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Home My WebLink AboutCity Council Meeting - Council Workshop - Regular Minutes - 02/15/2022 Approved City Council Workshop Workshop Regular Meeting Minutes February 15, 2022 Date: February 15, 2022 Time: 5:02 p.m. Place: Chambers I. CALL TO ORDER Council President Boyce called the meeting to order. Attendee Name Title Status Arrived Bill Boyce Council President Present Brenda Fincher Councilmember Present Satwinder Kaur Councilmember Present Marli Larimer Councilmember Present Zandria Michaud Councilmember Present Toni Troutner Councilmember Present Les Thomas Councilmember Excused Dana Ralph Mayor Present II. PRESENTATIONS 1 Parks and Open Space Plan Update Terry Jungman 45 MIN. Park Planning and Development Manager, Terry Jungman presented the Kent Parks and Open Space Plan 2022 to the Council. Jungman introduced the presentation by detailing the City’s relationship with Berger Partnership and their respective subconsultants. The Recreation Conservation Office requires the Plan to be updated every six years to be able to apply for grants. The Plan is also updated to be relevant for the current needs of the City. The project process includes: · Information collection - Engagement with stakeholders, statistically valid survey and public survey and pop-up events. · Data Crunching included athletic capacity survey, current and potential recreational value, asset life cycle assessment and geospatial mapping. · Reporting included themes and vision, strategic project list, operations and maintenance suggestions and funding sources. · Engagement confirms the finding with the public. Jungman reviewed the complete Kent Parks GIS Asset Inventory Kent Parks Current and Potential Recreational Value Scoring for each park. City Council Workshop Workshop Regular Meeting Minutes February 15, 2022 Kent, Washington Page 2 of 7 Parks Planner Kerry O'Connor presented the entire engagement/stakeholder phase that included mapping and input throughout the project and: · Gathering lessons, contacts · Create website · Stakeholder Interviews o Created an equity group that met throughout the process · CBO Interviews · Wrote survey questions/athletic survey · Fliers, mailers, signs, social media · Statistically valid, athletic and general surveys · Pop-up events · Currently in the reporting/Data Crunching phase Jungman reviewed the results from all of the surveys and provided context on the difference between the various surveys. Jungman advised the survey results confirmed the need to continue to provide the current level of service. Jungman reviewed top priorities for investment for small and large neighborhood park amenities. Access to trails and nature and gathering spaces were top priorities for both small and large parks. Jungman reviewed respondent’s perception on what makes a park feel welcoming that included: · Maintenance · Access to nature · Safety Level of support for integration various preservation features in more parks relating to invasive species management, native plantings & wildlife habitat. Jungman presented the geospatial portion of the presentation. Started by looking at all assets mapped and evaluated: access, layer equity and population density, ending with need - where do we have the greatest need for additional parks or improvements to existing parks. Jungman reviewed how walksheds are created and how recreational and potential recreational value are determined. Jungman detailed the park access heat maps. One of the four primary functions of Kent Parks is to make them essential services to the city and community and that they help create social equity and connection. To help plan for equitable outcomes, a Race and Social Equity Index map was created based on race and ethnicity, socioeconomics City Council Workshop Workshop Regular Meeting Minutes February 15, 2022 Kent, Washington Page 3 of 7 and health - all combined to create a racial and social equity index. The next step was to layer in population density. the City needs to reinvest in the system and up the recreation value and need a land acquisition strategy to provide new park opportunities in those areas in high-very high need. GIS next steps · Hiring a GIS coordinator · Kent Park and Open Space Story mapping · Equity Strategic Project List Consultant team will create a story map that will live through this planning process that will be available on the website. Need to develop a project list - categorize, prioritize, organize During the reporting phase: · Have information and data · Coming up with strategic project list · Looking at Operations and Maintenance recommendations · Working on athletic field capacity study · Developing themes and visions Need to develop prioritized project list using geospatial scoring and work through criteria for scoring. Timeline: · Entering 95% draft reporting phase · Confirm with the public in April - post draft report and allow for public comment period · Parks Committee update - April · Finalize Report - May · City Council Workshop - May · City Council Vote - June · RCO Adoption - June Jungman detailed the difference between CRV and PRV. Jungman advised that this data was not available when the initial grant application was submitted for the acquisition of the Huse property. Councilmembers expressed appreciation of the presentation. City Council Workshop Workshop Regular Meeting Minutes February 15, 2022 Kent, Washington