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Home My WebLink AboutCity Council Meeting - Council - Agenda - 2/4/2017adccW16652 CITY OF KENT Council Retreat Mayor Suzette Cooke Council President Bill Boyce Councilmembers Jim Berrios Tina Budell Brenda Fincher Dennis Higgins Dana Ralph Les Thomas February 4, 2017 This page intentionally left blank KENT CITY COUNCIL ANNUAL STRATEGIC PLANNING MEETING 4 February 2017 8 a.m. – 5 p.m. 417 Ramsay Way, #112Green River College @ Kent Station DRAFT #)'0&# THE MEETING’S GOALS: 1. Discuss the major issues of interest to all Council members, particularly the City’s policies on marijuana and sustainable funding for parks and recreation. 2. Ensure our vision, mission, and strategic plan goals are leading us in the direction we intend. 3. Review what we are doing to advance the Council’s vision on a host of miscellaneous issues. __________________________________________________________________________________________________________ NOTE: Breakfast refreshments will be available at 7:30 so please come early to enjoy them and be prepared to convene the meeting promptly at 8 a.m. Thank you! 9GNEQOG+PVTQFWEVKQPU4GXKGY/GGVKPIğU2WTRQUG %,//%2<&(&281&,/35(6,'(17 4GXKGY#IGPFC)TQWPF4WNGUCPF(CEKNKVCVKQP6GEJPKSWGU -,05(,')$&,/,7$725 2 +FGPVKH[/CLQT#EEQORNKUJOGPVUQH &281&,/$1'0$<25&22.( What was an accomplishment of the City in 2016 that will have positive, long-term benefits for Kent? Reaffirm Strategic Plan and Review Government Performance Initiatives &281&,/0$<25$1'72''%$%&2&. What is the status of the staff’s efforts to advance the work the Council did last August on refining the strategic plan, including vision, mission, and goals? How will the work on strategy mapping activate and advance the strategic plan’s goals? What is the status of our LEAN process? How will the strategy mapping and LEAN process help create performance measurements? +FGPVKH[/CLQT#EEQORNKUJOGPVUCPF#PVKEKRCVG7REQOKPI%JCNNGPIGU 0$<25Ĝ6/($'(56+,37($00/7$1'&281&,/ From the MLT’s perspectives, what were each department’s two or three major accomplishments? What appear to be the biggest challenges facing each department in the next couple years? What are the Council’s reactions and thoughts about upcoming challenges? $TGCM +UVJGTGC%QPUGPUWUQP%QWPEKN2QNKE[&KTGEVKQPQP/CTKLWCPC! 3 &281&,/0$<25&22.($1'7+(0/7 This session will begin with a brief presentation by a panel of experts representing public health, public safety, education, and economic perspectives. Our interest is in accurately understanding and interpreting information, data, and trends that are influencing the public’s perceptions about this issue. And we will see if there is a consensus among the Councilmembers on the future policy direction regarding marijuana cultivation, processing, and/or sales in Kent. What are the key findings from the panelists’ presentations? What light do they shed on the public health, safety, education, and economic issues that are part of our decision-making on whether or not to allow retail sales of recreational and medical marijuana and/or the cultivation and processing of marijuana within the City’s borders? What additional questions or issues need to be addressed? What is each Council member’s and the Mayor’s current thinking about the sale or processing of marijuana in Kent? Is there a consensus on a policy direction regarding marijuana in Kent? .WPEJ +UVJGTG%QPUGPUWUQP5WUVCKPCDNG(WPFKPIHQT2CTMU! &281&,/0$<25&22.('(5(.0$7+(621$$521%(0,//(5$1' -8/,(3$5$6&21'2/$ How does funding for parks and recreation fit within the context of the fiscal cliff that the City is approaching in 2020 and currently preparing for? What are viable options for providing a reliable and consistent source of funding for parks and recreation into the long-term future? Is the B&O tax one such source? Is there consensus among the Councilmembers on the need to find a long-term, consistent source of funding for parks and recreation? Is there consensus on the source(s) of funding? $TGCM 7RFCVKPICPF4GCHHKTOKPIVJG%KV[ğU&KTGEVKQPQP2NCEGOCMKPI &281&,/0$<25&22.(%(1:2/7(567,0/$3257($1'-8/,(3$5$6&21'2/$ 4 At the 2015 annual strategic planning retreat, the Council agreed to a shift in direction regarding transportation projects. The new emphasis is on more local projects that stimulate economic development. How has this direction been implemented? What does it look like today? Does the Council still support this new emphasis? What else might the City do to enhance placemaking while encouraging and stimulating economic development? 5VTGPIVJGPKPI'ZVGTPCNCPF+PVGTPCN%QOOWPKECVKQPU &281&,/0$<25&22.($1'0,&+(//(:,/027 What are we doing and what do we plan to do to tell our story better to the public and improve internal communications? Do these efforts meet the Council’s interests, needs, and expectations? Is information reaching the Council in a timely manner and in formats that are most helpful to you? What are other ideas to strengthen both external and internal communications? *QWUKPI*QOGNGUUPGUUCPF5QEKCN5GTXKEGU &281&,/0$<25&22.(-8/,(3$5$6&21'2/$$1'0(5,1$+$1621 What are the Council’s current thoughts about tenant protections? What other things is the City doing on a local and regional basis to address these issues? 7RFCVGUQP/KUEGNNCPGQWU+UUWGU &281&,/0$<25&22.('(5(.$1'7+(0/7 One or two Council members mentioned each of the issues below during the preparation for this year’s annual strategic planning retreat. Some of these are already being addressed, while actions on others are planned in the near future. Our goal is to come up with a process for addressing these issues if the Council is interested in doing so. 5 How is the City addressing crime, and, specifically, violent crime? Should the City allow gambling within its borders? What is the status of efforts to accommodate the Police Department’s need for additional space on the City Campus? Should the City explore a ban on plastic bags or wait for action at the state level? Should the City work with social and human services providers to determine if there is duplication of service in some areas and a lack of service in others, and then determine how to fill the service gaps? 9JCVCTG9G6CMKPI#YC[HTQO6QFC[ğU/GGVKPI! &281&,/0$<25&22.(0/7 #FLQWTPVJG$WUKPGUU/GGVKPI &KPPGTCV#ICXG%QEKPCCPF%CPVKPC-GPV5VCVKQP This page intentionally left blank CITY OF KENT CITY COUNCIL ANNUAL STRATEGIC PLANNING MEETING FRIDAY-SATURDAY, 5-6 FEBRUARY 2016 0HULGLDQ9DOOH\&RXQWU\&OXEWK$YH6(.HQW SUMMARY OF THE MEETING’S KEY DISCUSSIONS, DECISIONS, AND AGREEMENTS #VVGPFGGU Mayor Suzette Cooke; Council President Bill Boyce; Councilmembers Jim Berrios, Tina Budell, Brenda Fincher, Dennis Higgins, Dana Ralph, and Les Thomas; Chief Administrative Officer Derek Matheson; Mayor’s Leadership Team (MLT) members Aaron BeMiller, Tom Brubaker, Mike Carrington, Marty Fisher, Tim LaPorte, Ronald Moore, Ken Thomas, Jeff Watling, Michelle Wilmot, Ben Wolters, and Margaret Yetter; Assistant Police Chief Jon Straus; Human Services Manager Merina Hanson; special guests Mike McCarty, former CEO of the Association of Washington Cities (AWC), and Jerry Coupe, chair, City of Kent Financial Sustainability Task Force; and facilitator Jim Reid. MAJOR DISCUSSIONS AND AGREEMENTS OF THE MEETING These are the major agreements from the Kent City Council’s annual strategic planning retreat on Friday and Saturday, February 5th and 6th: 1. COUNCIL AND ADMINISTRATION RECOMMIT TO WORKING AS A TEAM The Council, Mayor Cooke, and MLT recommitted to “come from a place of great intent;” i.e., assume that everyone is well intended and wants to do what is best for Kent. Throughout the retreat everyone expressed an interest in working collaboratively to advance the strategic plan’s vision and goals. Council President Bill Boyce likened our relationships to “swimmers swimming in their appropriate lanes.” By each person playing their assigned role, and not someone else’s (“swimming in someone else’s lane”), we complement one another to form a strong and effective team. Guided by a presentation from Mike McCarty, we agreed that Councilmembers’ inquiries about citywide policy issues should be directed to the Council President, administrative or departmental issues should be directed to the Mayor or Chief Administrative Officer, and simple operational issues should be directed to Department Directors. Before the Administration can act on Council requests or proposals, the Mayor and MLT need to know that a request is coming from the full Council, not just one member. The Council reiterated that workshops and committees provide forums to discuss potential policy issues to determine if there is sufficient interest among the Council to pursue an 2 initiative. The Council also agreed that to ensure that they speak with one voice, the Council President is the appropriate spokesperson to the Administration, particularly on policy issues. In light of the positive relationships and between the Council and Administration, everyone agreed that additional protocols or operating procedures are not needed. 2. COUNCIL AND ADMINISTRATION AGREE TO ENHANCE THE STRATEGIC PLAN After discussing the 2012 strategic plan, everyone agreed it should be “enhanced but not significantly changed.” Councilmembers decided the plan will be more meaningful to employees if they were recognized and included in its goals and objectives. A suggestion was made to develop a new goal stating the employees are an asset and addressing organizational performance and employee development. Because the Council favors keeping the number of goals at five, two existing goals may be combined. Councilmember Dennis Higgins suggested Goal #5 (Beautify Kent) could be combined with one of the others. Councilmembers also agreed that: a) the objectives under each goal should be updated and made more specific, measurable, and attainable; and b) performance measures should be added to the plan to help the Council track and demonstrate the City’s progress in advancing or achieving the goals. Council authorized the Mayor and MLT to propose a process to enhance the strategic plan, including a role for employees and the public to help update it. A neutral, independent consultant may be retained to facilitate this process. Mayor Cooke suggested that once the plan is revised, the vision, mission, and goals should be visible at Council meetings so that City officials are reminded of what the City is striving to achieve. Councilmembers said that the strategic plan must be “a living document.” To that end, some suggested that the Council needs to frequently reference the vision and goals, and each quarter should discuss progress in advancing the plan. 3. COUNCIL HEARS UPDATE ON STATUS OF FINANCIAL SUSTAINABILITY TASK FORCE This discussion was not intended to result in new direction from or a consensus agreement by the Council. It was an opportunity for Councilmembers to hear an update on the progress of the Financial Sustainability Task Force. Task Force Chairman Jerry Coupe, supported by Finance Director Aaron BeMiller, led the briefing. The Task Force is working to reach agreement on a set of recommendations. The members expect to present them to the Council in early May. Mr. Coupe reported that as a result of the first phase of the Task Force’s discussions, the members reached consensus that the departments, and the City in general, are well run. He also stated that the 16-member committee is highly engaged and being well served by the Finance Department staff. A few Councilmembers asked if the Task Force is comparing Kent to peer cities in the amount of revenue generated by the sales tax and how it is used, and the costs of living and conducting business. Mr. Coupe said the Task Force believes this would be useful but may not be able to get into this level of detail. Councilmember Higgins said he is doing such research, using information provided by the Municipal Research Services Center (MRSC). He will soon share it with the Council and Administration. 