Mayor Parnello. Motion carried, 6-0. AMENDED MOTION made to include Alternate 4 by Councilor Johnson and seconded Councilor Dawson. Motion carried, 6-0. AMENDED MOTION Councilor Burberry and Councilor Dawson Bid Alternate 4 updated cost estimate to come back to Council before authorized. Motion carried, 6-0. MOTION to extend the meeting at 9:27 p.m. to 9:50 p.m. made by Councilor Olson seconded by Councilor Burberry. Motion carried, 6-0. (d) Resolution No. R-19-1332 authorizing City Manager to execute Commercial Electric Facilities Contract associated with PSE Work Order No. 105089422 for Summit Park electrical work Parks Capital Project Manager Greg Brown gave the details of this in his Council memo included in the packet. MOTION made to approve Resolution No. R-19-1332 by Deputy Mayor Parnello and seconded by Councilor Burberry. Motion carried, 6-0. 13. FOR THE GOOD OF THE ORDER: (a) Tour of Summit Park site Mayor Kelly announced that the Tahoma Robotics 5th in World’s Competition, the Fishing Derby is this weekend, he attended Maple Valley Fire Board meeting presentation, utility board presentations 14. PUBLIC COMMENTS: Layne Barnes, P.O. Box 1319, Maple Valley, thanked Council and staff for the Summit Park work and adding Bid Alternatives. He spoke about the Welcome to Maple Valley signs at all entrances of the City. He spoke about 288th and SR169 although not in Maple Valley he is hoping something can be done to help mitigate traffic congestion in the future. 15. ANNOUNCEMENT OF NEXT MEETING SPECIAL MEETING Monday, May 6, 2019 at 6:00 p.m. Lake Wilderness Golf Course Clubhouse 22500 SE 248th Street Maple Valley, WA
6 REGULAR BUSINESS MEETING Monday, May 13, 2019 at 7:00 p.m. Tahoma School District Central Services Center 25720 Maple Valley Black Diamond Rd SE Maple Valley, WA
16. EXECUTIVE SESSION: None. 17. ADJOURNMENT:
The meeting was adjourned at 9:44 p.m.
______Shaunna Lee-Rice City Clerk
7 This page is intentionally left blank.
8 CITY OF MAPLE VALLEY, WASHINGTON CITY COUNCIL MINUTES OF SPECIAL MEETING MAY 6, 2019 Lake Wilderness Golf Course 25400 Witte Road SE, Maple Valley
1. CALL TO ORDER
Mayor Kelly called the meeting to order at 6:05 p.m.
Councilors present: Linda Olson, Les Burberry, Linda Johnson, Erin Weaver, Syd Dawson, Deputy Mayor Dana Parnello, and Mayor Sean Kelly
Economic Development Commissioners present: Ty Pendergraft, Mike Zahajko, Larry Baumgardt, Roleta Batiste, Kirk Lantier, and Erica Dial
Planning Commission Commissioners present: Jonathan Miller, Candace Tucker, Robert Tykoski, Dave Pilgrim, Richard Axtell, and Michael Pearce
Staff Present: City Manager Laura Philpot, Senior Planner Amy Taylor, Community Development Manager Matt Torpey, City Attorney Jeff Taraday, Human Resources Manager Julie Hunsaker, Economic Development Manager Tim Morgan, Deputy City Clerk Andrew Dacuag, Permit Coordinator/ Administrative Assistant Debi Yankeh, Executive Assistant to the City Manager Dorothy Stickney, Communications Specialist Jennifer Cusmir, and City Clerk Shaunna Lee-Rice
Facilitators: Kim Selby and Daren Crabill of NBBJ 2. Workshop and discussion of the future of Downtown Maple Valley Mayor Kelly and City Manager welcomed all attendees and gave a historical overview of the path to this meeting. City Manager Laura Philpot introduced each of the Commissions and business owners. Community Development Manager Matt Torpey spoke about the Comprehensive Plan update process and gave the definition of Town Center as defined in the Comprehensive Plan. The discussion followed the Visioning Agenda. Facilitators Kim Selby and Daren Crabill began the discussion with asking the attendees: x Attributes of a Downtown o What’s working in Maple Valley These discussion notes will be attached to the final approved minutes.
9
The next discussion was after reviewing and rating cards, which had photographs of urban scenes. x Card Sorting Exercise o Observations on the card sort The attendees discussed their selections and the selections were cataloged and will be attached with the approved minutes. The meeting recessed for 15 minutes at 7:35 p.m. x “It’s as good as it gets when…” The facilitators asked the attendees to complete this thought and noted the responses, which will be provided by the facilitators later. x Process-Summit #2 expectations The Facilitators advised that the next steps would be to have a second meeting of the attendees to further discuss Downtown Vision Statement as well as a report back from both the attendees and facilitators. Mayor Kelly thanked all attendees and suggested Monday, June 3, 2019 be the date for the next meeting. There will be more information as the date is set. 3. PUBLIC COMMENTS: None. 4. ADJOURNMENT:
The meeting was adjourned at 8:32 p.m.
______Shaunna Lee-Rice City Clerk
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11 Check Register City of Maple Valley Packet: APPKT01041 - 042519 PSE Off Cycle Check
By Check Number
Vendor Number Vendor Name Payment DatePayment Type Discount Amount Payment Amount Number Bank Code: AP BANK-AP BANK 00714 Puget Sound Energy, Inc. 04/25/2019 Regular 0.00 42,102.60 29510
Bank Code AP BANK Summary Payable Payment Payment Type Count Count Discount Payment Regular Checks 1 1 0.00 42,102.60 Manual Checks 0 0 0.00 0.00 Voided Checks 0 0 0.00 0.00 Bank Drafts 0 0 0.00 0.00 EFT's 0 0 0.00 0.00 1 10.0042,102.60
EŽƚĞ͗ KĨĨĐLJĐůĞĐŚĞĐŬǁĂƐĐƵƚĨŽƌƚŚĞ^ƵŵŵŝƚĂůů&ŝĞůĚWƌŽũĞĐƚŝŶŽƌĚĞƌƚŽĂǀŽŝĚĚĞůĂLJƐŝŶ ĐŽŶƐƚƌƵĐƚŝŽŶ͘WĂLJŵĞŶƚǁĂƐƌĞƋƵŝƌĞĚƉƌŝŽƌƚŽƐĞƚƚŝŶŐĂĐŽŶƐƚƌƵĐƚŝŽŶĚĂƚĞ͘
4/25/2019 2:15:27 PM Page 1 of 2 12 Check Register Packet: APPKT01041-042519 PSE Off Cycle Check
Fund Summary Fund NamePeriod Amount 900 POOLED CASH4/2019 42,102.60 42,102.60
4/25/2019 2:15:27 PM Page 2 of 2 13 Check Register City of Maple Valley Packet: APPKT01052 - 2019 May 1st Cycle
By Check Number
Vendor Number Vendor Name Payment DatePayment Type Discount Amount Payment Amount Number Bank Code: AP BANK-AP BANK 01912 Bizodo 05/14/2019 Regular 0.00 13,061.67 29512 00110 Black Diamond Auto Parts 05/14/2019 Regular 0.00 161.49 29513 01700 Bob's Heating & Air Conditioning LLC 05/14/2019 Regular 0.00 3.71 29514 00129 BSN Sports, Inc 05/14/2019 Regular 0.00 8,273.38 29515 01140 Cahill's Plumbing Inc. 05/14/2019 Regular 0.00 814.50 29516 01371 Cintas Corporation No. 2 05/14/2019 Regular 0.00 1,045.55 29517 00171 City of Covington 05/14/2019 Regular 0.00 9,668.72 29518 00172 City of Enumclaw 05/14/2019 Regular 0.00 975.00 29519 00174 City of Kent Finance 05/14/2019 Regular 0.00 32,303.33 29520 00208 Covington Water District 05/14/2019 Regular 0.00 300.85 29521 01208 D. J. Nesel 05/14/2019 Regular 0.00 54.29 29522 00219 Daisy Fitness Frenzy LLC 05/14/2019 Regular 0.00 280.00 29523 00251 Department of Transportation-NW Reg 05/14/2019 Regular 0.00 445.82 29524 00282 Employment Security Department 05/14/2019 Regular 0.00 18,078.64 29525 01288 Green River College 05/14/2019 Regular 0.00 2,500.00 29526 01903 Hudson Taylor Enterprise, LLC 05/14/2019 Regular 0.00 4,620.93 29527 01050 Jean L. Miell 05/14/2019 Regular 0.00 472.50 29528 01900 Jennifer Higgins 05/14/2019 Regular 0.00 500.00 29529 00474 Jennings Equipment, Inc. 05/14/2019 Regular 0.00 161.21 29530 01884 Jessica Cornelison 05/14/2019 Regular 0.00 136.50 29531 00477 Johnson's Home & Garden 05/14/2019 Regular 0.00 2,592.00 29532 01125 Judy Bandlow 05/14/2019 Regular 0.00 1,344.00 29533 00480 KBA, Inc. 05/14/2019 Regular 0.00 10,299.62 29534 00542 Les Schwab Tire Centers of Washingto 05/14/2019 Regular 0.00 32.58 29535 00574 Maple Valley Youth Symphony Orches 05/14/2019 Regular 0.00 551.00 29536 00577 Marenakos, Inc. 05/14/2019 Regular 0.00 5,741.08 29537 01622 Northwest Acquistions Inc 05/14/2019 Regular 0.00 2,565.68 29538 00640 Office Depot, Inc. 05/14/2019 Regular 0.00 275.41 29539 01515 PBS Engineering & Environmental Inc. 05/14/2019 Regular 0.00 495.00 29540 00704 Prosecuting Attorney's Office (PAO) 05/14/2019 Regular 0.00 164.31 29541 01519 Protect My Ministry, LLC 05/14/2019 Regular 0.00 488.00 29542 01902 Q-CAD Inc 05/14/2019 Regular 0.00 3,642.00 29543 00738 Regional Animal Services of KC-Pet Lice 05/14/2019 Regular 0.00 545.00 29544 00760 Roto Rooter 05/14/2019 Regular 0.00 1,221.75 29545 00366 Schaffer Partners, Inc. 05/14/2019 Regular 0.00 109.73 29546 00785 Sherwin-Williams 05/14/2019 Regular 0.00 30.76 29547 00801 Sound Publishing, Inc. 05/14/2019 Regular 0.00 2,498.72 29548 01897 T&L Nursey, Inc. 05/14/2019 Regular 0.00 650.49 29549 00843 Tahoma School District (Facility Use) 05/14/2019 Regular 0.00 6,471.33 29550 01899 Vortex Industries, Inc. 05/14/2019 Regular 0.00 311.57 29551 01414 Walter E Nelson Co of Western WA 05/14/2019 Regular 0.00 23.46 29552 00939 Washington Municipal Clerks Associat 05/14/2019 Regular 0.00 75.00 29553 00951 Washington Tractor 05/14/2019 Regular 0.00 184.47 29554 00973 White Knight Safe & Lock, Inc. 05/14/2019 Regular 0.00 891.88 29555 00976 Wilbur-Ellis Co, Inc. 05/14/2019 Regular 0.00 3,153.92 29556 00988 Work Sports & Outdoors, Inc. 05/14/2019 Regular 0.00 327.68 29557 01200 Yakima County Department of Correct 05/14/2019 Regular 0.00 1,944.20 29558 00153 Cedar River Water & Sewer District 05/14/2019 Bank Draft 0.00 1,192.46 902072 00208 Covington Water District 05/14/2019 Bank Draft 0.00 49.30 902073 00902 US Bank (Purchasing Card) 05/14/2019 Bank Draft 0.00 31,600.28 902074 00068 Aramark, Inc. 05/14/2019 EFT 0.00 1,586.85 950475 00193 Code Publishing Company 05/14/2019 EFT 0.00 330.72 950476 00204 Cory Crawford 05/14/2019 EFT 0.00 691.60 950477 00220 Daley Morrow Poblete, Inc. 05/14/2019 EFT 0.00 506.25 950478
5/8/2019 8:47:56 AM Page 1 of 3 14 Check Register Packet: APPKT01052-2019 May 1st Cycle Vendor Number Vendor Name Payment DatePayment Type Discount Amount Payment Amount Number 00312 Frances Brent 05/14/2019 EFT 0.00 610.40 950479 00350 Greater Maple Valley Community Cent 05/14/2019 EFT 0.00 21,238.94 950480 00357 H2 Government Relations, Inc. 05/14/2019 EFT 0.00 3,000.00 950481 00420 James Oil Company, Inc. 05/14/2019 EFT 0.00 892.47 950482 00422 Java! Java! Coffee Company, Inc. 05/14/2019 EFT 0.00 53.50 950483 01868 Kameron C Cayce Inc PS 05/14/2019 EFT 0.00 10,417.00 950484 00526 L. Stephen Rochon 05/14/2019 EFT 0.00 2,160.00 950485 00530 Lake Wilderness Golf Course 05/14/2019 EFT 0.00 18,375.16 950486 00546 Lighthouse Law Group, PLLC 05/14/2019 EFT 0.00 14,616.00 950487 00548 Lindsay Kokich LLC 05/14/2019 EFT 0.00 545.92 950488 00489 North American Youth Activities, LLC 05/14/2019 EFT 0.00 2,094.40 950489 00664 Pacific Source Administrators 05/14/2019 EFT 0.00 85.00 950490 00705 Protection One, Inc. 05/14/2019 EFT 0.00 44.47 950491 01861 Protime Sports Inc 05/14/2019 EFT 0.00 200.86 950492 00820 State Treasurer 05/14/2019 EFT 0.00 12,189.40 950493 01126 Suzanne Perreira 05/14/2019 EFT 0.00 212.80 950494 00845 Taylor Creek Electric LLC 05/14/2019 EFT 0.00 526.71 950495 00882 Transpo Group USA, Inc. 05/14/2019 EFT 0.00 11,311.72 950496 00888 Truck Performance Northwest 05/14/2019 EFT 0.00 3,881.59 950497 00954 Washington Workwear Stores, Inc. 05/14/2019 EFT 0.00 410.44 950498
Bank Code AP BANK Summary Payable Payment Payment Type Count Count Discount Payment Regular Checks 95 47 0.00 140,488.73 Manual Checks 0 0 0.00 0.00 Voided Checks 0 0 0.00 0.00 Bank Drafts 26 3 0.00 32,842.04 EFT's 34 24 0.00 105,982.20 155 74 0.00 279,312.97
5/8/2019 8:47:56 AM Page 2 of 3 15 Check Register Packet: APPKT01052-2019 May 1st Cycle
Fund Summary Fund NamePeriod Amount 900 POOLED CASH5/2019 279,312.97 279,312.97
5/8/2019 8:47:56 AM Page 3 of 3 16
Date: May 13, 2019
To: Mayor Kelly and Councilors
From: Diana Pistoll, Public Works Programs Project Manager
Subject: Amendment No. 1 to the King County Surface Water Related Technical Services Agreement C-17-1354 to Revise the Lake Wilderness Swimming Beach Monitoring
Background:
Maple Valley Council approved Resolution R-17-1139 in March 2017 authorizing the execution of a four year Inter Local Agreement (C-17-1354) with King County for the provision of the following services in years 2017 through 2020: x Stormwater Pollution Prevention Technical Services x Volunteer water quality monitoring for Lake Wilderness, Lake Lucerne and 54% of Pipe Lake. x Lake Wilderness Swimming Beach Monitoring Program Discussion:
King County made changes to the 2019 swimming beach monitoring program which changes the sampling and laboratory analysis protocol and has implications to the swim beach program cost for years 2019 and 2020. The new sampling protocol will provide more confidence in the monitoring results and aligns with the protocol used by the Department of Ecology and recommended by the Environmental Protection Agency. Under the new protocol, Monday sampling over a 19 week period from mid-May to Mid-September will continue as before, however triplicate samples will be pulled from the left side, middle, and right side of the Lake Wilderness swimming beach. In prior years a single sample was pulled. The samples will undergo laboratory analysis for E. coli rather than Fecal Coliform as was done in prior years. E. coli is a subset of Fecal Coliform and it has been shown to be a better indicator of swimming associated gastrointestinal illness than Fecal Coliform. The new protocol will provide more confidence in the sampling results and improve public safety. Recommendation
Staff recommends approval of this item on the Consent Agenda at the May 13, 2019 Regular Business Meeting.
Fiscal Impact The table below shows the current Agreement totals, compares the existing 2019/2020 Agreement budget to the proposed Amendment No. 1 budget, and highlights the increased amount of the change to the budget.
Agreement - Current Current Amendment Amendment Amount of Increase All 4 Years 2019 2020 No. 1 No. 1 Change Both Years 2019 2020 2019 2020 2019 2020 Lake Wilderness Tech Services $24,000 $6,000 $6,000 $6,000 $6,000 Volunteer Water Monitoring $100,175 $25,606 $26,850 $25,606 $26,850 Beach Monitoring $31,634 $8,066 $8,389 $11,175 $11,175 $3,109 $2,786 $5,895 Stormwater Pollution Prevention $20,000 $5,000 $5,000 $5,000 $5,000 Human Bacteroidales (10/year) $7,480 $1,910 $1,980 $2,200 $2,200 $290 $220 $510 $46,582 $48,219 $49,981 $51,225 Total $183,289 $6,405
17 Certain elements in the scope of work in Agreement C-17-1354 have traditionally been underspent, such as the Lake Wilderness Technical Services budget and the Human Bacteroidales sampling budget. This has resulted in a 2017/2018 total cost savings of $17,106.41, therefore Amendment No. 1 does not require an increase to the project budget of $183,289. Additionally, Maple Valley’s approved 2019 and 2020 lakes budget has additional funds for herbicide treatment that were initially intended for a potential Ironman event, further extending anticipated budgetary savings.
Options
1. Approve Resolution R-19-1335 on the Consent Agenda at the May 13, 2019 Regular Business Meeting authorizing the City Manager to execute Amendment No. 1 to the Interagency Agreement C-17-1354 between Maple Valley and King County. 2. Direct staff to take some other action. 3. Do nothing.
Direction Requested:
Approve Resolution R-19-1335 on the Consent Agenda at the May 13, 2019 Regular Business Meeting authorizing the City Manager to execute Amendment No. 1 to the Interagency Agreement C-17-1354 between Maple Valley and King County.
Attachments:
1. Resolution R-19-1335 authorizing the City Manager to execute Amendment No. 1 to the Interagency Agreement C-17-1354 for Surface Water-Related Technical Services
2. Amendment No. 1 - Lake Wilderness Lake Management Technical Services Swimming Beach Monitoring Program Scope of Work-revised 2019-2020.
3. Interagency Agreement C-17-1354 between King County and the City of Maple Valley for Surface Water-Related Technical Services 2017-2020
18
CITY OF MAPLE VALLEY, WASHINGTON RESOLUTION NO. R-19-1335
A RESOLUTION OF THE CITY OF MAPLE VALLEY, WASHINGTON, AUTHORIZING THE CITY MANAGER TO EXECUTE AMENDMENT NO. 1 TO THE SURFACE WATER TECHNICAL SERVICES AGREEMENT C-17-1354 WITH KING COUNTY
WHEREAS, the City of Maple Valley recognizes that good water quality is essential to human health, wildlife, recreation, and the economy and that the City has the responsibility to prevent and eliminate pollution and illicit stormwater connections under Maple Valley’s National Pollution Discharge Elimination System (NPDES) Phase II permit; and
WHEREAS, local lakes and streams in Maple Valley are water bodies that receive surface water runoff and stormwater discharges and must be protected against pollution including excessive nutrients such as nitrogen and phosphorus which can impair water quality and cause excessive plant growth including harmful algae blooms; and
WHEREAS, the City recognizes that education, stewardship, and enforcement are critical components in preventing pollution from entering these cherished water resources; and
WHEREAS, King County has the scientific staff to assist Maple Valley in surface water related technical services by providing education, training and equipping volunteers in water monitoring of Maple Valley lakes, and professional swimming beach monitoring; and
WHEREAS, Maple Valley Council adopted Resolution R-05-418 in September 2005 authorizing the City to enter into an Interlocal Agreement with King County for the provision of Surface Water-Related Technical Services for pollution prevention and technical services for Lake Wilderness for years 2005 through 2007; and
WHEREAS, Maple Valley City Council adopted Resolution R-05-388 in March 2005 authorizing an Interlocal Agreement with King County for the provision of Volunteer Water Monitoring Lake Wilderness, Lake Lucerne and 54% of Pipe Lake for years 2005 through 2007; and WHEREAS, Maple Valley Council adopted Resolution R-08-592 in June 2008 authorizing the City to enter into an Interlocal Agreement with King County to provide Surface Water-Related Technical Services for pollution prevention, including Lake Wilderness swimming beach monitoring for years 2008 through 2012; and
WHEREAS, Maple Valley Council adopted Resolution R-13-921 in April 2013 authorizing the City to enter into an Interlocal Agreement with King County to provide Surface Water-Related Technical Services for pollution prevention, including Lake Wilderness swimming beach monitoring for 2013 through 2016; and
19 WHEREAS, Maple Valley Council adopted Resolution R-17-1139 in March 2017 authorizing the City to enter into an Interlocal Agreement with King County to provide Surface Water-Related Technical Services for pollution prevention, including Lake Wilderness swimming beach monitoring for years 2017 through 2020; and
WHEREAS, the bacterial standard for recreation water quality will be switching from Fecal Coliform to E. coli as the indicator bacteria for freshwater beaches to align with the protocol used by the Washington State Department of Ecology and as recommended by the Environmental Protection Agency; and
WHEREAS, the City of Maple Valley desires to amend the Lake Wilderness swimming beach water quality sampling protocol with the best available science to protect the public and align with Federal and State Agency protocols and recommendations for recreational freshwater monitoring;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY, WASHINGTON, AS FOLLOWS:
Section 1. Authorization. The City Council of the City of Maple Valley hereby authorizes the City Manager to execute Amendment No. 1 to the Interagency Agreement C-17-1354 between King County and the City of Maple Valley for Surface Water-Related Technical Services to update elements in the swimming beach monitoring scope of work for years 2019 and 2020. A copy of which will be filed with the City Clerk and identified with Clerk's Receiving No. _____.
PASSED BY THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY, WASHINGTON, AT A REGULAR BUSINESS MEETING THEREOF THIS 13th DAY OF MAY 2019.
CITY OF MAPLE VALLEY
______Mayor Sean P. Kelly
ATTEST:
______Shaunna Lee Rice, City Clerk
Approved as to form:
______Patricia Taraday, City Attorney
20 Amendment No. 1 Lake Wilderness Lake Management Technical Services Swimming Beach Monitoring Program Scope of Work-revised 2019 - 2020 The King County Environmental Laboratory (“Laboratory”) will provide the following services to the City of Maple Valley (“City”): collect and evaluate water samples from the Lake Wilderness swimming beach for E. coli bacteria. Samples will be collected weekly for 19 weeks, typically starting two weeks before Memorial Day and ending two weeks after Labor Day. ¾ Laboratory staff will collect the 3 samples each week and deliver them to the Laboratory for evaluation. Typically, swimming beach samples are collected Monday afternoon during the swimming beach monitoring season. ¾ Analysis results will be posted to the King County Swimming Beach Monitoring Program website. King County can send an automatic e-mail to the City when data is reported to the web page. An e-mail address must be supplied by the City. ¾ If requested, the Laboratory will also prepare a Comprehensive Data Report for the City (Excel spreadsheet, standard Laboratory format) and transmit this file electronically within 30 days of sample collection. ¾ The cost of conducting the routine program for 2019 thru 2020 as described above is listed in the table below and includes sample collection and analysis during all 19 weekly events, calculation of geometric mean concentration, data posting, Comprehensive Report generation if requested and e-mail notification. ¾ If there are elevated counts (e.g., an average E. coli count >1000 CFU/100mL or a geometric mean count >200 CFU/100mL), or beach closure is recommended by the Public Health Department, additional sample collection and analysis may be recommended so that rising and falling contamination levels can be monitored. The Laboratory will conduct these analyses if the City of Maple Valley so directs. ¾ The collection, analysis and reporting for each additional sampling event will be charged at the rate shown for Resampling Costs. An event is considered to include collection of triplicate samples from the beach and testing for E. coli. ¾ Optional qPCR testing services are available to help identify the source of contamination if high bacteria levels are detected. Unit costs for each year are listed at the bottom of the budget table below:
Lake Wilderness Annual Resampling costs Events Annual TOTAL GRAND Swim Beach Event Routine (3 samples per per Re-sampling Annual TOTAL 2 Routine Sampling s per Total event) year Costs Cost YEARS year Year Year 2019 (cost/event 19 $9,975 2019 2 $1,200 $11,175 $525) (cost/event $600) 2020 (cost/event 19 $9,975 2020 2 $1,200 $11,175 $525) (cost/event $600) GRAND TOTAL 2 $19,950 $2,400 $22,350 YEARS
Costs per sample - year 2019 2020 Human bacteroidales $220 $220
Approval by Service Recipient: By: ______
Title: ______Date: ______
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22 23 24 25 26 27 28 29 30 31 32 33 34
May 13, 2019
To: Mayor Sean Kelly and Councilors From: Halley Kimball, PE, SWM/NPDES Program Manager
Subject: State of Washington Department of Ecology, Water Quality Pre-Construction Grant Agreement WQSWPC-2016-MaVaPW-00077
Background/Discussion
The City of Maple Valley was awarded a State of Washington Department of Ecology Water Quality Grant for $75,000 to fund pre-construction work associated with water quality improvements in the Jenkins Creek basin. Currently, stormwater runoff from portions of Witte Road SE between SE 249th Place and Lake Wilderness Country Club Drive SE, including the Lake Wilderness Golf Course parking lot is untreated or undertreated and discharges directly into Jenkins Creek. This project will provide a study of the basin to identify water quality improvement projects and prepare plans, specs, and estimates for selected projects.
Fiscal Impact
This $75,000 grant award does not require any matching fund from the City and the City does not anticipate expending any funds beyond the grant award for the pre-construction phases of this project. Once the project design is completed, the City plans to apply for additional grants to cover construction. Any additional funding needed will be considered at that point.
Recommendation
Staff recommends that the City Council adopt Resolution No. R-19-1334 authorizing the City Manager to execute the Water Quality Stormwater Pre-Construction Grant Agreement (WQSWPC- 2016-MaVaPW-00077) with The State of Washington Department of Ecology for Witte Road SE Phase 4 Street Improvement Design.
35 Options
1. Approve Resolution R-19-1334 authorizing the City Manager to execute the Water Quality Stormwater Pre-Construction grant Agreement (WQSWPC-2016-MaVaPW-00077) with The State of Washington Department of Ecology for Witte Road SE Phase 4 Street Improvement Design. 2. Do not approve Resolution R-19-1334 authorizing the City Manager to execute the grant agreement. 3. Take some other action.
Attachments
1. Resolution R-19-1334 2. Grant Agreement
36 CITY OF MAPLE VALLEY, WASHINGTON
RESOLUTION NO. R-19-1334
A RESOLUTION OF THE CITY OF MAPLE VALLEY, WASHINGTON, AUTHORIZING THE CITY MANAGER TO EXECUTE THE STATE OF WASHINGTON DEPARTMENT OF ECOLOGY WATER QUALITY STORMWATER PRE-CONSTRUCTION GRANT AGREEMENT
WHEREAS, the City of Maple Valley was awarded a $75,000 grant from the State of Washington Department of Ecolgy for pre-construction activities related to water quality improvements along Witte Road SE between SE 249th Street and Lake Wilderness Country Club Drive SE; and
WHEREAS, the City of Maple Valley has negotiated a final agreement with the Washington State Department of Ecology to govern the grant activities and expenditure of funds;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY, WASHINGTON, DO RESOLVE AS FOLLOWS:
Section 1. Authorization. The City Manager is hereby authorized to execute the State of Washington Department of Ecology for a Water Quality Stormwater Pre- Construction Grant agreement. A copy of the Grant agreement has been filed with the City Clerk and identified with Clerk's Receiving No. ____ .
PASSED BY THE CITY COUNCIL AT A REGULAR MEETING THEREOF ON THE 13th DAY OF MAY 2019.