Page 4 of 7 Michaud indicated the GIS equity index will be valuable for the entire City. 2 Greater Kent Historical Society Strategic Plan Julie Parascondola 45 MIN. Parks and Human Services Director, Julie Parascondola presented the Greater Kent Historical Society (GKHS) Strategic Plan. The City recognizes the GKHS as the primary repositor for the material culture of the City, as well as the custodian and interpreter of its historical record. The City of Kent/Kent Parks formalized their initial intent in 1992 (updated in 2002), which governs a collaborative and financial relationship between the City and GKHS. Mayor Ralph recently conveyed the City’s perspective as follows: “Our long- term relationship with the Greater Kent Historical Society as a critical partner, helps the City of Kent preserve, share and celebrate its collective diversity and evolution as a City.” Parascondola detailed the need to complete a plan as follows: · Vision - Craft a GKHS collective vision and mission in alignment with community needs and desires, City of Kent needs and GKHS goals to explore new possibilities and sustainability for the future. · Alignment and path - Build alignment, Board and staff buy in and connection with community, engaging dialogue, providing inspiration to everyone is now moving in the same direction forward. · Execution of the plan - Board and staff leadership needs to champion execution of vision, throughout all levels setting the momentum, structure and performance, in order to capitalize on all that was learned. · The City’s operating agreement and lease needs to be updated · Create a new strategy to address membership and engagement in programs · Analyze revenue and expenses Kent Parks is seeking national accreditation and the following standards need to be met related to the work with the GKHS: · Operational Coordination and Cooperation Agreements · Historical and Cultural Resource Management Plans · Cooperative Programming General Baseline Concerns: · Challenge of 2020+ COVID pandemic · Declining trend of participation and memberships · Lack of completed or updated policies · No collections policy · Activities and programs not in full alignment City Council Workshop Workshop Regular Meeting Minutes February 15, 2022 Kent, Washington Page 5 of 7 · Lack of consistent data · Conflicting opinions Parascondola provided information on what a Strategic Plan is and is not. To advance to best practices and national accreditation, Kent Parks have done extensive community engagement and planning within the last four years, the following documents were provided to the GKHS and consultant to utilize and leverage data and information learned: · Kent Parks Comprehensive Recreation Program Plan · Kent Parks Marketing and Community engagement Plan · Kent Parks Program Training Framework · Kent Parks Recreation and Program National and State Trends Report · City of Kent Sub-Regional Plan for the Kent Downtown Core · Kent Parks and Open Space Plan Strategic Plan End Goals: · Increase in attendance by cultural and ethnic diverse populations · An increase in attendance to the Kent Museum and its public programs · An increase in membership sales · More clarity and context between the GKHS Board and staff roles, responsibilities, and functions · Increased effectiveness in meeting the Kent Museum’s learning and interpretive objectives · Elevated support from stakeholders, donors, volunteers, and visitors · Elevation of both the GKHS and Kent Museum to be publicly recognized as stewards of Kent’s diverse history · Successful achievement and management of operating budgets · A renewed mutual commitment and strengthening of partnership between the GKHS and the City of Kent. Project Approach: · Council allocated $50,000 in the 2021 budget to lead a joint planning effort. Kent Parks also allocated $12,000 to assist with community engagement · GKHS provided a 6-person planning team · Project was broken out into the following four phases: Phase 1 - Review of Existing Baseline of Museum Performance Phase 2 - Community engagement and Needs Assessment Phase 3 - Visioning and Transformation Phase 4 - Plan Development w/action strategies by year · Consultant was interviewed and selected · Project has an original 4-month timeframe, but was extended to 6-months to allow more time for community engagement. The Project Team consisted members from Weatherhead Experience Design City Council Workshop Workshop Regular Meeting Minutes February 15, 2022 Kent, Washington Page 6 of 7 Group, the City of Kent and GKHS Board Members. Project Outcomes: Updated Mission "The Greater Kent Historical Society operations the Kent Museum and inspires the community to explore and discover their history. We educate and preserve diverse family and kinfold storylines for future generations." Understanding Community Needs · Utilization of #EngageKentParks · 1:1 interviews · Community Survey · Two community meetings · One full GKHS board workshop What the Community Thinks - In the Phase 2 report and presentation, community feedback both validated GKHS efforts and also added much needed perspective and opinions for GKHS to consider. Largest Opportunity area for the GKHS: · Understanding the Market · Local museum providers within an hour's drive from Kent · State museum providers · General Leisure Competition New electronic Document Repository - this project was a catalyst for updating and transitioning Past