3 4. COUNCIL RECEIVES UPDATE ON SOUND TRANSIT EXPANSION Public Works Director Tim LaPorte briefed the Council on how the City is working with Sound Transit to implement Sound Transit 2 (ST2). He and Mayor Cooke stated that a lesson learned from working with that agency is to first form partnerships with neighboring cities before taking a position and recommending it to Sound Transit’s Board and staff. Kent has worked closely and positively with south County cities to fashion a collective position. Then the cities have made joint recommendations to Sound Transit, which Sound Transit has adopted. Kent is coordinating with Des Moines on a Letter of Intent related to ST2. The City is also working with Sound Transit on a design and development agreement for implementing ST2. Sound Transit would like this agreement finalized by the end of 2016. Kent may bring in other cities to be parties to the agreement. Sound Transit’s Board is also developing a proposal to extend service in the future. Sound Transit 3 (ST3) is expected to be on the ballot for voter approval next November. By 1 April 2016, the Board should have tentatively approved a system plan, and during that month public meetings across the region will be held. In June, the Board will finalize and adopt the plan. The South County Area Transit Board is drafting a letter supporting ST3. A key question for Kent is for how long ST3 should be financed. Councilmember Higgins asked if now is the time to advocate that Sound Transit locate the new garage that will serve commuters on part of the library parking lot. The Council asked if the search area for the garage could be expanded. Staff said that they would approach Sound Transit to see if this is possible. 5. COUNCIL AGREES TO HOLD A RETREAT ABOUT HOMELESSNESS Following a briefing by Human Services Manager Merina Hanson, the Council agreed to hold a half-day retreat this year on homelessness in Kent and South King County. Merina commented that many strategies are being implemented to address homelessness, and Kent is a leader. Evidence of Kent’s commitment and leadership is the fact that 45% of the City’s human services budget is spent on efforts to combat homelessness. But, she said, the problem continues to grow throughout the region. Councilmembers agreed that one of their priorities is developing specific strategies in the upcoming strategic planning process to solidify the importance of the issue and enable the Council to identify the outcomes that the City should achieve. The primary interests of the Council are: a) prevent homelessness; and b) take a holistic approach by integrating services that address homelessness with other human services. Councilmember Brenda Fincher also advocated for “removing the stigma of homelessness” by mixing low and higher income housing to create neighborhoods with a diversity of income levels and cultures. Derek, Merina, and other members of MLT will develop a proposal for the half-day retreat and submit it to the Council for review and comment. As the discussion drew to an end, a few people suggested that the retreat include representatives of agencies involved in the issue to provide additional insights into the problem and how they are addressing it. Daniel Malone, Executive Director of the Downtown (Seattle) Emergency Service Center, might be one such resource. 4 6. COUNCIL EXPRESSES AN INTEREST IN BALANCING THE RIGHTS OF TENANTS AND PROPERTY OWNERS With a group of Kent residents advocating more strongly for the rights of tenants, the City Council discussed their interests and those of property owners. Council acknowledged that State law provides protections to tenants that the City must enforce. The Council is not interested in restricting the rights of property owners to evict tenants who are a menace to others or who are destroying property. Council is interested in ensuring that law-abiding tenants who pay their rent on time and given sufficient notice of rent increases. Councilmembers requested the Administration monitor and keep them apprised of proposed State legislation giving cities authority to require property owners to provide 90 days’ notice when rents are increasing by a certain percentage or more. Councilmembers also expressed an interest in education; they would like to be educated, and want the public to be better educated, about the current laws that protect tenants’ and property owners’ rights. Merina suggested that this topic would be appropriate to weave into the agenda of the retreat on homelessness. 7. COUNCIL AND ADMINISTRATION SHARE INTEREST IN BEAUTIFYING KENT THROUGH STRONGER CODE ENFORCEMENT The Council and Administration share an interest in beautifying Kent. One way to achieve this interest is through existing codes. This discussion also illuminated an interest in getting residents to share the responsibility for maintaining buildings and yards so that the community is beautiful, healthy, and safe. Ben Wolters summarized what has been done to enforce existing codes to achieve these interests. The Council has provided the Administration with additional resources to enforce existing codes. Administration is working to derive greater benefits from the use of those resources. It has also restructured the Code Enforcement division to provide stronger management oversight. Finally, the City is targeting the worst 1-3 offenders by taking actions to get them to clean up their properties. Some Councilmembers voiced support for funding additional staff in Code Enforcement, including hiring additional employees to pick up litter and trash. Some also suggested the City should deal with repeat offenders more vigorously. No effort was made to reach consensus among the Council. Code enforcement is likely to be an issue addressed in both the future strategic plan and future City budgets. 8. COUNCIL DECIDES NOT TO CHANGE EXISTING POLICY ON MARIJUANA Councilmembers voiced a variety of opinions about whether or not the City should change its policies about commercial selling, warehousing, and/or distributing marijuana within Kent. At this time the Council decided to not change existing policy. COUNCIL AND MAYOR IDENTIFY MAJOR SUCCESSES OF 2015 At the end of the first day of the retreat, the Councilmembers and Mayor Cooke identified what they believe were the City’s most significant accomplishments in 2015. 5 The City paid down its debt. The Public Works Department “undergrounded” utility wires at the southern end of Central Avenue. “We effectively leveraged regional partnerships to benefit the City.” The establishment of the Financial Sustainability Task Force. The launch of the Parks and Recreation Commission. “Quiet zones” and repaving Central Avenue. Ben Wolters’ economic development team’s efforts to strengthen the City’s economy, including attracting Trader Joe’s and Amazon to Kent. How well the Council is working together. Kent’s visibility on and strong connections to regional boards and committees. The high quality of City employees, as exemplified by the recognition received by the Finance Department (CAFR Award). The Public Works Department’s quick response to the needs of the Mexican restaurant owner whose building was threatened by tree trunks uprooting not only the sidewalk, but interior floors and plumbing. The Council is working well with the Administration. “We have great department leaders, like Jeff, whose Parks Department kept playfields open, cut back blackberry bushes that were encroaching on parks, and adroitly addressed residents’ concerns and complaints.” “Our staff is achieving a lot with a little.” The effective use of the utility tax to repair roads, and the staff’s work to beautify medians, streets, and sidewalks. Tina: “All of you on the Council have been so generous to me as I begin my term.” Bill: “It starts and ends with us. The Council, Mayor, and MLT are great leaders.” This page intentionally left blank CITY COUNCIL STRATEGIC PLAN MINI-RETREAT: SESSION 1 Down Home Catering, 211 1st Ave S., Kent 98032 Saturday, July 16, 2016, 7 a.m. to 1 p.m. Council Members Present: Jim Berrios, Bill Boyce, Tina Budell, Brenda Fincher, Dennis Higgins, Dana Ralph; Les Thomas, absent Mayor: Suzette Cooke Mayor’s Leadership Team: Finance Director Aaron BeMiller, City Attorney Tom Brubaker, IT Director Mike Carrington, HR Director Marty Fisher, Public Works Director Tim LaPorte, Interim Parks Director Garin Lee, CAO Derek Matheson, Chief Ken Thomas, Economic & Community Development Director Ben Wolters, Court Administrator Margaret Yetter Facilitator: Dr. Chris Gilbert, NobleEdge Consulting LLC Consultant: Dr. Steven Thomson, Steven Thomson Consulting Group LLC Council Administrative Assistant: Jennifer Hays The meeting was called to order by Bill Boyce at 7:30 a.m. 1. ROLL CALL. All participants introduced themselves with emphasis on position and tenure at City. 2. PURPOSE. Facilitator Dr. Gilbert presented an overview of key concepts in strategic planning. Strategic Planning and Refresh is focused on answering three questions: Where are we today? Where do we want to be? How do we get there? Consultant Dr. Thomson presented a summary of key findings on the state of the current strategic plan based on prior individual interviews with the Retreat participants. x Group assessment of current Strategic Plan o There is very broad, substantial degree buy-in to the current plan. o It is timely to review the current Strategic Plan. o The plan has not driven action on a consistent basis. o The current plan is too visionary and doesn’t help with choices. o There needs to be a stronger emphasis on communicating the Strategic Plan with the public. Some respondents felt the public should be engaged in making the next Strategic Plan. City Council Strategic Plan Mini-Retreat: Session 1 Minutes July 16, 2016 Page: 2 x Key topics for consideration through next planning process: o Current major policy issues – topics in annual retreat, but not the focus for strategic planning o Capital versus operating budgets o Employee morale, motivation and retention o Strategic direction to service departments: HR, IT, Finance, Legal. 3. WHERE DO WE WANT TO BE? KENT: 2026 CITY OF THE DECADE AWARD. Visioning exercise introduced by Dr. Gilbert. Some of the key themes surfaced by this exercise include: x Communication x Connectivity to People and Places x Funding sustainability x Innovative government 4. GOAL DEVELOPMENT. Each table of participants was tasked with developing a title and description for a new goal: x Connect Our Communities x Sustainability x Innovative Government x Beautiful Neighborhoods and Urban Centers The group agreed to allow the facilitator and the consultant to take ideas generated through this process, weave them together, edit themes, and bring results back to the group at Mini-Retreat Session 2 for review and ratification. 5. OBJECTIVE DEVELOPMENT. Dr. Gilbert presented the standard of SMART objectives with examples: specific, measurable, achievable, relevant to the goal, and time bound. Each table of participants drafted at least one SMART objective relevant to the goal they had presented to the plenary group. 6. STRATEGIC PLAN MINI-RETREAT: SESSION 2 HOMEWORK. Dr. Gilbert asked participants to draft an additional SMART objective that will be brought back to the group for the second session. 7. SESSION FEEDBACK. Dr. Gilbert asked participants for feedback. 8. OTHER NOTES ACCUMULATED. x Add themes to list of values? o Trust, Pride, Service x Some themes for potential refresh of Mission Statement x 7.2.1 Public trust, pride of employment, pride of residency, sustainable growth, inspiring, welcoming city, safety, team work City Council Strategic Plan Mini-Retreat: Session 1 Minutes July 16, 2016 Page: 3 9. STRATEGIC PLAN MINI-RETREAT: SESSION 2. x Down Home Catering, 211 1st Ave S., Kent 98032 x Saturday, August 13, 7:00 a.m. to 3:00 p.m. The meeting was adjourned at 1:00 p.m. by B. Boyce. This page intentionally left blank CITY COUNCIL STRATEGIC PLAN MINI-RETREAT: SESSION 2 Down Home Catering, 211 1st Ave S., Kent 98032 Saturday, August 13, 2016, 7 a.m. to 3 p.m. Council Members Present: Jim Berrios, Bill Boyce, Tina Budell, Brenda Fincher, Dennis Higgins, Dana Ralph; Les Thomas, absent Mayor: Suzette Cooke Mayor’s Leadership Team: Finance Director Aaron BeMiller, IT Director Mike Carrington, HR Director Marty Fisher, Public Works Street Superintendent Bill Thomas, Parks Interim Co-Director Merina Hansen, CAO Derek Matheson, Chief Ken Thomas, Economic & Community Development Deputy Director Curt Hanson, Court Administrator Margaret Yetter, and Communications/Public Affairs Manager Michelle Wilmot Facilitator: Dr. Chris Gilbert, NobleEdge Consulting LLC Consultant: Dr. Steven Thomson, Steven Thomson Consulting Group LLC Council Administrative Assistant: Jennifer Hays The meeting was called to order by Bill Boyce at 7:30 a.m. 1. ROLL CALL. x All participants introduced themselves. x Facilitator Dr. Chris Gilbert presented a review of the purpose of strategic planning, ground rules and expectations, and reviewed accomplishments from Retreat 1. x Over the course of the day, Dr. Gilbert introduced the distinctions among the concepts of Critical Success Factors, Barriers, and Strategies to assist the process of developing the Strategic Plan. 2. VISION AND MISSION. x The Vision and Mission statements developed by Dr. Gilbert based on Retreat 1 consultation were reviewed and adjusted. 