______Sean Kelly, Mayor
ATTEST:
______Shaunna Lee-Rice, City Clerk
APPROVED AS TO FORM:
______Patricia Taraday, City Attorney
37 This page is intentionally left blank.
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his page is intentionally left blank. 72 CITY OF MAPLE VALLEY, WASHINGTON NOTICE OF PUBLIC HEARING NOTICE IS HEREBY GIVEN that the City Council of the City of Maple Valley will hold a public hearing to consider amendments to the Maple Valley Summit Park-park hours. The Public Hearing is scheduled for the Maple Valley City Council Regular Business Meeting on Monday, May 13, 2019. The meeting will begin at 7:00 p.m. or as soon thereafter as feasible at the Tahoma School District Central Services Center, 25720 Maple Valley Black Diamond Rd SE, Maple Valley, WA 98038. Dated this 26th day of April 2019. Shaunna Lee-Rice, City Clerk Publish: Maple Valley Reporter May 3, 2019 73 This page is intentionally left blank. 74 P.O. Box 320z 22017 SE Wax Road, Suite 200 zMaple Valley, WA 98038 Phone: (425) 413-8800 z Fax: (425) 413-4282 Date: May 13, 2019 To: Mayor Sean P. Kelly and City Councilors From: Dave Johnson, Parks & Recreation Director Subject: Park Hours for Summit Park Maple Valley Municipal Code 7.05.030 sets the hours of operation for City parks and currently reads as follows: “City parks shall be open daily from dawn to one hour after dusk, unless posted otherwise. Signs indicating the hours of operation shall be posted in each park. It is unlawful to remain in a City park after the posted closing time, except when engaged in activities described in the Lake Wilderness Annual Calendar of Events and/or approved by a Special Use Permit.” At the April 15, 2019 Council Work Session, staff presented information for council to consider on a number of factors related to operation at Summit Park, including hours of operation for the new lighted Athletic Fields at Summit Park. We provided comparison information on “Field Use End Times” from five other agencies. At that meeting, Council asked for staff to also consider City of Renton, and Tahoma High School for comparison. All seven comparators are shown below for your consideration. Organization Cut-off time Enumclaw 10:15pm Federal Way 11:00pm Issaquah (Sun-Th) 10:00pm Issaquah (F-Sa) 11:00pm Lynnwood 10:15pm Renton 11:00pm Sea-Tac 11:00pm Tahoma HS (non-school) 10:00pm Tahoma HS (school event) As late as needed Table 1 – Comparison of Field Use End Times 75 This page is intentionally left blank. 76 DĂƉůĞsĂůůĞLJŝƚLJhƉĚĂƚĞ DĂLJϭϯ͕ϮϬϭϵ ǀĞŶƚƐΘĐƟǀŝƟĞƐ &ƌŽŵƚŚĞĞƐŬŽĨ>ĂƵƌĂWŚŝůƉŽƚ DĂLJ x WůĂŶŶŝŶŐ ͞/ĨƉĞŽƉůĞĐŽŶĐĞŶƚƌĂƚĞĚŽŶƚŚĞƌĞĂůůLJŝŵƉŽƌƚĂŶƚƚŚŝŶŐƐŝŶůŝĨĞ͕ƚŚĞƌĞ͛ĚďĞĂƐŚŽƌƚĂŐĞŽĨĮƐŚŝŶŐƉŽůĞƐ͘͟ ϭ ŽŵŵŝƐƐŝŽŶ ΕŽƵŐ>ĂƌƐŽŶ DĂLJ x WƵďůŝĐƌƚƐ Ϯ ŽŵŵŝƐƐŝŽŶ dŚĞ ĂŶŶƵĂů ĮƐŚŝŶŐ ĚĞƌďLJ ǁĂƐ Ă ŚƵŐĞ ƐƵĐĐĞƐƐ ĂŐĂŝŶ ƚŚŝƐ LJĞĂƌ͊ dŚĂŶŬLJŽƵƚŽŽƵƌŚĂŵďĞƌŽĨŽŵŵĞƌĐĞĂŶĚĂůůŽƵƌŽƚŚĞƌŐƌĞĂƚ DĂLJ x :ŽŝŶƚDĞĞƟŶŐͶŝƚLJ ϲ ŽƵŶĐŝů͕ ĐŽŶŽŵŝĐ ĐŽŵŵƵŶŝƚLJƉĂƌƚŶĞƌƐĨŽƌƐƵĐŚĂƐƵĐĐĞƐƐĨƵůĞǀĞŶƚ͊dŚĞƌĂŝŶŚĞůĚ ĞǀĞůŽƉŵĞŶƚ ŽƵƚĨŽƌŵŽƐƚŽĨƚŚĞĞǀĞŶƚ͕ǁŚŝĐŚǁĂƐŐƌĞĂƚ͊ ŽŵŵŝƐƐŝŽŶΘ WůĂŶŶŝŶŐ dŚĞƉĂƌŬƐƵƌĞǁĂƐďƵƐLJ͊^ĂǁůŽƚƐŽĨĨĂŵŝůLJĂŶĚĨŽůŬƐƚŚĂƚ/ ŽŵŵŝƐƐŝŽŶ ƌĞĐŽŐŶŝnjĞĂŶĚƐĂǁĂŶƵŵďĞƌŽĨŶĞǁĨĂĐĞƐǁŚŝĐŚŝƐĂůǁĂLJƐĨƵŶ͊ DĂLJ x 'ƌĂŶĚKƉĞŶŝŶŐΘ 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,ĞŶƌLJ^ǁŝƚĐŚƉƌŽƉĞƌƚLJ͘ ϳͬϮϰͬϮϬϭϳ ^ƚƵĚĞŶƚdƌĂĸĐŽƵƌƚ tŽƌŬǁŝƚŚdĂŚŽŵĂ WŽůŝĐĞĞƉĂƌƚŵĞŶƚ ƌĂŌƉůĂŶĐƌĞĂƚĞĚ͘tŝůů ,ŝŐŚ^ĐŚŽŽůĚŵŝŶͲ ǁŽƌŬǁŝƚŚŶĞǁƉƌŽƐĞĐƵƚŽƌ ŝƐƚƌĂƟŽŶƚŽĚĞǀĞůŽƉĂ ĨŽƌŝŵƉůĞŵĞŶƚĂƟŽŶ͘ ƐƚƵĚĞŶƚĐŽƵƌƚĨŽƌ ƚƌĂĸĐĐŝƚĂƟŽŶƐ͘ ϱͬϭϵͬϮϬϭϴ ŽƵŶĐŝůWƌŽĐĞĚƵƌĞƐ hƉĚĂƚĞŽƵŶĐŝůƉŽůŝͲ ŝƚLJƩŽƌŶĞLJ ϰͬϮϮϮͬϭϵ hƉĚĂƚĞĚŽƵŶĐŝůWƌŽĐĞͲ ĐŝĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐ ĚƵƌĞƐĂĚŽƉƚĞĚĂƚƚŚĞƉƌŝů ďĂƐĞĚŽŶĚŝƌĞĐƟŽŶ ϮϮ͕ϮϬϭϵŽƵŶĐŝůDĞĞƟŶŐ͘ ƌĞĐĞŝǀĞĚĂƚDĂLJ ŽƵŶĐŝůZĞƚƌĞĂƚ͘ ϳͬϵͬϮϬϭϴ KĂŬƉŽŝŶƚŐƌĞĞŵĞŶƚ WƌŽǀŝĚĞĂƉƌĞƐĞŶƚĂƟŽŶ >ĞŐĂůͬWƵďůŝĐtŽƌŬƐ ŵĂŝůǁĂƐƐĞŶƚƚŽĨƵůů ZĞǀŝĞǁ ƚŽŽƵŶĐŝůƌĞǀŝĞǁŝŶŐ ŽƵŶĐŝů͘ ƚŚĞĂŐƌĞĞŵĞŶƚǁŝƚŚ KĂŬƉŽŝŶƚƌĞůĂƚĞĚƚŽϭϬ dƌĂŝůƐĞǀĞůŽƉŵĞŶƚŝŶ ůĂĐŬŝĂŵŽŶĚ͘ ϳͬϮϯͬϮϬϭϴ >ĂŬĞtŝůĚĞƌŶĞƐƐZĞƐĞĂƌĐŚƌĞƐƚƌŝĐƟŽŶƐ WĂƌŬƐΘZĞĐƌĞĂƟŽŶ ƌďŽƌĞƚƵŵͬŽŶƉƌŽƉĞƌƚLJĂŶĚƌĞƉŽƌƚ ŽŵŵƵŶŝƚLJĞŶƚĞƌ ďĂĐŬƚŽŽƵŶĐŝů͘ WƌŽƉĞƌƚLJ ϭϬͬϴͬϮϬϭϴ ^ƚƌĞĞƚdƌĞĞƐ ǀĂůƵĂƚĞĐƵƌƌĞŶƚƚƌĞĞ ŽŵŵƵŶŝƚLJ ƵƌƌĞŶƚůLJďĞŝŶŐƌĞǀŝĞǁĞĚ ƐƚĂŶĚĂƌĚƐ͘ ĞǀĞůŽƉŵĞŶƚͬ ďLJWůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶ͘ WƵďůŝĐtŽƌŬƐ ^ƉƌŝŶŐϮϬϭϴ ϭϭͬϭϯͬϮϬϭϴ ƵƐŝŶĞƐƐ>ŝĐĞŶƐĞ ZĞǀŝĞǁĂŶĚƵƉĚĂƚĞƚŚĞ&ŝŶĂŶĐĞͬƩŽƌŶĞLJ ŽĚĞ ŝƚLJΖƐƵƐŝŶĞƐƐ>ŝĐĞŶƐĞ ĞŐŝŶŶŝŶŐŽĨϮϬϭϵ ŽĚĞ͘ ϭϭͬϭϯͬϮϬϭϴ ƌƚZĞƋƵŝƌĞŵĞŶƚƐ ZĞǀŝĞǁƚŚĞŵƵŶŝĐŝƉĂů ŽŵŵƵŶŝƚLJ WůĂĐŝŶŐŽŶWůĂŶŶŝŶŐŽŵͲ ĂŶĚͬŽƌ/ŶĐĞŶƟǀĞƐ ĐŽĚĞĂŶĚĚĞǀĞůŽƉŵĞŶƚĞǀĞůŽƉŵĞŶƚ ŵŝƐƐŝŽŶtŽƌŬWůĂŶ͘ &dͶ&ƵƚƵƌĞĐƟŽŶƐ͕ŽŶǀĞƌƐĂƟŽŶƐΘdĂƐŬƐ ƌĞŐƵůĂƟŽŶƐƚŽĞŶĐŽƵƌͲ ϮϬϭϵtŽƌŬWůĂŶ ĂŐĞĂŶĚͬŽƌŝŶĐĞŶƟǀŝnjĞ ŵŽƌĞƉƵďůŝĐĂƌƚǁŝƚŚŝŶ ŽƵƌĐŝƚLJ͘ ϭϭͬϮϲͬϮϬϭϴ ŽŵŵŝƐƐŝŽŶZĞǀŝĞǁƚŚĞŝŶƚĞƌǀŝĞǁ ,ƵŵĂŶZĞƐŽƵƌĐĞƐΘ /ŶƚĞƌǀŝĞǁYƵĞƐƟŽŶƐ ƋƵĞƐƟŽŶƐƵƐĞĚďLJ ƐƐŽĐŝĂƚĞĚ ŽƵŶĐŝůǁŚĞŶŝŶƚĞƌͲ ĞƉĂƌƚŵĞŶƚ ǀŝĞǁŝŶŐĐŽŵŵŝƐƐŝŽŶƐ ϭƐƚYƵĂƌƚĞƌϮϬϭϵ ĂŶĚďŽĂƌĚƐ͘ 81 May 13, 2019 Page 6 &d;&ƵƚƵƌĞĐƚŝŽŶƐ͕ŽŶǀĞƌƐĂƚŝŽŶƐΘdĂƐŬƐͿ ƵĞĂƚĞ ĂƚĞZĞͲ ĂƚĞ /ƚĞŵ ĞƐĐƌŝƉƟŽŶ EŽƚĞƐ ĞƉĂƌƚŵĞŶƚ ƐŽůǀĞĚ ϭϮͬϯͬϮϬϭϴ ZĞĚ>ŝŐŚƚZĞƐĞĂƌĐŚƌĞĚůŝŐŚƚ WŽůŝĐĞĞƉĂƌƚŵĞŶƚ &ƵƚƵƌĞ^ƚƵĚLJ^ĞƐƐŝŽŶ͘ ŶĨŽƌĐĞŵĞŶƚ ǀŝŽůĂƟŽŶƐĂŶĚďƌŝŶŐ ďĂĐŬƌĞĐŽŵŵĞŶĚĂͲ ƟŽŶƐƌĞŐĂƌĚŝŶŐƉŽƚĞŶͲ ƟĂůĞŶĨŽƌĐĞŵĞŶƚ ĞŵƉŚĂƐŝƐ͘ ϭͬϮϴͬϮϬϭϵ ŽƵŶĐŝůDŽǀŝĞ^ĐŚĞĚƵůĞĂǀŝĞǁŝŶŐŽĨ &ŝŶĂŶĐĞ sŝĞǁŝŶŐ ƚŚĞŵŽǀŝĞ͗ΗůůƚŚĞ YƵĞĞŶΖƐ,ŽƌƐĞƐΗ͘/ƚŝƐĂ ŵŽǀĞĂďŽƵƚƚŚĞ ŝŵƉŽƌƚĂŶĐĞŽĨŚĂǀŝŶŐ ĮŶĂŶĐŝĂůƐĂĨĞŐƵĂƌĚƐ͘ ϭͬϮϴͬϮϬϭϵ :ŽŝŶƚDĞĞƟŶŐǁŝƚŚ ^ĐŚĞĚƵůĞĂƐƚĂŶĚĂůŽŶĞŝƚLJDĂŶĂŐĞƌͬϱͬϲͬϮϬϭϵ :ŽŝŶƚŵĞĞƟŶŐǁŝƚŚŽƵŶͲ WůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶ ƐƚƵĚLJƐĞƐƐŝŽŶǁŝƚŚƚŚĞ ŽŵŵƵŶŝƚLJ Đŝů͕WůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶ WůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶ ĞǀĞůŽƉŵĞŶƚ ĂŶĚ ĐŽŶŽŵŝĐĞǀĞůŽƉͲ ƚŽĚŝƐĐƵƐƐŝŶĐĞŶƟǀĞ ŵĞŶƚŽŵŵŝƐƐŝŽŶǁĂƐ njŽŶŝŶŐĂŶĚƚŽǁŶ ŚĞůĚŽŶDĂLJϲ͕ϮϬϭϵ͘ ĐĞŶƚĞƌ͘ ϭͬϮϴͬϮϬϭϵ ŽƵŶĐŝůŽŵŵŝƩĞĞƚŽ ^ĐŚĞĚƵůĞĂĐŽŵŵŝƩĞĞ ŝƚLJDĂŶĂŐĞƌͬŽƵŶĐŝů ϰͬϮϮͬϮϬϭϵ ŽƵŶĐŝůĂƉƉƌŽǀĞĚƵƉƚŽ ŵĞĞƚǁŝƚŚDĂLJŽƌ ŵĞĞƟŶŐ;ŽƵŶĐŝůŽƌƐ ŽŵŵŝƩĞĞ ΨϱϬ͕ϬϬϬŝŶĨƵŶĚŝŶŐƚŽƐƵƉͲ >ĂƌƐŽŶ KůƐŽŶ͕ƵƌďĞƌƌLJĂŶĚ ƉŽƌƚƚŚĞƚĞŵƉŽƌĂƌLJ^Zϭϴ ĂǁƐŽŶͿƚŽŵĞĞƚǁŝƚŚ ǁĞƐƚďŽƵŶĚŽŶƌĂŵƉƌĞĂͲ DĂLJŽƌ>ĂƌƐŽŶƚŽďĞƩĞƌ ůŝŐŶŵĞŶƚĚƵƌŝŶŐƚŚĞƉƌŝů ƵŶĚĞƌƐƚĂŶĚƚŚĞĮŶĂŶͲ ϮϮ͕ϮϬϭϵŵĞĞƟŶŐ͘ ĐŝĂůƌĞƋƵĞƐƚĂƐƐŽĐŝĂƚĞĚ ǁŝƚŚƚŚĞƚĞŵƉŽƌĂƌLJ ^ZϭϴŝŵƉƌŽǀĞŵĞŶƚƐ ĂŶĚƉƌŽǀŝĚĞƌĞĐŽŵͲ ŵĞŶĚĂƟŽŶƐďĂĐŬƚŽ ŽƵŶĐŝů͘ ϯͬϮϱͬϮϬϭϵ <ĞLJƐƚŽƚŚĞŝƚLJĞǀĞůŽƉƐĂŵƉůĞƉŽůŝͲ ŝƚLJůĞƌŬ WŽůŝĐŝĞƐ ĐŝĞƐĨŽƌŽƵŶĐŝůƚŽ ĐŽŶƐŝĚĞƌĨŽƌĂǁĂƌĚŝŶŐ ŬĞLJƐƚŽƚŚĞŝƚLJ͘ ϰͬϮϮͬϮϬϭϵ WƵďůŝĐ^ĂĨĞƚLJhƉĚĂƚĞ ŽƵŶĐŝůƌĞƋƵĞƐƚĞĚĂ ŝƚLJDĂŶĂŐĞƌͬWŽůŝĐĞ ƉƵďůŝĐƐĂĨĞƚLJƵƉĚĂƚĞ ŝŶĐůƵĚŝŶŐƚŚĞ:ƵĚŐĞ &dͶ&ƵƚƵƌĞĐƟŽŶƐ͕ŽŶǀĞƌƐĂƟŽŶƐΘdĂƐŬƐ ĂŶĚWƌŽƐĞĐƵƚŽƌďĞ ƉƌŽǀŝĚĞĚƚŽŽƵŶĐŝůŝŶ :ƵůLJďĞĨŽƌĞƚŚĞƵŐƵƐƚ ƌĞĐĞƐƐ͘ 82 May 13, 2019 Page 7 WZdD EdhWd D d/E'^ͬ^ D/EZ^ͬKE& Z E ^ͬKE& Z E >>^ͬE dtKZĂďŽƌ DĂƌŬĞƚ Θ ĐŽŶŽŵŝĐ ŶĂůLJƐŝƐ͛ ǁĞďƐŝƚĞ ŽĨ ĚĂƚĂ ĂŶĚ ƌĞƐŽƵƌĐĞƐ͖ ^ŚŝƉƉŝŶŐ ĂŶĚ ƚƌĂŶƐƉŽƌƚĂƟŽŶ ƐĞĐƚŽƌ ƵƉĚĂƚĞ͖ tĂƐŚŝŶŐƚŽŶ ƐƚĂƚĞ ƌĞŐŝŽŶƐ ƌĞŝŵĂŐŝŶĞĚ͖ dŚĞ &ƵƚƵƌĞ ŽĨ tŽƌŬ͗ tŽƌŬĨŽƌĐĞ ƚƌĞŶĚƐ ĂŶĚ ͞ĨƵƚƵƌĞ ƉƌŽŽĮŶŐ͟ tĂƐŚŝŶŐƚŽŶ͛Ɛ ǁŽƌŬĞƌƐ ĂŶĚ ďƵƐŝŶĞƐƐĞƐ x ŝƚLJƐƚĂīŵĞƚǁŝƚŚĂdĂŚŽŵĂ^ĐŚŽŽůŝƐƚƌŝĐƚƌĞƉƌĞƐĞŶƚĂƟǀĞƚŽĚŝƐĐƵƐƐŚŽǁƚŚĞŝƚLJŽĨDĂƉůĞsĂůůĞLJĐĂŶďĞƐƚ ƐƵƉƉŽƌƚ ƚŚĞ WƌŽũĞĐƚ ŝƟnjĞŶ WƌŽũĞĐƚ ǁŚŝĐŚ ƉƌŽǀŝĚĞƐ ƚŚĞ ŚŝŐŚ ƐĐŚŽŽů ƐƚƵĚĞŶƚƐ ŽƉƉŽƌƚƵŶŝƟĞƐ ƚŽ ƉŝĐŬ ĐŝǀŝĐ ƉƌŽũĞĐƚƐƚŽĚĞƐŝŐŶƐŽůƵƟŽŶƐĨŽƌ͘ x ƌĂŶĚŝŶŐŽŶƐƵůƚĂŶƚ/ŶƚĞƌǀŝĞǁƐʹƚŚĞ/ŶƚĞƌǀŝĞǁWĂŶĞůĐŽŶĚƵĐƚĞĚƚŚƌĞĞŝŶƚĞƌǀŝĞǁƐƚŽƐĞůĞĐƚĂĐŽŶƐƵůƚĂŶƚĨŽƌ ƚŚĞ ĐŝƚLJ͛Ɛ ďƌĂŶĚŝŶŐ ƉƌŽũĞĐƚ͘ ϭͿ ŚĂŶĚůĞƌƚŚŝŶŬƐ͖ ϮͿ EŽƌƚŚ ^ƚĂƌ͖ ĂŶĚ ϯͿ dŽƚĂů ĞƐƟŶĂƟŽŶ DĂƌŬĞƟŶŐ͘ ŚĂŶĚůĞƌƚŚŝŶŬƐǁĂƐƐĞůĞĐƚĞĚĂƐƚŚĞĐŽŶƐƵůƚĂŶƚĨŽƌƚŚĞƉƌŽũĞĐƚƉĞŶĚŝŶŐŝƚLJŽƵŶĐŝůĂƉƉƌŽǀĂů͘ x ƩĞŶĚĞĚƚŚĞďŝͲĂŶŶƵĂůEŽƌƚŚǁĞƐƚ,ŽƚĞů/ŶǀĞƐƚŵĞŶƚ&ŽƌƵŵŝŶĞůůĞǀƵĞ͘dŽƉŝĐƐĚŝƐĐƵƐƐĞĚǁĞƌĞ͗ϭͿdƌĂŶƐͲ ĂĐƟŽŶƐĂŶĚKƉĞƌĂƟŽŶƐWĞƌĨŽƌŵĂŶĐĞ͘dŚŝƐƉƌĞƐĞŶƚĂƟŽŶƉƌŽǀŝĚĞĚĐƵƌƌĞŶƚŝŶĨŽƌŵĂƟŽŶĂŶĚĚĂƚĂŽŶŚŽƚĞů ƚƌĂŶƐĂĐƟŽŶƐ ĂŶĚ ƉĞƌĨŽƌŵĂŶĐĞ͖ ϮͿ ^ŵŝƚŚ dƌĂǀĞů ZĞƐĞĂƌĐŚ ;^dZͿ ƵƉĚĂƚĞ͘ ,ĂŶŶĂŚ ^ŵŝƚŚ ƉƌŽǀŝĚĞĚ ĂŶ ŝŶĚƵƐƚƌLJ ƵƉĚĂƚĞ ŽŶ ŚŽƚĞů ƉĞƌĨŽƌŵĂŶĐĞ ŵĞƚƌŝĐƐ ϯͿ ĞŶƚĞƌƉŝĞĐĞ WƌŽŐƌĂŵ͗ ͞dŚĞ ^ŵĂƌƚ DŽŶĞLJ͗ tŚĂƚ 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ĞƚŚĞ,ŽƉĞĂŶĐĞƌtĂůŬ>ŽŐŝƐƟĐƐDĞĞƟŶŐ͗ŝƐĐƵƐƐůŽŐŝƐƟĐƐĨŽƌƚŚĞ:ƵůLJϮϬƌĂĐĞ x ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚŽŵŵŝƐƐŝŽŶƉƌŝůDĞĞƟŶŐ͘dŽƉŝĐƐŝƐĐƵƐƐĞĚǁĞƌĞƵƐŝŶĞƐƐ^ƵƌǀĞLJĂŶĚ/ŶĐĞŶƟǀĞ ŽŶŝŶŐ x ƩĞŶĚĞĚƚŚĞŵŽŶƚŚůLJŚĂŵďĞƌŽĨŽŵŵĞƌĐĞ>ƵŶĐŚĞŽŶ;^ƚĂƚĞŽĨƚŚĞŝƚLJĂĚĚƌĞƐƐͿ x ƩĞŶĚĞĚƚŚĞDĂƉůĞsĂůůĞLJ&ĂƌŵĞƌƐDĂƌŬĞƚŽĂƌĚŽĨŝƌĞĐƚŽƌƐDĞĞƟŶŐ x ƩĞŶĚĞĚƚŚĞŝŐdĞŶƚKƵƚĚŽŽƌZĞĐƌĞĂƟŽŶŽĂůŝƟŽŶtĞĞŬůLJWŽůŝĐLJŽŶĨĞƌĞŶĐĞĂůůƚŽƌĞǀŝĞǁďŝůůƐƚŚĂƚĂƌĞ ďĞŝŶŐĐŽŶƐŝĚĞƌĞĚŝŶƚŚĞ^ƚĂƚĞůĞŐŝƐůĂƚƵƌĞƚŚĂƚĂīĞĐƚŽƵƚĚŽŽƌƌĞĐƌĞĂƟŽŶ͘ 83 May 13, 2019 Page 8 WZdD EdhWd ;ĐŽŶƚŝŶƵĞĚͿ h^/E ^^Z Zh/dD EdΘ s >KWD Ed x DĞĞƟŶŐǁŝƚŚdŝŵtĞďĞƌ;&ŝƌƐƚtĞƐƚĞƌŶWƌŽƉĞƌƟĞƐͿƚŽĚŝƐĐƵƐƐĚĞǀĞůŽƉŵĞŶƚŽƉƉŽƌƚƵŶŝƟĞƐŝŶDĂƉůĞsĂůůĞLJ x ŽŶĨĞƌĞŶĐĞ Ăůů ǁŝƚŚ ŵŝůLJ tŝƩŵĂŶ ;'ƌĞĂƚĞƌ ^ĞĂƩůĞ WĂƌƚŶĞƌƐͿ ƚŽ ĚŝƐĐƵƐƐ ƚŚĞ ƐŝƚĞ ƌĞƋƵŝƌĞŵĞŶƚƐ ĨŽƌ Ă ŵĞĚŝĐĂůĐŽŶƐƵŵĂďůĞƐŵĂŶƵĨĂĐƚƵƌĞƌƐĞĞŬŝŶŐϯϱĂĐƌĞƐĨŽƌůĞĂƐĞŽƌƉƵƌĐŚĂƐĞ͘ x ƩĞŶĚĞĚ Ă ƉƌĞͲĂƉƉůŝĐĂƟŽŶ ŵĞĞƟŶŐ ǁŝƚŚ Ă ĐůŝĞŶƚ ƚŽ ĚŝƐĐƵƐƐ Ă ƉƌŽƉŽƐĞĚ ĚĞǀĞůŽƉŵĞŶƚ ƉƌŽũĞĐƚ ŽŶ ƚŚĞĮǀĞĂĐƌĞƐďĞŚŝŶĚ&ƌĞĚDĞLJĞƌ͘dŚĞŵĞĞƟŶŐǁĂƐŽƌŐĂŶŝnjĞĚďLJƚŚĞWůĂŶŶŝŶŐĞƉĂƌƚŵĞŶƚ͘ x DĞƚ ǁŝƚŚ DŝŬĞ ^ĂLJƌĞ ;ůŽĐĂů ĚĞǀĞůŽƉĞƌͿ ƚŽ ĚŝƐĐƵƐƐ ĂůŝďĞƌ ĞǀĞůŽƉŵĞŶƚΖƐ 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^ŽĐŝĂůDĞĚŝĂhƉĚĂƚĞDĂƌĐŚϮϬϭϵ EĞƚǁŽƌŬŝŶŐ ǀĞŶƚƐ x DĞƚǁŝƚŚ,ZĂŶĚWĂƌŬƐƌĞŐĂƌĚŝŶŐ DĂƌĐŚ dĂŚŽŵĂ:Žď&Ăŝƌ dŽƚĂůWĂŐĞ&ŽůůŽǁĞƌƐ x DĞƚǁŝƚŚ^ZϭϲϵtŝĚĞŶŝŶŐWƌŽũĞĐƚ ; KDͿ ϯ͕ϮϭϬ DĂŶĂŐĞƌ;<ĞǀŝŶͿƚŽĚŝƐĐƵƐƐ ĐŽŵŵƵŶŝĐĂƟŽŶƐƉůĂŶĨŽƌƉƌŽũĞĐƚ EĞƚEĞǁ&ŽůůŽǁĞƌƐ ϭϬϲ x ŝͲŵŽŶƚŚůLJŵĞĞƟŶŐǁŝƚŚdŝŵDŽƌŐĂŶ dŽƚĂůWĂŐĞ>ŝŬĞƐ; KDͿ Ϯ͕ϵϳϵ x 'ƌĞĞŶZŝǀĞƌƵƐŝŶĞƐƐtƌŝƟŶŐŽƵƌƐĞ EĞƚEĞǁWĂŐĞ>ŝŬĞƐ ϵϵ WƌĞƐƐZĞůĞĂƐĞƐ/ƐƐƵĞĚ x ^ƉƌŝŶŐZĞĐLJĐůŝŶŐ ǀĞŶƚ;ĞEŽƟĮĐĂƟŽŶ dŽƚĂůWĂŐĞsŝĞǁƐ ϵϵϰ Θ&ĂĐĞŬͿ x WƌĞƐƐZĞůĞĂƐĞ;ĞEŽƟĮĐĂƟŽŶΘ&ĂĐĞͲ dŽƚĂůWĞŽƉůĞtŚŽ ŬͿʹ/ŶĚƵƐƚƌLJtĞĞŬƐZĞĐŽŐŶŝƟŽŶ sŝĞǁĞĚ ϲϮϴ x WƌĞƐƐZĞůĞĂƐĞ;ĞEŽƟĮĐĂƟŽŶΘ&ĂĐĞͲ ŬͿʹƌƚ džŚŝďŝƟŽŶ'ƌĂŶĚKƉĞŶŝŶŐ KƌŐĂŶŝĐZĞĂĐŚ;ηŽĨ WĞŽƉůĞǁŚŽŚĂĚĂŶLJƉĂŐĞ ΘƌƟƐƚZĞĐĞƉƟŽŶ ĐŽŶƚĞŶƚƌĞĂĐŚƚŚĞŝƌƐĐƌĞĞŶͿ ϲϳ͕ϴϰ x WƌĞƐƐZĞůĞĂƐĞ;ĞEŽƟĮĐĂƟŽŶΘ&ĂĐĞͲ ŬͿʹ^ZϭϲϵtŝĚĞŶŝŶŐWƌŽũĞĐƚ WŽƐƚǁŝƚŚŵŽƐƚĐůŝĐŬƐ ^ZϭϲϵtŝĚĞŶŝŶŐ KƚŚĞƌ WƌŽũĞĐƚ^ƚĂƌƚĂƚĞΘ x ^ƚĂƚĞŽĨƚŚĞŝƚLJWƌĞƐĞŶƚĂƟŽŶ WƌŽũĞĐƚ/ŶĨŽWŽƐƚ x ϮϬϭϴ/ŶĨŽŐƌĂƉŚŝĐ ;ϯ͘ϵŬͿ x ĞƐŝŐŶĞĚ:Žď&ĂŝƌWŽƐƚĞƌƐΘ^ĞůĮĞ ŽŵŵƵŶŝĐĂƟŽŶƐ ĂĐŬĚƌŽƉ WŽƐƚǁŝƚŚŵŽƐƚ&ůĂƐŚůŝŐŚƚ ĂƐƚĞƌ ŐŐ x ^ƵŵŵĞƌ ǀĞŶƚƐĂůĞŶĚĂƌĨŽƌWĂƌŬƐΘ ƌĞĂĐƟŽŶƐ ,ƵŶƚĂƚ ZĞĐ >ĂŬĞtŝůĚĞƌŶĞƐƐ x DƵƐŝĐŝŶƚŚĞWĂƌŬ ǀĞŶƚWŽƐƚĞƌƐ 'ŽůĨŽƵƌƐĞ x ηŽĨ&ĂĐĞŬĨŽůůŽǁĞƌƐŝŶĐƌĞĂƐĞĚďLJ ;ϯϯϱͿ ϯ͘ϱϭйŝŶƉƌŝů x ηŽĨ&ĂĐĞŬĨŽůůŽǁĞƌƐŝŶĐƌĞĂƐĞĚďLJ ǀĞŶƚǁŝƚŚŵŽƐƚ,ŽŽŬĞĚŽŶ&ŝƐŚŝŶŐ Ϯϲ͘ϴйƐŝŶĐĞ:ĂŶƵĂƌLJϭ͕ϮϬϭϵ ƌĞƐƉŽŶƐĞƐ ;ϯϮϭͿ 85 May 13, 2019 Page 10 WZdD EdhWd &ŝŶĂŶĐĞ͗ x &ŝŶĂŶĐĞƐƚĂīĐŽŶƟŶƵĞƚŽǁŽƌŬŽŶƚŚĞϮϬϭϴŽŵƉƌĞŚĞŶƐŝǀĞŶŶƵĂů&ŝŶĂŶĐŝĂůZĞƉŽƌƚ;&ZͿŝŶĐůƵĚŝŶŐ͗ R DĂŶĂŐĞŵĞŶƚ͛ƐŝƐĐƵƐƐŝŽŶĂŶĚŶĂůLJƐŝƐ R dƌĂŶƐŵŝƩĂů>ĞƩĞƌĞŵŽŐƌĂƉŚŝĐƐ R EŽƚĞƐƚŽƚŚĞ&ŝŶĂŶĐŝĂů^ƚĂƚĞŵĞŶƚƐ R ^ƚĂƟƐƟĐĂůdĂďůĞƐ x dŚĞ^ƚĂƚĞƵĚŝƚŽƌƐĂƌƌŝǀĞĚŽŶƐŝƚĞƚŽďĞŐŝŶĐŽŶĚƵĐƟŶŐƚŚĞĂŶŶƵĂůĂƵĚŝƚŽĨƚŚĞĮŶĂŶĐŝĂůƐƚĂƚĞŵĞŶƚƐĂŶĚ ƚŚĞĂĐĐŽƵŶƚĂďŝůŝƚLJĂƵĚŝƚ͘ x &ŝŶĂŶĐĞƐƚĂīƉĂƌƟĐŝƉĂƚĞĚŝŶƚŚĞ͞^ƵƉĞƌŚĞƌŽdƌĂƐŚWŝĐŬƵƉ͘͟ x dŚĞ^ƚĂƚĞƵĚŝƚŽƌ͛ƐKĸĐĞƵƉĚĂƚĞĚ ƚŚĞZ^ DĂŶƵĂů͘dŚĞƵƉĚĂƚĞƐ ŝŶĐůƵĚĞĚĐŚĂŶŐĞƐƚŽ ĂŶƵŵďĞƌŽĨ ĞdžŝƐƟŶŐ'ĞŶĞƌĂů>ĞĚŐĞƌĐĐŽƵŶƚƐ͘^ƚĂīŝŵƉůĞŵĞŶƚĞĚƚŚĞĐŚĂŶŐĞƐŝŶƚŚĞĮŶĂŶĐŝĂůƐŽŌǁĂƌĞĂŶĚĂŶĞŵĂŝů ǁĂƐƐĞŶƚƚŽĂůůƐƚĂīŶŽƟĨLJŝŶŐƚŚĞŵŽĨƚŚĞĐŚĂŶŐĞƐ͘ x DŽŶƚŚĞŶĚĐůŽƐŝŶŐƉƌŽĐĞƐƐĞƐǁĞƌĞĐŽŵƉůĞƚĞĚ͘ x ŶĂůůƐƚĂīƉŽƚůƵĐŬǁĂƐŚŽƐƚĞĚďLJƚŚĞ&ŝŶĂŶĐĞƚĞĂŵƚŽĐŽŶŐƌĂƚƵůĂƚĞDĂƌŝƐƐĂ&ůLJŶŶŽŶŚĞƌŶĞǁƉŽƐŝƟŽŶ ǁŝƚŚƚŚĞŝƚLJŽĨZĞĚŵŽŶĚ͊ƐĂĨƵůůƐĞƌǀŝĐĞĐŝƚLJ͕ZĞĚŵŽŶĚĐĂŶŽīĞƌ DĂƌŝƐƐĂ ŽƉƉŽƌƚƵŶŝƟĞƐ ĂŶĚ 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WƌĞůŝŵŝŶĂƌLJ ƉůĂŶƐ ĂƌĞ ďĞŝŶŐ ĚĞǀĞůŽƉĞĚ ĨŽƌ ĚŝƐĂƐƚĞƌ ƌĞĐŽǀĞƌLJ ĂŶĚ ďƵƐŝŶĞƐƐ ĐŽŶƟŶƵŝƚLJ ĨŽƌ ƚŚĞ ŝƚLJ͕ ŝŶĐůƵĚŝŶŐ Ă ĚŝƐĐƵƐƐŝŽŶ ĐŽŵƉĂƌŝŶŐ ŽŶͲƐŝƚĞ ĂŶĚ ĐůŽƵĚ ďĂƐĞĚ ĨĂŝůŽǀĞƌͬƌĞĐŽǀĞƌLJ͘ dŚĞ ƵƉĐŽŵŝŶŐ ďƵƐŝŶĞƐƐ ŝŵƉĂĐƚĂŶĂůLJƐŝƐŝƐĞdžƉĞĐƚĞĚƚŽŚĞůƉĚĞĐŝĚĞƚŚĞƌĞĐŽŵŵĞŶĚĞĚƌŽƵƚĞƚŽƉƌŽĐĞĞĚ͘ x dĞĐŚŶŽůŽŐLJƵƐĞƐƵƌǀĞLJĚĂƚĂǁĂƐĂŶĂůLJnjĞĚĨƌŽŵŽƚŚĞƌůŽĐĂůŐŽǀĞƌŶŵĞŶƚƐĨƌŽŵƚŚĞƐƐŽĐŝĂƟŽŶŽĨŽƵŶƚLJ ĂŶĚŝƚLJ/ŶĨŽƌŵĂƟŽŶ^LJƐƚĞŵƐ;/^Ϳ͘ x ĐŽŶƚĞŶƚ ĚĞůŝǀĞƌLJ ŶĞƚǁŽƌŬ ǁĂƐ ŝŵƉůĞŵĞŶƚĞĚ ĨŽƌ ƚŚĞ ŝƚLJ ǁĞďƐŝƚĞ͕ ǁŚŝĐŚ ŝƐ ĞdžƉĞĐƚĞĚ ƚŽ ŝŵƉƌŽǀĞ ƌĞůŝĂďŝůŝƚLJ͘ x ^ƚĂī ĂƩĞŶĚĞĚ ƚŚĞ ^ƉƌŝŶŐ ƐƐŽĐŝĂƟŽŶ ŽĨ ŽƵŶƚLJ ĂŶĚ ŝƚLJ /ŶĨŽƌŵĂƟŽŶ^LJƐƚĞŵƐ;/^ͿĐŽŶĨĞƌĞŶĐĞŝŶ <ĞŶŶĞǁŝĐŬ͕t͕ǁŝƚŚƚŽƉŝĐƐŝŶĐůƵĚŝŶŐ͗ R LJďĞƌƐĞĐƵƌŝƚLJ i /ŶĐŝĚĞŶƚƌĞƐƉŽŶƐĞ i ZŝƐŬĂƐƐĞƐƐŵĞŶƚ i ^ĞĐƵƌŝƚLJƚŽŽůƐ i WĞŶĞƚƌĂƟŽŶƚĞƐƟŶŐ i ĂƚĂƉƌŝǀĂĐLJΘƐĞĐƵƌŝƚLJ i sƵůŶĞƌĂďŝůŝƚLJƐĐĂŶŶŝŶŐ i ZĞŐƵůĂƚŽƌLJĐŽŵƉůŝĂŶĐĞ i ŽŶƚƌŽůƐ 86 May 13, 2019 Page 11 WZdD EdhWd i /dƉƌŽĐƵƌĞŵĞŶƚ͕ůŝĐĞŶƐŝŶŐĂŶĚĐŽŶƚƌĂĐƟŶŐ i ƵƐŝŶĞƐƐĐŽŶƟŶƵŝƚLJƉůĂŶŶŝŶŐ i ŝƐĂƐƚĞƌƌĞĐŽǀĞƌLJƉůĂŶŶŝŶŐ i >ĞŐŝƐůĂƟǀĞĚĞǀĞůŽƉŵĞŶƚƐƌĞůĂƚĞĚƚŽŝƚLJ/d i ůŽƵĚƚĞĐŚŶŽůŽŐLJĚĞǀĞůŽƉŵĞŶƚƐĂŶĚƚƌĞŶĚƐ i >ĞĂĚĞƌƐŚŝƉΘŵĂŶĂŐĞŵĞŶƚ R dŚĞƐĞĐƵƌŝƚLJƌĞůĂƚĞĚƵƐŝŶĞƐƐ/ŵƉĂĐƚŶĂůLJƐŝƐZ&WǁĂƐƉŽƐƚĞĚ R ^ƵƌƉůƵƐŚĂƌĚĚƌŝǀĞƐŚĂǀĞďĞĞŶƉŚLJƐŝĐĂůůLJƐŚƌĞĚĚĞĚƚŽƉƌŽƚĞĐƚƚŚĞŝƚLJ͛ƐĚĂƚĂ R /ŶĨŽƌŵĂƟŽŶdĞĐŚŶŽůŽŐLJƉƌŝŽƌŝƟĞƐĨŽƌϮϬϭϵǁĞƌĞƌĞǀŝĞǁĞĚĂŶĚƵƉĚĂƚĞĚ 'ĞŽŐƌĂƉŚŝĐ/ŶĨŽƌŵĂƟŽŶ^LJƐƚĞŵƐ x ^ƚĂīǁŽƌŬĞĚŽŶĂŶƵƉĚĂƚĞĨŽƌDĂƉůĞsĂůůĞLJĂLJƐŵĂƉƐ͘ R ƌĞĂƚĞĚŶĞǁ'/^ůĂLJĞƌƐŽĨƉĂƌŬŝŶŐůŽƚƐ͕ƌŽĂĚĐůŽƐƵƌĞƐ͕ƉĂƌĂĚĞƐƚĂŐŝŶŐĂƌĞĂƐ͕ƉĂƌĂĚĞƉĂƌƟĐŝƉĂŶƚƉĂƌŬŝŶŐ ĂŶĚĚƌŽƉͲŽīnjŽŶĞƐ͕ƐŚƵƩůĞƌŽƵƚĞƐĂŶĚƐŚƵƩůĞƐƚŽƉƐ͘ R ƌĞĂƚĞĚŶĞǁŝŶƚĞƌĂĐƟǀĞŵĂƉƐŽĨDĂƉůĞsĂůůĞLJĚĂLJƐĨĞĂƚƵƌĞƐ͘ x ^ƚĂīǁŽƌŬĞĚǁŝƚŚŶĞǁ^ƚŽƌLJDĂƉƐďƵŝůĚĞƌŝŶĞƚĂĨƌŽŵ ^Z/ƚŽďƵŝůĚĂDĂƉůĞsĂůůĞLJĂLJƐƐƚŽƌLJŵĂƉ͘ R ŚƩƉƐ͗ͬͬƐƚŽƌLJŵĂƉƐͲŶĞdžƚŐĞŶ͘ĂƌĐŐŝƐ͘ĐŽŵͬďĞƚĂͬƐƚŽƌŝĞƐͬϭϳĞĐϳϱϳďĞϲĚϮϰϵϬϴϴϱϱϰĨϵϮϲďϱϲϯϳϳϱĐ x dŚĞ 'ŽůĨ ŽƵƌƐĞ '/^ ĚĂƚĂ͕ ŝŶĐůƵĚŝŶŐ ĂĚĚŝŶŐ ĂĚĚŝƟŽŶĂů ďƵŶŬĞƌƐ ƚŽ ĞdžŝƐƟŶŐ ůĂLJĞƌ ĂŶĚ ĐŽƌƌĞĐƟŶŐ ĞdžŝƐƟŶŐ ďŽƵŶĚĂƌŝĞƐĨŽƌŐƌĞĞŶƐ͕ĨĂŝƌǁĂLJƐ͕ĂŶĚƚĞĞƐ͕ǁĂƐƵƉĚĂƚĞĚ͘ x ŶĞǁƐƚŽƌLJŵĂƉŽĨ>ĂŬĞtŝůĚĞƌŶĞƐƐ'ŽůĨŽƵƌƐĞƚŚĂƚŝŶĐůƵĚĞƐŝŶĨŽƌŵĂƟŽŶŽŶĞĂĐŚŚŽůĞĂŶĚŝŶĨŽƌŵĂƟŽŶ ƌĞŐĂƌĚŝŶŐŬŝŶŐƚŚĞŐŽůĨĐŽƵƌƐĞĨŽƌƐŽĐŝĂůĂŶĚĐŽƌƉŽƌĂƚĞĞǀĞŶƚƐǁĂƐƵƉĚĂƚĞĚ͘ R 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ĚĚĞĚĐŽŶŶĞĐƟŽŶŽĨ^tDĨĞĂƚƵƌĞƐŝŶƚŚĞĂƉƉůŝĐĂƟŽŶƐŽƵƐĞƌƐĐĂŶĐƌĞĂƚĞƐĞƌǀŝĐĞŽƌĚĞƌƐĨŽƌƚŚĞƐĞŝƚĞŵƐ ĨƌŽŵƚŚĞĂƉƉůŝĐĂƟŽŶ͘ x ^ƚĂīƉƌŽǀŝĚĞĚƚĞĐŚŶŝĐĂůĂƐƐŝƐƚĂŶĐĞƚŽ^tDŵĂŶĂŐĞƌŽŶƚŚĞŶĞǁ^tD ĚŝƟŶŐŵĂƉƉŝŶŐĂƉƉůŝĐĂƟŽŶ͘ 87 May 13, 2019 Page 12 WZdD EdhWd dŚĞŐĂƚĞǁĂLJƚŽƐƵŵŵĞƌŝƐŚĞƌĞ͕DĂLJŝƐƚƌƵůLJƵƉŽŶƵƐ͊͊dŚĞůĞƌŬ͛ƐKĸĐĞĚĂŝůLJĂĐƟǀŝƚLJŝŶĐůƵĚĞƐƉĂƐƐƉŽƌƚƐ͕ ŶŽƚĂƌLJ͕ ĐŽŶƚƌĂĐƚƐ ƉƌŽĐĞƐƐŝŶŐ͕ ǁĞďƐŝƚĞ ƵƉĚĂƚĞƐ͕ ƉĞĚĚůĞƌ͛Ɛ ůŝĐĞŶƐĞ͕ƌĞĐŽƌĚƐŵĂŶĂŐĞŵĞŶƚ͕ƉƵďůŝĐ ĚŝƐĐůŽƐƵƌĞ ƌĞƋƵĞƐƚƐ͕ƐƵƉƉŽƌƟŶŐŝƚLJŽƵŶĐŝůŵĞĞƟŶŐƐ͕ĂŶĚĞŵĞƌŐĞŶĐLJŵĂŶĂŐĞŵĞŶƚ͘ dŚĞƌĞĐŽƌĚƐŵĂŶĂŐĞŵĞŶƚƉƌŽŐƌĂŵĨŽƌϮϬϭϵŝƐĐŽŶƟŶƵŝŶŐ͘^ƚĂīŝƐǁŽƌŬŝŶŐǁŝƚŚƚŚĞůĞƌŬ͛ƐKĸĐĞƚŽĐůĞĂŶ ƵƉ ŽůĚ ĮůĞƐ͕ ĂƐ ǁĞůů ĂƐ͕ ƌĞĐŽƌĚƐ ĂƌĞ ďĞŝŶŐ ƐĐĂŶŶĞĚ͕ ĮůŵĞĚ͕ ĂŶĚ ŵŝĐƌŽĮůŵĞĚ ďLJ ƚŚĞ ^ƚĂƚĞ ƌĐŚŝǀĞƐ KĸĐĞ͘ dŚĞ ƌĞĐŽƌĚƐ ƚŚĂƚ ŚĂǀĞ ŵĞƚ ƚŚĞŝƌ ƌĞƚĞŶƟŽŶ ůŝĨĞ ŚĂǀĞ ďĞĞŶ ƚƌĂŶƐĨĞƌƌĞĚ ƚŽ ƚŚĞ ^ƚĂƚĞ ƌĐŚŝǀĞƐ Žƌ ĚĞƐƚƌŽLJĞĚ ƉĞƌƚŚĞĂƉƉƌŽǀĞĚ ZĞƚĞŶƟŽŶ^ĐŚĞĚƵůĞ͘^ƚĂīŝƐǁĂŝƟŶŐĨŽƌĂǁĂƌĚ ĂŶŶŽƵŶĐĞŵĞŶƚƐŽŶĂŶŽƚŚĞƌ ŐƌĂŶƚĂƉƉůŝĐĂƟŽŶĨŽƌĂŐƌĂŶƚƚŚƌŽƵŐŚƚŚĞ^ĞĐƌĞƚĂƌLJŽĨ^ƚĂƚĞ͛ƐKĸĐĞ͘ ůĞĐƟŽŶƐĞĂƐŽŶŝƐĐŽŵŝŶŐ͕ƚŚĞƌĞĂƌĞŵƵůƟƉůĞŽƉƉŽƌƚƵŶŝƟĞƐƚŚƌŽƵŐŚ<ŝŶŐŽƵŶƚLJ ůĞĐƟŽŶƐƚŽƚĂŬĞĂďƌŝĞĨ ĐŽƵƌƐĞ ŽŶ 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Cusmir, Communications Specialist Subject: Review of the City’s Strategic Communications Plan Background Development of a City Strategic Communications Plan was one of the job duties assigned to the newly created Communications Specialist position. The plan is in response to Council’s objectives of increasing awareness of the policies and programs of the City and generating engagement of community members in the governing process. The plan provides a holistic approach to communications that emphasizes the identification of emerging issues and dissemination of policy decisions. The plan also focuses on the development of goals and strategies to more effectively engage the community and bridge the gap between citizens and government. Discussion The Strategic Communications Plan is broken into 9 components, Executive Summary, Vision and Core Values, Introduction & Rational, Situational Analysis, Strategic Messages, Strategy Deployment, Implementation, Measurement, and Appendices. Senior Staff reviewed the plan in April 2019. Fiscal Impact There is no direct cost to the City to review and adopt the Strategic Communications Plan. Recommendation Begin review of the Strategic Communications Plan. Attachments 1. Draft Strategic Communications Plan 101 This page is intentionally left blank. 102 City of Maple Valley Strategic Communications Plan DRAFT May 201ϵ 103 Table of Contents Executive Summary ...... 4 City of Maple Valley’s Vision and Core Values ...... 5 Introduction & Rationale ...... 6 Guiding Principles ...... 6 Objectives ...... 7 Legal & Ethical Considerations ...... 7 Alignment & Integration ...... 8 Situational Analysis ...... 9 Audience Identification ...... 9 Stake Holder Needs Analysis ...... 11 Media Market ...... 14 Communications Assets ...... 15 Issue Identification ...... 17 Community Resources ...... 17 Opportunities ...... 17 Suggested Research ...... 18 Strategic Messages ...... 19 Key Concepts/Themes ...... 19 Topical Categories ...... 20 Current Issues ...... 21 Strategy Deployment ...... 23 Brand Management ...... 23 Media Relations Tactics ...... 23 Public Relations Tactics ...... 24 Direct Communications Tactics ...... 25 Marketing & Advertising Tactics ...... 25 Social Media Strategy & Tactics ...... 25 Customer Relationship Management (CMR) ...... 27 Citizen Engagement Tactics ...... 28 Issue Management/Crisis Communications ...... 30 104 Departmental Outreach ...... 32 Cross-Channel Promotion ...... 32 Implementation ...... 33 Priority Action Plan for Biennial Budget Years 2019-2020 ...... 33 Measurement...... 35 Reach & Penetration ...... 35 Level of Engagement ...... 35 Experience & Opinion ...... 35 Media Tracking ...... 36 Performance Measures, 2019-2020 ...... 37 Appendix A: Glossary & Abbreviations ...... 39 Appendix B: Local Market Analysis ...... 40 Print ...... 40 Television ...... 40 Radio ...... 41 News Programming ...... 41 Appendix C: Ethics Guidelines ...... 42 PRSA Member Statement of Professional Values ...... 42 ICMA Code of Ethics with Guidelines ...... 43 Appendix D: About Integrated Marketing Communications ...... 48 Bibliography ...... 50 Magazines ...... 51 105 Executive Summary This is the first Strategic Communications Plan for the City of Maple Valley, Washington and is designed to set out objectives, messages and strategies that will be used during the Biennial Budget years 2019- 2020 to communicate the City’s programs and policies to various audiences. It describes the City’s approach and objectives for communications, “Introduction & Rationale,” (pages 6-8), our current situation (pages 9-18), the strategic messages (pages 19-22), our tools and tactics (pages 23-32), the implementation plan (pages 33-34), and our measures for assessing outcomes (pages 35-38). The objectives of this plan are to: x Increase awareness, x Increase engagement, x Provide access, x Establish transparency, and x Reinforce credibility. To reach these objectives, we have devised the key following messages (based on the City’s Vision Statement): x “Maple Valley plans for the future,” x “Maple Valley values citizens and their input,” x “Maple Valley is dedicated to forming strong partnerships within the community,” and x “Maple Valley is committed to ensuring economic vitality.” The underlying theme is that the government of Maple Valley cares deeply about the community and is planning for the future while being a good steward of the public’s resources. The messages will be deployed through a number of different strategies, tools, and tactics, described in the “Strategy Deployment” section on pages 23-32. In the “Measurement” section (pages 35-38), the process and outcome measures that will be implemented are identified. Other items of interest in this plan include a description of our issue identification and management approach, as well DRAFTas analysis of emerging social media opportunities. 106 City of Maple Valley’s Vision and Core Values City Vision Maple Valley will be a well-planned City with a safe, healthy, and aesthetically pleasing environment. A strong sense of community will develop through effective partnerships with community organizations, maintaining historic connections with the area’s rural past, and embracing the positive aspects of modern technology. The community will be economically vital with quality education and recreation opportunities. Vision – Maple Valley 2035 Maple Valley will work as a community to provide a safe, aesthetically pleasing city that operates in harmony with its natural environment, rural history, and provides multi-generational opportunities for economic growth, community involvement, recreational activities, and cultural expression. Our city will be a regional focus for health, business, good government, and education, and will provide opportunities for regular interaction in all spheres of human endeavor with our neighbor communities and visitors from outside our region. We will make this possible with a vital economic base, a multi- faceted transportation network, and an emphasis on the quality of life for our residents. Core Values Statements x We provide quality service. x We make a difference through teamwork. x We are ethical in all of our work. x We are proactive in identifying and dealing with issues. x We are reliable. x We are resource conscious as we produce results. DRAFT 107 Introduction & Rationale The City of Maple Valley is making communications a priority, with the intent of increasing awareness of the policies and programs of the City and generating enhanced engagement of constituents in the governing process. The creation of the Communications Specialist position is a clear sign of the commitment that the Council has to conduct the business of the City in an open and inclusive manner. The City is seeking strategic, holistic approaches to communications that emphasize the identification of emerging issues and dissemination of policy decisions. The plan, this being the first edition, has been created to meet these broad goals, support Council priorities, and to reinforce key messages as identified in the “Strategic Messages” section beginning on page 19. The Council priorities provide direction to staff on issues that are of particular policy interest and that are to be used to align resources in support of the City’s Vision Statement and the Maple Valley Vision 2035. The Council priorities for Biennial Budget Years 2019-2020, adopted November 26, 2018 are: x Economic Development x Parks & Recreation x Public Safety x Public Works x Quality City Services The City understands that communications is a basic obligation of government, and an essential component of the democratic process. It helps build pride and satisfaction within the community, increases participation, and contributes to strengthening the quality of life in the community. It is a good use of the City’s resources, and a duty we have to our constituents. Guiding Principles This plan is built on the foundation of four concepts that guide the development of communications vehicles and strategies. Clear & Direct – We will always strive to use the most direct and straightforward language to communicate the City’s policies and programs. We will explain technical terms, eschew jargon, and provide background information to ensure that all of our communications are understandable and accessible to the widest possible audience. Proactive – Whenever possible, we will provide information on issues as they come to light, to ensure the most accurate and complete information is available to the public as soon as is practicable. Transparent – WeDRAFT will be open in communicating City business and making information about the policies, finances, and operations of the City available to all citizens. One way of accomplishing this is to include citizens at all levels of decision making, from soliciting input to encouraging service on committees and commissions that actively advise management and the Council on policy decisions. 108 Listen & Learning – We recognize that communications is two-way, both providing information and receiving feedback. When the City listens to residents, it gains by building trust and credibility, but also in that, the voice of the public is reflected in the policies and programs that are created by the City. The principles we abide by are designed to provide a solid basis for deliberative democracy through public participation and informed public debate. Objectives We have identified five broad objectives designed to meet Council’s intent in establishing the communications priorities. Each issue or program campaign will be designed with these desired outcomes in mind. Increase Awareness – We want information about City policies and programs to be available to all of our audiences and for Council, City, and other agency priority projects to be common knowledge among our key audiences. Increase Engagement – We want to encourage and enable residents and business owners to participate in public policy formation. In addition, we would like to generate high levels of participation in and attendance at City meetings, programs, and events. Provide Access – We want to reduce barriers to communication in order to reach the broadest possible audience and provide accessibility and inclusion to vulnerable populations. Establish Transparency – It is our intent to conduct the “people’s business” in the open – making information about City policies and operations available to all – and give constituents reasonable access to elected officials and City staff. Reinforce Credibility – We will provide honest and responsible communications that will help us to build trust and credibility with our audiences, which is critical in maintaining an ongoing dialogue with the community. Consistent Messaging – We will work to make all messaging consistent across every department. By carefully planning our communications to meet these objectives, we believe that we can successfully reinforce the City’s key messages while simultaneously increasing constituent awareness and engagement. These over-arching outcomes will be measured through a series of specific metrics identified in the “Measurement” section, pages 35-38. Legal & Ethical Considerations In addition to the aspirations we have for the quality of our communications, there are a number of other considerations that also guide our tactics and strategies. We are very careful to ensure that we are aware of and implement all legal requirements. We strive to meet the highest ethical standards of both government agenciesDRAFT and the communications profession. Washington Open Public Meetings Act – The Legislature states in RCW 42.30.010, public agencies, “…exist to aid in the conduct of the people’s business…,” and, “…their actions be taken openly and that their deliberations be conducted openly.” We will make sure that all of our communications efforts 109 uphold both the letter and spirit of RCW 42.30 in providing the public with information about City business. Accessibility – We will make every reasonable effort to ensure that the information about City programs and policies is available to all of our audiences, despite the many barriers to communication. Informing vs. Persuading – One of the many challenges of communicating emerging issues is in providing complete and unbiased information to residents on issues that are coming to the City Council before the Council has had the opportunity to deliberate and establish the City’s official position, or vote on a specific decision. While we firmly believe that we best serve the public interest by acting as responsible advocates for the Council’s policy decisions – providing the City’s perspective in the marketplace of ideas, facts, and viewpoints to aid informed public debate – we also recognize the potential for criticism that the City has been selective about information provided to the public with the goal of attempting to persuade residents to come to a preferred conclusion. Any appearance of “spin” in our communications will work against the ideals of transparency and inclusiveness and reduce our credibility with the public. Ultimately, we aim to provide the data and reasoning behind the policy decisions so that residents can understand how those decisions were made. In addition, as professional practitioners, we have adopted the ethical standards of the Public Relations Society of America and the International City-County Management Association (Appendix C). In the end, all communications promulgated by the City of Maple Valley will be tested against the highest ethical and legal standards, to ensure that we are faithfully serving the public to the best of our ability. Alignment & Integration One of the areas we will focus on in implementing this messaging framework is our ability to articulate the linkage between the strategic messages of this plan and the City’s values, specific marketing plans, and issues management. What this means in practice is that staff will ensure that all activities are developed and executed within the context of the City’s over-arching strategy. We are also developing a process for integrating messages across platforms and media that will allow us to react more quickly to changes in social media, as well as better leverage existing City communications assets. DRAFT 110 Situational Analysis Audience Identification In the broadest sense, the communications audience is anyone who lives or works within the City of Maple Valley’s corporate limits, city staff, elected and appointed officials, visitors, residents of neighboring communities, and businesses considering relocating to Maple Valley. This represents a very broad and diverse group of people with different needs and interests, so it is useful to consider a number of subcategories or niche audiences that identify groups with similar characteristics or communications needs. We also need to be aware that there are different levels of interest on the part of our audiences in receiving communications. One of the challenges is to provide opportunities for our audiences to increase voluntarily their level of engagement, eliminate barriers to participation, and increase the value of their relationship with the City. To do that without being intrusive, we will first have to demonstrate the value of participation to our audiences. Another way is to have information about City services, programs, and policies available wherever and whenever our audiences wish to receive them. Audiences also have different informational needs, depending on their relationship to the City. Business owners, developers, and residents all have different relationships with the City and may need information on processes, policy decisions, or services. Lastly, we must also consider media preferences and understand the unique features of each channel that we deploy, recognizing that individuals have differing expectations and conscious needs in communicating with the City. Primary Audiences The single largest audience we want to reach are residents of the City of Maple Valley. Today there are approximately 25,000 people living in the city limits. There are a number of defining characteristics that create subcategories with specific needs, such as: x Property Owners/Renters x Children/No Children x Employed/Not Employed x Length of Residence x Educational Attainment x Household Income x Ethnicity x Age According to the 2016DRAFT United States Census Bureau American Community Survey, there are 8,527 households in Maple Valley, 82.5% of which are owner occupied, and the median income is $98,925. Approximately 47% of the households include one or more children under the age of 18. Children under the age of 18 make up 32% of the population. The median age is 35.6 years. For adults over the age of 25, 40.7% have earned a bachelor’s degree or higher. About 9% of residents are of Asian ancestry. 