Perfect (software) to the "could" and creating a backup system of critical GKHS collections and critical records. Programming Trends/Ideas - In the Phase 2 report and presentation, innovation program and interpretive ideas shared for GKHS consideration include: · Topics of local interest · Traveling Exhibits · Quirky is cool · Non-traditional perspectives · Social justice Parascondola reviewed the Kent Museum organizational structure, including the recommendation to have an education curator/coordinator that will focus on the educational side. Space and Key Content Areas were evaluated Transition of Primary Audience: City Council Workshop Workshop Regular Meeting Minutes February 15, 2022 Kent, Washington Page 7 of 7 · Increase emphasis on school groups and families via programs · Less emphasis on the museum itself The Financial Plan Framework was reviewed and is available on #EngageKentParks Parascondola advised the focus will be on one year at a time. The 6-8 year plan, depending on resources and capacity, will review collectively each year as during the prior 4th quarter, per MOU pending update. The GKHS organization is the City's designated Historian. Next Steps Considerations: · No need for City Council to adopt this plan · GKHS formally voted on accepting the plan on January 6, 2022 · Work with the City to update the formal MOU/Operating agreement o Update process begins in March, 2022, anticipate a 3-month window before final document o Focus area will reflect recent strategic plan, but will also address: added performance matrices and accountability; confirmation of maintenance functions for both the City and the GKHS; support, where applicable, of supporting increased marketing and awareness; confirmation of any satellite locations to do op-up exhibits, will create a process on how to book; confirmation of insurance and liability coverage, where applicable. Eileen Lamphere, 2022 GKHS Board President, thank the Parks Department, City Council and Mayor Ralph for continued support of the Kent Museum. Lamphere thanked the City for assisting with updating technology and expressed appreciation for the City trusting the Board to take care of the museum and the City's history. Councilmembers and Mayor Ralph expressed appreciation of Julie Parascondola, Parks staff and the GKHS Board for their extensive work on developing this Plan. Meeting ended at 6:41 p.m. Kimberley A. Komoto City Clerk KENT PARKS & OPEN SPACE PLAN 2022 PRESENTATION TO COUNCIL WORKSHOP 02/15/2022 1 INTRO Terry Jungman Park Planning and Development Manager Kerry O’Connor Park Planner 2 PROJECT PROCESS We Are Here3 PROJECT PROCESS We Are Here4 INFORMATION COLLECTION We Are HereREPORTS •2016 Parks and Open Space Plan •Kent Valley Loop Trail Master Plan •Rally the Valley Plan •Comprehensive Plan •Comprehensive Rec Program Plan •Transportation Master Plan •State of Play: Seattle-King County •Economic, Environmental, & Social Benefits of Recreational Trails in Washington State •Health Benefits of Contact with Nature GIS ASSET INVENTORY AND RV ANALYSIS PUBLIC AND STAKEHOLDER ENGAGEMENT West Fenwick Park 5 We Are HereINFORMATION COLLECTION West Fenwick Park REPORTS •2016 Parks and Open Space Plan •Kent Valley Loop Trail Master Plan •Rally the Valley Plan •Comprehensive Plan •Comprehensive Rec Program Plan •Transportation Master Plan •State of Play: Seattle-King County •Economic, Environmental, & Social Benefits of Recreational Trails in Washington State •Health Benefits of Contact with Nature GIS ASSET INVENTORY AND RV ANALYSIS PUBLIC AND STAKEHOLDER ENGAGEMENT 6 Kent Parks GIS Asset Inventory Kent Parks Current and Potential Recreational Value Scoring INVENTORY/ANALYSIS 7 ENGAGEMENT PROCESS 8 ENGAGEMENT 65,000 Post cards mailed EngageKentPark.com website 100 signs in parks 3 Pop-up events 3 Targeted events Peach Jar Flyer to all 42 schools Mayor’s Newsletter Recreation Program Guide Recreation News letter Reader Boards Facebook Events Social Media Posts 9 ENGAGEMENT 10 ENGAGEMENT 11 1593 aware 777 informed 70+ engaged 37 contributors 48 stories 32 contributors 158 stories 131 YMCA 69 Kent Commons 27 West Fenwick Park 19 Teen Center 58 Light Festival 383 respondents 434 respondents ENGAGEKENTPARKS.COM POP UPS GENERAL SURVEY STATISTICALLY VALID SURVEY “GIVE DETAILS” “SHOW US WHERE” ENGAGEMENT: BY THE NUMBERS 12 ENGAGEMENT: SURVEY STATISTICALLY VALID SURVEY: 434 RESPONDENTS GENERAL SURVEY: 383 RESPONDENTS 2018 CENSUS BREAKDOWN: POPULATION OF 133,489 13 ENGAGEMENT: SURVEY STATISTICALLY VALID SURVEY: 434 RESPONDENTS GENERAL SURVEY: 383 RESPONDENTS 2018 CENSUS BREAKDOWN: POPULATION OF 133,489 14 ENGAGEMENT: SURVEY STATISTICALLY VALID SURVEY, RESPONDENTS BY APPROXIMATE LOCATION 15 ENGAGEMENT: SURVEY STATISTICALLY VALID SURVEY: 16 ENGAGEMENT: SURVEY STATISTICALLY VALID SURVEY: 17 ENGAGEMENT: SURVEY 18 ENGAGEMENT: SURVEY 19 WHAT IS HAPPENING 20 PARK ACCESS HEAT MAPS 21 PARK ACCESS HEAT MAPS 22 PARK ACCESS HEAT MAPS 23 PARK ACCESS HEAT MAPS 24 PARK ACCESS HEAT MAPS 25 PARK ACCESS HEAT MAPS 26 PARK ACCESS HEAT MAPS 27 PARK ACCESS HEAT MAPS 28 PARK ACCESS HEAT MAPS 29 PARK ACCESS HEAT MAPS 30 PARK ACCESS HEAT MAPS 31 PARK ACCESS HEAT MAPS 32 PARK ACCESS HEAT MAPS 33 PARK ACCESS HEAT MAPS 34 PARK ACCESS HEAT MAPS 35 PARK ACCESS HEAT MAPS 36 PARK ACCESS HEAT MAPS 37 PARK ACCESS HEAT MAPS 38 PARK ACCESS HEAT MAPS 39 PARK ACCESS HEAT MAPS 40 PARK ACCESS HEAT MAPS 41 PARK ACCESS HEAT MAPS 42 PARK ACCESS HEAT MAPS 