3. GOAL STATEMENTS. x Table groups were formed to review the Goal statements developed by Dr. Gilbert based on Retreat 1 consultation. Adjustments to statements were proposed the table groups and ratified by the group as a whole. City Council Strategic Plan Mini-Retreat: Session 2 Minutes August 13, 2016 Page: 2 4. OBJECTIVES. x Table groups reviewed the draft SMART objectives prepared in Retreat 1 and those submitted by department heads between Retreats. Their edited versions of these objectives were presented and ratified by the group as a whole. x Dr. Gilbert led an exercise to assess the objectives from the current Strategic Plan to categorize them as o Objectives to be refined and reorganized under the new Goals. o Strategies, Critical Success Factors, or Barriers that could be reorganized under the new Goals. o Discard: Completed, currently unachievable, irrelevant or inappropriate x Table groups took ideas from current strategic plan assigned to their Goal and recast them as SMART objectives as they saw fit. The results of their work were presented the group as a whole and edited or ratified. 5. RESULTS. x The group agreed to allow Dr. Gilbert and Dr. Thomson to take their work and make additional adjustments to help separate objectives from strategies. x The content of the refreshed Strategic Plan will be brought before a future Council meeting for formal adoption. 6. HOMELESSNESS. x Council and staff discussed a draft Strategy Framework for Kent’s approach to homelessness and affordable housing within the regional system. The City of Kent is committed to working toward collaborative solutions for homelessness by working with All Home, the Sound Cities Association, and other jurisdictions in South King County and the region. Strategies addressing homelessness should be informed by local community needs, but also by national best practices, and other local and regional policy documents. The continuing trend of low vacancy rates and increasing rent costs will lead to ongoing challenges, both in Seattle and the surrounding communities. Staff discussed the impact of these housing challenges and the ongoing widespread discussions regarding how cities can ensure long term affordability and quality housing. While rent control is expressly prohibited in Washington State, Council discussed other tenant protection options and directed staff to further research the cost and the pros and cons of those strategies. The meeting was adjourned at 3:00 p.m. by B. Boyce. Kent is a safe, connected and beautiful city, culturally vibrant with richly diverse urban centers. The City of Kent is dedicated to building a thriving, sustainable, and inclusive community through innovative leadership, inspired teamwork, and unwavering devotion to responsibly advancing our quality of life. Kent’s Vision Mission Goals Innovative Government Authentic Connectivity and Communication Thriving Neighborhoods and Urban Centers Sustainable Funding Inclusive Community This page intentionally left blank 1 STRATEGIC PLAN Current Status x Created a strategic plan workgroup o The workgroup has representation from all departments o The workgroup assists with coordinating staff involvement x Identified five strategic plan goal area teams o Goal One: Innovative Government HR is the lead department Comprised of staff from HR, IT, and Comm. o Goal Two: Authentic Connectivity and Communication Communication / Mayor’s Office is the lead Comprised of staff from: Comm., and PW o Goal Three: Thriving Neighborhoods and Urban Centers ECD is the lead department Comprised of staff from: ECD, Comm, and Parks o Goal Four: Sustainable Funding Finance is the lead and staff o Goal Five: Inclusive Community Comm. Is the lead Comprised of staff from Comm., HR, and PD x Consulted with Darrell Damron and the Washington State DES to develop a strategic deployment effort x Using a strategy mapping process to activate the strategic plan o Presenting an overview of strategy mapping to the strategic planning workgroup on 1/31 and 2/2 Next Steps x Schedule meetings to tie goals to department strategies o Define the processes that support the strategies o Identify relevant process and outcome measures x Establish a strategic plan goals monitoring process once strategy mapping has been deployed 2 PROCESS IMPROVEMENT Current Status x Developed Lean training o Lean Basic Training for all staff (2 half days) Conducted four sessions o Lean Leadership Basic for managers and supervisors (4, 2 hour sessions) One session underway and a second scheduled for February x Facilitated / facilitating projects o HR onboarding process o PW Training Room 5S o Legal Green Sheet process o PW Right of Way Mowing and Spraying Process x Kent will be co-hosting a Lean event with the City of Renton in late April o Developed in conjunction with Larisa Benson and the UW Lean Program Next Steps x Continue to develop a culture of process improvement and problem solving through more advanced and targeted trainings x Implement a management system that borrows from Lean management principles and techniques x Look for ways / opportunities to raise Kent’s profile in the process improvement arena x Continue to identify staff who can become Lean Leaders throughout the organization 3 PERFORMANCE MEASURES Current Status x Developing performance measures is done in conjunction with strategy mapping x We are looking at potential models for a performance measures “dashboard” that can be used to enter and display performance measures x A workgroup has looked at how measures will fit into the strategic planning and budgeting process o Different types of measures: workload measures for budgeting; outcome measures for strategic planning x Establishing a language around measures so that they are a “learning” tool so that teams can use them to identify areas for improvement x Developing a culture where measures are useful rather than seen as a tool for punishing staff, programs or departments o Measures help departments “tell the story” of how they are progressing Next Steps x Develop an “infrastructure” that will support the collection, analysis and display of measures x Develop a monitoring system that provides meaning and an opportunity for departments to utilize measures in a way that will help them improve targeted, systems, processes and / or operations This page intentionally left blank MARIJUANA LAWS - WA COMPARED TO KENT Council Retreat – February 2017 Washington State Kent Recreational MJ Laws that Apply to Individuals x The private possession of 1 oz. or less of MJ is not illegal x Consumption of MJ in public is a civil infraction ($100) x Possession of more than 1 oz. up to 40 oz. of MJ is a misdemeanor (mandatory 24 hrs. jail) x Possession of more than 40 oz. of MJ is felony x Delivery of MJ, and possession of MJ with intent to deliver, (outside of WA’s commercial regulation of MJ) is felony x Growing MJ outside of WA’s commercial regulation of MJ or medical MJ system is felony x DUI to drive under the influence of MJ or with 5ng of THC in blood x Currently, individuals may not grow MJ for recreational use. HB 1092, currently before the Legislature, would allow a person to grow 6 plants for recreational use, with a max of 12 plants in a single household. x Kent adopts state laws x Kent Police enforce laws x City prosecutors only have authority to prosecute infractions and misdemeanors x Felony cases are referred to King County Prosecutor Medical MJ Laws that Apply to Individuals x Those entered in WA’s voluntary patient database may possess: 3 oz. of useable MJ; 48 oz. of MJ-infused product in solid form; 216 oz. of MJ-infused product in liquid form; or 21 gm. of MJ concentrates. x Qualifying patients entered in WA’s voluntary patient database may grow, at home, up to 6 plants for personal use and possess up to 8 oz. of useable MJ produced from the plants; provided, a health care professional may authorize up to 15 plants, yielding up to 16 ounces of usable marijuana for the personal use of the patient. x Qualifying patients not entered into the patient database may grow, at home, up to 4 plants for personal use and possess up to 6 oz of useable marijuana in his or her house. x A designated provider (caregiver) over the age of 21 may engage in the above activities on behalf of a qualifying patient. x Kent adopts state laws x Violations of state laws relating to medical MJ may constitute misdemeanors that may be prosecuted by the City. x Kent has no land use laws that prohibit individual at- home medical MJ grows. It has been, and continues to be, the opinion of the City Attorney’s Office that at-home medical MJ grows are not a proper subject of land use regulation. MRSC agrees with this opinion. MARIJUANA LAWS - WA COMPARED TO KENT Council Retreat – February 2017 Medical MJ Cooperatives x WA permits the formation of medical MJ cooperatives to grow MJ. (RCW 69.51A.250) x Up to 4 qualified patients (or their designated providers) may participate in co-op x Co-op may contain up to 60 plants and 72 oz. of useable MJ x Members must be over the age of 21 and registered in WA’s voluntary patient database x Co-ops must register with WSLCB x Members may only be a member of one co-op x MJ produced in the co-op may only be used by co-op members or patents they provide for x Co-op must be located in home of member x There can only be one co-op per tax parcel x Co-ops are not permitted within 1,000 feet of schools, playgrounds, recreation centers, daycare centers, or any facility restricted to people 21 years or older or where prohibited by city ordinance x These co-ops replaced “collective gardens” which were prohibited by the Council x State law specifically permits cities to prohibit MJ co-ops through land use regulations in some or all of its zoning districts x Kent prohibits medical MJ co-op land uses per KCC 15.08.500. x A violation of Kent’s ordinance is a land use violation enforced through: (1) code enforcement action; (2) civil action (injunction) in superior court; or (3) criminal charges. Options for Kent x Kent may amend its zoning code to allow medical MJ co- ops in some or all zoning districts in the City. Keep in mind that a co-op must be located in the home of a co-op participant. Thus, if the Council wishes to allow for co- ops, they will be located in zoning districts that allow residential development (single family, multifamily, urban center, mixed use, etc). The Council may allow the co-ops in some districts that allow residential development and not others. Commercial Production, Processing, and Retail Sale of Recreational and/or Medical MJ x The WSLCB regulates the production, processing and retail sale of recreational and, since July 1, 2016, medical marijuana. x Cities are permitted to exercise zoning authority to determine where MJ land uses are located, and may prohibit MJ uses outright. x Per state law, MJ producers, processors and retailers must be located at least 1,000 feet (measured from straight line distance) from an: elementary or secondary school; playground; recreation facility; child care center; public park; public transit center; library; or game arcade. Cities may reduce the 1000 foot buffer to 100 feet except for elementary and secondary schools or playgrounds. x The WALCB will not issue licenses for properties used as a residence because of the need to inspect locations without a x Kent prohibits land uses relating to the commercial production, processing and sale of recreational or medical MJ per KCC 15.08.500. x A violation of Kent’s ordinance is a land use violation enforced through: (1) code enforcement action; (2) civil action (injunction) in superior court; or (3) criminal charges. Options for Kent x Kent may amend its zoning code to allow the commercial production, processing and sale of recreational and/or medical MJ in some of all zoning districts in the City. These options may include: MARIJUANA LAWS - WA COMPARED TO KENT Council Retreat – February 2017 Commercial Production, Processing, and Retail Sale of Recreational and/or Medical MJ (continued) warrant. (WAC 314-55-015(5)). x As noted, beginning July 1, 2016, medical MJ sales were combined with the recreational MJ industry. o The cumulative 75% tax on the production, processing and sale of recreational MJ was eliminated and replaced with a flat 37% MJ excise tax. o Medical MJ sales are exempt from the recreational MJ excise tax. x The result is that a recreational MJ retail store with a medical MJ endorsement will be permitted to sell medical MJ. The medical MJ sales will be exempt from the 37% MJ excise tax. x A portion of the 37% recreational MJ excise tax is shared with jurisdictions “where licensed marijuana retailers are physically located.” The share is proportional to the amount of MJ excise taxes generated in the jurisdiction. (RCW 69.50.540) x Washington currently has 364 recreational MJ stores with medical MJ endorsements. 