111 Residents who are Hispanic or Latino account for just under 6% of the population, about 3% are African- American, and Native Americans comprise 3% of the population. Of residents 16 years of age and over, 68.7% are employed, 5.5% are unemployed, and 25.5% are not in the labor force. The majority of the employed population, just over 77%, commutes alone, 9.6% carpool, 7% works from home, and about 4% uses public transportation. The median travel time to work is 38.3 minutes. We can also divide our resident audience through their level of engagement. We recognize four distinct levels: x Engaged (Ambassadors, Watchdogs) x Interested (aware or impacted) x Passive x Disinterested (actively avoiding or those who consider City communication intrusive) The most engaged residents are those who have a particular interest in the policies or programs of the City. We anticipate many of our communications efforts will be specifically aimed at the two most involved groups – engaged and interested – as they have the highest interest in receiving communications from the City. Direct communications to these two groups represents the most efficient use of communication resources. We recognize that it is also possible for disinterested or passive residents to shift suddenly to interested and engaged when City policies and programs affect them directly. The media has also been identified as a primary audience, both in providing information directly to our audiences and in creating commentary and critique of our policies and programs. City of Maple Valley employees are another key audience, as residents see them as experts and expect them to know a great deal about the City’s programs and policies. By educating staff about issues, policy decisions, and City programs, we further develop them as representatives of the City. The City of Maple Valley also recognizes other local government agencies, special utility districts, and community organizations as primary audiences. Other government agencies that operate within the city limits include the Tahoma School District No. 409, Puget Sound Regional Fire Authority , and King County Libraries. Special utility districts include Soos Creek Water and Sewer District, Covington Water District, Cedar River Water and Sewer District, and Puget Sound Energy. Partnerships with the Maple Valley-Black Diamond Chamber of Commerce, the Greater Maple Valley Community Center, the Maple Valley Food Bank and Emergency Services, the Maple Valley Farmers’ Market, and the Maple Valley Historical Society, help the City to better reach and engage with a broader cross section of residents and business owners. Important benefits of working with these organizations include the ability to extend the City’s education and outreach capacities so more residents are aware and informed, to identifyDRAFT community-based resources and recommendations, enhance the competency of engagement plans, and to elicit previously unheard perspectives and ideas. Secondary Audiences Other audiences that we have a need to communicate with from time to time include other Greater Maple Valley area residents, who live in unincorporated portions of King County; special interest 112 community groups; the faith based community; various niche stakeholder groups, such as senior citizens, teenagers, or volunteers; Federal and State Legislators; elected and appointed leaders in other local governments and agencies, and business and cultural organizations. For visitors to Maple Valley, we need to have the ability to deliver messages that will enhance the reputation of the City, spur additional use of City facilities and programs, and promote interest in the City to an even broader audience. We also consider state and national event organizers and potential corporate relocations as audiences for our communications. Working with the Economic Development Manager, we strive to promote the City as the best location to hold outdoor recreation events and a perfect location for businesses, both in quality of life for their employees and as a business-friendly environment for their organizations. Audiences Primary Residents Business Owners/Operators Media Employees Local Government Agencies (in City) Community Organizations Secondary Greater Area Residents Federal/State Elected Officials Other Local Government Agencies Visitors Potential Business Relocations Stake Holder Needs Analysis The way to best determine the communications needs of our audiences is through demographic and psychographic analysis, service statistics, and surveying. City Surveys In November 2015, the City published the results of its most recent Citizen and Business Community Satisfaction Research survey through Hebert Research. The survey did not include questions that were specific to citizens’ preferred communication methods or satisfaction with access to City staff, appointed, or electedDRAFT officials. Results from the survey were of limited use in planning our communication efforts. When asked to rate their level of satisfaction with the different departments in the city, respondents reported that they were slightly less satisfied with the Parks and Recreation Department and Community Events in 2015 than they were in 2012. Satisfaction with the Police Department was 113 significantly less in 2015 versus 2012. City Staff and City Council had the lowest levels of satisfaction in both 2012 and 2015. The respondents were asked to list the community events that they had participated in within the two years prior to the survey, 2013 and 2014. The majority (87.8%) of the respondents claimed they did not attend any community events within the city in 2013 or 2014. Of the remaining 12.2% respondents, 31% reported attending the Fourth of July Picnic and Fireworks event, 28.8% reported attending Music in the Park, and 58% reported attending “Other” events. The overall experience at the events and programs attended improved slightly from 2012 to 2015. For the majority of respondents, allocating tax dollars to road maintenance was seen as highly important. The respondents also believed that tax allocation for the Police Department was highly important. Park Facilities and Recreation Programs ranked third, followed by Economic Development, City Sponsored Events, and Social Services. In general, the residents of Maple Valley expressed that they live an enjoyable life in the city. The 2015 survey reported 75.71% of respondents rated a high quality of life. The rating was higher than the 2012 survey reported. The citizens were surveyed on the importance of attracting more business and economic growth for the purpose of having more opportunities to live and work in the city. It was discovered that 50.16% of the respondents considered attracting more business and economic growth to be highly important. We are hoping when the next Community Satisfaction survey is conducted it will include questions that will better help in identifying common methods used for getting information about the City and the level of satisfaction with City communications and marketing efforts. King County According to the January 2014 Report of Public Input for the King County Strategic Plan, the most important issues for County residents are: x Mobility (transit and roads) x Economic Vitality x Safety x Housing x Equity (jobs, housing, education, healthy foods, physical and mental healthcare) x Healthy Environment The report reflects on engaging the public in meaningful and authentic ways. Participants in the strategic planning process stated that they needed to know more about what the county does and the issues the county faces. It was also expressed that the public often feels the government is out of touch with them and that they do not believe the county cares about what the residents think. The residents, who took part in communityDRAFT focus groups and online surveys, expressed that they want to be asked about the challenges they are facing and want to share their ideas. Participants felt that they knew their communities and had valuable information for county decision-makers. They urged that efforts to gather public input needed to be completed in a meaningful way, saying that the county needs to make sure to report back to the public on what was done with the information provided. 114 Based on the information provided by the public on meaningful and authentic communication, the County included the following action points in their strategic plan: x Continue improvements with the county website, including improvement of the timeliness and accuracy of information x Reach out frequently and use outreach tools that will effectively reach all communities, such as sharing information in community clinics or appearing monthly on cable access channels to share different aspects of local policy and services x Continue to develop customer service ethics among staff and leadership x Enhance efforts to engage and be responsive to rural communities x Build public engagement skills and practices across all county departments and agencies x Share results of every engagement effort, letting the public know what we did, any barriers we may be facing, and the progress we are making toward success Government Web User Survey The Pew Internet Research Center conducted a study in 2010, to determine how the public uses “e- government” services. The findings make a powerful case that the future of government communications is digital. In 2000, less than half (47%) of the national population had used a government website. By 2003 that had increased to two-thirds (66%). The findings from the 2010 study report 82% of internet users (representing 61% of all American adults) looked for information or completed a transaction on a government website in the twelve months prior to the survey. The study also found that internet users in general are more likely to contact government than non-internet users. Users’ top reasons for visiting government websites included looking up a public policy or issue, looking up what services a government agency provides, downloading forms, finding information about recreational activities, to apply for a job, to apply for licenses and/or permits, and to make payments for utilities or other services. This is consistent with the page access data from the City of Maple Valley’s website, where the most often accessed pages in 2018 were for employment opportunities, information about Lake Wilderness Lodge, parks and recreation, and Lake Wilderness Park. The Pew report also identified common characteristics regarding citizens’ interactions with government. Specifically, the interactions were frequently: x Data driven – 40% of online adults went online to access data and information about government. x Organized around new online platforms – Citizen interactions with government moved beyond the website with more online adults using platforms such as blogs, social networking sites, email, online video or text messaging to get government information. x Participatory – Users are not simply going online for data and information; they want to share their personalDRAFT views on the business of government. In the survey, Pew found that 44% of all Americans had contacted a government agency or official in the preceding twelve months via the telephone, a letter or in-person contact, and that the traditional methods are frequently used as a supplement to online information seeking behavior. More than half of online government users have contacted government using offline as well as online methods. 115 Media Market Anyone who follows mass media is well aware of the shifting landscape of platforms and content models that began with the advent of participative websites that emphasize user-generated content and a participatory online culture. This evolution in technology has had a profound impact on the way government does its job. One of the most significant trends has been the decline of newspaper subscriptions and circulation. Traditionally, newspapers have provided the most complete coverage and often provided fuel for television and web-based organizations. These roles are now reversed with many news organizations creating online content exclusively. For a preliminary analysis of the local media market, please see Appendix B. National Media Trends Nielsen’s 2018 Total Audience Report Q2 shows nearly half of an adults’ day is dedicated to consuming media content. American adults spend over 11 hours per day listening to, watching, reading, or generally interacting with media. Behind the surge of content consumption are the growing use of new platforms, as well as the younger generations who use them. The number of people using traditional platforms has been holding steady from 2016 to 2018. Television viewing and radio have remained consistent over the measured years with radio reaching 92% of all adults on a weekly basis, and live and time-shifted TV has a weekly reach of 88% Newer platforms of media consumption have emerged because of internet accessibility and the growing connectedness of citizens. Digital usage continues to play a growing role with adults in the United States. Digital platforms – computers, smartphones, and tablets – have become a major catalyst for frequent content exposure. In the first-quarter 2018, adults spent three hours and 48 minutes a day on digital mediums. This is a 13-minute increase from the prior quarter, and 62% of that time is attributed to app/web usage on smartphones. Historically, demographics have been a major factor in determining media usage. Older generations tend to lean more on traditional mediums, while younger generations are often early adopters of nascent technology. As technology gains adoption and becomes universal, it “trickles up” through the demographics. Though older generations, generally spend the most time with media (adults 35-49 spending over 11 hours a day on it, while adults 50-64 spending nearly 13 hours), younger generations are at the forefront of TV-connected devices and digital usage. Young adults 18-34 spend 43% of their time consuming media through digital platforms. Social Media It would not be an exaggeration to say that over the past five years, the media landscape and the relating communicationsDRAFT model has shifted in a fundamental way. The tools and techniques that served the City well over the past twenty years are becoming antiquated as new ways of approaching mass communications are rapidly being deployed. As of January 2018, there are more than 200 million Facebook users in the United States, with users ages 25-44 making up just over 50% of that total. Based on the national data, there are an estimated 116 15,000 Facebook users in the city limits and of those users; approximately 7,500 are between 25 and 44 years of age. Facebook remains the most popular social network nationwide. In 2014, U.S. users spent an average of 39 minutes on the site every day. Not only is Facebook a large part of daily online usage, it has benefited hugely from mobile social growth in recent years with mobile users also showing strong engagement rates compared to other social media apps. More than three-quarters of users access Facebook via a mobile device. Twitter is the most popular microblogging service with the number of U.S. users projected to surpass 70 million in 2020. The platform allows users to post messages containing 280 characters or less on public or private feeds. Twitter has become an important tool allowing users to connect with their desired audience in real time. YouTube is an important social media platform for users to strengthen their online presence, narrate their story, and engage their audience. With 1.6 billion users, it is projected that YouTube will expand their mass-market reach in the upcoming years with original social TV programming from YouTube Red, live broadcasting, and YouTube TV. It is not expected that YouTube’s next phase of growth will be through amateur content, but rather more investment in YouTube as a social TV platform with advertising precision. Instagram’s user growth increased over the past two years, adding more than 200 million new users. With the popularity of Instagram stories and enhanced live video features, Instagram specializes in organic engagement. Many companies and government agencies use Instagram to highlight local scenery and events through the sharing of photographic images. With the use of social media on these platforms as well as others such as Snapchat, LinkedIn and NextDoor, government presence has become ever more important. In the “Strategy Deployment” section, there is further analysis of what this means for the City of Maple Valley. Communications Assets The City has several existing communications assets that have been used for a number of years. Website The City’s website acts as the online clearinghouse for almost any information the public needs. Over the past year, there have been almost 40,000 visitors accessing the site’s homepage, the Employment Opportunities page has 27,000 page views, and Lake Wilderness Lodge has just over 21,000. Users are most likely to access the site via a mobile device, such as a smartphone or tablet. In 2018, we dramatically enhanced the City’s website user experience by updating both the desktop and mobile wireframes. We recognized that there were pages that received more user traffic than others receive and worked to make those pages more accessible. Navigation menus and availability of City online services wereDRAFT also made more visible to help increase ease of use for the City’s target audiences. Subscription services are also available via the City website in the form of eNotifications. Users may subscribe to receive various notifications and updates via email. There are currently 996 active subscribers. 117 Social Media The City has established two active profiles on the social media platforms Facebook and YouTube. The City also has accounts on additional social media platforms, NextDoor, Instagram, LinkedIn, Pinterest and Flickr, however these accounts are inactive and were opened in order to secure the user names “City of Maple Valley” and “Lake Wilderness Lodge” in anticipation of the future development of the City’s social media presence. As new platforms enter the market, we will continue to register the user names “City of Maple Valley” and “Lake Wilderness Lodge” to reserve the names. Prior to activation of inactive social media accounts, we will conduct an analysis of the local reach of the service and once we have established that it is worth investing resources into, we will being testing for inclusion in our active portals. The City of Maple Valley Police Department currently has a dedicated Facebook page, which is administered by the Police Department’s Executive Assistant. Print Publications The most popular publication is the City’s Parks and Recreation Guide, which is received by approximately 11,000 households three times per year. The guide is also available for download on the City’s website. We also design and print special publications as needed, such as the “It’s a Natural Fit” visitor guide, our economic development and tourism folders, and our legislative priorities brochure. Lastly, the City produces hundreds of program brochures, fliers, posters, banners, event displays, promotional items, and custom materials. Since the creation of the Communications Specialist position, many of these items are now being designed and manufactured in-house. Electronic Communications Starting in 2019, the City will be publishing a quarterly newsletter which citizen will be able to subscribe to via the City website. The Police Department publishes two special audience newsletters quarterly, one for businesses and one for residents. Video The City currently does not produce video content. Static Displays/Signage Entering the City, on southbound SR169, there is a static gateway sign and water feature. At the other entrances to the City there are static signs with the City logo and a welcome message. The storm pond fencingDRAFT located in the right-of-way on SR169, SR516 is used for banner placement, and a larger banner may be hung across Witte Road. There are also light poles on SR169 and Witte Road on which banners may be hung. The City owns two electronic reader-boards. 118 Issue Identification There are a number of established avenues for identifying emerging issues. The key mechanisms are: x Staff review of Council agendas, x Weekly Senior Staff meetings, and x Media tracking and analysis. In addition, the City’s staff and elected officials have been instructed to inform the City Manager, Public Information Office, and the Communications Specialist when the media contacts them or if they observe the media covering City facilities or events. Lastly, Council members are encouraged to contact the City Manager whenever they have a concern that a particular issue may need to be addressed. Community Resources There are numerous organizations, associations, and agencies that are key partners in the City of Maple Valley’s communications efforts. They act as both conduits for reaching diverse audiences and vulnerable populations, and in reinforcing strategic messaging. We meet with partnering agencies as frequently as necessary. Business Associations – Maple Valley-Black Diamond Chamber of Commerce, Maple Valley Farmers’ Market Agencies – Port of Seattle, Soos Creek Water & Sewer District, Covington Water District, Cedar River Water and Sewer District, King County Library System, Seattle & King County Public Health, King County Road Service Division, Washington State Department of Transportation, Puget Sound Regional Fire Authority, King County Sheriff Government – King County, City of Covington, City of Black Diamond, State of Washington, Green River Community College, Tahoma School District No. 409 Nonprofits – Maple Valley Food Bank & Emergency Services, Maple Valley Historical Society, Vine Maple Place, Maple Valley Days Committee, Greater Maple Valley Community Center, Maple Valley Creative Arts Council, Lake Wilderness Arboretum, Elk Run Farm, Maple Valley Centennial Lions Club, Rotary Club of Maple Valley Major Private Partners/Contractors – Recology Cleanscapes, Republic Services Opportunities Over the duration of this plan, we will continue to explore a number of communications and outreach opportunities that may be implemented either on an ad hoc basis or as part of the update of the Strategic CommunicationsDRAFT Plan. We will be specifically looking for ways to leverage our assets to promote City activities and services. 119 Suggested Research To best implement and improve the City’s communications strategies we plan to conduct additional research, both to clarify and focus our efforts this year and to help us plan for the following years. Tools and subject areas will include: x Council perceptions x City Community Satisfaction survey x Communications survey and focus groups x Accessibility of website x Citizens City Participation Guide x Newcomer’s welcome package x Citizens Academy x Opportunities for a City app x Opportunities in mobile media, and x Begin planning of next iteration of the City’s website DRAFT 120 Strategic Messages Branding and brand positioning for cities can be somewhat different than corporate entities, particularly in that cities do not have direct control over the brand, but rather strive to include the community’s vision of itself, by working with various stakeholder groups to identify and constantly refine the brand. Part of this effort involves working to address issues that damage reputation, while at the same time investing in improving awareness of community assets. The reputation of a city can be thought of as the articulated quality of life present in the community. In a large way, this is determined by the attitude of the residents, investment by businesses, as well as the city’s efforts to care for infrastructure, protect the public and regulate behavior (codes, business licensing, permitting, etc.). This year, the City of Maple Valley has initiated a citywide project, which will establish the City’s brand identity. We believe that by establishing a brand and aligning our messages with the actual culture and character of the City, we can replace outmoded clichés about the City with a realistic and positive reputation. Negatives in the perception of the City will also be addressed during this project. The keys to making successful changes in reputation is consistency in messaging, having the brand promises match reality, and mutual support among the agencies promoting the brand messages. It is important to recognize that a brand is not a logo or a tag line. A brand is the experience of a community. The messages we plan to develop following the branding project will be designed to simultaneously support brand positioning, align with Council priorities, and aid in policy explanation and direction. To make them memorable and effective, we will emphasize simple, short messages supported by strong graphics. Key Concepts/Themes Five major themes have been identified and will be used to direct messages and communications that help focus the response to particular issues. These themes are in alignment with the City’s Vision Statement and Council Priorities. “Maple Valley Plans for the Future” This theme cuts across many of the issues facing the City, including growth, budget, transportation, public safety, and many other broad categories of priorities, services, programs, and policies. One way we can demonstrate the City’s planning activities is to share and discuss the plans themselves, whether for budgeting and financial management or in growth and resource management. Examples of these messages include how the City operates within its means, how the City manages its resources, such as the Golf Course and the Legacy Site, and how the region plans for future development. “Maple Valley ValuesDRAFT Citizens and Their Input” To promote citizen engagement, the City must solicit input from stakeholders, use that input in making decisions, and then communicate back to those stakeholders how that input influenced the final policy decisions. Even if someone does not agree with the final outcome, we gain credibility by taking all input 121 into account when making decisions and letting people know that their input was considered and appreciated. The City has made great strides towards improving our outreach efforts. Increasing the City’s social media presence and hosting community events, such as the City’s 20th Birthday Celebration, For the Love of Maple Valley, and Behind the Curtain, have increase the number of opportunities citizens have to engage with City staff and elected and appointed officials. A recent example that demonstrates that the City is responsive to the needs of the community are the intersection improvements at Kent-Kangley (SR516) and 218 Avenue SE. We will continue to look for ways to prove that the City is seeking and has used resident input throughout all communication activities. “Maple Valley is dedicated to Forming Strong Partnerships within the Community” Local and regional cross-sector partnerships add value to the community through combined efforts. The City will continue to strengthen relationships with organizations in the nonprofit, business, academic, and government sectors. We understand that the shared vision and purpose that guides such partnerships results in improved coordination of policies, programs, and service delivery. The City participates in a tri-cities meeting with the cities of Covington and Black Diamond annually to discuss regional issues. The Tahoma School District is another community partner with which the City works closely. Other community partners include, but are not limited to, King County, Puget Sound Regional Fire Authority, the Maple Valley-Black Diamond Chamber of Commerce, the Maple Valley Food Bank and Emergency Services, the Greater Maple Valley Community Center, the Maple Valley Farmers’ Market, the Maple Valley Days Committee, the Maple Valley Historical Society, the Lake Wilderness Arboretum, the Rotary Club of Maple Valley, and the Maple Valley Centennial Lions Club. “Maple Valley has a Cost-Effective, Efficient Government” The City of Maple Valley continuously cooperates with other governments and agencies and seeks out regional answers to the issues we face. Our employees are dedicated to excellence in public service and are careful stewards of the taxpayers’ investments. We are committed to keeping our community safe, financially sound, sustainable, and beautiful. Maple Valley Cares Taken together, these four key messages can be combined under the concept “Maple Valley Cares.” We want to demonstrate responsiveness, community-orientation, and transparency in all of our communications. Topical CategoriesDRAFT In addition to these high-level message themes, there are issues that will continue to be important for the City to communicate about. In fact, each of the following topical areas builds upon the high-level messages identified above and each issue can be addressed in terms of our key messages. 122 Financial Management – Cutting across all of the key messages, an important element of this topic is the legal and contractual restrictions we have on use of funds and making sure residents understand the different sources of funding at our disposal. We are also addressing what we are doing to help protect and grow the local economy. Public Safety – The emphasis here is on planning for the future and providing adequate resources to Police, Public Works, and Emergency Management. Issues such as staffing and equipment will continue to generate discussion during budget development. Growth – The City needs to continue to educate the community on what rights and responsibilities we have in relation to development, emphasizing what we can and cannot do on projects, particularly those that have a high level of regional impact. Transportation – Development within the City and in the surrounding area will continue to increase demand on local and regional roadways. Communicating how the City is trying to address the issue of transportation and demonstrating the importance of regional partnerships and relationships between City officials and our state representatives is key in transportation messaging. Current Issues There are a number of issues that are currently occupying the public discussion about Maple Valley in which the City has an interest in participating, whether through providing information about City policy and legislative action, or by creating resources that increase awareness and engagement. For each issue listed below, a communications plan with the City’s position, talking points, and a deployment strategy will be developed and implemented, or will be as the issue matures. As new issues arise, a plan will be developed to address them as described in the “Issues Management” section of the deployment strategy (page 30). Mental Health/Community Assistance – Mental health has long been considered a taboo topic, however, in 2018, the City in partnership with the Tahoma School District, and Nexus Youth and Families, with support from the City of Auburn, shone a spotlight on mental illness and its wide-ranging impact on the overall health of the community with emphasis on the community’s youth. The City will continue to participate in conversations related to mental health and will continue to work with community partners to find ways to connect residents with mental health information and support services. Legacy Site Property – The property referred to as the Legacy Site, consists of 50 acres and was purchased by the City in 2000. The property is currently undeveloped. In 2016, the City Council established the Legacy Site Task Force to research, study, and make recommendations for the future use of the site. The Task Force made its recommendation to Council in July 2018. We will use our communications tools to inform the public about the future of the site as plans continue to develop. Lake Wilderness GolfDRAFT Course - In June 2018, Columbia Hospitality, a consultant contracted by the City, presented the Lake Wilderness Golf Course Assessment to the City Council. Since the presentation, the City selected a new company, CourseCo, to manage the golf course. We will continue to update the public as plans for the golf course develop. 