43 PARK ACCESS HEAT MAPS 44 PARK ACCESS HEAT MAPS 45 PARK ACCESS HEAT MAPS 46 PARK ACCESS HEAT MAPS 47 GIS NEXT STEPS GIS COORDINATOR KENT PARK & OPEN SPACE STORYMAPPING EQUITY STRATEGIC PROJECT LIST 48 WHAT WILL HAPPEN 49 WHAT WILL HAPPEN CITY REGIONS PROJECT THEMES NATURAL RESOURCES PARTNERSHIPS OPERATIONS & MAINTENANCE ACCESS TO PARKS STRATEGIC AMENITIES EQUITY TRAILS ATHLETICS PROGRAMMING 50 WHAT WILL HAPPEN Extend to June 51 COMMENTS 52 GREATER KENT HISTORICAL SOCIETY STRATEGIC PLANIn partnership with the City of Kent February 15, 2022, City Council PARTNERSHIP HISTORY•Section 27.48.010 of the Revised Code of Washington permits municipalities to support museum and heritage organizations. Community museums and historical organizations, including the Greater Kent Historical Society (GKHS), play an essential role in building community identity and pride, protecting the community’s wealth of material culture and tradition and assisting in the transmission of cultural resources to future generations. •The City recognizes the GKHS as the primary repository for the material culture of the City, as well as the custodian and interpreter of its historical record. It is in the best interest of the residents of the City to maintain a collaborative partnership and to develop a professionally, relevant and viable partnership, museum and community program portfolio. •The City of Kent/Kent Parks formalized their initial intent in 1992, and since then, have had a long standing “Historical and Museum Lease and Services Agreement” (last updated in 2002), which governs a collaborative and financial relationship between the City and Greater Kent Historical Society, a 501(c)(3) non-profit organization. Kent Historical Museum855 E Smith St, Kent, WA 98030Bereiter House, Built in 1908 CITY PERSPECTIVE“Our long-term relationship with the Greater Kent Historical Society as a critical partner, helps the City of Kent preserve, share and celebrate its collective diversity and evolution as a City.”-Mayor Dana Ralph Kent Historical Museum855 E Smith St, Kent, WA 98030Bereiter House, Built in 1908 WHY COMPLETE A PLAN?VISION ALIGNMENT EXECUTIONCraft a GKHS collective vision and mission in alignment with community needs and desires, City of Kent needs and GKHS goals to explore new possibilities and sustainability for the future. Build alignment, Board and staff buy in and connection with community, engaging dialogue, providing inspiration so everyone is now moving in the same direction forward. Board and staff leadership needs to champion execution of vision, throughout all levels setting the momentum, structure and performance, in order to capitalize on all that was learned. WHY COMPLETE A PLAN?•The City’s operating agreement and lease with the Greater Kent Historic Society is over 20 years old, with no updates in that entire timeframe, yet City goals, operations, budgets and community demands/needs have all changed since 2002. •The budget for the Greater Kent Historic Society is housed within the Parks Department, as a recognized, extended partner of programming, facility management and historic interpretation. o Long into the past and as recent as 2017 forward, Kent Parks’ budget has been reduced/cut four (4) budget processes in a row and this trend is expected to continue, requiring Kent Parks to be very efficient and productive with every tax dollar itreceives, that it is serving the needs of the community, as well as City and departmental goals. This includes partnerships. o Kent Parks is seeking national accreditation from the Commission for Accreditation of Park and Recreation Agencies, requiring successfully meeting over 154 standards. Kent Parks staff have been working on this for 4 years with a goal to attain accreditation by 2024/2025. There are several standards that Kent Parks needs to meet that are, related to the work with the GKHS, to name a few: 1.7.1 –Operational Coordination and Cooperation Agreements. There shall be updated, established agreements with other agencies,organizations, or individuals that entail cooperative use and maintenance of facilities, programing, facility design, land development, finances, etc. 2.8 –Historical and Cultural Resource Management Plans. Updated historical and cultural plans should be provided, inventory of historical, cultural resources and strategies for how they will be managed. These resources may be addressed as part of the jurisdiction’s comprehensive plan or the agency’s park and recreation system master plan. 6.1.6 –Cooperative Programming. The agency shall enter into cooperative agreements with public, commercial, and nonprofit entities to provide programming. WHY COMPLETE A PLAN?