42 other endorsements are pending. x Allow production or processing or retail sales. There is no requirement that a city allow all of these land uses. The City can allow one, two, or three of these uses. From a practical standpoint, there are really three options: o Don’t allow any MJ land use; o Allow all three of these MJ land uses; o Allow producing and processing but not retail sales (note the City will not receive a share of the state MJ tax); or o Allow retail sales, but not production and processing. x Allow one or more uses in alternate zones (e.g. allowing production and processing in commercial districts, and retail sales in retail oriented districts). This page intentionally left blank Steven Freng, Psy. D., MSW Prevention/Treatment Manager Northwest High Intensity Drug Trafficking Area (NW HIDTA) Steven Freng currently serves as the Prevention/Treatment Manager for the Northwest High Intensity Drug Trafficking Area (NW HIDTA), a region of fourteen counties within Washington State that has been designated by the White House Office of National Drug Control Policy for special law enforcement and chemical dependency initiatives. The programs under his direction focus on several areas, including the operations and evaluation of Drug Courts in ten of the NW HIDTA counties. NW HIDTA resources under his management also support substance abuse prevention projects throughout the region -- each based on active collaborations with law enforcement agencies and variously emphasizing innovative service strategies, public education activities and neighborhood resource development – as well as public education programs, research, and technology development activities. Dr. Freng has attained a 40-year career as a chemical dependency professional in clinical, managerial and policy-related capacities. His experience has included counseling and supervision, program design and administration, and service as the King County Alcohol and Drug Coordinator/Division Manager of the Seattle-King County Division of Alcoholism and Substance Abuse Services. As President of Community Network Services, Inc., he is also active as an independent clinician, trainer and international consultant. Dr. Freng serves on a variety of local and regional boards and panels, is active in legislative efforts, and has acquired directorial and investigatory expertise in research and service demonstration projects. This page intentionally left blank Alison Wassall, MA Criminal Intelligence Analyst Northwest High Intensity Drug Trafficking Area (NW HIDTA) Alison Wassall is employed as a Criminal Intelligence Analyst for the Northwest High Intensity Drug Trafficking Area (NW HIDTA), a region of fourteen counties within Washington State that has been designated by the White House Office of National Drug Control Policy for special law enforcement and chemical dependency initiatives. The focus of her position is to document impacts and consequences throughout the state resulting from or associated with the legalization of recreational marijuana. The goals of her research are to provide an overview of the regulatory environment and the available body of research and literature in order to produce a descriptive snapshot of the state in a comprehensive report. Collaborations with various law enforcement agencies, public health organizations, and state and local entities have been instrumental in accomplishing this task. Ms. Wassall’s career focus to date has entailed various aspects of the enforcement of local, state and federal laws. She has interned with the Puyallup Police Department and the U.S. Coast Guard Investigative Service before joining the NW HIDTA in April of 2015. She received a Bachelor’s Degree in Law and Justice as well as a Bachelor’s Degree in Psychology from Central Washington University. She then received her Masters of Arts in Criminal Justice from Seattle University in June of 2015. Ms. Wassall also participates in meetings throughout the state on marijuana policy and legislation, and has traveled out of states to discuss early industry trends and developments within Washington State. This page intentionally left blank Jim Doherty Legal Manager MSRC Jim Doherty joined MRSC in July 1993. He has a B.A. degree from Wheeling Jesuit University, an M.A. degree from St. John's College in Santa Fe, and his J.D. degree from Lewis and Clark Law School in Portland. In addition to clerking in two Oregon city attorney offices, Jim has been an assistant city attorney for two Washington cities. His legal career also includes stints as a public defender, private attorney, legislative counsel and assistant attorney general. The latter two positions were with the Government of American Samoa, in the South Pacific. This page intentionally left blank Erin James, PPM III Outreach Marijuana Prevention Coordinator King County Public Health Erin James has worked in the substance abuse prevention field for over five years. She started her work at the local community level in Quincy, Washington, where she managed a Drug Free Communities (DFC) grant for the Quincy Communities That Care coalition for two years. While in Quincy, Erin wrote the second (years 6- 10) DFC grant and was successful in securing $625,000 of DFC funding for the high-need community. Erin has graduated from the Community Anti-Drug Coalitions of America (CADCA) National Coalition Academy and has continued furthering her knowledge and experience in the substance abuse prevention field. Erin worked for the State at the Division of Behavioral Health and Recovery where she managed up to 11 Community Prevention and Wellness Initiative (CPWI) communities, seven Native American Tribes implementing prevention plans, planned state and national prevention conferences for youth and adults (Spring Youth Forum, Prevention Summit, 2015 National Prevention Network), supported state-wide opiate prevention efforts, and helped communities and tribes develop marijuana prevention plans using I-502 Dedicated Marijuana Account funding. Erin has her Certified Prevention Professional certification (CPP) and has been focusing her efforts on opioid and youth marijuana prevention as part of the prevention team at King County Behavioral Health and Recovery Division since April 2016. This page intentionally left blank Joanna Eide Policy and Rules Coordinator Washington State Liquor and Cannabis Board Joanna Eide joined the Washington State Liquor and Cannabis Board as the Rules and Policy Coordinator in January of 2016. She primarily works in the development of cannabis rules and policy for the Board. Joanna came to the WSLCB from the Washington Department of Fish and Wildlife where she served as the Criminal Justice Liaison/Rules Coordinator. She has extensive experience in rule making, legislative work, and policy development gained from years of public service with the state and previous employment with the King County Executive Office and the Washington State Senate. Joanna received a law degree with dual emphases in Natural Resources/Environmental Law and Native American Law from the University of Idaho College Of Law, and a BA in Political Science from Western Washington University. This page intentionally left blank House Bill 2136: Comprehensive marijuana market reforms Association of Washington Cities awcnet.org 360.753.4137 pg. 1 House Bill (HB) 2136 is the Legislature’s first effort to amend Washington’s recreational marijuana law. Among its numerous provisions, HB 2136 restructures the recreational marijuana tax structure, provides for local revenue sharing and flexibility, and clarifies many of the provisions of the original law. HB 2136 was signed into law by Governor Jay Inslee on June 30, 2015. Taxation Restructures the marijuana excise tax by collapsing it into one 37% excise tax collected at the final retail point of sale of marijuana products. Establishes a sales tax exemption for qualifying medical marijuana patients. (This is an exemption for the state and local sales tax but does not include an exemption from the marijuana excise tax.) Local flexibility Allows for local flexibility to reduce the current 1,000 foot buffer. Cities can adopt a buffer of between 100 and 1,000 feet from certain uses. The 1,000 foot buffer is still required for schools and playgrounds. Other provisions x Renames the Liquor Control Board to the Liquor and Cannabis Board. x Clarifies "public place" in provisions that prohibit the consumption of marijuana in a public place. x Modifies marijuana retailer signage requirements to no more than two signs no larger than 1,600 square inches. x Allows a marijuana business to use a common carrier to transport marijuana if the carrier is licensed by the LCB. x Subjects medical marijuana cooperatives created by SB 5052 to buffer distances similar to marijuana licensees. Revenue sharing HB 2136 provides revenue sharing with cities and counties. The revenue sharing is set up as follows: 2015-2017: x At least $12 million is to be provided for distribution to cities and counties in the budget that is adopted for 2015-2017. Of that $12 million, $6 million shall be distributed in FY 2016 and $6 million in FY 2017. x In 2015-2017 counties will receive 60% and cities 40%. Distributions will be based on the taxable sales of the jurisdiction. For cities, only jurisdictions containing retail sales will receive funding. 