123 There are a number of public education campaigns that we will conduct annually at the appropriate times. Those campaigns include: x Lake and water safety, x Do not feed the water fowl, x Street maintenance, x Fireworks ban, x Emergency preparedness, x Snow and ice removal, x Winter driving, and x Many others. The City will also find ways to support “quality of life” messages that are implemented by partner organizations – such as King County, the Maple Valley-Black Diamond Chamber of Commerce, the Greater Maple Valley Community Center, or the Tahoma School District – to reinforce brand messages and support consistency of messages throughout the community. DRAFT 124 Strategy Deployment Because the scope of the City’s communications needs is broadening, we will initiate the use of the conceptual framework of Integrated Marketing Communications (IMC) (see Appendix D) to reach out to the various audiences we serve. Under that framework, tools and practices belonging to a number of different disciplines – marketing, public relations, issue management, among others – will be used simultaneously to distribute messages and information. One of the hallmarks of IMC is careful alignment across various tools and tactics to reinforce the themes and messages. The City’s basic approach will be issue-based, with simultaneous rollout across various platforms and locations. Key themes, our long-term messages, will be woven throughout all of the communications we develop. Regardless of topic, messages will be evaluated for how well they: x Support the Vision Statement of the City of Maple Valley and “Vision - Maple Valley 2035,” (included in the City’s Comprehensive Plan), x Align with Council priorities, x Reflect the guiding principles of this plan, x Adhere to legal and ethical considerations, and x Promote the key themes and strategic messages. The action plan for 2019-2020 can be found in the section entitled “Implementation,” (pages 33-34) and will be executed using the tools and assets described in this section. Brand Management A good brand strategy is based on identifying the unique characteristics of a commodity – in this case the existing qualities of the community – and finding creative and effective ways to tell that story. Strategic reinforcement of the City’s brand promises and “cross channel” alignment of our key messages gives us opportunities for extending and building on the positive, while refuting and re-positioning the negative. Our approach to reputation management will be focused on relationship building – creating opportunities for citizens to actively engage with the City. Tactics we will employ include: x Threading key messages throughout all City communications, educational campaigns, promotional campaigns, and information releases, x Reinforcing regional branding efforts, x Creating partnerships with other community agencies to share communications channels, and x Make City communications vehicles available across multiple platforms. Media RelationsDRAFT Tactics It is true that the media landscape has rapidly changed as a result of online social media offerings, however, we believe that some form of professional journalistic presence is likely to remain focused on local government. Even so, the explosion of non-traditional media sometimes makes it challenging to 125 determine effective strategies for deploying messages, requiring a willingness to try new ways of leveraging the media. We will use the following tools to generate stories with the local media, both traditional and non- traditional: x City website news releases and eNotifications, x Formal press releases, x Tailored pitches, and x Media list management. We will approach media relations as a collaborative process in helping reporters understand the issues, providing access to City experts and data, and facilitating a dialog with elected officials. The City has been using both the Covington/Maple Valley/Black Diamond Reporter and Voice of the Valley to place our messages, images, and information, and we try to write stories in journalistic style to make it easier for editors to use our materials. Another large element of our media relations efforts is response to media inquiries. Acting on tips, reacting to our press releases, or researching stories, reporters contact the City for information on their assignments regularly. We make a point of resolving all such requests as quickly as possible. We are also proactive in responding to incorrect information in stories, working with reporters to correct future reporting. We see our role in interacting with the media as setting the agenda – working with the media to increase the frequency that some issues appear, thus increasing their salience and heightening their importance. Public Relations Tactics Public Relations is one of the tools in the IMC mix related to managing the City’s reputation, helping audiences understand background on policy decisions, and clarifying the role of government. To tell Maple Valley’s “story,” we will identify potential topics that illustrate the key messages through positive outcomes, human interest, and employee successes. Some of the public relations tactics we will employ include: x Scheduling ceremonies, such as groundbreakings, ribbon cuttings, and dedications, x Holding Town Hall meetings or the State of the City presentations, x Leveraging recognitions, proclamations, and presentations at Council meetings, x Using photography on our website, social media, and publications to tell the City’s stories, x Applying for awards that demonstrate the quality and success of City of Maple Valley programs, x ExecutingDRAFT public education campaigns, x Developing promotional collateral, such as brochures and fliers, x Making community group presentations, x Participating in cause-related community events, 126 x Developing branded premiums, and x Managing the City’s trademarks and logos. The goals of our public relations efforts are twofold, to make the complicated easier to understand and to offset perceived negative bias. In general, City government is often viewed as a collection of problems rather than the steward of public trust. Direct Communications Tactics We will continue to use all of the communications assets described in the “Situational Analysis” (pages 9-18), with an emphasis on cross-channel alignment of messages. All design work will be executed to support strategic messages, maintain visual consistency, and protect our logo and trademarks. We will continue to leverage space on brochures, ads, and digital media to drive traffic to the City’s website. Marketing & Advertising Tactics Marketing in government is generally reserved for driving participation in fee-based activities and programs, and for the most part is funded by the revenues those programs generate. We deploy marketing tactics for public meetings, special events, and other participation opportunities as well. We have also used them to educate constituents, customers, and audiences about the availability of information and processes delivered through the website, as well as services provided at City offices. Cost is a major factor in implementing advertising campaigns and this is why we typically reserve advertising in the newspapers and direct mail advertising for large City events, such as the City’s 20th Anniversary and For the Love of Maple Valley, Parks & Recreation activities, programs, and events, and facility rentals. Areas that we will continue to leverage constitute a more guerrilla approach to advertising – posters, fliers, press releases, in-kind cross promotions with community partners, and waste management billing inserts. Social Media Strategy & Tactics The use of social media tools in government is changing the way that people find information, the common wisdom is that we must adapt, or become increasingly irrelevant. Use of social media increases the frequency which citizens interact with the City and can enhance citizens’ perceptions of government by allowing them to access more up-to-date information. Citizens who interact with the City through social media play a crucial role in bridging and bonding the City to other citizensDRAFT who do not use social media by relaying City messaging and information. This results in a sense of more connectedness with the City. We have established and strengthened the City’s online presence through the Facebook and YouTube platforms. In order to prepare for a more robust online presence, we have some questions to answer: 127 x How will we choose which social networks or new media opportunities to leverage for official City communications? x What services will our audiences be most likely to use, and what are their needs and expectations for them? x How will we select, train, and monitor the staff needed to maintain multiple social media platforms? This is not a question of if we should use some of these social media tools. It is increasingly clear that we are undergoing a massive reorganization of the media and communications methods used by people every day. For the City to be accessible, we will need to use the tools our audiences are using in ways that provide them with adequate information, access, and transparency. Over the next two years, we will continue to explore the numerous platforms available and perform beta testing. We will identify the best social media sites to implement that will reach our target audiences and begin employing them for communication of the City’s policies and programs. We will also look for ways that the City can become a leader in the organization and maintenance of online communities servicing our region. Online Photo, Video, and Podcasting We have created an account on Flickr, but the account is not yet active. We are looking for opportunities to leverage it for geotagging, resident photo submissions, and photo sharing with news organizations, members of the community, and possibly as an economic development tool. The City’s YouTube account is a good approach to populating our own website and Facebook account. We will continue to add content regularly and look for ways to encourage external embedding of our video assets by interested organizations. Podcasting is continuing to grow in popularity and producing and publishing podcasts is becoming increasingly less expensive. News and civic podcasts are becoming popular sources for information. We will continue to evaluate potential audiences for podcasts of our programs and news stories. Web Publishing We will be relaunching the City newsletter and it will be published quarterly via the City’s website. Other web-based communication tools to consider in the future include the creation on an online newsroom that allows users to “share” stories on their social media sites and a possibly a City blog. Communications staff will monitor and edit Wikipedia entries related to the City of Maple Valley. Periodic topic searches on sites such as Google Trends will allow us to audit searches related to Maple Valley. Social Networking Sites The City will repurposeDRAFT our own news releases and other outlets’ stories for inclusion on social media platforms, such as Facebook and YouTube. The future goal of establishing an online newsroom is to provide the opportunity to “share” our stories on a variety of platforms. The purpose of such a feature is to enable people to transfer our communications effortlessly and increase the utility of our communications assets. 128 Online Reputation Management Another approach to leverage web developments is through online reputation management. In order to begin to understand how the City’s reputation is evolving online, staff will monitor the communication that is being disseminated about the City of Maple Valley on social media and other media outlets, or “listen to the conversation.” Since our interest is primarily local, the areas we will focus on will include local discussion forums, comments on stories on local media websites, and posts and comments on social media sites. We will also focus on building relationships with “key influencers,” those online users who generate the most content in relation to the City, providing them with information and feedback. There are numerous online resources for tracking trends in online discussions. We will be using free online tools, such as Google Trends, Buzzsumo, Reddit, and Quora, to examine keyword statistics about the City of Maple Valley. Another area to pay attention to for comments about the City are review sites like Yelp. Search Engine Optimization (SEO) The outcome we desire is making Maple Valley’s key information “discoverable” by our audiences. With over a 30 trillion websites in the Google Index and roughly 5.6 billion searches per day, it can be difficult to achieve high rankings on search engine results. Fortunately, for the City, the search algorithm used by the biggest search engines, Google and Bing, give special preference to .gov domains (government sites). Other strategies we will employ as part of the website redesign will be to load key words into our page information and encouraging outbound and inbound links. Building Engagement through Conversations We will also begin to research web tools that will allow us to solicit input directly from residents and communicate back to them. There are multiple websites and apps, such as Wooclap and Slido, which allow people to participate in audience polling and view results in real time. We will also be researching models and best practices in online “town hall meetings” or “idea-sharing” to determine what types of platforms might work best for the City of Maple Valley. One example that we can explore is setting up a City of Maple Valley group and “photo stream” or Flickr and encourage people to submit photographs of the City. This will emphasize residents’ civic pride and enrich the City’s design resources by making everyone part of our identity program. Customer Relationship Management (CMR) The cornerstone ofDRAFT the City’s approach to customer relationship management is listening and responding. The City offers numerous avenues for audiences to ask questions or provide comments. 129 Citizen Request Tracking The most significant tool in our CRM program is the citizen request function in the Elements software. By entering call information into the system, call takers can track the status of service requests and follow up both with the department and the constituent to ensure the highest level of responsiveness. Customer Service Training Each City department implements its own training on customer service. Communications staff will provide support with the design and dissemination of training materials, if requested. An idea that may be explored in the future is how to blend the problem-solving capabilities of staff with the use of technology such as real-time chat via the City website or chat bots for addressing frequently asked questions online. Citizen Engagement Tactics The City has developed a program of opportunities for participation, from service task forces, commissions, and committees and through public forums and online access. Main Telephone Lines Callers to both City Hall and Lake Wilderness Lodge will reach a City staff member on weekdays from 8:00 a.m. to 5:00 p.m. The main telephone lines have a message option for weeknights and weekends. The staff who manage the main telephone lines help residents solve a variety of problems, log in complaints or comments, take service requests, handle program registration, schedule appointments for services, and make referrals to other agencies when appropriate. We will promote the fact that a person will assist callers when they contact the City by phone, and callers will not find themselves using a phone tree or other electronic call routing program during business hours. Citizen Requests Online The online Citizen Request Form is currently underutilized. In 2018, only 55 requests were submitted through the City’s website. The form may be used to report potholes, code violations, request information, provide feedback, etc. Once submitted, forms are received by the City Clerk’s Office and then routed to specific departments. If the form is a request for service, the request is entered into Elements so it may be tracked. We will work to better promote the online request form as a way for citizens to contact the City. City news releases and Facebook can be used for promotion. eNotifications* DRAFT Maple Valley’s eNotifcation system in an opt-in direct email program. Available through the City website, subscribers choose from a list of topics on items that they wish to receive periodic emails from the City. 130 Over the next two years, we will be implementing a new approach to the eNotification system. In selecting items for inclusion in the direct email program, we will first identify target audiences for information to determine if eNotification is an appropriate medium, and take care to align messages with recipients’ interests. One goal of our eNotification system is minimizing spam complaints, as that is a top component of ISPs reputation and filtering algorithms, which could result in our address being blocked for all customers of a particular ISP. To minimize spam complaints we will: x Only send to our permission-based list, x Make the subscription categories/options clear so subscribers understand what information will be emailed to them, x Encourage subscribers to add our email address to their address book, x Avoid content that could be confused with spam, x Keep to a frequency that is consistent with what most recipients would expect, and x Make it easy to unsubscribe. Frequency is probably one of the most important considerations. According to a Campaign Monitor study, the second most-cited reason (40%) consumers unsubscribe is because “emails are sent too often.” (*The plan regarding the eNotification system may need to be amended in the event the City selects a new web service provider in 2020.) Public Meetings The City has a number of advisory committees and commissions that meet to discuss City business. We will continue to use the online City meeting calendar and Facebook communications to inform the public of meeting schedules and agendas. We also produce a number of public forums each year, including the Town Hall meeting and project related informational meetings, which provide additional opportunities for residents to become involved in policy deliberation and information gathering. Maple Valley Behind the Curtain In 2018, we began developing a new program for educating residents about the City. Behind the Curtain events are designed to familiarize attendees with the way the City is operated and introduce the City’s products, services, and staff. The goals of the program are to increase the public’s knowledge about the work the City is doing, build accountability and trust through openness and transparency, inspire citizens to be ambassadors for the City, and increase the level of community engagement. The Behind the CurtainDRAFT events will continue through 2019 with special attention being paid to scheduling and marketing to help ensure favorable turnout. 131 Internal Communications Recognizing that employees are one of the most immediate and direct ways that our audiences receive information about the City, we will work to make improvements to our internal communications vehicles as resources for informing staff about the City’s strategic messages and issues that may arise throughout the year. In the end, the desired outcome is a workforce that understands the City’s vision, exemplifies the values, and actively communicates the key strategic messages. At the same time, keeping staff informed also builds morale and heads off misinformation circulated by rumor. The City uses a number of tools to disseminate information to staff: x “All-Staff” emails, x “All-Staff” meetings, x Senior Staff meetings, x Departmental meeting, x Council updates, x Fliers and posters, and x Other special events. Issue Management/Crisis Communications Issues, for the purpose of this discussion, are topics of concern to one or more audiences that relate directly to City policies or programs. They are typically identified through the process described in the situational analysis (page 17). Many issues arise over the course of a year, a minority of which may rise to the level of crisis. For our purposes, there is a critical distinction between emergencies – such as floods, earthquakes, and fires – and crises. Where we recognize any threat to public safety as an emergency, a crisis may be a threat to the organization’s financial health or reputation. Emergency communications are addressed in the City’s Comprehensive Emergency Management Plan (CEMP). We obviously cannot predict every issue that will arise over the course of a year, nor would it be desirable to attempt to prepare for every possible contingency. Instead, our strategic messages will be designed to position the City with a foundation of broad concepts that allow for flexibility in addressing any situation that should arise. When as issue comes up, the first step should be to determine what actions – if any – are appropriate in response. There can be unintended consequences if we were to attempt to proactively respond to every evolving issue; we could waste resources, diffuse our strategic messages, and potentially generate negative stories that mightDRAFT otherwise not have happened. The key then, is preparation – through clear procedures and general strategies. As issues arise and are identified by staff, the first step is to determine if: x The issue should be monitored, but no response should be made, 132 x The issue requires a response, or x The issue rises to the level of crisis. Issues not requiring a public response are generally topics generated by local media or public comment. In most cases, the story may pass without much community discussion, or the individuals affected can be directly addressed to solve their problems or answer their questions. Issues of this type generally revolve around problems that have limited impact or a very short lifespan. Issues requiring a response are those that affect a large number of people and have a relatively long lifespan, meaning that the issue will continue to impact people over several days or longer. The standard approach should be to research and develop a list of talking points that describe the issue, outline City policy in regard to the issue, and describe the City’s response plan. Elected officials and appropriate staff will be briefed on the situation. Then we should publicly respond with an explanation and our plan to fix the problem and avoid similar situations in the future. For crises, the approach is similar, but more robust. In general, responses should be made within 24 hours – if not sooner – to the emergence of a crisis. To promote the greatest levels of transparency and credibility, we will always tell the truth about what happened and have a plan to resolve the problem. Every story has a victim and a villain; often the City initially finds itself unintentionally in the villain’s role. In order to effectively address issues, we must understand what responsibility the City has toward the issue, acknowledge our actions, and move ourselves from villain to vindicator by having a plan to address the issue. To do that we will implement a three phase approach. When a crisis arises, the first phase is preparation. During that time, staff will conduct research to determine: x What has happened? x What are the questions people might have? x What are our messages? As soon as possible, we will move to the response phase. The key here is that our messages should say what we are going to do. Action is always preferable to talk. During the recovery phase, we will assess the following: x Did we reach our intended audiences? x Were our messages accurate? x Were our messages credible? x Have we solved the problem? x What can we learn from this? Crisis expert JamesDRAFT Lukaszewski points out that “each crisis has a ‘teachable moment’ as anxiety starts to subside when we can deliver important information” about City policies or programs. What this means is that we can leverage a crisis as an opportunity to reach higher levels of awareness and engagement if we are prepared and respond appropriately. 133 Departmental Outreach Communications staff also provides support and consultation to all City departments for external communications and special events. While we are available to all departments at any time, some have more robust programs that require ongoing collaboration. Some of the City departments staff, and programs we work most closely with are: x Parks and Recreation Department, x Public Works Department, x Police Department, x Economic Development, x City Manager’s Office x City Clerk’s Office x Recreation Manager and Coordinator x Events and Facility Coordinator Another key project we are planning is a Communications Handbook for City employees that will clarify and communicate the City’s communications mission and goals, services, and value internally while providing advice and guidance on the City’s communications policies and procedures. Elements of the handbook will include media training, advice on how to leverage City communications assets, design and reprographic procedures, and a graphic design manual. Cross-Channel Promotion We will continue to increase the amount of cross-promotion for City communications assets to increase awareness by those who are already accessing City communications efforts. For example, we could include messaging about the City’s social media accounts in our outbound eNotification messages, include information about how to connect with the City on solid waste billing inserts, or use our Facebook page to promote our newsletter or the City’s YouTube channel. Whenever possible, we will direct people to our website and eNotifications to increase awareness and use of these resources. DRAFT 134 Implementation What follows is the action plan for the biennial budget years 2019-2020. With this initial communications plan there is a focus on leveraging existing resources and capacity rather than activities and programs would require a large capital investment. Priority Action Plan for Biennial Budget Years 2019-2020 Communications: Enhance communication with residents and businesses in the City and region by proactively identifying emerging issues, implementing long-range communications strategies, using communications to support the City Council’s vision, and communicating key issues, policy decisions, and actions taken by the Council. I. Goals addressed in this action plan a. Communication: Promote confidence in the expenditure of public funds by informing, educating, and involving citizens. b. Efficiency & Effectiveness: Use a strategic approach to communications that provides maximum efficiency and effectiveness in delivery. c. Safety: Provide information to residents on public safety programs, services, and issues; promote a feeling of security among citizens and visitors. d. Customer Service: Support the implementation of responsive customer service and fair open public processes. e. Economic Development: Communicate the City’s efforts to encourage a diversified economic base. II. Key Objectives a. Blend long-term communication strategies into ongoing communication efforts and develop communication vehicles to enhance access. b. Enhance the City’s website and content to engage citizens. c. Deploy a robust and active social media strategy that leverages existing media assets and builds direct communications to audiences. d. Improve coordination with other agencies, community partners, and organizations to encourage a regional approach to communications. III. Action Plan and Time Frame a. Blend long-term communication strategies into ongoing communication efforts and develop communication vehicles to enhance access. i. Complete and adopt the City’s 2019-2020 Strategic Communications Plan by July 1, DRAFT2019, and implement new strategies. ii. Create a workflow management plan by September 1, 2019 to ensure messages are distributed on appropriate media in a timely manner. iii. Following the re-branding project, create policies and procedures for use of the City’s trademarks and logos and implement by April 1, 2020. 