•Prior to 2002, the Greater Kent Historic Society did not receive a City subsidy/operating contribution. Since 2002, the original contribution has increased significantly. While the City continues to contribute more financial resources (both indirect $ and in services provided), increased membership and engagement in programs or museum visits are not increasing in parallel. A new strategy is needed. City of Kent Operating Subsidy to the GKHS 2002-2021Records and data from the City of Kent Finance Dept GKHS Membership Numbers, 2015-2020 REVENUE(S) City of Kent Direct Operating Contribution $100,500 GKHS Private Giving: Donations $15,000 GKHS Private Giving: Grants $9,500 GKHS Earned Income: Admissions $500 GKHS Earned Income: Membership Dues $2,500 GKHS Earned Income: Fundraising $10,500 TOTAL REVENUE SOURCES $138,500 EXPENSES New Designated/Restricted $ Transferred to D/R, Old D/R $ Spent Over Allocated, D/R $ Refreshed $10,000 Payroll $78,000 Office and Museum Operations $6,000 Facilities/Maintenance $5,000 Fees $3,000 Other Events/Community Support $2,500 Gala Event $4,000 GKHS DIRECT EXPENSES $108,500 BALANCE REMAINING $30,000 City of Kent Direct Expenses $44,000 TOTAL CITY AND GKHS DIRECT EXPENSES ($14,000) FINANCIAL PROFORMA (total cost) Current Average of Museum Visitors 345 Average Cost per Museum Visitor $442*Above is a total cost (both the City and GKHS) 2022 financial budget estimate. CITY SUBSIDY, 73% GKHS INCOME, 27% GENERAL BASELINE CONCERNS•The challenge of the 2020+ COVID-19 pandemic changed the landscape of how all businesses and organizations engage, operate and program for the community and caused significant closures. An innovative approach is needed to re-kick off operations. •Declining trend of participation and memberships •Lack of completed or updated policies or multiple versions of the same policy for governance and operations •No collections policy or approach consistently utilized in managing over 10,000 GKHS artifacts •Activities and programs not in full alignment with community needs and desires •Lack of consistent data, performance tracking or oversight •Conflicting opinions on path forward or on general operations due to lack of roadmap or plan “To be relevant to the Kent community is to understand, as we have mentioned, the diversity of the community.”—James Boorn “There should be a celebration of all people that have contributed to the success of Kent.”—Survey respondent •Identifies key needs and issues through systematic, comprehensive, quantitative and qualitative data collection and analysis; •Identifies the baseline situation and any gaps (potential opportunities) in service; •Validates current programs and services, where applicable; •Establishes a future direction/road map in a strategic and structured way; •Aligns organizational goals and actions with community needs and desires; •Creates accountability and performance outcomes and results; •Is a way to address future trends and needs; •It is STEP ONE in a large, complex and overlapping process. •A strategic plan is NOT a business plan, needs assessment, program plan or feasibility study. Important to remember: •Community feedback may show a need, but often times, programs and services are already happening to fill that need –could be more about subjective perceptions of lack of services or programs could be more of an awareness, access or cost barrier –important to review all data points •Important to note, just because there may be a perceived need, does not mean it is the GKHS’s role to fill those gaps –all a balance and needs to be reflected upon •Other elements also define public need such as drop in attendance, filling programs to capacity or not, evaluative surveys, wait lists, memberships, tours, etc. •A strategic plan will not have all the answers, it is a road map and self-discovery will still fall to the organization to implement, schedule, adjust, innovate and deliver. WHAT IS A STRATEGIC PLAN? “Change is coming.”—Nancy Simpson, Past GKHS President and City Historian •In early 2021, originally asked Nancy Simpson, President of the GKHS at the time, to send us her goals for an updated Strategic Plan, they were as follows: o Envision the future; define what we need to succeed now and in the future;  o Review current mission statement and goals of the GKHS to ensure validity and assist with modifications;  o Update and translate mission into goals and intentional actions;  o Provide consistent objectives and purposeful activities to further the mission of the GKHS;  o Articulate goals into specific programs, events, displays, etc.;  o Define the intentionality for the GKHS operations and decision making;  o Align the bylaws and policies to Articles of Incorporation via best practices for non-profits; (role of the Board) o Define the roles and responsibilities of paid staff vs. volunteers (somewhat in the plan, also a role of the Board) o Articulate expectations of the Board of Directors (somewhat in the plan, also a role of the Board) o Articulate the roles, responsibilities and obligations of all parties associated with the GKHS and Kent Museum;  o Establish accountability for the operations of the GKHS and museum; (will also address in COK Operating MOU) o Develop fundraising opportunities and grants; (role of Board and staff) o Market the GKHS and Kent Museum (addressed in plan, but will also address in COK Operating MOU) o Creation of short-and long-term relationship with the City of Kent, defining roles and responsibilities. (addressed in plan, but will also address in COK Operating MOU) •95% of original ideas and goals were included in the updated Strategic Plan Scope and RFP. Only left out a few that were notthe role of an external consultant. PLANNING FOR THE NEXT DECADE LEVERAGED PLANNING•To advance to best practices and national accreditation, Kent Parks (and City colleagues) have done extensive community engagement and planning within the last four years, these documents were provided to the GKHS and consultant to utilize and leverage data and information learned. Plans and documents include: o Kent Parks Comprehensive Recreation Program Plan (includes qualitative and quantifiable survey work) o Kent