2017-2019 and beyond: Once the state’s General Fund has received $25 million in marijuana excise tax revenue, then 30%, or up to a maximum of $20 million per year, will be distributed to cities and counties. x 30% must be distributed to counties, cities, and towns where licensed marijuana retailers are physically located. Each jurisdiction must receive a share of this revenue distribution based on the proportional share of the total revenues generated from the licensed marijuana retailers physically located in each jurisdiction. x 70% must be distributed to counties, cities, and towns on a per capita basis. Counties must receive 60% of the distribution, which must be disbursed based on each county's total proportional population. Funds may only be distributed to jurisdictions that do not prohibit the siting of any state licensed marijuana producer, processor, or retailer. x The total share of marijuana excise tax revenues distributed to counties and cities may not exceed $15 million in fiscal years 2018 and 2019 and $20 million per fiscal year thereafter. House Bill 2136: Comprehensive marijuana market reforms Association of Washington Cities awcnet.org 360.753.4137 pg. 2 2017 and beyond – Marijuana revenue distributions 70%30% 60% Counties 40% Cities Based on physical retail location & total revenues generated Money shall be distributed based on a proportional share of the total revenues generated in the individual jurisdiction Per-capita basis Based on the total proportional population Senate Bill 5052: The Cannabis Patient Protection Act Association of Washington Cities awcnet.org 360.753.4137 pg. 1 On April 24, 2015, Governor Jay Inslee signed into law SB 5052, the cannabis patient protection act. The act establishes a medical marijuana oversight body, guidance for rules and regulation, licensing, and defines cooperatives and personal grows. The law has various enactment dates over the course of the next year and a half. Oversight SB 5052 establishes the Liquor Control Board as the regulatory agency overseeing medical marijuana, and renames the board the Liquor and Cannabis Board (LCB). Regulation Medical use of marijuana is regulated through the same structure as provided through Initiative 502 (legalization of recreational marijuana). The LCB shall adopt comprehensive rules and regulations similar to that of the recreational market to regulate the medical marijuana market. To qualify for the “medical use” of marijuana, the terminal or debilitating conditions must be severe enough to significantly interfere with activities of daily living and must be able to be objectively assessed and evaluated. A voluntary medical marijuana authorization database is created. Qualifying patients and designated providers who do not sign up for the database may grow marijuana for their medical use but are limited to four plants and six ounces of useable marijuana. They are provided an affirmative defense to charges of violating the law on medical use of marijuana. Those who do register in the database may grow up to 15 plants for medical use, are provided arrest protection, and may possess a combination of the following: x Forty-eight ounces of marijuana-infused product in solid form; x Three ounces of useable marijuana; x Two hundred sixteen ounces of marijuana- infused product in liquid form; or x Twenty-one grams of marijuana concentrates. Licensing Marijuana retail establishments may apply for a medical marijuana endorsement through the LCB. The endorsement may be issued concurrently with the retail license and medical marijuana–endorsed stores must carry products identified by the Department of Health (DOH) as beneficial to medical marijuana patients. DOH must also adopt safe handling requirements for all marijuana products to be sold by endorsed stores and must adopt training requirements for retail employees. The LCB must reopen the license period for retail stores and allow for additional licenses to be issued in order to address the needs of the medical market. The LCB must establish a merit based system for issuing retail licenses. x First priority must be given to applicants that have applied for a marijuana retailer license before July 1, 2014, and who have operated or been employed by a collective garden before November 6, 2012. x Second priority must be given to applicants who were operating or employed by a collective garden before November 6, 2012 but who have not previously applied for a marijuana license. Use by minors Minors may be authorized for the medical use of marijuana if the minor's parent or guardian agrees to the authorization. The parent or guardian must have sole control over the minor's marijuana. Minors may not grow marijuana, nor may they purchase from a retailer, but they may enter the premises of a medical marijuana retailer if they are accompanied by their parent or guardian who is serving as the designated provider. Patients who are between ages 18 and 21 may enter medical marijuana retail outlets. Cooperatives and personal grows Those who are registered in the medical marijuana database may grow marijuana in their domicile. No more than 15 plants may be grown in a housing unit, unless the housing unit is the location of a cooperative. No plants may be grown or processed if any portion of the activity may be viewed or smelled by the public or the private property of another housing unit. Senate Bill 5052: The Cannabis Patient Protection Act Association of Washington Cities awcnet.org 360.753.4137 pg. 2 The provision authorizing collective gardens is repealed, effective July 1, 2016. In their place, four member cooperatives are permitted. A maximum of 60 plants (15 plants x 4 members) may be grown at the cooperative location. Qualifying patients or designated providers may form a cooperative and share responsibility for acquiring and supplying the resources needed to produce and process marijuana only for the medical use of members of the cooperative. No more than four qualifying patients or designated providers may become members of a cooperative under this section and all members must hold valid recognition cards. All members of the cooperative must be at least 21 years old. The designated provider of a qualifying patient who is under 21 years old may be a member of a cooperative on the qualifying patient's behalf. Cooperatives may not be located within one mile of a marijuana retailer and they must be registered with the LCB. If a member of the cooperative leaves, he or she must notify the LCB within 15 days of the date he/she ceases participation. Additional qualifying patients or designated providers may not join the cooperative until 60 days has passed. Cooperatives may not sell, donate or otherwise provide marijuana to a person not participating in the cooperative. The location of the cooperative must be a domicile of one of the participants. Only one cooperative may located per domicile. The LCB may adopt rules regulating cooperatives, including a seed to sale traceability model that is similar to the model in the recreational market. The LCB or law enforcement may inspect a cooperative. Local authority Cities, towns, counties, and other municipalities may create and enforce civil penalties, including abatement procedures, for the growing or processing of marijuana and for keeping marijuana plants beyond or otherwise not in compliance with the rules and regulations of cooperatives. Enactment July 24, 2015, except for the following: Immediately: x Contracting with an entity to create, administer and maintain the patient database. x Exempting disclosure of records in the database, including patient names and personally identifiable information. x The LCB conducting controlled purchase programs to ensure marijuana is not being sold to minors, minors are not selling marijuana in retail and medical establishments and whether collective gardens and cooperatives are providing minors with marijuana. July 1, 2016 x Minors, between the ages of 18-20, with recognition cards may begin buying medical marijuana. x The amount of marijuana medical patients may acquire goes into effect. x Health care professionals may begin authorizing qualifying patients under the age of 18 to use medical marijuana. Their parent or guardian shall act as their designated provider. x Various provisions related to the security of the medical marijuana authorization database. x Criminal protections for the medical use of marijuana. x Group cooperatives are allowed. x Collective gardens are eliminated. x Allowing minors who are eligible to consume medical marijuana on school grounds. “Unconfusing” Marijuana Tax Distribution October 24, 2016 by Jim Doherty Category: Revenues, Recreational and Medical Marijuana I suspect that only those who enjoy accounting can easily understand RCW 69.50.540, the statute that provides the details on marijuana excise tax appropriations and distributions. Here’s my attempt to provide a compressed, simplified version of the statute. Background The state excise tax on retail sales of marijuana was significantly changed in 2015 by amendments made to RCW 69.50.535. There is now a 37% state excise tax on all retail sales made at state-licensed marijuana stores. That excise tax revenue is increasing in a very dramatic fashion. For example, according to the Liquor and Cannabis Board’s (LCB) October 17, 2016 “Weekly Marijuana Report,” retail sales of marijuana are in excess of $4,300,000 per day. Just a few months ago, retail sales were around $3,000,000 per day. Two significant factors fueled this rapid increase: 1. The prohibition of what used to be called “medical marijuana dispensaries”(as of July 1 all sales of both recreational and medical marijuana must be done at licensed stores); and 2. The drop in per gram prices at retail stores dramatically reduced illegal sales (hard data on that is hard to come by, but that’s what I’ve heard). If you do the math on the per day marijuana excise tax obligation, it comes to over $1,500,000 per day. That’s a big chunk of change for a state that will be struggling with significant revenue issues during the coming legislative session, including state funding of public education. Impact on Local Governments st The good news is that cities and counties share in the state marijuana excise tax revenue. The bad news is that even though the marijuana tax revenue is rising, RCW 69.50.540(2)(g)(iv) caps the amount shared by cities and counties at $15 million for fiscal years 2018 and 2019, and $20 million per fiscal year thereafter. Assuming—conservatively—that the per day marijuana excise tax obligation remains approximately $1,500,000 per day, that means that the state should be collecting nearly $550,000,000 in marijuana excise tax revenue per year by 2018, and that amount could be even more if retail sales continue to increase so dramatically. Revenue Sharing The city and county share of the state marijuana excise tax revenue is split as follows: • 30% to cities and counties where marijuana retailers are located—with the distribution based on sales from within each jurisdiction; and • 70% to cities and counties on a per capita basis, with counties receiving 60% of this portion (funds can only be distributed to local governments that do not prohibit the siting of state-licensed marijuana producers, processors, or retailers). Counties, cities, and towns can use the MRSC State Shared Revenue Estimator to review the projected amount that each jurisdiction will be receiving from the local government share of marijuana excise tax revenue during the coming year. State Use of Marijuana Excise Tax Revenue There are a slew of provisions within RCW 69.50.540 that set out the annual state expenditures of marijuana excise tax revenue, including: • $125,000 to the Department of Social and Health Services (DSHS) for a survey (conducted at least bi-annually) on youth and family attitudes toward marijuana use and related behavior; • At least $1,250,000 to the LCB for administration; • During fiscal year 2016, $23,750 to the state Building Code Council for provisions related to marijuana processing and extraction facilities; • A minimum of $25,500,000 to DSHS’s division of behavioral health and recovery aimed at prevention and reduction of maladaptive use of substances; • $1.6 million dollars to the University of Washington and Washington State University for research on the short and long term effects of marijuana use; • 50% of the balance to the state basic health plan; • 5% of the balance to the Washington State Health Care Authority to be expended exclusively through contracts with community health centers; and • A minimum of $511,000 to the Superintendent of Public Instruction to fund grants to building bridges programs. Future Appropriations? © 2015 MRSC of Washington. All rights reserved. Privacy & Terms. About Jim Doherty Jim has over 20 years of experience researching and responding to varied legal questions at MRSC. He has special expertise in transmission pipeline planning issues, as well as the issues surrounding medical and recreational marijuana. VIEW ALL POSTS BY JIM DOHERTY Keep in mind that as the revenue grows, so do the needs of state and local governments. The marijuana excise tax is one of the few new taxes in recent years—and it is certainly a standout in regard to the rate of growth. There will be ongoing discussions at the Legislature regarding how the marijuana revenue is distributed, and your local government associations will be at the Legislature representing your interests. Have a question or comment about this information? Have another topic you’d like to see a blog post discuss? Let me know below or contact me directly atÁjdoherty@mrsc.org. Comments 0 comments on “Unconfusing” Marijuana Tax Distribution Blog post currently doesn't have any comments. 1/25/2017http://mrsc.org/Home/Stay-Informed/MRSC-Insight/October/Unconfusing-... 