135 iv. Create an internal communications plan that includes policies and procedures for communicating with City staff on operational issues, Council policies, and strategic messages by October 1, 2019. v. Promote stories, City officials, and staff to local public affairs and news outlets to increase visibility of City programs and current events. vi. Create policies and procedures for identifying and responding to emerging issues by December 1, 2019. b. Enhance the City’s website and content to engage citizens. i. Explore options for either improving upon the current City website, rebuilding the site, or designing a new site and decide on the plan moving forward by October 1, 2019. ii. Evaluate the current processes for updating and maintaining the City’s website. iii. Convene a focus group of website users to explore enhancements and usability, generating a report of opportunities by May 1, 2020. iv. Develop and implement online reputation management and search engine optimization strategies by September 1, 2020. c. Deploy a robust and active social media strategy that leverages existing media assets and builds direct communications to audiences. i. Develop a social media strategy with policies and procedures for the City’s online and mobile communications efforts. Establish presence and begin to deploy media through social networking, photo sharing, and other social media sites beginning January 1, 2020. ii. Deploy a virtual newsletter for the City of Maple Valley by July 1, 2019. iii. Continue to increase the number of subscribers and categories of notification for the City’s eNotification system. Achieve a 5% increase in subscribers by the end of 2020. d. Improve coordination with other agencies, community partners, and organizations to encourage a regional approach to communications. i. Approach other local governments and agencies about cooperative shared messaging. ii. Assess the City’s web accessibility by standards included in the Federal and State Governments’ “Open Government Directive.” DRAFT 136 Measurement Reach & Penetration A basic measure of the success of our communications program is the number of people who see the various media produces by the City. We will use a number of metrics to determine if we are reaching the audiences we are trying to reach. We will collect the following data to determine reach (how broad) and penetration (how deep): x Number of eNotification subscribers, including percentage of subscribers viewing the notifications, x Social media followers, x Online video views (YouTube), x Unique website views, x Newsletter views (City website), x Document downloads, and x Ad responses. Level of Engagement One way to measure engagement is to measure the reach of particular messages through individual communication channels and the actual participation, and then compare the various communications methods to determine which yield the highest levels of participation. Unfortunately, it is probably not advisable to experiment with live issues or events, so the opportunity for a rigorous approach is limited. Instead, we will adjust various communications mixes aimed at optimizing participation and see if we can detect fluctuations that are not merely related to content. To that end, we will collect the following data: x Attendance at events, forums, and meetings, x Participation on boards and committees, x Conversion or “click through” rates, and x Participation in online polls and voluntary surveys. Experience & Opinion One of the more challenging aspects of the changes in media is that while there is now more subjective feedback available directly from constituents on issues, this flood of information is difficult to compile and analyze in a way that provides actionable data. One way to collectDRAFT comments and feedback from various sources and conduct an affinity analysis to see what the general tone of direction those comments are taking. We will monitor the following to do that analysis: x Satisfaction with City communications (survey), x User ratings (YouTube, Flikr, Etc.), 137 x Facebook mentions, x Number of fans/subscribers/followers, and x Comment tone on other sites. Another area that is evolving and will require some attention is in the realm of online reputation management. This is a type of media tracking that is done through subjective analysis of user comments on social media sites and discussion groups. We will work to design a program that will gather frequency and tone of Maple Valley mentions on specific sites identified as having pertinent data. Media Tracking One of the ways to determine the effectiveness of campaigns and other communications programs is to measure the number of times messages appear in the media. There are several challenges to setting up and implementing a media-tracking program. The first being designing search terms and setting up media sources to capture relevant media mentions. Second is reviewing the collected data, which may require a lot of staff time reading and formatting data to make it useful. Data that we believe can be collected easily and provide insight include: x Number of stories, both general and on specific topics, and x Tone of stories. DRAFT 138 Performance Measures, 2019-2020 2019 2020 2021 Performance Measure Actual Actual Target Number of employee recognition stories ran in internal information sources (eNotification, social media, newsletter) Number of employee recognition stories ran by external media sources Percent of respondents rating information as excellent or good on a) ##% a) ##% a) ##% the City’s customer service survey: b) ##% b) ##% b) ##% a) Quality c) ##% c) ##% c) ##% b) Timeliness c) Overall satisfaction Number of department-generated pieces published or aired. Number of department-generated stories run in trade media. Number of department-generated neighborhood news stories published. Number of features devoted to Council priorities. Number of events where a City exhibit was displayed. Number of stories generated that portray the City in a favorable light. Percent of media members and community partners that rate the City’s public information efforts as effective. Number of citywide announcements posted on the City’s website. Number of citywide announcements posted on the social media. Average number of website visits per month. Number of new webDRAFT services added. Number of employees trained to update and maintain the website. Number of Town Hall and/or informational meeting held (not 139 including regular business meetings). Number of citizens participating in Town Hall and/or informational meetings held (not including regular business meetings). Number of citizens participating in regular business meetings. DRAFT 140 Appendix A: Glossary & Abbreviations AMA – American Marketing Association NIOA – National Information Officers Association Blog – Short for “web log,” a web tool that allows users Outdoor – A type of advertising utilizing media available to post and archive stories on a website to consumers when outside, either on foot or in vehicles. Generally, billboards, posters, banners, bus Council Priorities – The strategic priorities selected by side panels, etc. Council that guides programming and resource allocation decisions. PRSA – Public Relations Society of America DMA – Designated Market Area; a region where the PSA – Public Service Announcement population can receive the same television and radio station offerings, and may also include other types of RSS – Really Simple Syndication; a web feed that media including newspapers and internet content. benefits publishers by letting them syndicate content automatically. DNS – Domain Name System; internet system to translate names into IP addresses. Spam – Unsolicited or undesired electronic messages. eNotification – the City’s electronic notification system Tag – A non- hierarchical keyword or term assigned to a that provides a means of delivering a message to a set piece of information that helps describe an item and of recipients, who subscribe or opt-in, via email. allows it to be found again by browsing or searching. Geotagging – the process of adding geographical Tag Cloud – A visual depiction of user-generated tags, identification metadata to various media such as used typically to describe the content of websites. photographs, video, or websites. Generally, font size or color is used to indicate popularity. ICMA – International City-County Management Association Tweet – A micro-blog post on the Twitter social network site. IMC – International Marketing Communications; a concept that strategically combines a number of URL – Universal Resource Locator; specifies where an communications disciplines. identified resource is available and the mechanism for retrieving it. ISP – Internet Service Provider; a company that offers its customers access to the internet Microblogging – A form of blogging that allows users to send brief text updates. NAGC – National Association of Government Communicators NAGW – National Association of Government Webmasters DRAFT 141 Appendix B: Local Market Analysis The City of Maple Valley is part of the Seattle-Tacoma KSTW, broadcasts at a lower frequency, 198 MHz, than DMA, which currently ranks 13th in the Nielsen DMA the major networks and is the local CW affiliate and is rankings, a list of the nation’s markets ranked by on channel 11.. population size. In addition, local media, primarily print media, has shown resilience in the current market KVOS-TV, is an independent channel owned by Weigel climate. Broadcasting and serves as an affiliate of Heroes & Icons, Movies!, MeTV, Decades, and Start TV on five Print digital subchannels, 12.1, 12.2, 12.3, 12.4, and 12.5. Although it is considered part of the Seattle-Tacoma The major daily newspaper, the Seattle Times, a Seattle market, it primarily serves an audience in southwestern Times Company property (Frank A. Blethen, publisher; British Columbia, Canada. Don Shelton, editor) reported a daily circulation of 229,764 and Sunday circulation of 336,363. KCPQ, Channel 13 is the local FOX affiliate. The News Tribune (Rebecca Poynter, publisher; Dale KONG, Channel 16 is an independent station owned by Phelps, editor) has a circulation of 36,707 daily and Tegna Inc. as part of a duopoly with the NBC affiliate Sunday circulation of 86,770. KING-TV. The City’s newspaper of record, the Covington/Maple KTBW-TV is an independent station, channel 20, owned Valley/Black Diamond Reporter, a weekly publication, is and operated by Trinity Broadcasting Network (TBN), part of Sound Media and for the audit period, ending the international Christian-based broadcast television March 2015, their circulation was 24,028. network. The station’s digital signal carries five different TBN-run networks, TBN, Hillsong Channel, JUICE Another locally published newspaper in the weekly TV/Smile, Enlace, and TBN Salsa. Voice of the Valley (Donna Hayes, publisher/editor); which has approximately 300 subscribers in the greater KZJO, Channel 22 is a MyNetworkTV affiliated television Maple Valley area. station and an independent channel. It is owned by the Tribune Broadcasting subsidiary of the Tribune Media North Maple Valley Living is a monthly magazine that Company as part of a duopoly with the FOX affiliate caters exclusively to homeowners in Maple Valley and KCPQ. promotes micro-target marketing for business owners. It has a circulation of #####. KBCB, an independent channel, is owned by Venture Technologies Group and is on channel 24. The station Television carries the Sonlife Broadcasting Network, Evine Live, The television marketing area of Seattle-Tacoma has 17 Jewelry Television and QVC on its four digital standard broadcast TV channels. subchannels. KBTC-TV, is a PBS member television station KWPX-TV, Channel 33 is an independent channel owned broadcasting from Tacoma on channel 28. by Ion Media Networks. The station’s subchannels include Ion Television, Qubo, Ion Life, QVC, HSN, and KCKA, is a PBS member station broadcasting from Telemundo. Centralia on channel 15. KVFF, Channel 44, is an independent channel owned by KOMO-TV, Channel 4, represents the ABC network. Weigel Broadcasting and serves as an affiliate of MeTV, Movies!, Heroes & Icons, and Decades on its four digital KING-TV, Channel 5, is the local NBC affiliate. subchannels KIRO-TV, Channel 7, is the local CBS affiliate. DRAFT KUNS-TV, is an independent channel, channel 51, and is a Univision affiliate owned by Sinclair Broadcast Group as part of a duopoly with the ABC affiliate KOMO-TV. 142 KWDK, Channel 56, an independent channel, is owned by Community Television Educators Inc. and is a Daystar affiliate. According to the Nielsen Television Index, the national median ages for viewers of the major networks are: ABC 51 CBS 54 CW 34 FOX 45 NBC 50 Radio KVI AM 550, KTTH AM 770, KLFE AM 1590, and K233BU FM 94.5 run conservative talk radio throughout the day with a focus on local Pacific Northwest, state, and national political news. KKNW, AM 1150, markets itself as an Alternative Talk station and hosts a variety of local talk programs that focus on “social justice, personal health, and raising people up rather than tearing them down.” Programs include Chinese Radio Seattle, Gratitude Café, Photo Talk, and Scandinavian Hour. KODX FM 96.9, runs news and public affairs programing focused on Seattle’s University District. KIRO FM 97.3, airs primarily talk programs with a mix of conservative, liberal, and moderate hosts. The station also runs news stories local to the Seattle and Tacoma regions. KNXK FM 88.5, KVTI FM 90.9, and KUOW FM are the local National Public Radio (NPR) affiliates. The region also has numerous music, religious, and sports stations. News Programming Although the local news, like local media in general, is robust, most radio and television news programs derive the their local government coverage from the Seattle, Tacoma, and OlympiaDRAFT metro regions. 143 Appendix C: Ethics Guidelines PRSA Member Statement of Professional Values This statement presents the core values of PRSA members and, more broadly, of the public relations profession. These values provide the foundation for the Member Code of Ethics and set the industry standard for the professional practice of public relations. These values are the fundamental beliefs that guide our behaviors and decision-making process. We believe our professional values are vital to the integrity of the profession as a whole. ADVOCACY We serve the public interest by acting as responsible advocates for those we represent. We provide a voice in the marketplace of ideas, facts, and viewpoints to aid informed public debate. HONESTY We adhere to the highest standards of accuracy and truth in advancing the interests of those we represent and in communicating with the public. EXPERTISE We acquire and responsibly use specialized knowledge and experience. We advance the profession through continued professional development, research, and education. We build mutual understanding, credibility, and relationships among a wide array of institutions and audiences. INDEPENDENCE We provide objective counsel to those we represent. We are accountable for our actions. LOYALTY We are faithful to those we represent, while honoring our obligation to serve the public interest. FAIRNESS We deal fairly with clients, employers, competitors, peers, vendors, the media, and the general public. We respect all opinionsDRAFT and support the right of free expression. 144 ICMA Code of Ethics with Guidelines The mission of ICMA is to advance professional local government through leadership, management, innovation, and ethics. To further this mission, certain principles, as enforced by the Rules of Procedure, shall govern the conduct of every member of ICMA, who shall: Tenet 1. Be dedicated to the concepts of effective and democratic local government by responsible elected officials and believe that professional general management is essential to the achievement of this objective. Tenet 2. Affirm the dignity and worth of the services rendered by government and maintain a constructive, creative, and practical attitude toward local government affairs and a deep sense of social responsibility as a trusted public servant. GUIDELINE Advice to Officials of Other Local Governments. When members advise and respond to inquiries from elected or appointed officials of other local governments, they should inform the administrators of those communities. Tenet 3. Demonstrate by word and action the highest standards of ethical conduct and integrity in all public, professional, and personal relationships in order that the member may merit the trust and respect of the elected and appointed officials, employees, and the public. GUIDELINES Public Confidence. Members should conduct themselves so as to maintain public confidence in their position and profession, the integrity of their local government, and in their responsibility to uphold the public trust. Influence. Members should conduct their professional and personal affairs in a manner that demonstrates that they cannot be improperly influenced in the performance of their official duties. Length of Service. For chief administrative/executive officers appointed by a governing body or elected official, a minimum of two years is considered necessary to render a professional service to the local government. In limited circumstances, it may be in the best interests of the local government and the member to separate before serving two years. Some examples include refusal of the appointing authority to honor commitments concerning conditions of employment, a vote of no confidence in the member, or significant personal issues. It is the responsibility of an applicant for a position to understand conditions of employment, including expectations of service. Not understanding the terms of employment prior to accepting does not justify premature separation. For all members a short tenure should be the exception rather than a recurring experience, and members are expected to honor all conditions of employment with the organization. Appointment Commitment. Members who accept an appointment to a position should report to that position. This doesDRAFT not preclude the possibility of a member considering several offers or seeking several positions at the same time. However, once a member has accepted a formal offer of employment, that commitment is considered binding unless the employer makes fundamental changes in the negotiated terms of employment. 145 Credentials. A member’s resume for employment or application for ICMA’s Voluntary Credentialing Program shall completely and accurately reflect the member’s education, work experience, and personal history. Omissions and inaccuracies must be avoided. Professional Respect. Members seeking a position should show professional respect for persons formerly holding the position, successors holding the position, or for others who might be applying for the same position. Professional respect does not preclude honest differences of opinion; it does preclude attacking a person's motives or integrity. Reporting Ethics Violations. When becoming aware of a possible violation of the ICMA Code of Ethics, members are encouraged to report possible violations to ICMA. In reporting the possible violation, members may choose to go on record as the complainant or report the matter on a confidential basis. Confidentiality. Members shall not discuss or divulge information with anyone about pending or completed ethics cases, except as specifically authorized by the Rules of Procedure for Enforcement of the Code of Ethics. Seeking Employment. Members should not seek employment for a position that has an incumbent who has not announced his or her separation or been officially informed by the appointive entity that his or her services are to be terminated. Members should not initiate contact with representatives of the appointive entity. Members contacted by representatives of the appointive entity body regarding prospective interest in the position should decline to have a conversation until the incumbent's separation from employment is publicly known. Relationships in the Workplace. Members should not engage in an intimate or romantic relationship with any elected official or board appointee, employee they report to, one they appoint and/or supervise, either directly or indirectly, within the organization. This guideline does not restrict personal friendships, professional mentoring, or social interactions with employees, elected officials and Board appointees. Tenet 4. Serve the best interests of the people. GUIDELINES Impacts of Decisions. Members should inform their governing body of the anticipated effects of a decision on people in their jurisdictions, especially if specific groups may be disproportionately harmed or helped. Inclusion. To ensure that all the people within their jurisdiction have the ability to actively engage with their local government, members should strive to eliminate barriers to public involvement in decisions, program, and services. Tenet 5. Submit policy proposals to elected officials; provide them with facts and advice on matters of policy as a basis for making decisions and setting community goals; and uphold and implement local government policiesDRAFT adopted by elected officials. GUIDELINE Conflicting Roles. Members who serve multiple roles – working as both city attorney and city manager for the same community, for example – should avoid participating in matters that create the appearance 146 of a conflict of interest. They should disclose the potential conflict to the governing body so that other opinions may be solicited. Tenet 6. Recognize that elected representatives of the people are entitled to the credit for the establishment of local government policies; responsibility for policy execution rests with the members. Tenet 7. Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election of the members of the employing legislative body. GUIDELINES Elections of the Governing Body. Members should maintain a reputation for serving equally and impartially all members of the governing body of the local government they serve, regardless of party. To this end, they should not participate in an election campaign on behalf of or in opposition to candidates for the governing body. Elections of Elected Executives. Members shall not participate in the election campaign of any candidate for mayor or elected county executive. Running for Office. Members shall not run for elected office or become involved in political activities related to running for elected office, or accept appointment to an elected office. They shall not seek political endorsements, financial contributions or engage in other campaign activities. Elections. Members share with their fellow citizens the right and responsibility to vote. However, in order not to impair their effectiveness on behalf of the local governments they serve, they shall not participate in political activities to support the candidacy of individuals running for any city, county, special district, school, state or federal offices. Specifically, they shall not endorse candidates, make financial contributions, sign or circulate petitions, or participate in fund-raising activities for individuals seeking or holding elected office. Elections relating to the Form of Government. Members may assist in preparing and presenting materials that explain the form of government to the public prior to a form of government election. If assistance is required by another community, members may respond. Presentation of Issues. Members may assist their governing body in the presentation of issues involved in referenda such as bond issues, annexations, and other matters that affect the government entity’s operations and/or fiscal capacity. Personal Advocacy of Issues. Members share with their fellow citizens the right and responsibility to voice their opinion on public issues. Members may advocate for issues of personal interest only when doing so does not conflict with the performance of their official duties. Tenet 8. Make it a duty continually to improve the member’s professional ability and to develop the competence of associatesDRAFT in the use of management techniques. GUIDELINES Self-Assessment. Each member should assess his or her professional skills and abilities on a periodic basis. 147 Professional Development. Each member should commit at least 40 hours per year to professional development activities that are based on the practices identified by the members of ICMA. Tenet 9. Keep the community informed on local government affairs; encourage communication between the citizens and all local government officers; emphasize friendly and courteous service to the public; and seek to improve the quality and image of public service. Tenet 10. Resist any encroachment on professional responsibilities, believing the member should be free to carry out official policies without interference, and handle each problem without discrimination on the basis of principle and justice. GUIDELINE Information Sharing. The member should openly share information with the governing body while diligently carrying out the member’s responsibilities as set forth in the charter or enabling legislation. Tenet 11. Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a member’s decisions, pertaining to appointments, pay adjustments, promotions, and discipline. GUIDELINES Gifts. Members shall not directly or indirectly solicit, accept or receive any gift if it could reasonably be perceived or inferred that the gift was intended to influence them in the performance of their official duties; or if the gift was intended to serve as a reward for any official action on their part. The term “Gift” includes but is not limited to services, travel, meals, gift cards, tickets, or other entertainment or hospitality. Gifts of money or loans from persons other than the local government jurisdiction pursuant to normal employment practices are not acceptable. Members should not accept any gift that could undermine public confidence. De minimus gifts may be accepted in circumstances that support the execution of the member’s official duties or serve a legitimate public purpose. In those cases, the member should determine a modest maximum dollar value based on guidance from the governing body or any applicable state or local law. The guideline is not intended to apply to normal social practices, not associated with the member’s official duties, where gifts are exchanged among friends, associates and relatives. Investments in Conflict with Official Duties. Members should refrain from any investment activity which would compromise the impartial and objective performance of their duties. Members should not invest or hold any investment, directly or indirectly, in any financial business, commercial, or other private transaction that creates a conflict of interest, in fact or appearance, with their official duties. In the case of real estate, the use of confidential information and knowledge to further a member’s personal interest is not permitted. Purchases and sales which might be interpreted as speculation for quick profit should be avoided (see the guideline on “Confidential Information”). Because personal investments may DRAFTappear to influence official actions and decisions, or create the appearance of impropriety, members should disclose or dispose of such investments prior to accepting a position in a local government. Should the conflict of interest arise during employment, the member should make full disclosure and/or recuse themselves prior to any official action by the governing body that may affect such investments. 148 This guideline is not intended to prohibit a member from having or acquiring an interest in or deriving a benefit from any investment when the interest or benefit is due to ownership by the member or the member’s family of a de minimus percentage of a corporation traded on a recognized stock exchange even though the corporation or its subsidiaries may do business with the local government. Personal Relationships. In any instance where there is a conflict of interest, appearance of a conflict of interest, or personal financial gain of a member by virtue of a relationship with any individual, spouse/partner, group, agency, vendor or other entity, the member shall disclose the relationship to the organization. For example, if the member has a relative that works for a developer doing business with the local government, that fact should be disclosed. Confidential Information. Members shall not disclose to others, or use to advance their personal interest, intellectual property, confidential information, or information that is not yet public knowledge, that has been acquired by them in the course of their official duties. Information that may be in the public domain or accessible by means of an open records request, is not confidential. Private Employment. Members should not engage in, solicit, negotiate for, or promise to accept private employment, nor should they render services for private interests or conduct a private business when such employment, service, or business creates a conflict with or impairs the proper discharge of their official duties. Teaching, lecturing, writing, or consulting are typical activities that may not involve conflict of interest, or impair the proper discharge of their official duties. Prior notification of the appointing authority is appropriate in all cases of outside employment. Representation. Members should not represent any outside interest before any agency, whether public or private, except with the authorization of or at the direction of the appointing authority they serve. Endorsements. Members should not endorse commercial products or services by agreeing to use their photograph, endorsement, or quotation in paid or other commercial advertisements, marketing materials, social media, or other documents, whether the member is compensated or not for the member’s support. Members may, however, provide verbal professional references as part of the due diligence phase of competitive process or in response to a direct inquiry. Members may agree to endorse the following, provided they do not receive any compensation: (1) books or other publications; (2) professional development or educational services provided by nonprofit membership organizations or recognized educational institutions; (3) products and/or services in which the local government has a direct economic interest. Members’ observations, opinions, and analyses of commercial products used or tested by their local governments are appropriate and useful to the profession when includedDRAFT as part of professional articles and reports. 149 Appendix D: About Integrated Marketing Communications By Laura Lake – January 10, 2019 The Balance Small Business Integrated marketing communications is an approach to promoting a message through multiple strategies that work together and reinforce one another. For example, a company may promote a new logo, slogan, or strategy through multiple media such as print, television, web, and social networks. Each approach may be slightly different for the specific medium, but they will all direct the audience to the same message. There are countless ways to approach this creatively. Integrated marketing strategies have proven to be reliable because fusing modern and traditional marketing guarantees that communications incorporate the best of both worlds and reach all relevant stakeholders. Communication is considered most effective when messages are passed without any disruption and have the best clarity. Identifying a Target Audience When developing an integrated marketing communications plan, it is important to thoroughly analyze and determine the target audience, which often is made up of current or prospective customers. It also is important to determine the characteristics of customers, which might include age, education level, gender, income, and geographic location, among others. Once the audience is identified, the developer of an integrated marketing strategy goes about addressing the needs of the customer by identifying the needs of the targeted demographics. The Purpose Successful approaches lead to the development and maintenance of good company-customer relationships. They promote a company’s brands to potential clients, convincing those people that it is in their best interest to try the new product or service. The overall effect is that the company enjoys an increased profit margin, which is the primary reason for engaging in most entrepreneurial activities. Different Approaches Not all marketing plans are the same because different plans have different objectives. These are the most common types of integrated marketing communications plans, each one dependent on what the firm creating the plan is hoping to accomplish: x External: This is when a company outsources the task of marketing to a marketing firm or a public relations firm, instead of handling it in-house. The outside agencies are then tasked with designingDRAFT and developing the most effective strategies for the firm that contracted them. Outsourcing can be beneficial when a firm wants to get a different perspective from experts who are not connected to the firm and are likely to be more objective. x Internal: Internal marketing integration involves the action of top-level management ensuring that employees are happy—and excited about—new products being developed. This ensures 150 that the workers leak the details prematurely, hence gaining the excitement of prospective customers even before products hit the market. x Horizontal: This approach to marketing brings together different departments that may be working on the same initiative but in different ways. For example, one department might be developing a new product, while an entirely different department is tasked with distribution. An open flow of information and communication among relevant departments provides the requisite synergy required to build the most effective and complete marketing strategy. x Vertical: This strategy demands that a product being developed fits in with corporate policy as well as the structure of the company. This means that the product has to be within the breadth of a company’s mission and goals. Why Integrated Marketing Is Important While integrated marketing is not new, it still is important in today's world. There are more marketing channels now than ever before, and different channels can be led and directed by different people. Integrated marketing strategies help pull all of a brand's message points together into one cohesive whole to ensure that the message is not disjointed and confusing. Especially today, when customers are bombarded right and left with news and information of every ilk, integrated marketing relays one clear message, regardless of the channel. DRAFT 151 Bibliography Bryson, J. (2011). Strategic Planning for Public and Nonprofit Organizations. Jossey-Bass. Campaign Monitor. (2017). 2017 Consumer Email Habits Report: What Do Your Customers Really Want? Retrieved from https://www.campaignmonitor.com/resources/guides/insights-research-report/ Ceighton, J. (2005). The Public Participation Handbook: Making Better Decisions Through Citizen Involvement. Jossey-Bass. City of Maple Valley. (2015). City of Maple Valley Comprehensive Plan. Community Development. Retrieved from https://www.maplevalleywa.gov/departments-services/community- development/comprehensive-plan City of Maple Valley. (n.d.). 