Parks Marketing and Community Engagement Plan (includes qualitative survey work) o Kent Parks Program Training Framework (confirms how to manage a program/event portfolio) o Kent Parks Recreation and Program National and State Trends Report o City of Kent Sub-Regional Plan for the Kent Downtown Core (which includes Kent Museum) o Kent Parks and Open Space Plan (pending completion in 2022) o Will be able to utilize Kent as a resource for policy and other strategic plan actions and examples •Increase in attendance by cultural and ethnic diverse populations and increase in membership from ethnic and culture-based organizations. •An increase in attendance to the Kent Museum and its public programs by attracting and appealing to traditional and non-traditional museum audiences of all ages and interests. •An increase in membership sales. •More clarity and context between the Greater Kent Historical Society Board and staff roles, responsibilities, and functions. •Increased effectiveness in meeting the Kent Museum’s learning and interpretive objectives. •Elevated support from stakeholders, donors, volunteers, and visitors. •Elevation of both the GKHS and Kent Museum to be publicly recognized as stewards of Kent’s diverse history. •Successful achievement and management of operating budgets. •A renewed mutual commitment and strengthening of partnership between the GKHS and the City of Kent. STRATEGIC PLAN END GOALS “Preservation engages the past in a conversation with the present, about a mutual concern for the future.”—William Murtaugh, Vice President, National Register of Historic Places If the plan is fully completed, as written, what can we anticipate we’ll see? PROJECT APPROACH•Kent City Council allocated $50,000 in the 2021 budget to lead a joint planning effort with the GKHS to complete a strategic plan. Kent Parks also allocated $12,000 est of its operating budget to assist with community engagement. •GKHS provided a 6-person planning team from it’s Board, hosted on-site tours, provided all data and documents, spent countless hours in discussion with the City/Consultant, as well as the rest of the GKHS Board. •The scope for the project was broken out into (4) phases: o Phase 1 –Review of Existing Baseline of Museum Performance (3 Year Window 2017-2019) o Phase 2 –Community Engagement and Needs Assessment o Phase 3 –Visioning and Transformation o Phase 4 –Plan Development w/ Action Strategies by Year •Consultant was interviewed and ultimately selected jointly by the City of Kent and GKHS. •Project had an original 4-month timeframe for completion, but the project planning team decided to change to a 6-month window for completion, to allow more time for community engagement. PROJECT TEAMWeatherhead Experience Design Group, Inc. founded in 2001, WEATHERHEAD Experience Design Group, Inc. specializes in the convergence of museum planning; educational programs; exhibit design and development; and interactive development and production. 1.Andrea Weatherhead, Weatherhead Experience Design2.Katrinka Mannelly, Weatherhead Experience Design 3.Julie Parascondola, CPRE, City of Kent, Kent Parks Director (Co-Project Manager)4.Lori Hogan, City of Kent, Kent Parks Recreation Superintendent5.Eileen Lamphere, GKHS Board Member and 2021 Board President (Co-Project Manager)6.Dave Johnson, GKHS Board Member and 2021 Board Secretary (Co-Project Manager)7.Michael Johnson, GKHS Board Member and 2021 Treasurer8.Awale Farah, GKHS Board Member and 2021 Vice President9.Judy Woods , GKHS Board Member10.Linda Martinez, GKHS Board MemberAdditional GKHS Board Members and contributors include: Jason Appelgate, Sharon Bersaas, Vivian Bruns, Mike Evans, Sara Franklin, Carla Loux, Nancy Simpson, Chuck Simpson, Darrell Patrick and Jon Johnson PROJECT OUTCOMES El Rancho Drive In Theatre (1954-1979) Red and the Greyhound Bus Depot, Kent John Burnard daughters. Taken on Cromwell T. Oliver's farm on East Hill (near Panther Lake) in Kent, c.1923. UPDATED MISSION“The Greater Kent Historical Society operates the Kent Museum and inspires the community to explore and discover their history. We educate and preserve diverse family and kinfolk storylines for future generations.” UNDERSTAND COMMUNITY NEEDS•Utilization of #EngageKentParks new community engagement platform •1:1 Interviews with Mayor Dana Ralph and Nancy Simpson, Past GKHS Board President and past City Historian •Community Survey (qualitative) •Translated into 108 languages •Postcard mailed to every household asking opinions •Request for survey sent out in many (e)newsletters reaching over 40,000 residents each time. •419 responses •(2) community meetings •(1) Full GKHS Board Workshop Note: See report for full distribution and reach details. WHAT THE COMMUNITY THINKSIn the Phase 2 report and presentation, community feedback both validated GKHS efforts and also added much needed perspective and opinions for GKHS to consider:When asked to rank the three most important things survey respondents wanted to see at the Kent Museum, the top three responses were: •71% History of early Kent, 1853 –1910 •57% Local Native American history (past and present) •43% Kent Immigrant and refugee stories (past and present) It is noteworthy that “A 1908 historic house” came in a distant fourth with 29% of the vote. This was consistent with another question which asked respondents what would draw them to the museum. Combining the “somewhat likely” and “very