6HH$SSHQGL[$6HH$SSHQGL[% KWWSOFEZDJRYPDUMGDVKERDUG 6HH$SSHQGL[&6HH$SSHQGL[' 6HH$SSHQGL[( 6HH$SSHQGL[) KWWSZVOFEPDSVDUFJLVFRPDSSV9LHZLQGH[KWPO"DSSLG DEDEGDDDDHDFDDFDD "QQFOEJY"3FUBJM-PDBUJPOT "QQFOEJY#1SPEVDFS1SPDFTTPS-PDBUJPOT "QQFOEJY$ "QQFOEJY% "QQFOEJY& "QQFOEJY' This page intentionally left blank Agency Objective Created a tightly controlled and regulated marijuana market that reduces youth access and limits the black market Key Elements • Legalized system of producing, processing and retailing marijuana for adults age 21 and older • Decriminalizes possession of one ounce of marijuana – One ounce of useable marijuana for smoking – Seven ounces marijuana concentrate/extract for inhalation – 16 ounces in solid form – 72 ounces in liquid form • Creates three-tier system of licensing, regulation and taxation similar to alcohol – Producer license (grower) – Processor license (prepares for retail) – Retail license (operates marijuana only stores) • Taxation – Imposes excise tax rate of 37 percent on final marijuana sales • Public Safety and Education – Establishes a THC bloodstream threshold for marijuana DUI’s – Limits on store locations, advertising and number of outlets – Earmarks revenue for healthcare, research and education Licensing Requirements • Criminal history investigation - All parties, including spouses - FBI background checks • Financial background investigation - Identifies source of funds • Six-month residency requirement - Entity must be formed in Washington State - Demonstrate at time of application • Property must be more than 1,000’ from: schools, child care centers, transit centers, game arcades, libraries, playgrounds, public parks. • Local governments may allow in ordinance a reduction in the 1000-foot buffer requirements to 100 feet around all entities except elementary and secondary schools and public playgrounds. Traceability System A robust and comprehensive software system that traces product from start to sale. Licensees must report significant milestones and changes to the LCB’s traceability system which allows the LCB to monitor and track any plant or product at any time. Licenses x Producer/Processors 1,252 total x Retailers 472 Medical x Medical Endorsements 88 percent of stores have an endorsement x Total cards 16,598 x Consultants 479 active stores o Issued 706 Sales x Total sales since July 2014 $2.06 billion x Average daily sales $4.3 million x Average price per gram $8.11 Revenue x Total revenue since July 2014 $407 million x Projection (on target) $1.2 billion by FY 2020 !"# !" ! #$ #$#%$#% #$#&$#%'()* !%! + ",, - # ./#0 , , " ", 1," , ,", " , 2#3 %/, , ,,45 6 2.3 , 1 1,, ,," 7 8 ", , , , ,9 " , , ,", ,, ", 45 ": &&'&& ()&') &%* ;,"""", ,"" "&" , <!" =, < 8 77"<: 8 : 8 6 !" > ?????????????????????? @:@:#/&& # & A, "#" =8 8 77" %!!;, B"2%0C%#.&3 %#+, "4 , B 47 : 7 , ,, , , 1," , ,, " , 9 , " , 5,"B, , , " , " " ,, 1," , ,",, " ;, "A , , ,, , , , ,, " ,9D E/. 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" ;,J B 9 , 7 4 ;,< ) 87" 2B3 :8 A , 2B,3!84 =D)+) ,!'!,J @:@:#/&& F General Fund Fiscal Cliff Discussion Notes Annex Sales Tax Credit 5,000,000 Expires June 30, 2020 State Shared Revenues 6,465,000 Fire Insurance Premium Tax 225,000 11,690,000 Equates to 12.4% of the proposed 2017 GF expenditures budget of $94.4m PropTax-Banked Capacity ≈6,000,000 Sales Tax- GF/CRF Split 1,700,000 To offset reduced debt service beginning 2020 1,200,000 Reduced by $500k proposed use beginning 2017 200,000 2018 GF balanced with CRF Sales Tax Trans Benefit District 1,660,000 Vehicle Tabs - Council 2% Int Utility Tax-continue 1,300,000 Anticipated sunset in 2020, continue revenues 7,500,000 Potential GF Funding Gap 4,190,000 Trans Benefit District 2,460,000 @ 1/10 of 1% Sales Tax - Voter General Fund - Fiscal Cliff Items General Fund - Funding Options This page intentionally left blank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§0LOOLRQ 6LJQLILFDQWGDWDHVWLPDWHVZHUHXVHGWRDSSUR[LPDWH WKHLQIRUPDWLRQVKRZQ 7KHHVWLPDWHVDVVXPHQRFKDQJHVLQWKHWD[DEOHDPRXQWVUHSRUWHGLQIXWXUHSHULRGV7KH\DUHEDVHGRQGDWDDYDLODEOHIRUWD[HVSDLGIRUDRQH\HDUSHULRGGXULQJ DQGRU ŽƵŶĐŝůZĞƚƌĞĂƚ&ĞďƌƵĂƌǇϰ͕ϮϬϭϳ This page intentionally left blank This page intentionally left blank PLACEMAKING WHAT IS IT; WHY DO IT; HOW DO WE DO IT “Placemaking is creating a place where people want to be by animating public and private spaces, rejuvenating structures and streetscapes, improving local business viability and public safety, and bringing people together to celebrate, inspire and be inspired.” – ECD Plan HOW WE’RE ALREADY MAKING PLACES •Ramsay Way and Kent Station •Town Square Plaza •National Night Out, Farmers markets, parks programming •Marketplace at Kent Meridian MEET ME ON MEEKER •Developer sees Meeker as an asset •Community supportive so far (outreach ongoing) •Generating momentum (grants), design, budget, phasing •Determining what City investment is needed and when PLACE-MAKING: MAKING KENT SOMEWHERE PEOPLE WANT TO BE •Through policy choice •Through changes to the everyday decision-making processes and systems •Through long-term changes to the built environment •Through Partnerships Benefits: •Economic growth Stay relevant in changing market •Financial sustainability Infrastructure for compact development is more efficient to maintain and operate, attracts investment •Property values Walkability = $4-34k more for residential, 1-9% increase for commercial •Safety Pedestrians, eyes on the street, bringing communities together PLACE-MAKING: ECONOMIC DEVELOPMENT PLAN STRATEGY KKey Tactics •Beautify Kent Streetscapes •Rebuilding Corridors – such as Meeker St •Improving Gateways, Connections, and Centers •Emphasis of Good Design at Gateway Developments –like Riverbend Gateway & Naden Assembly •Upkeep of Existing Building Stock and Quality New Development •Improved Code Enforcement •Strengthen Commercial Centers •Property Owners Rejuvenation by Adding Mixed-Uses; e.g. Great Wall Mall •Grow Green Space and Regional Greenways Through Kent •Connecting Bike Trails to Form New Loops; i.e. Kent Valley Loop Trail •Accommodate Population Growth •Surplus City Property for Quality Housing and Commercial Development REGIONAL PLACEMAKING EXAMPLES THROUGH PUBLIC-PRIVATE PARTNERSHIPS CROSSROADS VILLAGE IN BELLEVUE SPRING DISTRICT IN BELLEVUE SOUTHPORT IN RENTON BOTHELL MAIN ST WE ARE IN A FIERCE COMPETITION OVER PLACE Cities are competing not just for businesses, but for people Places that showcase attractive lifestyles is the currency of this competition Public and Private Partnerships throughout the region are creating new places to meet, gather, live, and do business Requires strong City Vision and participation with real estate development community •Creating “place” in “greyfields”— outmoded shopping centers •Sited on an abandoned Tops supermarket owned by Merlone Geier •7.75 acre site between Crossroads Bellevue Mall and Crossroads Park •Polygon Northwest to build 176 homes and 15,680 sf of commercial and amenity space •City developer agreement includes: •Design guidelines for a pedestrian park connection •Landscaped interface with Crossroads Park •Redeveloping NE 15th St as a park •Urban trail connection from Crossroads Mall to their retail CROSSROADS VILLAGE IN BELLEVUE City spending $7 million to change its Main Street. “Bothell just received a grant from the state to continue its downtown expansion; to join all the new private investment on the west side of Bothell Way with the historic downtown Main Street on the east side of town. The east side of town is an area that has also seen an explosion of new development. “To really make it a more downtown feel, rather than a highway,” Leonhart [Public Works Director] said . “And really knit together the new development happening on the west side of the former 527 with the historic east side and historic Main Street.” BOTHELL MAIN STREET: REVITALIZATION Southport is a mixed-use development on 17.5 acres along the shore of Lake Washington, between Gene Coulon Memorial Beach Park and the Boeing Renton Plant. Southport offers shore-to-shore views of the lake, the Seattle skyline, the Olympic Mountains, and Mt. Rainier. Construction has begun on the Hotel at Southport, a 12-story, 350 room, four-star hotel, with 43,000sf of convention space The project, pictured to the right, is set to open in February 2017. RENTON SOUTHPORT SPRING DISTRICT IN BELLEVUE From Wright Rundstadt website: Pedestrian scale development is an approach to urban density that puts people first, and it’s a foundation of design at The Spring District. Pedestrian scale neighborhoods have spaces for all sorts of different activities. Streets are friendly and pleasant and sized for the people who use them. There is plenty of open space for fresh air, and walks in the park. And there is access to all different forms of transportation, with pedestrian thoroughfares, mass transit, and space for bikes. All these principles work together to create real, authentic places. The kinds of places people want to be. THE FUTURE OF MAKING PLACE •Meeker •Next steps •Canyon Ridge •Addressing Outdated Shopping Centers •TOD in Midway •Next phase of planning and agreements •Industrial Valley •Centerpoint and Space Center •Stay relevant – through investment This page intentionally left blank MEDIA Things to consider Components available? -Target appropriate media outlets -Reporter relationship -Deadline -Simplied messaging -Copywriting -Quote approvals -Are photos available/Obtain if necessary -Prepared for follow-up/talking points -Spokesperson available -Posted on the website DIRECT MAIL Things to consider Components available? -Size of mailing/250+ outsourced -Coordinate with mailing service -Mailing list/Obtain via GIS or client -Deadline -Graphic design -Simplied messaging -Copywriting -Visuals available -Website link -Budget -Department sign-o E-MAIL Things to consider Components available? -Deadline -Distribution list -Simplied messaging -Copywriting -Graphics available/Create and upload -Website link -Department sign-o SIGNAGE Things to consider Components available? -Digital/temporary or permanent -Placement considerations -Simplied messaging -Graphic design -Sign production -Website link -Department sign-o COMMUNICATIONPARTNERS Media Distribution List -Traditional TV and print media -Various ethnic media outlets -I Love Kent blog Community Partners -Neighborhood Councils -Kent Chamber -Kent Downtown Partnership -Social service agencies -Center for Advanced Manufacturing -State and county elected o ocials -Kent and FW school districts -Kent Station -ShoWare Center City Resources -KCDIG -City boards and commissions -City ocials/employees “WE NEED TO TELL PEOPLE ABOUT THIS!” CITY COMMUNICATIONS PLANNING Things to consider Components available? -Assemble event planning team -ID participants -Prep participants/talking points -Trac considerations -Staging/weather considerations -Power and audio/visual needs -Video coverage -Media relations -Invitations-print/email/social -Advertising - print/web/social -Mailing list -Give-aways -Refreshments EXECUTION -Location set-up -Signage -Special accommodations -VIPs/elected ocials -Department sign-o -Stang of event COLLATERAL MATERIALS Things to consider -Simplied messaging -Copywriting Graphic Design and Printing -Brochures -Postcards -Posters -Booklets/reports -Forms -Signage/banners SOCIAL Things to consider Components available? -Timing (current events/impact) -When audience is online -Photos available -Graphics needed -Video options -Website link Necessary for maximum engagement “The average American consumes about 34 gigabytes of data and information each day. That’s a lot considering a 2 hour movie is only 4 gigabytes” -New York Times Knowing this, how do we eectively communicate with our residents? We start with these questions: Who is our audience? Situational? Geographical? Cultural? Is our message relevant/valuable to them? What is the best way to reach them? Is our messaging easy to understand? Does the message align with the City’s strategic goals? Can we tell them with enough notice? Do we need their feedback? Who will help us tell our story? EVENTS OTHER Things to consider Components available? -IQM2 Council Meeting and Agenda -CAO Report -Carousel (Video) -K-Hold -Notice of Applications adgeW16706_1_17 January February March April May June July August September October November December January Govt Relations Govt Relations Govt Relations Govt Relations Leg Agenda Development Leg Agenda Development Leg Agenda Development Leg Agenda Development Govt Relations Community Survey Community Survey Community Survey Community Survey Community Survey Community Survey