2019-2020 Final Biennial Budget. Finance. Retrieved from https://www.maplevalleywa.gov/departments-services/finance/financial-reports Eggers, W. (2005). Government 2.0: Using Technology to Improve Education, Cut Red Tape, Reduce Gridlock, and Enhance Democracy. Rowman & Littlefield. Google, Inc. (2018, July 20). Google General Guidelines. Retrieved from Google User Content: https://static.googleusercontent.com/media/www.google.com/en//insidesearch/howsearchwo rks/assets/searchqualityevaluatorguidelines.pdf Hebert Research. (2012). City of Maple Valley Citizens and Business Community Satisfaction Research. City of Maple Valley. Retrieved from https://www.maplevalleywa.gov/departments- services/city-manager/citizen-satisfaction-survey Hebert Research. (2015). City of Maple Valley Citizens and Business Community Satisfaction Research. City of Maple Valley. Retrieved from https://www.maplevalleywa.gov/departments- services/city-manager/citizen-satisfaction-survey King County. (2014, January). Pubic Perspectives and Priorities for the Future of King County: Report on Public Input for the King County Strategic Plan 2014-2017 . Retrieved May 20, 2018, from King County Strategic Plan: https://kingcounty.gov/depts/executive/performance-strategy- budget/performance-strategy/Strategic-Planning/2015-strategic-plan-update.aspx Lukaszewski, J. (2013). Lukaszewski on Crisis Communication: What Your CEO Needs to Know About Reputation Risk and Crisis Management. Brookfield: Rothstein Publishing. Mediatracks Communications. (2019). Nielsen DMA Rankings 2019. Retrieved from https://mediatracks.com/resources/nielsen-dma-rankings-2019/ Moore, M. (1995).DRAFT Creating Public Value: Strategic Management in Government. Harvard Press. Nielsen. (2018, 12 12). The Nielson Total Audience Report: Q2 2018. (Nielsen) Retrieved December 12, 2018, from Nielsen: Reports: https://www.nielsen.com/us/en/insights/reports/2018/q2-2018- total-audience-report.html 152 Nielsen Audio. (2019). Seattle-Tacoma Rank. Retrieved from Station Rankings: http://www.stationratings.com/sr_ratings.aspx?market=39 NoCable. (n.d.). Seattle-Tacoma, WA TV Channels. Retrieved from NoCable: https://nocable.org/dma/819-seattle-tacoma-wa Smith, A. (2010, April 27). Government Online: The internet gives citizens new paths to government services and information. Retrieved April 2018, from Pew Research Center Internet and Technology: http://www.pewinternet.org/2010/04/27/government-online/ Song, C., & Lee, J. (2015). Citizens' Use of Social Media in Government, Preceived Transparency, and Trust in Government. Public Performance & Management Review, 430-453. doi:10.1080/15309576.2015.1108798 Statista. (2018). Number of Facebook users by age in the U.S. as of January 2018 (in millions). (Statista) Retrieved December 2018, from Statista: The Statistics Portal: https://www.statista.com/topics/1164/social-networks/ Statista. (2018). Number of monthly active Twitter users in the United States from 1st quarter 2010 to 3rd quarter 2018 (in millions). (Statista) Retrieved December 18, 2018, from Statista: The Statistics Portal : https://www.statista.com/statistics/274564/monthly-active-twitter-users-in- the-united-states/ The Editors of Encyclopaedia Britannica. (n.d.). Teleological ethics - Philosophy. Retrieved from Encyclopaedia Britannica: https://www.britannica.com/topic/teleological-ethics Theodric Technologies. (n.d.). Seattle Tacoma. Retrieved from Radio Locator: https://radio- locator.com/cgi-bin/locate?select=city&city=Seattle&state=WA United States Census Bureau. (2016). American Community Survey. Retrieved from https://www.census.gov/programs-surveys/acs/data.html United States Census Bureau. (2016). Data Profiles. (United States Census Bureau) Retrieved May 20, 2018, from American Community Survey: https://www.census.gov/acs/www/data/data-tables- and-tools/data-profiles/2016/ United States Office of Management and Budget. (2009, December 8). Open Government Directive. Retrieved from https://obamawhitehouse.archives.gov/open/documents/open-government- directive Magazines x GoverningDRAFT x Marketing News x Marketing Research x Next American City x PRWeek x Public Relations Tactics 153 This page is intentionally left blank. 154 City Council Agenda Item Recap Item: Mixed Use Developments in Commercial Zones Staff Contact: Community Development Manager, Matt Torpey Presentation Date (s): 03/25/19 Status/Council Direction: Bring the item back for discussion at the May 13th regular meeting and include an ordinance extending the current interim zoning for an additional six months Directed Revisions/Added Information to date: Provide PSRC Definition of “Employment Centers” Attached in the packet is a PSRC document describing the eligibility of “Regional Centers’ and “Growth Centers”. Included in the packet is Ordinance O-19-666 extending the existing interim zoning for an additional six months. Recommended Action: Give direction to staff regarding the draft mixed use zoning amendments. Adopt Ord O-19-666 extending the interim zoning regulations. Attachments: 1. Staff Memo 2. Planning Commission Recommendation 3. Edited Municipal Code Section 18.30 4. PSRC Designation Procedures for New Regional Centers 5. Ord. O-19-666 155 This page is intentionally left blank. 156 Date: March 25, 2019 To: Mayor Sean Kelly and Councilors From: Matt Torpey, Community Development Manager Subject: Mixed Uses in Commercial Zones Background In 2018, the Planning Commission visited the issue of mixed uses in commercial zones at the direction of the City Council. There is currently interim zoning in place (expiring May 27th) which limits the application of mixed uses in commercial zones. After two public hearings and receiving five comments from the public, the Commission recommended amending the zoning code to limit mixed uses to vertical construction only in the entirety of the Town Center (TC) zone, and only allow horizontal mixed uses (with a minimum of 20% commercial footprint) in Community Business (CB) zoned parcels which do not abut SR-169, SR-516 or Witte Road. Additionally, the mixed use would require no less than 50% of parking to be either in a structure or underground in the TC zone and 25% in a structure or underground in the CB zone. Discussion The Commission discussed their recommendation with the Council at a joint meeting on January 28th of this year. No further deliberation or discussion has occurred. Recommendation It is recommended that Council review the Planning Commission recommendation and provide direction to staff regarding drafting an ordinance. Fiscal Impact There is no fiscal impact to the City with the consideration of the code amendments. 157 September 5, 2018 To: Mayor Kelly and Councilmembers From: Greg Wood, Chair, Planning Commission Re: Proposed Zoning Text Amendments – Mixed Use ______ Description Planning Commission’s review and recommendation of proposed amendments to Title 18 of the Municipal Code amending the allowance of mixed-use type developments in the Town Center and Community Business Zones. Background and Task In the winter of 2017, City Council directed the Commission to review and consider amendments to the City’s municipal code. The City Council passed interim zoning regulations in late 2017, which limited the number of mixed-use housing units the City would allow to permit to no more than 200 until such a time as an amended code was adopted. The Commission spent months reviewing options, discussing implications and has reached a consensus as to how the Commission believes mixed uses in commercial zones would best work for the City of Maple Valley. The task before the Planning Commission is to forward a recommendation on the proposed amendments to Council for review. The Commission reviewed materials created and sought input from the community by way of public hearing on June 20th and July 18th in order to forward a recommendation to Council. Factors of Consideration and Key Findings 1. The Planning Commission reviewed and deliberated the proposed amendments during several meetings in the spring and summer of 2018. 2. The Commission recognizes the impact mixed uses have on traffic, the school district, police services and fire services. 3. The Commission finds that the loss of retail uses in the commercial zones to mixed uses is not acceptable at the current, allowed ratios 158 4. The City held public hearings on June 20th and July 18th of 2018. Four members of the public provided comment between the two meetings. The City received one written comment on the proposal. RECOMMENDATION After review of the pertinent application materials, the Planning Commission has formulated a recommendation for the proposed amendments as attached. The Planning Commission voted with a 5-1 vote to recommend adoption of the proposed zoning text amendments. ______Greg Wood, Chair Date 159 18.30.030 Allowed uses by zoning district – Residential. A. Table. ZONING DISTRICT USE R- R-4/6 R-8 R-12 NB CB PUB PRO TC REC RLTC 18/2415 Dwelling, Single- P P12 P12 P12 P13 Family Factory-Built Home P1 P1 P1 P1 P1, 13 Townhouse C4 P P P P4, 13 A Group Home P3 P3 P3 P3 P3 Bed and Breakfast C5 C5 C5 C5 Dwelling, Multiple- C P P P6 P11 P2 Family Retirement Home P P Senior Assisted P3 P3, 14 P3, 14 P3, 14 P3 Housing Nursing Home P3 P3 P3 P3 P3 Home Occupation A7 A7 A7 A7 A7 Accessory Dwelling A8 A8 A8 A8 Unit Dormitories A A Caretaker Dwelling A9 A9 A9 A9 A9 A A Unit 10 10 10 10 1 Animals A A A A A0 A10 A10 B. Specific Requirements. 1. Mobile, manufactured and modular homes shall be subject to the following development standards: a. The home comprises at least one 14-foot-wide by 60-foot-long section or two parallel sections each of not less than 12 feet wide by 36 feet long; b. The home must be placed on a permanent foundation similar to that required of other residential construction; c. The home was originally constructed with and now has a pitched roof with a slope no less than three-inch rise to 12-inch run, and the roof must be an integral part of the home and shall be made of either composition, shakes or shingles (wood or metal); 160 d. The home has exterior siding similar in appearance to siding materials commonly used on conventional site-built single-family residences; e. All requirements of this title and other applicable regulations must be met. 2. The first floor of vertical mixed uses in the TC zone shall have commercial uses on the entirety of the ground floor. Horizontal mixed uses shall incorporate a minimum of 25 percent of the site footprint to include commercial uses. Retail and office uses shall be oriented to the street frontage. Rental offices, private gymnasiums, conference rooms, recreation areas, and other nonpublic spaces shall not count toward the required commercial area. All multifamily and mixed-use development in the TC zone shall be constructed as vertical mixed-use structures, with the entire first floor dedicated to business or commercial uses. Rental offices, private gymnasiums, conference rooms, recreation areas, and other nonpublic spaces shall not count toward the required commercial area, and shall not be located on the first floor of the building. 50% of the required parking shall be located in a parking garage located under the primary building(s) or in a shared, above grade parking garage located to serve one or more than one building. The remaining parking may be accommodated in paved ground level parking areas or along the streets serving the development. Parking garages shall be designed to look similar in architecture, materials, and fenestration to the building(s) they serve and are limited to a height of 55 feet. 3. Group homes, senior assisted living homes and nursing homes shall be subject to the following development standards: a. The home shall be limited to individuals who need special care due to sensory, mental, or physical disabilities and who are considered handicapped or who are otherwise within the scope of 42 U.S.C. 3602; b. The home shall be licensed by an appropriate agency of the State; c. The home shall conform to the development standards of this code applicable to other residential uses in the zone in which it is located; and d. Off-street parking spaces meeting the requirements of this code shall be provided. 4. Townhouse units located within the R-4, R-6 and PRO zones as applicable shall be limited to no more than 50 percent of the total units within a development and limited to buildings with no more than four attached units. A Conditional Use Permit is not required for townhouse units on lots in a subdivision designed and designated for townhouse units. 5. Bed and breakfasts shall meet the following development standards: a. The facility must serve as an accessory use to the permanent residence of the operator; b. The only meal to be provided to guests shall be breakfast and it shall only be served to guests taking lodging in the facility; 161 c. Guest rooms shall be limited to three or fewer; d. Length of stay shall be no longer than two consecutive weeks; and e. Adequate off-street parking of one space for each guest room plus the required minimum two spaces for the residence shall be provided, and the parking shall not be in the required front yard unless it is screened from the street with at least Type I landscaping and is compatible with the surrounding neighborhood. 6. Residential uses allowed as a part of a development at second story and above only in the Neighborhood Business zoning district. 7. Home occupations shall be subject to the following restrictions: a. The total area devoted to all home occupation(s) shall not exceed 20 percent of the floor area of the total dwelling unit; b. There shall be no visible permanent change in the appearance of the dwelling unit, such as signs, lighting, exterior display, or permanent (longer than 60 days) unscreened outdoor storage of material or equipment, which would attract attention to the home occupation conducted therein; c. No more than one nonresident shall be employed on site by the home occupation(s); d. The following activities shall be prohibited: i. Automobile, truck and heavy equipment repair; ii. Auto body work or painting; iii. Parking and storage of heavy equipment; and iv. Storage of building materials for use on other properties; e. The home occupation(s) shall not generate pedestrian traffic or vehicular traffic or parking demand unreasonable for the district or neighborhood in which it is located; f. In addition to required parking for the dwelling unit, on-site parking shall be provided as follows: i. One stall for a nonresident employed on site by the home occupation(s); and ii. Minimum one additional stall for patrons when services are rendered on site; and to prevent visual and traffic impacts, the home occupation may use or store no more than one vehicle for the pickup of materials used by the home occupation or the distribution of products from the site; 162 g. The home occupation(s) shall not use equipment or processes which generate noise, vibration, dust, glare, fumes, odors, radio/television/electrical interference, fire hazards, or any other nuisance-like effect to any greater or more frequent extent than that which is normal to the district or neighborhood in which it is located. 8. Accessory dwelling units shall comply with the following development standards: a. Only one accessory dwelling shall be permitted per lot; b. The accessory dwelling must be in the same building as the principal residence when the lot is less than 10,000 square feet in area; c. The primary residence or the accessory dwelling unit shall be owner occupied; d. The accessory dwelling unit shall not be larger than 50 percent of the living area of the primary residence; e. At least one additional off-street parking space shall be provided; and f. The accessory dwelling unit shall be converted to another permitted use or shall be removed if one of the dwelling units ceases to be owner occupied. 9. Caretaker units may be allowed, subject to the following restrictions: a. Only one caretaker dwelling unit shall be permitted for each primary use or multi-tenant building; b. At least one additional off-street parking space shall be provided; and c. The caretaker dwelling unit may only be occupied by a watchman, custodian, manager, or property owner for the subject property. 10. Animals may be kept as an accessory to a residential use in accordance with animal control regulations and subject to the following conditions: a. Small Animals. i. Small animals kept indoors as household pets shall not be limited in number. ii. Small animals kept outdoors shall be limited to five, unless the resident obtains a hobby kennel license from King County Animal Control. iii. Structures for the keeping of small animals outdoors such as aviaries, apiaries, kennels, runs, cages, etc., shall be set back from property lines a minimum of 10 feet. b. Large Animals. 163 i. Large animals are limited to one per each one-half acre of property. ii. Enclosures or structures for the housing of large animals shall be set back from property lines a minimum of 20 feet. iii. Large animals not kept within enclosures shall be restricted to roaming areas which are set back a minimum of 10 feet from property lines. iv. The keeping of large animals on properties containing streams, wetlands, shorelines or other protected water sources shall be in compliance with critical area requirements. 11. The first floor of vertical mixed uses in the CB zone shall have commercial uses on the entirety of the ground floor. Horizontal mixed uses shall incorporate a minimum of 25 percent of the site footprint to include commercial uses when the site has frontage on SR-169, SR-516, or Witte Road. Commercial uses shall be oriented to the street frontage. Horizontal mixed uses not fronting on the above streets shall incorporate a minimum of 10 percent of the site footprint to include commercial uses. Retail and office uses shall be oriented to the street frontage. Rental offices, private gymnasiums, conference rooms, recreation areas, and other nonpublic spaces shall not count toward the required commercial area. Multi-family and mixed-use developments that front on SR-169, SR-516, or Witte Road shall be vertical mixed-use and shall have the entire first floor dedicated to business or commercial use. All other CB zoned parcels may be either vertical or horizontal mixed-use. If horizontal mixed-use, a minimum 20% of the total footprint of all structures must be commercial or business uses. Retail and office uses shall be oriented to the street frontage. Rental offices, private gymnasiums, conference rooms, recreation areas, and other nonpublic spaces shall not count toward the required commercial area and shall not be located on the first floor of the building for vertical mixed use. 25% of the required parking shall be located in a parking garage located under the primary building(s) or in a shared, above grade parking garage located to serve one or more than one building. The remaining parking may be accommodated in paved ground level parking areas or along the streets serving the development. Parking garages shall be designed to look similar in architecture, materials, and fenestration to the building(s) they serve and are limited to a height of 55 feet. 12. Single-family detached development in Multifamily zones (R-8 through R-24) shall be subject to the development standards applicable to single-family detached development in the R- 6 zone. 13. Single-family and townhouse residential developments are allowed as accessory uses in the PRO zones: a. When utilizing less than 50 percent of the amount of land area dedicated toward the primary recreational use. b. At a maximum density of one dwelling unit per gross acre. c. Subject to the development standards set forth in Chapter 18.40 MVMC for single-family development in the R-4 zone. 164 14. Density may be calculated at the rate of 0.5 dwelling units per senior assisted housing unit. To qualify for this density calculation, and as a condition of development permit approval, the applicant must record with the King County Assessor a covenant that runs with the land stating that the building(s) will be used for senior assisted living housing. This covenant shall not be released without the express written approval of the City of Maple Valley. Prior to releasing the covenant, the City shall determine that the intended use of the property meets density requirements for the current zoning of the property. 15. Senior housing and similar uses are required in the R-24 zone north of SE 240th Way. 165 PSRC Designation Procedures for New Regional Centers Adopted June 2018 OVERVIEW VISION 2040 directs the Puget Sound Regional Council (PSRC) to provide a regional framework for designating and evaluating Regional Growth Centers and Manufacturing Industrial Centers. In 2018, PSRC adopted its Regional Centers Framework Update that contains set of detailed requirements for designating new regional growth and manufacturing/industrial centers. The following procedures reflect the framework update and provide the Growth Management Policy Board and Executive Board with a tool to review and act on the designation of new regional centers. BACKGROUND ON REGIONAL CENTERS Focusing growth into centers has been a key strategy in the central Puget Sound region since the 1990 version of VISION 2020. In 2003, the first set of designation procedures for Regional Growth Centers and Manufacturing Industrial Centers were adopted, and then updated in 2008 to reflect VISON 2040. Today, regional centers remain at the heart of VISION 2040's regional growth strategy and multicounty planning policies. With their concentration of people and/or jobs, centers form the backbone of the transportation network, allow cities and other urban service providers to maximize the use of existing infrastructure, make more efficient and less costly investments in new infrastructure, and minimize the environmental impact of urban growth. PSRC’s Regional Centers Framework Update identifies two types of Regional Growth Centers and two types of Manufacturing Industrial Centers, each with their own designation criteria. The types of regionally designated centers and their intent are described on the following page. 166 PSRC Designation Procedures for New Regional Centers REGIONAL GROWTH CENTERS URBAN GROWTH CENTERS METRO GROWTH CENTERS Urban Growth Centers play an important regional Metro Growth Centers have a primary regional role. role, with dense existing jobs and housing, high- They have dense existing jobs and housing, high quality transit service, and planning for significant quality transit service, and are planning for growth. These centers may represent areas where significant growth. They serve as major transit hubs major investments – such as high-capacity transit – for the region and provide regional services and offer new opportunities for growth. serve as major civic and cultural centers. MANUFACTURING/INDUSTRIAL CENTERS INDUSTRIAL GROWTH CENTERS INDUSTRIAL EMPLOYMENT CENTERS Industrial Growth Centers are clusters of industrial Industrial Employment Centers are highly active lands that have significant value to the region and industrial areas with significant existing jobs, core potential for future job growth. These large industrial activity, evidence of long-term demand, areas of industrial land serve the region with and regional role. They have a legacy of industrial international employers, industrial infrastructure, employment and represent important long-term concentrations of industrial jobs, evidence of long- industrial areas, such as deep-water ports and term potential, and can be accessed by transit. major manufacturing and can be accessed by Designation will continue growth of industrial transit. Designation is to, at a minimum, preserve employment and preserve the region’s industrial existing industrial jobs and land use and to continue land base for long-term growth and retention. to grow industrial employment in these centers where possible. PURPOSE OF THE DESIGNATION PROCEDURES The designation procedures for regional centers are designed to provide regional consistency regarding the type, location, distribution, and development potential of new regional growth centers and manufacturing industrial centers and ensure that regionally designated centers meet the goals and expectations established in VISION 2040 and the Regional Centers Framework Update. This includes limiting the number and geographic distribution of regionally designated centers so that they can serve as an organizing framework for the regional multimodal transportation system, attract and accommodate a significant share of the region’s population and employment growth, and serve as focal points for regional investments in urban services and amenities. 2 167 PSRC Designation Procedures for New Regional Centers PART 1. DESIGNATION PROCESS AND SCHEDULE FOR ALL CENTERS A. DESIGNATION PROCESS 1. Jurisdictions seeking regional designation must complete a Regional Center Designation Application Form. 2. Completed applications are submitted to PSRC and reviewed to ensure eligibility and minimum requirements are met. The application and a staff report will then be provided to the Growth Management Policy Board. Staff will also include in its report an analysis of the distribution of centers throughout the region, the overall number in the region, and environmental suitability for board consideration. 3. The Growth Management Policy board will make a recommendation for each proposed regional center to the Executive Board. Designation of new regional centers will be made by the Executive Board based on the recommendation of the Growth Management Policy Board, the jurisdiction's application and presentation, and a report prepared by PSRC staff. B. SCHEDULE 1. The application and review of new regional centers is limited to major regional growth plan updates (VISION 2040 and its successor plans). PSRC will issue a call for new applications approximately every five years, following the results of PSRC’s centers performance monitoring. PART 2. REGIONAL GROWTH CENTERS A. ELIGIBILTY FOR URBAN AND METRO REGIONAL GROWTH CENTERS 1. Local and Countywide Commitment: The jurisdiction must demonstrate that the center is a local priority and that a commitment to making local investments to create a walkable, livable center has been in place. The center is identified as a candidate for a regional growth center designation in the local jurisdiction’s comprehensive plan. The center is identified as a candidate for a regional growth center designation in the applicable countywide planning policies. 3 168 PSRC Designation Procedures for New Regional Centers The jurisdiction has adopted an ordinance or resolution that requests PSRC designate the center as a regional growth center and authorizes its staff to submit a completed application. 2. Planning – A jurisdiction must have completed a center plan (subarea plan, plan element or functional equivalent that provides detailed planning or analysis) that meets guidance included in the Growth Center Plan Checklist in PSRC’s Plan Review Manual prior to applying. In addition to the items outlined in the checklist, the plan should include an environmental review that demonstrates the center area is appropriate for dense development and should provide an assessment of housing need, including displacement risk, as well as documentation of tools, programs, or commitment to provide housing choices affordable to a full range of incomes and strategies to further fair housing. 3. Jurisdiction and Location – New regional growth centers should be located within a city, with few exceptions. Link light rail stations in unincorporated urban areas may be eligible for center designation, provided they are affiliated for annexation or planned for incorporation. Joint planning of unincorporated center areas is also encouraged. 4. Existing Conditions – The jurisdiction must demonstrate the following conditions of the proposed center exist at the time of the application: The existing infrastructure and utilities can support additional growth in the center.1 The center includes a mix of both existing housing and employment. Justification of center boundaries. The boundary of the center should be generally round or square shape and avoid linear or gerrymandered shapes that are not readily walkable or connected by transit. The center has bicycle and pedestrian infrastructure, amenities, and a street pattern that supports walkability. B. CRITERIA FOR URBAN GROWTH CENTERS Proposed Urban Growth Centers must meet each the following criteria to be regionally designated: 1. Compatibility with VISION 2040: The jurisdiction's vision for the proposed regional growth center must reinforce the centers concept within the VISION 2040 regional growth strategy and multicounty planning policies. 1 At the time of designation, the existing infrastructure and utilities are not expected to be sufficient to accommodate the 20-year planning targets for the center but should be sufficient to accommodate additional growth. 4 169 PSRC Designation Procedures for New Regional Centers 2. Activity Levels: The center’s existing density must be at least 18 activity units per acre. The center’s planned target density must be at least 45 activity units per acre. The center must have sufficient zoned development capacity2 to adequately accommodate targeted levels of growth. Because it is not time-bound, zoned capacity can allow levels of development that are higher than the activity unit target. This allows a jurisdiction to support long-term higher levels of density that achieves the regional vision for a more compact, complete and mature urban form in regional centers. A goal should be in place for the center to have at least a mix of at least 15% planned residential and employment activity in the center. 3. Size: The center must be at least 200 acres and no more than 640 acres, unless the center is served by an internal, high capacity transit system, in which case, it may be larger. 4. Transit: The center must have existing or planned3 fixed route bus, regional bus, Bus Rapid Transit (BRT), or other frequent and all-day bus service. High-capacity transit may be substituted for fixed route bus. Frequent service is defined as service that operates all-day (operates at least 16 hours per day on weekdays) and has headways less than 15-minutes. 5. Market potential: There must be evidence of future market potential to support planning target. 6. Role: There must be evidence that the center will play a clear regional role by serving as an important destination for the county and the jurisdiction must be planning to accommodate significant residential and employment growth under the regional growth strategy. C. CRITERIA FOR METRO GROWTH CENTERS Proposed Metro Growth Centers must meet each the following criteria to be regionally designated: 1. Compatibility with VISION 2040: The jurisdiction's vision for the proposed regional growth center must reinforce the centers concept within the VISION2040 regional growth strategy and multicounty planning policies. 2 Zoned Development Capacity is the amount of development allowed under adopted zoning based on parameters in the zoning regulations such as allowed heights and densities, lot coverages and setbacks, floor area ratios, etc. Zoned Development Capacity is not bound to a specific planning horizon. Jurisdictions must have adequate zoned capacity to accommodate their Growth Target, and this is evaluated under Buildable Lands. 