likely” responses, the top five are: •90% Local Native American History past and present •89% History of Early Kent •87% 20th and 21st Century Kent •80% Kent Immigrant and Refugee stories past and present •79% 1908 Historic House If the Kent Museum offered it, would you to go to the following? •68% Art Gallery •61% Entertainment Venue •59% Coffee Shop •55% Genealogy Resource Center •53% Art Programs •53% Guest Community Gallery •46% Social gatherings •46% Wine /Beer Tasting Room Although a minority of outreach participants feel the museum’s current offerings are appropriately diverse, a larger percentage feel more diverse representation is needed. Of particular interest: •Local Native American •Kent immigrant and refugee stories past and present Kent is the 10th most diverse city of its size in the U.S. Is it important the Kent Museum represent that diversity?81% of respondents answered, “very important” or “somewhat Would these benefits encourage you to purchase a membership? •73% Discounted or free admission to other museums •71% Free admission to the Kent Museum •59% Discounts at local businesses •59% Invitations to events, exhibit receptions and the annual meeting •59% Knowing I support the preservation and promotion of Kent history •41% Subscription to a quarterly newsletter •38% Promotional items (T shirts, mugs, totes or decals) •28% Access to members only social media WHAT THE COMMUNITY THINKS•Largest opportunity area for the GKHS: o How familiar are you with the Kent Museum?56% answered not at all familiar or somewhat unfamiliar. o How familiar are you with what the Greater Kent Historical Society does? 68% answered not at all familiar or somewhat unfamiliar. “My heritage is typically ignored in NW. It ought to be valued as any other.”—Survey respondent “Diversity is priority number one.” —Dr. Alida Boorn UNDERSTANDING THE MARKETLOCAL MUSEUM PROVIDERSHistory museums within an hour’s drive from Kent •Hydroplane & Race Boat Museum •Soos Creek Botanical Garden and Heritage Center •Renton Historical Museum •White River Valley Museum and Mary Olsen Farm •Neely Mansion •Issaquah History Museums •Highline Heritage Museum •Black Diamond Museum •Des Moines Historical Society •The Dupont Historical Museum •Meeker Mansion •Lewis Army Museum •Fort Steilacoom Museum •Job Carr Cabin Museum STATE MUSEUM PROVIDERSHigh profile museums in WA •Washington Historical Society Museum •Tacoma Historical Society •Working Waterfront Maritime Museum •Fort Nisqually Living History Museum •Harbor History Museum •Enumclaw History museum •Northwest Railway museum •Cedar River Watershed Education Center •Museum of History and Industry •Log House Museum •Wing Luke Asian museum •Museum of Flight •Connections Museum •Klondike Gold Rush Seattle Unit •Northwest African American Museum •National Nordic Museum •MoPop GENERAL LEISURE COMPETITIONTop ten organizations Kent households have used for indoor or outdoor events •Movie theaters •Libraries •Shopping malls •Kent Parks & Recreation •Churches •Private fitness clubs •Woodland Park Zoo or Seattle Aquarium •Art or history museums •King County Parks & Recreation •Schools Competition (saturation or domination) NEW DOCUMENT REPOSITORY•Phase 1 of the project was focused on establishing a strong baseline. The Greater Kent Historical Society had to pull documents from many different sources, software platforms, hard and electronic files, etc. o Over 144 documents were consolidated and reviewed by the GKHS and 28 documents from the City of Kent. o These documents are now all electronic and are stored in the project’s DropBox site and fully transferrable by the GKHS. o These documents are now all in ONE central location with a reference catalogue created for future use. •This project was the catalyst for updating and transitioning Past Perfect (software) to the “cloud” and creating a backup systemof critical GKHS collections and critical records. •Consultant toured both the Bereiter House, the Neely Soames House and the surrounding historical neighborhood for context. •Consultant and GKHS Planning Team reviewed the following categories via documents and performance: o Exhibits o Educational Programs o Program and Event Participation and Trends o Memberships o Marketing, Communication and Community Engagement o Annual Financials o Fundraising o Mission/Vision o Policies, Practices and Procedures PROGRAMMING TRENDS/IDEASIn the Phase 2 report and presentation, innovative program and interpretive ideas shared for GKHS consideration and in the powerpoint shared, see presentation and report for more details:Social Justice •Museums are Not Neutral •Historical societies and museums have a civic responsibility •Giving voice to under-told stories of poorly documented people, topics, and processes •Foregrounding diverse and inclusive stories •“Re-seeing” artifacts as conveying multiple, layered storylines •Sharing waves of immigration stories and comparing them to life today Topics of Local Interest •Native American historical and continued presence •Military service •Sports history •Neely Mansion—Family Stories •Curated walks •Speakers •Custom history programs •Curricula Non-traditional Perspectives •Game-ifying •Interactivity •Websites and other online means •Custom tours •Fred Wilson’s “Mining the Museum” •Five Oaks •Lushootseed Quirky is cool •Renton History Museum —Hero’s Feast –finding community through Dungeons & Dragons –identity and community as facilitated