Community Survey IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email IQM2 Agenda Email Cap Budget YMCA Cap Budget 76th/BO CAO Report CAO Report CAO Report CAO Report CAO Report CAO Report CAO Report CAO Report CAO Report CAO Report CAO Report CAO Report CAO Report Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Journey to Wellness Greater Seattle Info Guide Career Website Career Website Career Website Career Website Career Website Career Website Career Website Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Website Replacement Governance Policy Governance Policy Governance Policy Governance Policy Governance Policy Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Scene eNewsletter Mayor's State of the City Mayor's State of the City Kent4Health Walk/Talk Kent4Health Walk Experience Historical Kent Experience Historical Kent Kent4Health ShoWalk Kent4Health ShoWalk Water Quality Report Game of Life Kent Creates Neighborhood Program Workshop Comm Police Academy Spring Recycling Event Biz License Renewals TeamUP2CleanUp Spring Curbside CleanUp National Night Out James Street Overlay Coffee with the Chief Spotlight Series Police Recruitment Parks Guide Recruitment Materials Green Kent eNewsletter Police Community Mtg Kent Kids Arts Day Green Kent eNewsletter Jazz and Art Showase Police Community Meeting Youth Board Prescription Take Back Day Kent Police Annual Report Centennial Center Gallery Exhibit Game of Life Green Kent eNewsletter Utility Rates YouMeWe Neighborhood Program Grants return KPD Community Mtg Spotlight Series Knot Quite Right Players Salt Air Vista Park Bond Refinancing saves 10M Cultural Communities Green Kent eNewsletter Green Kent eNewsletter Green Kent eNewsletter YouMeWe Fireline Letter Spotlight Series Neighborhood Program Workshop Green Kent eNewsletter Community Repair Event Green Kent Annual Report Police Recruitment Parks Fall Guide Green Kent eNewsletter Spotlight Series Drug Free Coalition Town Hall Centennial Center Gallery Spotlight Series East Hill Preserve Mailing Utility Rates Green Kent eNewsletter Spotlight Series Pet Licensing Green Kent eNewsletter Green Kent eNewsletter Green Kent eNewsletter Centennial Center Gallery Exhibit ECD Dashboard Fall Recycling Event Spotlight Series Christmas Rush Rock-n-Roll Sing-Along Seahawks Blue Friday Tour Parks Guide Cultural Comm Board App Centennial Art Exhibit Public Works Week Summer Recycling Event Summer Concerts Spotlight Series Block Watch 101 Downtown Parking Christmas Rush Holiday Bazaar Spotlight Series New Councilmember/Pres Spring into Art Coffee with the Chief James St Improvements Journey to Wellness Kent Creates Holiday Craft Market NNO Prescription Take Back Day Leber Salmon Rest Stop Event Holiday Craft Market Kent4Health ShoWalk You Me We Special Fireworks Wkshp Spotlight Series Spring into Art Gowe and Titus St Improvements Commons Spring Dance Recital Camp WAKAPALA Comp Plan Crosswalks Meet me on Meeker Knot Quite Right Players Comp Plan Green Biz of the Year Salary Survey FAQ Flashing Yellow Signal Kids Arts Day Springbreak Day Camp Levy work at the Lakes Centennial Art Exhibit ECD Dashboard Fourth of July Splash Kent Creates James Street Overlay Police Community Meeting Curbside Clean up Police Recruitment Gypsy Moth Utility Rates Brochure Elvis at the Place Indoor Playground Summer Concert Series Cultural Communities Cornucopia Days Fun Run Camp WAKAPALA T-Birds Flag Raising 108/208th Turn Lanes Mailing Kent4Health ShoWalk Internet Security Program Mayor's State of the City North Park Code Enfor. Gypsy Moth Spring Curbside Cleanup Coffee with the Chief Dog Daze Feline Fantasies Kent Creates Innovation Notepads Crosswalks Policy HS Resource Guide to Agencies Internet Security Program Christmas Tree Curbside Hire HR Director Drug Free Coalition Town Hall Human Services Home Repair Water Quality Report Sr Center Deli Fundraiser Non-compliant Resident Mailing Hire Parks Director Recycle Your Christmas Tree Karaoke Bingo Employee of the Year Boeing 100th Anniversary Ad Music and Art Showcase Park and Ride Parking Survey 228th Grade Separation Parks Planning Assc Award Biennial Budget ShoWare Best Yr Ever HERO Van Morrill Meadows YMCA Outreach A cappella Singers Police Academy Registration New Website Launch Boards and Commissions Vacancies Financial Reporting Award 4th of July Fireworks Journey to Wellness Neighborhood Matching Grant App Sr Center Karaoke Bingo Green Kent Arbor Day Sister Cities/Cultural Exchanges President's Week Camp Sr Center 30th Anniversary Camp WAKAPALA Back to School Supplies Recruitment Materials Kids Holiday Camp Gypsy Moth Parks Volunteer Appreciation Leber Salmon Rest Stop Event Code Enforcement Mailing Recruitment Materials Standard and Poors Debt Rating LEAN Innovate LEAN Innovate LEAN Innovate Water Testing Comm Coordinator Job Description Comm Coordinator Job Description Administration RFP for LTAC ECD Finance Human Resources Parks Police Public Works IT COMMUNICATIONS SNAPSHOT 2016 adgeW16709_1_17 FACEBOOK (9 Pages) City . . . . . . . . . . . . . . . . . . . . . . . .4,307 KPD . . . . . . . . . . . . . . . . . . . . . . . .5,277 Kent Teens . . . . . . . . . . . . . . . . . . . . .322 Green Kent Partnership . . . . . . . . . .310 Kent 50+ . . . . . . . . . . . . . . . . . . . . .147 Kent Arts Commission . . . . . . . . . . .599 Kent Running . . . . . . . . . . . . . . . . . .847 Riverbend . . . . . . . . . . . . . . . . . . . . .845 Kent Sports League . . . . . . . . . . . . .658 TWITTER City . . . . . . . . . . . . . . . . . . . . . . . .3,483 KPD . . . . . . . . . . . . . . . . . . . . . . . .4,358 YOUTUBE views in 2016 . . . . . . . . .8,092 VIMEO views in 2016 . . . . . . . . . . .6,178 SCENE subscribers . . . . . . . . . . . . . .6,589 DRIVE KENT subscribers . . . . . . . .3,299 SOCIAL & SURVEY STATS 2016 Kent Survey Results Which of the following do you use to get information about the City of Kent? 2% 1% 1% 1% 2% 6% 7% 7% 9% 12% 18% 24% 27% 34% 44% 46% 0% 10% 20% 30% 40% 50% Other Other newsletter TV news Word of mouth / in person group Nothing The Kent Blog The NextDoor website Kent TV 21 Neighborhood Councils The Scene E-newsletter FM or AM Radio Social Media Other direct mailers The Quarterly Parks and Recreation Guide The City of Kent Website The Kent Reporter Newspaper JAYRAY A PLACE TO THINK VISIT KENT 1 VISIT KENT WEBSITE ANALYTICS PREPARED FOR: VISIT KENT JANUARY 2017 Pulled from Jan. 1, 2016—Jan. 1, 2017 JAYRAY A PLACE TO THINK VISIT KENT 2 TABLE OF CONTENTS Sessions & Bounce Rate Where Do Visitors Come From? Visitors Age & Gender What Month Are Users Visiting the Website? Personality Quiz How Do Visitors View the Website? Sessions By Page JAYRAY A PLACE TO THINK VISIT KENT 3 All data was collected using Google Analytics VISIT KENT WEBSITE ANALYTICS JAYRAY A PLACE TO THINK VISIT KENT 4 SESSIONS & BOUNCE RATE SESSIONS (TOTAL VISITS) Jan. 1, 2016 to Jan. 1, 2017 A session is a period of time a user is actively engaged with your website. All useage data (Screen View, Events, Ecommerce, etc.) is associated with a session. 67,457 PAGES / SESSION Jan. 1, 2016 to Jan. 1, 2017 Pages/Session (Average Page Depth) is the average number of pages viewed during a session. Repeated views of a single page are counted. 1.54 BOUNCE RATE Jan. 1, 2016 to Jan. 1, 2017 Bounce Rate is the percentage of single- page visits (i.e. visits in which the person left your site from the entrance page without interacting with the page). 82.80% July 2016April 2016 Oct. 2016 Jan. 2017Jan. 2016 JAYRAY A PLACE TO THINK VISIT KENT 5 WHERE DO VISITORS COME FROM? 82% OF 67,457 SESSIONS 18% RETURNING VISITS (12,388 SESSIONS) NEW VISITS UNITED STATES AND CANADA* The primary language visitors are using to view your webpage is English (en-US), with a total of 83.53%. The next highest accounting language is Canadian English (en-CA) with 8.96% of all total sessions. TOP 10 CITIES FOR SESSIONS* In the past year, these top 10 cities accounted for the highest number of sessions on the VisitKent.com website: 1. Seattle (15.90%) 2. Portland (6.93%) 3. Vancouver, B.C. (4.06%) 4. Kent (2.68%) 5. San Francisco (2.20%) 6. Spokane (2.14%) 7. Surrey (1.82%) 8. (not set) (1.28%) 9. Tacoma (1.25%) 10. Yakima (1.17%) *From Jan. 1, 2016—Jan. 1, 2017 SESSIONS BY STATE IN THE PAST MONTH From Dec. 1—Dec. 31 of 2016, visitors were searching from: Washington (78%), California (5%), Texas (2%), New York (2%), Oregon (1%), Arizona (1%), Tennessee (1%), Alaska (1%) Michigan (1%), Virginia (1%) JAYRAY A PLACE TO THINK VISIT KENT 6 HOW DO VISITORS VIEW THE WEBSITE? 43% CHROME IOS SCREEN RESOLUTION Most visitors view VisitKent.com in a Google Chrome browser Nearly 50% of visitors to VisitKent.com use the iOS operating system Mobile users most commonly view VisitKent.com on a 360x640 screen. 47%24% From Jan. 1, 2016—Jan. 1, 2017 JAYRAY A PLACE TO THINK VISIT KENT 7 22.12%21.98% 18.99% 14.82% 13.18% 8.92% 18-24 25-34 35-44 45-54 55-64 65+ VISITORS AGE & GENDER SESSIONS Demographic data on age could only be collected for 59.67% of total sessions. From the 59.67% of total sessions, over 40% of the audience visiting VisitKent.com are between the ages of 18-34. The demographic with the highest visitation to the site are 18-24 years old. From Jan. 1, 2016—Jan. 1, 2017 GENDER Demographic data on gender could only be collected for 62.18% of total sessions. 53.6%46.4% Female Male JAYRAY A PLACE TO THINK VISIT KENT 8 WHAT MONTH ARE USERS VISITING THE WEBSITE? Month of the Year Sessions June 21,957 May 13,552 August 11,499 July 10,444 January 4,280 February 1,382 December 844 November 804 April 715 September 690 *From Jan. 1, 2016—Jan. 1, 2017 SESSIONS IN SUMMER MONTHS* Out of all sessions from Jan. 1, 2016—Jan. 1, 2017, June, May and August were the top three months for sessions. BOUNCE RATE Different months of the year had varying bounce rates. 90.48% May 85.84% January 83.82% August 83.68% June JAYRAY A PLACE TO THINK VISIT KENT 9 PERSONALITY QUIZ Landing Page Bounce Rate Sessions /personality-quiz/?=FBAds 100.00% 1 /personality-quiz/?FBPaxtonQuiz= 85.99% 5,897 /personality-quiz/ 67.15% 12,765 /personality-quiz/index-test.php 53.85% 13 /personality-quiz/?fbpaxtonquiz= 0.00% 1 From Jan. 1, 2016—Jan. 1, 2017 Based on the session size of the top three URLs for the personality quiz, the quiz had a high bounce rate, ranging from nearly 53% to 86%. DEFINITION: LANDING PAGE A landing page is the page which visitors entered VisitKent.com. DEFINITION: BOUNCE RATE The bounce rate is the percentage of single-page visits (i.e. visits in which the person left VisitKent.com from the entrance page without interacting with the page). URLS We believe the /?FBPaxtonQuiz= URL was created specifically for Facebook Ads. The /personality-quiz/ URL is the direct link to the quiz on VisitKent.com. As a rule of thumb, a bounce rate in the range of 26 to 40 percent is excellent. 41 to 55 percent is roughly average. 