3 “Planned” transit means funded projects or projects identified in the constrained portion of PSRC’s Regional Transportation Plan. The Regional Transportation Plan’s constrained project list incorporates projects in transit agency long-range plans where funding is reasonably expected during the 2040 planning horizon. 5 170 PSRC Designation Procedures for New Regional Centers 2. Activity Levels: The center’s existing density must be at least 30 activity units per acre. The center’s planned target density must be at least 85 activity units per acre. The center must have sufficient zoned development capacity4 to adequately accommodate targeted levels of growth. Because it is not time-bound, zoned capacity can allow levels of development that are higher than the activity unit target. This allows a jurisdiction to support long-term higher levels of density that achieves the regional vision for a more compact, complete and mature urban form in regional centers. A goal should be in place for at least a mix of at least 15% planned residential and employment activity in the center. 3. Size: The center must be at least 320 acres and no more than 640 acres, unless the center is served by an internal, high capacity transit system, in which case, it may be larger. 4. Transit: The center must show that it serves as major transit hub and has high quality/high capacity existing or planned service. This includes having existing or planned5 light rail, commuter rail, ferry, or other high capacity transit with similar frequent service as light rail. Frequent service is defined as service that operates all-day (operates at least 18 hours per day on weekdays) and has headways less than 15-minutes. 5. Market potential: There must be evidence of future market potential to support planning target. 6. Role: There must be evidence that the center will play a clear regional role (for example, city center of metropolitan cities, other large and fast-growing centers; important regional destination) and the jurisdiction must be planning to accommodate significant residential and employment growth under the regional growth strategy. 4 Zoned Development Capacity is the amount of development allowed under adopted zoning based on parameters in the zoning regulations such as allowed heights and densities, lot coverages and setbacks, floor area ratios, etc. Zoned Development Capacity is not bound to a specific planning horizon. Jurisdictions must have adequate zoned capacity to accommodate their Growth Target, and this is evaluated under Buildable Lands. 5 “Planned” transit means funded projects or projects identified in the constrained portion of PSRC’s Regional Transportation Plan. The Regional Transportation Plan’s constrained project list incorporates projects in transit agency long-range plans where funding is reasonably expected during the 2040 planning horizon. 6 171 PSRC Designation Procedures for New Regional Centers PART 3. MANUFACTURING INDUSTRIAL CENTERS A. ELIGIBILTY FOR INDUSTRIAL EMPLOYMENT CENTERS AND INDUSTRIAL GROWTH CENTERS 1. Local and Countywide Commitment: The jurisdiction must demonstrate that the center is a local priority and that a commitment to making local investments in infrastructure and transportation has been made, as well as a commitment to protecting and preserving industrial uses, strategies and incentives to encourage industrial uses in the center, and established partnerships with relevant parties to ensure success of manufacturing/industrial center. The center is identified as a candidate for a manufacturing industrial center designation in the local jurisdiction’s comprehensive plan. The center is identified as a candidate for a manufacturing/industrial center designation in the applicable countywide planning policies. The jurisdiction has adopted an ordinance or resolution that requests PSRC to designate the center as a manufacturing industrial center and authorizes the staff of the jurisdiction to submit a completed application. 2. Planning: A jurisdiction must have completed a center plan (subarea plan, plan element or functional equivalent that provides detailed planning or analysis) that meets guidance in the Manufacturing/Industrial Plan Checklist in PSRC’s Plan Review Manual prior to applying. Where applicable, the plan should be developed in consultation with public ports and other affected governmental entities. 3. Jurisdiction and Location: Manufacturing/industrial centers should be located within a city, with few exceptions. Applications for a center outside of a city will need to demonstrate a history of, and collaborative agreement regarding, joint planning and service provision, as well as joint plans for annexation or incorporation. 4. Existing Conditions: The jurisdiction must demonstrate the following conditions of the proposed center exist at the time of the application: The existing infrastructure and utilities can support additional growth.6 6 At the time of designation, the existing infrastructure and utilities are not expected to be sufficient to accommodate the 20-year planning targets for the center but should be sufficient to accommodate additional growth. 7 172 PSRC Designation Procedures for New Regional Centers Access to relevant transportation infrastructure is provided, including freight. The center has an economic impact. The size and shape of manufacturing/industrial center is justified. B. CRITERIA FOR INDUSTRIAL GROWTH CENTERS 1. Compatibility with VISION 2040: The jurisdiction’s vision for the proposed regional manufacturing industrial center must reinforce the centers concept within the VISION 2040 regional growth strategy and multicounty planning policies. 2. Size: The center must be at least 2,000 acres. 3. Activity Levels: There must be at least 4,000 existing jobs in the center. The jurisdiction must be planning for at least a total of 10,000 jobs in the center. The center must have sufficient zoned development capacity7 to adequately accommodate targeted levels of growth. Because it is not time-bound, zoned capacity can allow higher levels of development and a more compact and mature urban form in regional centers. 4. Mix of Employment: At least 50% of the employment must be industrial employment. 5. Transit: If center is within a transit service district, the center must have existing or planned frequent, local, express, or flexible transit service. If the center is outside a transit service district, documented strategies to reduce commute impacts through transportation demand management (TDM) strategies must be in place and consistent with the Regional Transportation Plan’s Regional TDM Action Plan. 6. Zoning: At least 75% of the land area is zoned for core industrial uses. Examples of zoning designations dominated by traditional industrial land uses are manufacturing, transportation, warehousing and freight terminals. Commercial uses within core industrial zones shall be strictly limited. Strategies to retain industrial uses are in place. Role: There must be evidence that the center will play a regional role. 7 Zoned Development Capacity is the amount of development allowed under adopted zoning based on parameters in the zoning regulations such as allowed heights and densities, lot coverages and setbacks, floor area ratios, etc. Zoned Development Capacity is not bound to a specific planning horizon. Jurisdictions must have adequate zoned capacity to accommodate their Growth Target, and this is evaluated under Buildable Lands. 8 173 PSRC Designation Procedures for New Regional Centers C. CRITERIA FOR INDUSTRIAL EMPLOYMENT CENTERS 1. Compatibility with VISION 2040: The jurisdiction’s vision for the proposed regional manufacturing industrial center must reinforce the centers concept within the VISION 2040 regional growth strategy and multicounty planning policies. 2. Activity Levels: There must be at least 10,000 existing jobs. The jurisdiction must be planning for at least a total of 20,000 jobs. The center must have sufficient zoned development capacity8 to adequately accommodate targeted levels of growth. Because it is not time-bound, zoned capacity can allow higher levels of development and a more compact and mature urban form in regional centers. 3. Mix of Employment: At least 50% of the employment must be industrial employment. 4. Transit: If center is within a transit service district, the center must have existing or planned frequent, local, express, or flexible transit service. If the center is outside a transit service district, documented strategies to reduce commute impacts through transportation demand management (TDM) strategies must be in place and consistent with the Regional Transportation Plan’s Regional TDM Action Plan. 5. Infrastructure: There must be the presence of irreplaceable industrial infrastructure. Industrial- related infrastructure that would be irreplaceable elsewhere, such as working maritime port facilities, air and rail freight facilities. 6. Zoning: At least 75% of the land area is zoned for core industrial uses. Examples of zoning designations dominated by traditional industrial land uses are manufacturing, transportation, warehousing and freight terminals. Commercial uses within core industrial zones shall be strictly limited. Strategies to retain industrial uses are in place. 7. Role: There must be evidence that the center will play a regional role. 8 Zoned Development Capacity is the amount of development allowed under adopted zoning based on parameters in the zoning regulations such as allowed heights and densities, lot coverages and setbacks, floor area ratios, etc. Zoned Development Capacity is not bound to a specific planning horizon. Jurisdictions must have adequate zoned capacity to accommodate their Growth Target, and this is evaluated under Buildable Lands. 9 174 CITY OF MAPLE VALLEY, WASHINGTON ORDINANCE NO. O-19-666 AN ORDINANCE OF THE CITY OF MAPLE VALLEY, WASHINGTON, TO EXTEND INTERIM REGULATIONS RELATED TO MULTI-FAMILY DWELLINGS IN THE TOWN CENTER AND COMMUNITY BUSINESS ZONES FOR A PERIOD OF SIX MONTHS, PROVIDING FOR EFFECTIVE DATE, HEARING AND SEVERABILITY. WHEREAS, under the authority of RCW 35A.63.220 and RCW 36.70A.390, the City may impose interim regulations to be effective for a period of up to six months, and for six month intervals thereafter; and WHEREAS, the City of Maple Valley enacted an interim zoning ordinance related to multi-family dwellings in the Town Center and Community Business zones on November 27, 2017 for a period of six months by way of ordinance O-17-634; and WHEREAS, the City of Maple Valley extended the interim zoning ordinance related to multi-family dwellings in the Town Center and Community Business zones on May 14, 2018 for an additional period of six months by way of ordinance O-17-642; and WHEREAS, the City of Maple Valley extended the interim zoning ordinance related to multi-family dwellings in the Town Center and Community Business zones on November 13, 2018 for an additional period of six months by way of ordinance O-18- 653; and WHEREAS, the City of Maple Valley Planning Commission has been diligently working toward the consideration and subsequent recommendations for multi-family dwellings in the Town Center and Community Business zones and has provided a recommendation to City Council; and WHEREAS, the City of Maple Valley City Council wishes to extend the interim zoning regulations for an additional six-month period; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. Effective Period of Interim Development Regulations. This ordinance code shall be effective immediately and shall continue in effect for a period of six months, until November 13, 2019, unless earlier repealed, renewed, or modified by the City Council as provided by State law. 175 Section 2. Hearing. In accordance with the requirements of State law, a public hearing on these interim regulations will be held within 60 days of adoption of interim regulations. Section 3. Severability. If any section, sentence, or phrase of this ordinance should be declared invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, or phrase of this ordinance. ADOPTED BY THE CITY COUNCIL AT A REGULAR MEETING THEREOF ON THIS 13th DAY OF MAY 2019. ______Sean P. Kelly, Mayor ATTEST: ______Shaunna Lee-Rice, City Clerk APPROVED AS TO FORM: ______Patricia Taraday, City Attorney Date of Publication: May 17, 2019 Effective Date: May 21, 2019 176 P.O. Box 320z 22017 SE Wax Road, Suite 200 zMaple Valley, WA 98038 Phone: (425) 413-8800 z Fax: (425) 413-4282 Date: May 13, 2019 To: Mayor Sean P. Kelly and City Councilors From: Dave Johnson, Parks & Recreation Director Subject: Park Hours for Summit Park Maple Valley Municipal Code 7.05.030 sets the hours of operation for City parks and currently reads as follows: “City parks shall be open daily from dawn to one hour after dusk, unless posted otherwise. Signs indicating the hours of operation shall be posted in each park. It is unlawful to remain in a City park after the posted closing time, except when engaged in activities described in the Lake Wilderness Annual Calendar of Events and/or approved by a Special Use Permit.” At the April 15, 2019 Council Work Session, staff presented information for council to consider on a number of factors related to operation at Summit Park, including hours of operation for the new lighted Athletic Fields at Summit Park. We provided comparison information on “Field Use End Times” from five other agencies. At that meeting, Council asked for staff to also consider City of Renton, and Tahoma High School for comparison. All seven comparators are shown below for your consideration. Organization Cut-off time Enumclaw 10:15pm Federal Way 11:00pm Issaquah (Sun-Th) 10:00pm Issaquah (F-Sa) 11:00pm Lynnwood 10:15pm Renton 11:00pm Sea-Tac 11:00pm Tahoma HS (non-school) 10:00pm Tahoma HS (school event) As late as needed Table 1 – Comparison of Field Use End Times 177 This page is intentionally left blank. 178 P.O. Box 320z 22017 SE Wax Road, Suite 200 zMaple Valley, WA 98038 Phone: (425) 413-8800 z Fax: (425) 413-4282 Date: May 13, 2019 To: Mayor Sean P. Kelly and City Councilors From: Dave Johnson, Parks & Recreation Director Subject: Park Rules Update Background/Discussion At the April 15, 2019 Council Work Session, staff presented information to council related to updating the City Parks rules. The Park Rules can be found in Title 7 (Parks and Recreation) and Title 9 (Criminal Code) of the Maple Valley Municipal Code. Staff is proposing updates to the park rules for a couple of reasons. Some of the current park rules were adopted shortly after the City was incorporated, which also adopted language directly from the King County Code. Some of the current rules were implemented later, which may be in conflict with previously adopted language. The recent addition of Summit Park features park elements not currently in our existing park system. Staff has taken the Council input and feedback from the April 15th meeting and worked with the Police Chief and City Attorney to bring you the attached for consideration. This update works to address those discrepancies, update the language to be more Maple Valley- centric, and address general updates. Fiscal Impact The City will need to purchase new signs to reflect these updates. The new signs will be covered under the existing budget and not require additional funds. Recommendation Staff recommends City Council adopt the following: 1. Ordinance 19-664 Amending Chapter 7.05 of the Maple Valley Municipal Code entitled “Rules Governing Use of City Parks – “Civil Infractions”. 2. Ordinance 19-665 Amending the Criminal Code Section 9.05.510 of the Maple Valley Municipal Code entitled “Parks”. 179 Attachments 1. Ordinance 19-664 Amending Chapter 7.05 of the Maple Valley Municipal Code entitled “Rules Governing Use of City Parks – “Civil Infractions”. 1. Ordinance 19-665 Amending the Criminal Code Section 9.05.510 of the Maple Valley Municipal Code entitled “Parks” 180 ORDINANCE NO. O-19-664 AN ORDINANCE OF THE CITY OF MAPLE VALLEY, WASHINGTON, AMENDING CHAPTER 7.05 OF THE MAPLE VALLEY MUNICIPAL CODE ENTITLED “RULES GOVERNING USE OF CITY PARKS – CIVIL INFRACTIONS,” PROVIDING FOR SEVERABILITY, AN EFFECTIVE DATE AND CORRECTIONS WHEREAS, the Maple Valley Municipal Code (MVMC) includes a chapter, Chapter 7.05, entitled “Rules Governing Use of City Parks – Civil Infractions,” that sets forth policies governing use of city parks; and WHEREAS, the City Council was presented with draft park rules amending Chapter 7.05 at the April 15, 2019 City Council work session; and WHEREAS, the parks rules codified in Chapter 7.05 necessitated amendment in light of the recent addition of certain park elements at Summit Park which were not currently in the park system, the City Council’s desire to prohibit smoking in city parks, and the City Council’s desire to update the City Code with procedures currently in place at the City Parks and Recreation Department; and WHEREAS, input and feedback was provided by the City Council at the April 15, 2019 City Council work session which the City staff has incorporated into the subject amended ordinance; and WHEREAS, it is the City Council’s desire to adopt amended Chapter 7.05 of the Maple Valley Municipal Code; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. Amendment. Chapter 7.05 of the Maple Valley Municipal Code, entitled “Rules Governing Use of City Parks – Civil Infractions,” is hereby amended to read as follows (new text in underline; deleted text in strikethrough): 181 Chapter 7.05 RULES GOVERNING USE OF CITY PARKS – CIVIL INFRACTIONS Sections: 7.05.010 Purpose. 7.05.020 Definitions. 7.05.030 Hours of operation. 7.05.035 Adhering to rules. 7.05.040 No alcohol. 7.05.050 Repealed. 7.05.060 Animal control. 7.05.070 No fires. 7.05.080 No camping. 7.05.085 No Smoking. 7.05.087 Sales of refreshments. 7.05.090 Penalties – Civil infractions. 7.05.100 Enforcement. 7.05.010 Purpose. A. This chapter is enacted as an exercise of the authority of the City of Maple Valley to establish rules governing the use of City parks. Its provisions shall be liberally construed for the accomplishment of these purposes. B. It is the express purpose of this chapter to provide for and promote rules governing the use of City parks and not to create or otherwise establish rules that would extend beyond the purpose of this chapter. C. It is the specific intent of this chapter to place the obligation of complying with its requirements upon any and all persons using park facilities. This chapter is not intended to impose any duty whatsoever upon the City of Maple Valley, its officers, employees, or agents. The implementation or enforcement of this chapter by the City shall be discretionary and not mandatory. D. Nothing contained in this chapter is intended to be, nor shall be, construed to create or to form the basis for any liability on the part of the City of Maple Valley, its officers, employees, or agents. (Ord. O-03-242 § 1; Ord. O-03-232 § 1). 7.05.020 Definitions. As used in this chapter, the following terms shall have the meanings indicated, unless every context clearly requires otherwise: A. “Alcoholic beverage” includes the four varieties of liquor defined as alcohol, spirits, wine and beer, all fermented, spirituous, vinous, or malt liquor, and all other intoxicating beverages, and every liquor, solid, or semisolid or other substance, patented or not, containing alcohol, spirits, wine or beer; all drinks or drinkable liquids and all 182 preparations or mixtures capable of being consumed by humans. Any liquor, semisolid, solid or other substance that contains more than one percent alcohol by weight shall be conclusively deemed intoxicating. B. “Camping” means the use of park land or other publicly owned property for living accommodation purposes including but not limited to any of the following: 1. Sleeping activities; 2. Making preparations to sleep; 3. Laying down of bedding for the purpose of sleeping; 4. Storing personal belongings; 5. Erecting any tent, tarpaulin, shelter, or other structure that would permit one to sleep overnight; 6. Using a motor vehicle for the purposes of sleeping. C. “City park” means all City-owned or operated any parks and any improved or unimproved trails or open spaces, golf courses, beaches, playgrounds, shelters, restrooms, indoor facilities, athletic fields and parking lots, within the boundary of a City-owned or operated park..that is owned and maintained by the City of Maple Valley. D. “Firearm” means firearm in its many forms, and as that term is defined in RCW 9.41.010. “Electronic cigarette” or “e-cigarette” means an electronic device usually composed of a mouthpiece, a heating element or atomizer, a battery, and electronic circuits that provide a gas derived from liquid nicotine and/or other substances which is inhaled by the user simulating smoking. The term includes such devices, regardless of the details of the product appearance or marketed name, generally manufactured to resemble cigarettes, cigars, pipes, or other smoking devices. E. “Fireworks” means any composition or device designed to produce a visible or audible effect by combustion, deflagration, or detonation, and which meets the definition of articles pyrotechnic or consumer fireworks or display fireworks, and as those terms are defined in RCW 70.77.126. “Liquid nicotine” means any liquid product composed either in whole or in part of nicotine, proprylene glycol and/or other similar substances and manufactured for use with e-cigarettes or other devices to be converted into a gas for inhaling. F. “Guardian” means a parent, legal guardian, an adult with custody, or temporary guardian who maintains responsibility, whether voluntary or otherwise, for the safety and welfare of a person under the age of 18 years. “Person” means all persons, groups, firms, partnerships, corporations, clubs, and all associations or combinations of persons whenever acting for themselves or as an agent, servant, or employee. G. “Person” means all persons, groups, firms, partnerships, corporations, clubs, and all associations or combinations of persons whenever acting for themselves or as an agent, servant, or employee. “Smoke” or “smoking” means the carrying or smoking of any kind of: 1. Lighted pipe, cigar, cigarette, or other lighted smoking equipment. 183 2. An electronic cigarette or e-cigarette, or other device that results in the discharge of a gas derived from liquid nicotine H. “Special Use Permit” means a City authorization for the use of City parks that impose conditions on the permittee in addition to those conditions imposed on the general public. “Special Event Application” means an application processed by the City’s Parks and Recreation Department authorizing the use of City parks that impose conditions on the applicant in addition to those conditions imposed on the general public. 7.05.030 Hours of operation. City parks shall be open daily from dawn to one hour after dusk, unless posted otherwise. Signs indicating the hours of operation shall be posted in each park. It is unlawful to remain in a City park after the posted closing time, except when in designated areas at Lake Wilderness Park in conjunction with the rental of the park facility, or a portion thereof, when engaged in activities described in the Lake Wilderness Annual Calendar of Events and/or approved by a Special Use Permit Event Application. (Ord. O-03-242 § 1; Ord. O-03-232 § 1). 7.05.035 Adhering to Rules. All persons using designated park areas shall obey all posted rules and/or the instructions of lifeguards, facility managers, or other City staff. 7.05.040 No alcohol. It is unlawful to possess or consume alcoholic beverages in City parks except: A. Iin designated areas at Lake Wilderness Park and Summit Park, in conjunction with the rental of the park facility, or a portion thereof. Designated areas, however, shall not include picnic shelters. Such requests shall be processed through the Parks Department through the submission of a Special Event Application and shall require the purchase of a Banquet Permit from the Washington State Liquor and Cannabis Board and event insurance, as well as the execution of a hold harmless/indemnification agreement. (Ord. O-19-663 § 1; Ord. O-03-242 § 1; Ord. O-03- 232 § 1). B. At Lake Wilderness Golf Course when such beverages are purchased and consumed within the concessionaires’ licensed premises. All activities shall comply with the Washington State Liquor and Cannabis Board requirements. 7.05.050 No firearms or fireworks. Repealed by Ord. O-09-384. (Ord. O-03-242 § 1; Ord. O-03-232 § 1). See MVMC Chapter 8.10. 7.05.060 Animal control. A. Pursuant to Title 11 of the King County Code it is unlawful to allow or permit any domestic animal to run at large in any City park, or to enter into any swimming area, pond or fountain therein. Any animal brought into or kept in a park area shall be on a leash not more than fifteen (15) eight feet in length, except in off leash areas as 184 designated by the City. All other elements of King County Code Title 11 shall be enforced. B. Any person with a dog or other pet in his/her possession in a City park shall be responsible for both the conduct of the animal and for the disposal or removal of feces deposited by such animal. The person with the dog or other pet must use the pet mitts provided at the City park to dispose of animal feces or, when pet mitts are not available, must have in his/her possession the equipment for feces removal. (Ord. O-03-242 § 1; Ord. O-03-232 § 1). 7.05.070 No fires. It is unlawful to build any fires in any City park except in areas designated and set aside for such purpose, unless specifically approved by Special Use Permit Event Application. It is unlawful to use any portable barbecue over 36 inches in length or less than 30 inches in height over a combustible surface unless said surface is protected by a heat shield or fireproof device placed under the barbecue. (Ord. O-03-242 § 1; Ord. O-03-232 § 1). 7.05.080 No camping. No camping shall be allowed in any City park, except by approval of a Sspecial Event Application permit for a City-sanctioned event or activity. (Ord. O-03-242 § 1; Ord. O- 03-232 § 1). 7.05.085 No smoking. Smoking, as defined by MVMC 7.05.020(G), is prohibited within the boundaries of any City park, except Lake Wilderness Golf Course. 7.05.087 Sales of refreshments. No person, group, or organization shall sell refreshments or merchandise in a City park except upon approval of a Special Event Application or a concession contract with the City’s Parks and Recreation Department. 7.05.090 Penalties – Civil infractions. A. Civil Infraction. Any person, including a parent or guardian, found guilty of violating any of the provisions of this chapter shall to have committed a civil infraction and shall be assessed a monetary penalty of not to exceed $250.00. B. Each violation of this chapter shall be a separate violation. (Ord. O-03-242 § 1; Ord. O-03-232 § 1). 7.05.100 Enforcement. The City of Maple Valley Police Department shall be responsible for enforcing the provisions of this chapter excepting those violations covered by Title 11 of the King County Code related to animal control. (Ord. O-03-242 § 1; Ord. O-03-232 § 1). The initial method of enforcement shall be a request for voluntary compliance. 7.05.110 Trespass. 185 Any person who is found guilty of committing a crime on City park property may be trespassed from the City park at which the crime was committed. The crimes to which this provision applies are found in MVMC Title 9. Section 3. Severability. If any section, subsection, clause, sentence, or phrase of this ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this ordinance. Section 4. Effective Date. This ordinance, being an exercise of a power specifically delegated to the City legislative body, is not subject to referendum and shall take effect five (5) days after passage and publication of an approved summary thereof consisting of the title. Section 5. Corrections by City Clerk or Code Reviser. Upon approval of the City Attorney, the City Clerk and the Code Reviser are authorized to make necessary corrections to this Ordinance, including the correction of clerical errors; references to other local, state or federal laws, codes, rules, or regulations; or section/subsection numbering. ADOPTED ON MAY 13, 2019 AT A REGULAR BUSINESS MEETING BY THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY: MAYOR SEAN P. KELLY ATTEST/AUTHENTICATED: CITY CLERK, SHAUNNA LEE-RICE APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: BY PATRICIA TARADAY 186 FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTIVE DATE: ORDINANCE NO. 187 This page is intentionally left blank. 188 ORDINANCE NO. O-19-665 AN ORDINANCE OF THE CITY OF MAPLE VALLEY, WASHINGTON, AMENDING SECTION 9.05.510 OF THE MAPLE VALLEY MUNICIPAL CODE ENTITLED “PARKS,” PROVIDING FOR SEVERABILITY, AN EFFECTIVE DATE AND CORRECTIONS WHEREAS, the Maple Valley Municipal Code (MVMC) includes a section, section 9.05.510, entitled “Parks,” that establishes certain city park related activities as misdemeanors; and WHEREAS, the City Council was presented with language amending section 9.05.510 at the April 15, 2019 City Council work session; and WHEREAS, amendment of section 9.05.510 of the Maple Valley Municipal Code is necessary to ensure consistency with other sections of our city code, to create language specific to Maple Valley instead of King County, as was originally adopted, and to include substantive language within each subsection; and WHEREAS, input and feedback was provided by the City Council at the April 15, 2019 work session which the City staff has incorporated into the subject amended ordinance; and WHEREAS, it is the City Council’s desire to adopt amended section 9.05.510 of the Maple Valley Municipal Code; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. Amendment. Section 9.05.510 of the Maple Valley Municipal Code, entitled “Parks,” is hereby amended to read as follows (new text in underline; deleted text in strikethrough): 9.05.510 Parks. A. Definitions 1. “ Department” means the City of Maple Valley Parks and Recreation Department. 189 2. “Loitering” - Unlawful - determination. It is unlawful for any person to loiter or prowl in a place, at a time, or in a manner, and under circumstances that manifest an unlawful purpose or warrant alarm for the safety of persons or property in the vicinity. Circumstances which may be considered in determining whether such unlawful purpose in manifested or such alarm is warranted include, but are not limited to, the following: flight by the person upon appearance of a law enforcement officer; refusal by the person to respond to law enforcement's request for identification; or the person manifestly endeavoring to hide the person's self or to conceal any object. The following provisions of the King County Code as presently constituted or hereinafter amended are adopted by reference: KCC 7.12.410 Pets in county park facilities. 7.12.420 Disturbance by animals prohibited. 7.12.440 Littering. 7.12.480 Presence in parks during hours the park is closed. 7.12.490 B. Loitering. Loitering is prohibited in restrooms in park and recreation facilities. 7.12.550 C. Damage to property/wildlife. 