by role playing games created by the local company Wizards of the Coast •Renton History Museum —Bigfoot is Probably Real –local Sasquatch stories •White River Valley Museum —Service Ink: Veterans Tattoos and Their Stories –memories and stories behind the tattoos of local service members Traveling Exhibits Traveling exhibits are a way of providing exciting, new content without developing it in-house. Smithsonian Museum on Main StreetWashington State Historical SocietyWashington Secretary of State’s traveling exhibits Post Pandemic2020 Changed Everything The COVID pandemic and social unrest sparked by the murder of George Floyd affected everything in 2020. Museums were no exception. •Quarantine forced museums to get creative in terms of programming, outreach and content delivery •Reflection and reprioritization related to operations, collections and traditional museum models •Social justice became increasingly import as subject matter, policy and conduct •As we emerge from the pandemic new ways of working, interpretation and programming developed in 2020 will have a lasting effect on the museum landscape IDENTIFIED STAFFING STRUCTURE SPACE AND KEY CONTENT AREAS TRANSITION OF PRIMARY AUDIENCE•Increased emphasis on school groups and families via programs. •Less emphasis on the museum itself. Need to consider once a person visits the Kent Museum, how often would they come back again? Need consistent new experiences, in all places throughout Kent, where applicable. •Serving increased races and diverse cultures by engaging them in programs and opportunities. FINAL PLAN FRAMEWORK FOCUS ON ONE YEAR AT A TIMESTAFF RESOURCES Executive Director hired Volunteer hours recorded POLICIES & BOARD “City Historian” replaced with “provide historical resources” in MOU Community and cultural outreach board committee created Accountability board committee created By-laws reviewed Board Directors trained as admission staff A minimum of 3 training opportunities have been reported by directors to larger board Board, staff and volunteer matrix created PROGRAMS Daily and event attendance tracked Evaluations created and utilized for a minimum of 3 events, exhibits and/or programs Admission system implemented Free museum hours implemented Annual GKHS prg/events calendar for Year 2 complete by end of Year 1 New tour implemented Participation in a minimum of 5 community events including fairs and festivals FINANCIAL Annual budget updated with focus on revenue from: government support, private giving, earned income and investment income Financial Management Polices created $100,500 earned from Government Support/City of Kent Exploration of $2 admission charged after museum tour updated Review endowments and investment incomes Scholarship funds limited Minimum of 2 grant sources identified and researched $ Line items for all individual exhibits, programs and events added to budgetGENERAL OPERATIONS Attendance increased 15% Membership increased 2% Establish targeted marketing plan and budget for Years 2 -6 Multilanguage welcome sign installed Filing system upgraded Document templates adopted MOU and lease agreement with City of Kent updated Collection inventory on 1st floor begun 6-8 year plan, depending upon resources and capacity. Will review collectively each year as during the prior 4th quarter, per MOU pending update2022 NEXT STEP CONSIDERATIONS•No need for the City Council to accept/adopt this plan, this is the GKHS’s plan in partnership with the City. For those that are interested, the full plan and fully survey is available on our EngageKentParks.Com website •Greater Kent Historical Society formally voted on accepting the plan as recommended on January 6, 2022 o Will begin to review and implement plan recommendations, where applicable. o Recruiting currently for new Museum Executive Director o Appreciation open house on Friday, April 1, between 1-3pm with the museum re-opening shortly thereafter •Work with the City of Kent to update the formal MOU/Operating agreement between the GKHS and the City of Kent, that WILL need to eventually be adopted by the Kent City Council. o Update process begins in March 2022, anticipate a 3-month window before final document. o Focus areas will reflect recent strategic plan, but will also address the following: Added performance matrices and accountability Confirmation of maintenance functions for both the City and the GKHS Support, where applicable, of supporting increased marketing and awareness Confirmation of any satellite locations to do pop-up exhibits, will create a process on how to book Confirmation of insurance and liability coverage, where applicable THOUGHTS FROM THE GKHS•Eileen Lamphere, 2022 GKHS Board President •Current 2022 Board: o President -Eileen Lamphere o Vice President -Mike Evans o Secretary -Dave Johnson o Treasurer -Michael Johnson o Past President -Jon Johnson o Board Members: o Jason Appelgate o Sharon Bersaas o Alida Boorn o James Boorn o Awale Farah o Carla Loux o Linda Martinez o Darrell Patrick o Chuck Simpson o Judy Woods QUESTIONSCITY OF KENTJulie Parascondola, CPRE, DirectorParks, Recreation & Community Services220 Fourth Avenue South, Kent, WA 98032Phone 253-856-5007 jparascondola@kentwa.gov GREATER KENT HISTORIC SOCIETY Eileen Lamphere, GKHS 2022President855 E Smith St, Kent, WA 98030Phone 253-486-3390elamphere@live.comDave Johnson, GKHS 2022 Secretary855 E Smith St, Kent, WA 98030Phone 509-760-5861dave.davej@gmail.com