56 to 70 percent is higher than average. Anything over 70 percent is considered too high. JAYRAY A PLACE TO THINK VISIT KENT 10 SESSIONS BY PAGE Page Sessions /hotels-in-kent/31,021 /personality-quiz/12,766 /personality-quiz/?FBPaxtonQuiz=5,897 /4,754 /hotels-in-kent/?GoogleRemarketingAds=3,071 /stay/hamptoninn/1,308 /foodie/restaurants-near-seattle/1,031 /kent-events/calendar/891 /family-fun-seeker/shopping-near-seattle/735 /sports-nut/light-rail-to-century-link-stadium/679 From Jan. 1, 2016—Jan. 1, 2017 HOTELS The hotels page brought in the most sessions by far to VisitKent.com. Throughout 2016, various hotel links were the most commonly visited pages on VisitKent.com, with the Hampton Inn being the go-to hotel. PERSONALITY QUIZ The personality quiz was a popular feature on the website, but the bounce rate typically ranged high from 70%-100%. FOOD Restaurants near Seattle was one of the most popular pages. The page appears to no longer exist on VisitKent.com. This page intentionally left blank KENTWA.GOV STATS TOP VISITED PAGES Visits: 41,817 64,925 Unique visitors: 29,545 53,770 Pageviews: 136,286 238,705 Jan. 2017 Jan. 2016 Jail Inmate Lookup Service Site Home Page Utility Billing (online payment) Jail Page Police Home Page Municipal Court Home Page Kent Commons Utility Services and Billing Parks and Recreation Page B&O Tax 8,615 7,872 6,907 4,352 3,267 3,176 2,717 2,190 1,832 1,747 Jan. 2017 Jan. 2016 Site Home Page Jobs Page Jail Page Utility Billing (online payment) Police Home Page Municipal Court Home Page Kent Commons Parks and Recreation Page Permit Center Departments Main Page 15,479 11,073 8,402 6,465 5,938 4,535 3,649 3,532 3,412 3,008 46% of this traffic was from a mobile device. The bounce rate has decreased from 34% to 21% (Bounce rate is the percentage of single-page visits without interacting with the page.) Since Nov. 1 site launch: • Pages per session -15% • Session duration +34% This indicates visitors are finding what they are looking for more easily and staying longer to read the information. Why does it appear our web traffic has dropped over 30%? According to our City Webmaster and our website vendor Vision Internet, the reduced web traffic does not mean we have 30+% less visitors to our new site than the previous one. All believe there is a technical problem with the overall numbers. IT and Vision Internet are investigating the cause. There are likely multiple factors; but one we know for sure is the transfer of the HR/Jobs page to a third party vendor, Recruiting.com. A review of the December and January numbers shows the Jobs Page prior accounted for 11,000+ page views (nearly 10% of the previous page views). IT suspects there are differences in the way the two systems reported visits. It is possible the old site over-reported activity; it is also likely the new site better identifies bots (web robots that run automated tasks over the Internet) and prevents them from being counted as visits. The conclusions drawn from both sets of numbers appear to be valid; the month to month comparisons show roughly the same percentage of mobile users, same “top 10” pages, etc. This page intentionally left blank HHOUSING AND HUMAN SERRVICES PPARKS, RECREATION AND COMMUNITY SERVICES February 4, 2017 Housing, Homelessness and Social Services 2017 City Council Retreat 1 Ho u s i n g , H o m e l e s s n e s s a n d S o c i a l S e r v i c e s | 2 / 4 / 2 0 1 7 Housing, Homelessness and Social Services 2017 City Council Retreat Housing Instability and Homelessness More than 35,000 South King County households are paying over half their income for housing costs, putting them at risk of losing their housing if faced with a household financial emergency. Furthermore, 2,869 SKC homeless students were identified in the 2014-2015 school year alone, and the most recent One Night Count of unsheltered homeless individuals identified 1,013 individuals sleeping outside in selected areas of South King County. The causes of housing instability and homelessness include the following: •An inadequate supply of homes affordable to low-income households •Income that is insufficient to afford a home in the private rental market •High demand for safety net programs for those who need support •Barriers to accessing and keeping affordable homes Background In 2015 the City Council requested a presentation about poverty and its impact on the residents of the City of Kent at their annual retreat. In 2016 the City Council Retreat included a presentation on homelessness and information about local and regional efforts focused on the challenges. A follow up mini retreat in the summer of 2016 further explored efforts the Council could take to prevent homelessness via tenant protections. Several options were presented to the Economic and Community Development Committee in September 2016. The Council acted on two of the options presented by approving a Proactive Rental Inspection program in the 2017-2018 budget, and by passing a Source of Income Discrimination ordinance in January 2017. Recap of Tenant Protection Options It is important that residents have fair access to housing and feel safe and protected in their own homes. Without protections in place, low-income tenants are often forced to endure discrimination, unhealthy housing and poor living conditions. The Washington State Residential Landlord-Tenant Act provides the framework for landlord and tenant rights. Jurisdictions across the state, however are working to strengthen tenant protections for individuals of all incomes through local legislation. Ideally these protections would be addressed on a regional or statewide basis. It is not in the best interest of tenants or the housing system for every jurisdiction to have differing levels of protection. Until these issues are more broadly addressed however, there are tenant protections that can be considered to help people access housing and remain stable and safely housed. There are benefits and drawbacks, 2 Ho u s i n g , H o m e l e s s n e s s a n d S o c i a l S e r v i c e s | 2 / 4 / 2 0 1 7 costs, and legalities to be considered with each option. The community (including both landlords and tenants) should be engaged in the process to determine if a specific tenant protection is the right fit for a jurisdiction. As such, the options presented should not be considered recommendations. Proactive Rental Inspection The City Council took great strides in 2016 by including funding in the 2017-2018 budget to enact a Proactive Rental Inspection program in the City of Kent. This tool will both help protect tenants who fear speaking up about substandard housing conditions, and ensure that rental properties are adequately maintained. Just Cause Eviction A Just Cause Eviction Ordinance is a tool designed to prevent tenants from being evicted from their rental home without reasonable justification. While Washington state law already prohibits unfair, retaliatory evictions, a locally enforced JCEO more clearly outlines the grounds on which landlords can evict tenants. Enacting a JCEO includes enforcement costs related to responding to new instances of unjust evictions. Strong community outreach would be necessary to ensure that tenants are aware of their rights if threatened with eviction. Notice of Rent Increase Washington state law requires landlords give tenants 30 days written notice of an increase in rent if the tenant is on a month-to-month lease. For tenants on a fixed lease, a landlord cannot increase rent until the lease term is up. Cities can choose to expand notice requirements to allow tenants more time to plan for rent increases and seek alternative housing options. Considerations for how to enforce this policy and the length of notice would need to be explored, and community outreach would be required to ensure tenants know their rights. Source of Income Discrimination In January 2017, the Kent City Council unanimously passed a Source of Income Discrimination Ordinance. This tenant protection ensures that people already facing high barriers to housing are not discriminated against solely based on use of a Section 8 voucher or other form of public assistance. The ordinance is designed to ensure Section 8 voucher recipients, people with disabilities, veterans, and elderly people equal access to available housing they can afford. Advocating at the State and Federal Level State and federal entities impact local action on affordable housing and policies related to homelessness. Cities need to play an active role in advocating for state and federal affordable housing policies and funding mechanisms. Informing our legislators of support for specific legislation and how policy will impact residents is a critical part of this process. Supporting strategies that prioritize affordable housing as a regional strategy through the City’s legislative agenda is one way to consistently advocate for affordable housing policies that will not only benefit city of Kent residents, but residents across our region and the State. Similarly working with the 3 Ho u s i n g , H o m e l e s s n e s s a n d S o c i a l S e r v i c e s | 2 / 4 / 2 0 1 7 Association of Washington Cities, Sound Cities Association, and other membership associations on public policy committees tracking affordable housing legislation or homelessness policy is an important tool for understanding the regional landscape and ensuring that cities are proactively working together on these issues. Examples of legislation to track in 2017: House Bill 1570 Sponsored by Rep. Nicole Macri (43rd district), House Bill 1570 would eliminate the scheduled sunset on a significant portion of the document recording fee. It would protect vital services like domestic violence shelters, outreach and shelters for youth experiencing homelessness, homelessness services for people with behavioral health disabilities, and move-in and rental assistance. It would also increase the fee so nonprofits and private landlords can work together to support more people facing the most severe barriers to permanent housing. Medicaid Transformation Demonstration Washington State’s Medicaid transformation demonstration was recently approved by the federal government. This program allows critical tenancy support services that are delivered in permanent supportive housing to be paid for, and will allow our state to significantly increase access to housing for people with disabilities and mental health issues who are experiencing chronic homelessness. Supportive housing serves people who need services in order to succeed in housing and who need housing in order to succeed in services. People living in supportive housing usually have a long history of homelessness and often face persistent obstacles to keeping their home, such as a serious mental health illness, chemical dependency, physical disability, or chronic medical condition. Advocates will be seeking to ensure full Operating Budget authority for our state's Medicaid Transformation Demonstration to fund services in permanent supportive housing. New and Ongoing Efforts Kent Housing & Human Services staff will: x Continue funding non-profit agencies to provide a safety net for Kent residents in need. x Continue efforts to strengthen regional and subregional partnerships to work on strategies related to homelessness. x Represent Kent and South King County on the All Home Funder Alignment Committee, formed to evaluate, allocate and monitor resources and funding strategies, and leverage grant making to ensure accountability to All Home policies, priorities, and best practices. x Partner and participate in work groups convened by All Home. x Continue efforts with the South King County Housing and Homelessness Partnership (SKCHHP). x Partner and participate in the South King County Housing Action Group. x Participate in the Joint South King County Planners Group. 4 Ho u s i n g , H o m e l e s s n e s s a n d S o c i a l S e r v i c e s | 2 / 4 / 2 0 1 7 x Participate in the South King County Homelessness Forum. x Convene the City’s internal task force on homelessness. x Increase outreach to the community to ensure residents are aware of their rights under the Landlord-Tenant Act. x Convene and participate in meetings related to unique challenges facing our immigrant and refugee residents. x Work with SKCHHP to create a gap analysis of need versus availability of homeless services in Kent and South King County. x Convene and participate in meetings and activities to ensure that Kent’s housing stock is healthy and safe. x Develop new partnerships between nonprofits and landlords to expand housing options for formerly homeless individuals and families. x Track strategies attributed to local jurisdictions within All Home’s Youth and Young Adult Initiative, Family Homelessness Initiative, and Single Adults/Veterans work. x Track potential legislation related to increased tenant protections and inform Council members and Administration of potential impacts to Kent and its residents. Additionally, staff will work with our South King County partners and SKCHHP to ensure that: • County and state decision makers receive input from South King County stakeholders early in the decision making process to ensure a more effective and efficient public engagement process • South King County stakeholders are better informed of opportunities to impact regional and state housing programs and policies, including regional plans, state legislative proposals, and funding opportunities • South King County stakeholders are better able to speak with a united voice to ensure external programs and policies address local community needs • South King County stakeholders, including those in the education, employment, and health sectors, are more engaged in housing and homelessness activities This page intentionally left blank