1. It is unlawful for any person except a duly authorized department employee in the performance of the employee’s duties, or other person duly authorized pursuant to law, to remove, destroy, mutilate or damage any structure, lawn, monument, statue, vase, fountain, wall, fence railing, vehicle, bench, shrub, tree, geological formation, plant, flower lighting system, sprinkling system, gate, barricade or lock or other property lawfully in any park, or to remove sand, soil, or sod in any park. No person shall cut down, destroy, or in any way injure any vegetation, living or dead, in any park area unless authorized to do so by the department. No person shall deface, damage or destroy any property, material or equipment which is under the jurisdiction of the department. 2. Except for fishing and shellfishing in authorized areas and subject to rules promulgated by the Washington Fish and Wildlife Commission, it is unlawful in any park in any manner to attempt to capture, tease, annoy, disturb, or strike any animal, with any stick, weapon or other device or throw or otherwise propel any missile or other object at or in the vicinity of any such animal. 7.12.580 D. Waste from vehicles. No person shall drain or dump refuse or waste from any trailer, camper, automobile, or other vehicle, except in designated disposal areas or receptacles in any park area. 7.12.640. Alcoholic beverages. 7.12.642 E. Intoxication. 190 Being or remaining in, or loitering about in a City park while in a state of intoxication is prohibited. 7.12.645 F. Interference with trails. It shall be unlawful for any person to place, deposit, or otherwise cause or suffer to be located any structure, device, or natural or artificial thing that threatens or endangers any portion of a trail owned or maintained by the City of Maple Valley, or that tends to endanger persons traveling thereon, obstructs or tends to obstruct or constitutes a hazard to persons traveling thereon. This section shall not apply to employees of the City of Maple Valley in the performance of their duties or to persons acting pursuant to written direction of the City of Maple Valley. 7.12.700 Enforcement Methods G. Penalty. Any person found guilty of violating any provision of this section is guilty of a misdemeanor and is punishable, upon conviction, by a fine of $1,000.00 or by confinement in the city jail for a period not exceeding 90 days, or both. 7.24.070 Penalty H. Enforcement methods. The City of Maple Valley Police Department shall enforce the provisions of this section. The initial method of enforcement shall be by a request for voluntary compliance. 12.64.010 Loitering I. Trespass. Any person who is found guilty of committing a crime on City park property may be trespassed from the City park at which the crime was committed. The crimes to which this provision applies are found in MVMC Title 9. Section 3. Severability. If any section, subsection, clause, sentence, or phrase of this ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this ordinance. Section 4. Effective Date. This ordinance, being an exercise of a power specifically delegated to the City legislative body, is not subject to referendum and shall take effect five (5) days after passage and publication of an approved summary thereof consisting of the title. Section 5. Corrections by City Clerk or Code Reviser. Upon approval of the City Attorney, the City Clerk and the Code Reviser are authorized to make necessary corrections to this Ordinance, including the correction of clerical errors; references to other local, state or federal laws, codes, rules, or regulations; or section/subsection numbering. ADOPTED ON MAY 13, 2019 AT A REGULAR BUSINESS MEETING BY THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY: MAYOR SEAN P. KELLY 191 ATTEST/AUTHENTICATED: CITY CLERK, SHAUNNA LEE-RICE APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: BY PATRICIA TARADAY FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: PUBLISHED: EFFECTIVE DATE: ORDINANCE NO. 192 Date: May 13, 2019 To: Mayor Sean Kelly and Councilors From: Tim Morgan – Economic Development Manager Subject: City Branding Project – Contract with Chandlerthinks (consultant) Background and Discussion During the 2019-2020 budget development, Council approved $75,000 to “rebrand” the City of Maple Valley. Staff published a Request for Proposals and received seven responses. From the seven, three (3) were selected for interviews. The interview committee included City Manager, Parks and Recreation Director, Economic Development Manager, CEO from the MV/BD Chamber of Commerce, Deputy Mayor and Councilor Olson. Based on the proposals, interview and reference checks, the committee recommended Chandlerthinks LLC, a Tennessee-based consulting firm to conduct this project. The consultant will research, create, develop and make recommendations for an implementation plan for the City’s branding initiative. If Council approves the contract, the work will begin immediately and will be completed by December 31, 2019 if not sooner. Fiscal Impact The total not to exceed contract amount is $75,000. This fits within the adopted budgeted amount for the project. Recommendation Staff recommends Council approve resolution R-19-1333 authorizing the City Manager to enter into an agreement with Chandlerthinks, LLC to develop a new brand for the City of Maple Valley in an amount not to exceed $75,000. Options 1. Approve resolution R-19-1333, authorizing the City Manger to enter into an agreement with Chandlerthinks, LLC for an amount not to exceed $75,000. 193 2. Do not approve resolution R-19-1333. 3. Request additional information. Attachments 1. Proposed Professional Services Agreement with Scope of Services 2. Resolution R-19-1333 194 CITY OF MAPLE VALLEY AGREEMENT FOR PROFESSIONAL SERVICES Contract No. C-19-1583 Service Provider: CHANDLERTHINKS, LLC This Agreement is entered into by and between the CITY OF MAPLE VALLEY, WASHINGTON, a municipal corporation hereinafter referred to as “City,” and CHANDLERTHINKS, a Tennessee Limited Liability Company, hereinafter referred to as “Service Provider.” RECITALS WHEREAS, the City desires to have certain services and/or tasks performed as set forth below requiring specialized skills and other supportive capabilities; and WHEREAS, sufficient City resources are not available to provide such services; and WHEREAS, the Service Provider represents that the Service Provider is qualified and possesses sufficient skills and the necessary capabilities, including technical and professional expertise, where required, to perform the services and/or tasks set forth in this Agreement. NOW, THEREFORE, in consideration of the terms, conditions, covenants, and performance contained herein, the parties hereto agree as follows: TERMS 1. Scope of Services; Compliance with Law The Service Provider shall perform the services outlined in Exhibit “A” of this Agreement. The Service Provider, in the performance of this Agreement, shall comply with all applicable federal, state or local laws and ordinances, including regulations for licensing, certification and operation of facilities, programs and accreditation, and licensing of individuals, and any other standards or criteria as described in this Agreement to assure quality of services. The Service Provider shall perform the Work diligently and completely and in accordance with professional standards of conduct and performance. 2. Compensation A. The City shall pay the Service Provider: ______According to the rates set forth in Exhibit “A” ______A sum not to exceed $75,000 B. The City shall pay the Service Provider for services rendered and allowable expenses incurred after receipt of an invoice separately detailing such services rendered and expenses incurred during the applicable period. All invoices shall be accompanied by an Invoice Summary Form substantially in the form set forth in Exhibit “B.” C. Vouchers are paid on the Tuesday following the second and fourth Mondays of each month, following City Council approval. Invoices must be received at least ten (10) days prior to the approval date. The Service Provider shall be paid for services rendered and allowable expenses incurred, but in no case shall the total amount paid exceed the “not to exceed” amount of 195 $75,000 unless the parties mutually agree in writing to the payment of additional fees and expenses as authorized by the City. The Service Provider shall complete and return Exhibit “C,” Tax Identification Number, prior to execution of this Agreement. D. Any change or modification to this Agreement for additional services as above referenced shall be in writing and signed by the parties to this Agreement. Any compensation due for the change or modifications shall be on the same terms and conditions as set forth in this section or in a manner otherwise mutually agreed to by the parties. 3. Termination A. The City reserves the right to terminate or suspend this Agreement at any time, with or without cause, upon fourteen (14) days’ prior written notice. In the event of termination or suspension, all finished or unfinished documents, data, studies, worksheets, models and reports, or other material prepared by the Service Provider pursuant to this Agreement, shall be submitted to the City. B. In the event this Agreement is terminated or suspended, the Service Provider shall be entitled to payment for all services performed and reimbursable expenses incurred up to the date of termination. C. The City may cancel or terminate this Agreement immediately if the Service Provider’s insurance coverage is canceled for any reason or if the Service Provider is unable to perform the services called for by this Agreement. D. The Service Provider reserves the right to terminate this Agreement with not less than sixty (60) days’ written notice. E. This section shall not prevent the City from seeking any legal remedies it may otherwise have for the violation or nonperformance of any provisions of this Agreement. 4. Duration This Agreement shall be in full force and effect for a period commencing upon the later date of execution by either party and ending December 31, 2019 unless sooner terminated under the provisions of this Agreement. Time is of the essence for this Agreement in each and all of its provisions in which performance is required. 5. Ownership and Use of Documents A. Any records, files, documents, drawings, specifications, data, or information, regardless of form or format, and all other products or materials produced by the Service Provider in connection with the services provided to the City, shall be the property of the City whether the project for which they are made is executed or not. All such documents, products, and materials shall be forwarded to the City at its request and may be used by the City as it sees fit. The City agrees that if the documents, products, and materials prepared by the Service Provider are used for purposes other than those intended by the Agreement, the City does so at its sole risk and agrees to hold the Service Provider harmless for such use. B. All services performed under this Agreement will be conducted solely for the benefit of the City and will not be used for any other purpose without written consent of the City. 196 Any information relating to the services will not be released to the news media or any other source without the written permission of the City. C. The Service Provider at such times and in such forms as the City may require, shall furnish to the City such statements, records, reports, data, and information as the City may request pertaining to matters covered by this Agreement. All of the reports, information, data, records, and other related materials, prepared or assembled by the Service Provider under this Agreement are potentially subject to public disclosure pursuant to Ch. 42.56 RCW. To the extent allowed by Ch. 42.56 RCW, reports, information, data, records, and other related materials prepared or assembled by the Service Provider under this Agreement that contain information that is personal and wherein a right to privacy exists, or that falls under a statutorily-specified exemption from disclosure, will be exempt from disclosure. Generally, Chapter 42.56, R.C.W. requires disclosure of all but the most personal and sensitive information in City hands. 6. Maintenance and Inspection of Records A. The Service Provider shall maintain books, records and documents, which sufficiently and properly reflect all direct and indirect costs related to the performance of this Agreement and shall maintain such accounting procedures and practices as may be necessary to assure proper accounting of all funds paid pursuant to this Agreement. These records shall be subject at all reasonable times to inspection, review, or audit, by the City, its authorized representative, the State Auditor, or other governmental officials authorized by law to monitor this Agreement. B. The Service Provider shall retain all books, records, documents and other material relevant to this agreement, for six (6) years after its expiration. The Service Provider agrees that the City or its designee shall have full access and right to examine any of said materials at all reasonable times during said period. 7. Independent Service Provider A. The parties intend that an independent contractor relationship will be created by this Agreement. The City will not exercise control and direction over the work of the Service Provider, and is interested primarily in the results to be achieved. Subject to paragraphs herein, the implementation of services pursuant to this Agreement will lie solely within the discretion of the Service Provider. No agent, employee, servant or representative of the Service Provider shall be deemed to be an employee, agent, servant or representative of the City for any purpose, and the employees of the Service Provider are not entitled to any of the benefits the City provides for its employees. The Service Provider will be solely and entirely responsible for its acts and for the acts of its agents, employees, servants, subcontractors or representatives during the performance of this Agreement. B. In the performance of the services herein contemplated the Service Provider is an independent contractor with the authority to control and direct the performance of the details of the work; however, the results of the work contemplated herein must meet the approval of the City and shall be subject to the City’s general rights of inspection and review to secure the satisfactory completion thereof. C. As an independent contractor, the Service Provider shall be responsible for the reporting and payment of all applicable local, state, and federal taxes. 197 D. The City may at its sole discretion require the Service Provider to remove an employee(s), agent(s), or subcontractor(s) from employment on this Project. The Service Provider may however employ that (those) individual(s) on other non-City related projects. 8. Indemnification/Hold Harmless A. The Service Provider shall defend, indemnify and hold the City, its officers, officials, employees and volunteers harmless from any and all claims, injuries, damages, losses or suits including attorney fees, arising out of or resulting from the acts, errors or omissions of the Service Provider in performance of this Agreement, except for injuries and damages caused by the sole negligence of the City. Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Service Provider and the City, its officers, officials, employees, and volunteers, the Service Provider’s liability, including the duty and cost to defend, hereunder shall be only to the extent of the Service Provider’s negligence. It is further specifically and expressly understood that the indemnification provided herein constitutes the Service Provider’s waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the purposes of this indemnification. This waiver has been mutually negotiated by the parties. The provisions of this section shall survive the expiration or termination of this Agreement. B. No liability shall attach to the City by reason of entering into this Agreement except as expressly provided herein. 9. Insurance A. The Service Provider shall procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder by the Service Provider, its agents, representatives, or employees. B. No Limitation. Service Provider’s maintenance of insurance as required by the agreement shall not be construed to limit the liability of the Service Provider to the coverage provided by such insurance, or otherwise limit the City’s recourse to any remedy available at law or in equity. Minimum Scope of Insurance C. Service Provider shall obtain insurance of the types and coverage described below: 1) Automobile Liability insurance covering all owned, non-owned, hired and leased vehicles. Coverage shall be written on Insurance Services Office (ISO) form CA 00 01 or a substitute form providing equivalent liability coverage. If necessary, the policy shall be endorsed to provide contractual liability coverage. 2) Commercial General Liability insurance shall be at least as broad as ISO occurrence form CG 00 01 and shall cover liability arising from premises, operations, stop-gap independent contractors and personal injury and advertising injury. The City shall be named as an additional insured under the Service Provider’s Commercial General Liability insurance policy with respect to the work performed for the City using an additional insured endorsement at least as broad as ISO OG 20 26. 198 3) Workers’ Compensation coverage as required by the Industrial Insurance laws of the State of Washington. 4) Professional Liability insurance appropriate to the Service Provider’s profession. Minimum Amounts of Insurance D. Service Provider shall maintain the following insurance limits: 1) Automobile Liability insurance with a minimum combined single limit for bodily injury and property damage of $1,000,000 per accident. 2) Commercial General Liability insurance shall be written with limits no less than $1,000,000 each occurrence, $2,000,000 general aggregate. 3) Professional Liability insurance shall be written with limits no less than $1,000,000 per claim and $1,000,000 policy aggregate limit. E. Other Insurance Provisions. The insurance policies are to contain, or be endorsed to contain, the following provisions for Automobile Liability, Professional Liability and Commercial General Liability insurance: 1) The Service Provider’s insurance coverage policies are to contain, or be endorsed to contain that they shall be primary insurance, with exception to professional liability, with respect to the City. Any insurance, self-insurance, or insurance pool coverage maintained by the City shall be excess of the Service Provider’s insurance and shall not contribute with it. 2) The Service Provider’s insurance shall be endorsed to state that coverage shall not be cancelled by either party, except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the City. F. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of not less than A:VII. G. Verification of Coverage. Service Provider shall furnish the City with original certificates and a copy of the amendatory endorsements, including but not necessarily limited to the additional insured endorsement, evidencing the insurance requirements of the Service Provider before commencement of the work. H. Notice of Cancellation. The Service Provider shall provide the City with written notice of any policy cancellation, within two business days of their receipt of such notice. I. Failure to Maintain Insurance. Failure on the part of the Service Provider to maintain the insurance as required shall constitute a material breach of contract, upon which the City may, after giving five business days’ notice to the Service Provider to correct the breach, immediately terminate the contract or, at its discretion, procure or renew such insurance and pay any and all premiums in connection therewith, with any sums so expended to be repaid to the City on demand, or at the sole discretion of the City, offset against funds due the Service Provider from the City. J. Sub-Service Providers. The Service Provider shall include all sub-Service Providers as insureds under its policies or shall furnish separate certificates and endorsements for 199 each sub-Service Provider. All coverage for sub-Service Providers shall be subject to all of the same insurance requirements as stated herein for the Service Provider. K. City Full Availability of Service Provider Limits. If the Service Provider maintains higher insurance limits than the minimums shown above, the City shall be insured for the full available limits of Commercial General and Excess or Umbrella liability maintained by the Service Provider, irrespective of whether such limits maintained by the Service Provider are greater than those required by this contract or whether any certificate of insurance furnished to the City evidences limits of liability lower than those maintained by the Service Provider. 10. Treatment of Assets Title to all property furnished by the City shall remain in the name of the City and the City shall become the owner of the work product and other documents, if any, prepared by the Service Provider pursuant to this Agreement. 11. Political Activity Prohibited None of the funds, materials, property or services provided directly or indirectly under the Agreement shall be used for any partisan political activity, or to further the election or defeat of any candidate for public office. 12. Assignment and Subcontracting A. The Service Provider shall not assign its performance under this Agreement or any portion of this Agreement without the written consent of the City, and it is further agreed that said consent must be sought in writing by the Service Provider not less than thirty (30) days prior to the date of any proposed assignment. The City reserves the right to reject without cause any such assignment. B. Any work or services assigned hereunder shall be subject to each provision of this Agreement and proper bidding procedures where applicable as set forth in local, state and/or federal statutes, ordinances and guidelines. C. Any technical/professional service subcontract not listed in this Agreement, must have express advance approval by the City. 13. Nondiscrimination A. The City is an equal opportunity employer. B. Nondiscrimination in Employment. In the performance of this Agreement, the Service Provider will not discriminate against any employee or applicant for employment on the grounds of race, religion, creed, color, national origin, sex, marital status, disability, sexual orientation, age or other basis prohibited by state or federal law; unless based upon a bona fide occupational qualification. The Service Provider shall take such action with respect to this Agreement as may be required to ensure full compliance with local, state and federal laws prohibiting discrimination in employment. C. Nondiscrimination in Services. The Service Provider will not discriminate against any recipient of any services or benefits provided for in this Agreement on the grounds of race, 200 religion, creed, color, national origin, sex, marital status, disability, sexual orientation, age or other basis prohibited by state or federal law. D. If any assignment and/or subcontracting has been authorized by the City, said assignment or subcontract shall include appropriate safeguards against discrimination. The Service Provider shall take such action as may be required to ensure full compliance with the provisions in the immediately preceding paragraphs herein. 14. General Administration and Management The City’s contract manager shall be the Director of Economic Development or his/her designee. 15. Changes Either party may request changes to the scope of services and performance to be provided hereunder, however, no change or addition to this Agreement shall be valid or binding upon either party unless such change or addition be in writing and signed by both parties. Such amendments shall be attached to and made part of this Agreement. 16. Notices Any notice required under this Agreement will be in writing, addressed to the appropriate party at the address which appears below (as modified in writing from time to time by such party), and given personally, by registered or certified mail, return receipt requested, or by a nationally recognized overnight courier service. Notices sent by registered or certified mail shall be effective on the date the return receipt was signed. Notices sent by nationally recognized overnight courier service shall be effective on the date of receipt. A courtesy copy of notice may be provided by facsimile but will not suffice as required written notice under the terms of this Agreement. To the City: To the Service Provider: City of Maple Valley Steve Chandler, Chandlerthinks, Laura K. Philpot, LLC City Manager 106 Mission Court, Suite 102A, P.O. Box 320 (mailing address) Franklin, TN 37067 22017 SE Wax Road, Suite 200 (615) 498-8313 Maple Valley, WA 98038 425-413-8800; fax 425-413-4282 17. Attorney Fees and Costs If any legal proceeding is brought for the enforcement of this Agreement, or because of a dispute, breach, default, or misrepresentation in connection with any of the provisions of this Agreement, the prevailing party shall be entitled to recover from the other party, in addition to any other relief to which such party may be entitled, reasonable attorney's fees and other costs incurred in that action or proceeding. 201 18. Interpretation and Venue A. This Agreement has been and shall be construed as having been made and delivered with the State of Washington and it is agreed by each party hereto that this Agreement shall be governed by laws of the State of Washington, both as to interpretation and performance. B. Any action of law, suit in equity, or judicial proceeding for the enforcement of this Agreement or any provisions thereof shall be instituted and maintained only in any of the courts of competent jurisdiction in King County, Washington. 19. Severability A. If, for any reason, any part, term or provision of this Agreement is held by a court of the United States to be illegal, void or unenforceable, the validity of the remaining provisions shall not be affected, and the rights and obligations of the parties shall be construed and enforced as if the Agreement did not contain the particular provision held to be invalid. B. If it should appear that any provision hereof is in conflict with any statutory provision of the State of Washington, said provision which may conflict therewith shall be deemed inoperative and null and void insofar as it may be in conflict therewith, and shall be deemed modified to conform to such statutory provisions. 20. Entire Agreement; Waiver This Agreement contains a complete integrated understanding and agreement between the parties and supersedes any understanding, agreement, or negotiations whether oral or written not set forth herein or in any written amendments hereto duly executed by both parties. It is also agreed by the parties that the forgiveness of the nonperformance of any provision of this Agreement does not constitute a waiver of the provisions of this Agreement. 202 IN WITNESS WHEREOF the parties hereto have caused this Agreement to be executed the day and year first hereinabove written. CITY OF MAPLE VALLEY CHANDLERTHINKS, LLC Laura K. Philpot By: City Manager Title: Date: Date: Attest: ______Shaunna Lee-Rice, City Clerk Approved as to form: Patricia Taraday, City Attorney Attachments: Exhibits “A,” “B,” and “C” Authorizing Resolution ______ 203 EXHIBIT A SCOPE OF WORK 204 EXHIBIT A. Maple Valley, WA Branding Scope of Work TASK #1 Phase I. Explore (RESEARCH) This phase will focus on conducting research towards the objective of learning about Maple Valley from community stakeholders, local businesses, residents and neighboring communities. Tasks to accomplish this phase: • Research: o Community Cultural, Tourism and Economic Development Writer Fam Tour o Community Perception Study o Stakeholder Interviews and Focus Groups o Public L&L (Listening and Learning) Meetings o Attitude Awareness and Perception Study o Community Marketing - Digital Audit - Identity Assessment (includes a Branding Maple Valley Facebook Group page Deliverables summary: • A bound master research report with an executive summary of all findings. This will include six (6) printed bound copies and one (1) electronic copy of the final research report. • A brand research presentation. Timing: completion estimated at 10 weeks TASK #2: Phase II. Evaluate (STRATEGY) This task evaluates all of the learning from Phase I and channels is into a brand strategy for the City of Maple Valley. Tasks to accomplish this phase: Brand strategy development elements: o Branding Profile Wheel-Brand Sensory Assessment-Brand Truths o Brand Platform Development o Brand Strategy 205 Deliverables summary: • Live presentation of recommended branding direction for the City of Maple Valley. This presentation will also include a summary of the research findings from Phase I. Timing: completion estimated at 4 weeks TASK #3: Phase III. Express This task includes the development of the creative brand story and brand identity elements. Deliverables summary: • Positioning copy and community brand story development • Logo development for Maple Valley • Tagline development • Creative “adcepts" and a central idea to drive branding for the City of Maple Valley • Application of the creative direction to up to 6 various marketing messages • Logo guidelines and standards • Brand guide • All files will be provide in digital form. All logo files will include various file formats. Timing: completion estimated at 8 weeks TASK #4: Phase IV. Engage – the Brand Navigator Action Plan This task is a branding action plan for the City of Maple Valley. Deliverables summary: • A bound master report with an executive summary of the entire program. This will include six (6) printed bound copies and one (1) electronic copy of the final report. • A final brand research presentation. Timing: completion estimated at 6 weeks 206 CITY OF MAPLE VALLEY, WASHINGTON RESOLUTION NO. R-19-1333 A RESOLUTION OF THE CITY OF MAPLE VALLEY, WASHINGTON, AUTHORIZING THE CITY MANAGER TO ENTER INTO APROFESSIONAL SERVICES AGREEMENT WITH CHANDLERTHINKS LLC, TO DEVELOP A NEW BRAND FOR THE CITY OF MAPLE VALLEY WHEREAS, the City Council of the City of Maple Valley desires to develop a new brand for the City of Maple Valley for the purposes that guides all aspects of how the City presents itself and unifies stakeholders. WHEREAS, the City Council desires that the new City brand will produce tangible results for economic development, tourism, and quality of life purposes. WHEREAS, the City Council’s intent with this project is to have a unifying community theme and message which differentiates Maple Valley from similar cities and serves to attract visitors and businesses to Maple Valley. WHEREAS, the City Council would like to see the branding platform harmonize the marketing of local businesses, the recruitment of companies, hosting special events, attracting tourists, and stimulate the development of new city amenities. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MAPLE VALLEY, WASHINGTON, DO RESOLVE AS FOLLOWS: Section 1. Authorization. The City Manager is hereby authorized to enter into a Professional Services Agreement with Chandlerthinks LLC to conduct the City Branding Project for an amount not to exceed $75,000. PASSED BY THE CITY COUNCIL AT A REGULAR BUSINESS MEETING THEREOF ON THE 13TH DAY OF MAY 2019. Sean P. Kelly, Mayor ATTEST: ______Shaunna Lee-Rice, City Clerk APPROVED AS TO FORM: ______Patricia Taraday, City Attorney 207