05/19/2020 - Work Study - Packet
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Meeting materials are available on the City’s website: www.cityofportorchard.us or by contacting the City Clerk’s Office, 360.876.4407
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City of Port Orchard Council Work Study Session
May 19, 2020
6:30 p.m.
Pursuant to the Governor’s “Stay Home - Stay Safe” Order, the City will
take actions on necessary and routine business items.
The City is prohibited from conducting meetings unless the meeting is NOT
conducted in-person and instead provides options for the public to attend
through telephone access, internet or other means of remote access, and
also provides the ability for persons attending the meeting (not in-person)
to hear each other at the same time. Therefore;
Remote access only
Link: https://us02web.zoom.us/j/81554042053?pwd=SG50UWVDSWtxQ3hsWnV6cVdXelRxQT09
Zoom Meeting ID: 815 5404 2053
Password: 184384
Zoom Call-In: 1 253 215 8782
1. Court House Update Presentation (Kitsap County)
Estimated Time: 45 Minutes
2. Kitsap County Community Development Block Grant Program
(Tufts/Bauman) Page 3
Estimated Time: 30 Minutes
3. Review of City’s Communication Plan (Mayor) Page 25
Estimated Time: 20 Minutes
4. Types of Nuisances – Bees and Stinging Insects (Bond) Page 37
Estimated Time: 10 Minutes
Mayor:
Rob Putaansuu
Administrative Official
Councilmembers:
Bek Ashby
Finance Committee
Economic Development & Tourism Committee
Transportation Committee
KRCC/KRCC PlanPol-alt /KRCC TransPol
PSRC-alt/PSRC TransPOL-Alt/PRTPO
Shawn Cucciardi
Finance Committee
E/D & Tourism Committee, Chair
Kitsap Economic Development Alliance
Fred Chang
Economic Development & Tourism Committee
Land Use Committee
Jay Rosapepe (Mayor Pro-Tempore)
Utilities/Sewer Advisory Committee
Land Use Committee
Transportation Committee
Lodging Tax Advisory Committee, Chair
KRCC-alt
John Clauson
Finance Committee
Utilities/Sewer Advisory Committee
Kitsap Public Health District-alt
Cindy Lucarelli
Festival of Chimes & Lights Committee, Chair
Utilities/Sewer Advisory Committee
Kitsap Economic Development Alliance
Scott Diener
Land Use Committee, Chair
Transportation Committee
Department Directors:
Nicholas Bond, AICP
Development Director
Mark Dorsey, P.E.
Director of Public Works/City Engineer
Tim Drury
Municipal Court Judge
Noah Crocker, M.B.A.
Finance Director
Matt Brown
Police Chief
Brandy Rinearson, MMC, CPRO
City Clerk
Contact us:
216 Prospect Street
Port Orchard, WA 98366
(360) 876-4407
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City of Port Orchard
Work Study Session Executive Summary
Issue Title: Kitsap County Community Development Block Grant Program
Meeting Date: May 19, 2020
Time Required: 30 Minutes
Attendees: Bonnie Tufts, Block Grant Manager and Shannon Bauman
Action Requested At This Meeting: View presentation, provide feedback, and ask
questions.
Background: Since 1996, Kitsap County has qualified as an Urban County and receives
Community Development Block Grant (CDBG) and Home Investment Partnership (HOME)
funds from the U.S. Department of Housing and Urban Development (HUD). The cities of
Poulsbo, Port Orchard, and Bainbridge Island participate in the consortium through
interlocal agreements for CDBG and HOME with Kitsap County. The City of Bremerton is
designated as its own entitled City for CDBG funds and is member of the HOME Consortium.
Beginning 2020, the City of Port Orchard qualifies as an entitled city under CDBG. The City
has elected to defer for the next 3 years.
The funding requires a Consolidated Plan which must be updated every 5 years. During
2020, in partnership with the City of Bremerton, they will be updating the Consolidated Plan
for the years 2021 - 2025.
Part of the update is the development of funding priorities for the next five years, which will
be included in the Policy Plan later this spring.
Governor Inslee’s Proclamation 20-28: This item is necessary and routine, for the following
reasons: This is a routine action as the City has previously undergone this process as the plan
is required to be updated every 5 years. This item is necessary because the County needs the
City’s input at this time in order to timely update the Consolidated Plan for 2021-2025.
Recommendation: N/A
Follow-up Notes & Outcomes:
Attachments: Presentation.
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Kitsap CountyCommunity Development Block Grant Program
2021-2025 CONSOLIDATED PLAN
Page 5 of 40
What Are
Block Grant
Funds?
Community Development Block Grant (CDBG) and Home Investment Partnership (HOME) funds are Federal sources from HUD for:
◦Housing
◦Public Services
◦Community & Economic Development
Projects principally benefit low income individuals, families and neighborhoods
Funds are allocated by HUD based on a formula and subject to the federal budget.
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How are Funds Allocated by HUD?
Kitsap County is
designated as an Urban
County and receives an
annual formula allocation
of CDBG and HOME
Cities of Port Orchard,
Poulsbo and Bainbridge
Island sign interlocal
agreements to participate
The City of Bremerton
qualifies as an
entitlement city and
receives its own allocation
of CDBG funds
The City and County are a
Consortium for HOME
funds
The City of Port Orchard
qualified for CDBG
beginning 2020 but has
deferred until 2023
Page 7 of 40
Historical County CDBG & HOME
Consortium Allocations
$0.00
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020HUD AllocationsHistorical County CDBG & HOME Consortium Allocations
CDBG
HOME
$1,090,385
$738,887
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What Is the Consolidated Plan?
•HUD Requirement
•5 Year Plan
•Joint plan
•Identification of housing &
community development needs
•Long-term strategy to address
needs
Page 9 of 40
Plan Format
Key Components:
Needs Assessment
Housing Market Analysis
Strategic Plan
Action Plan
Page 10 of 40
The Consolidated Plan links several
HUD required documents together
5-Year Consolidated Plan
•Needs Assessment
•Market Analysis
Strategic Plan
Citizen
Participation
Plan
Annual Action
Plan
Policy Plan
Consolidated
Annual
Performance &
Evaluation
Report
Page 11 of 40
Planning Process
Needs Assessment &
Market Analysis
Community Input
•Meetings with Cities
•Consultation with Agencies
•Survey
•Public Comment & Hearings
Strategic Plan
Development Final Plan to HUD
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Consolidated Plan Timeline 2020
Data gathering (surveys,
consultations with cities and
agencies, HUD provided data
and data from other
studies/reports)
Jan.–Mar.
Setting priorities, Policy Plan &
RFP’s, Public Comment &
Hearing
Apr.–May
Coordinated Grant
Application Cycle
May–Sep.
Final Consolidated Plan & Year
1 Action Plan, Public Comment
& Hearing
Oct.–Nov.
Plan due to HUD
15 Nov. 2020
Page 13 of 40
Current Consolidated Plan Priorities
5 Years of Investment
•Preservation of existing affordable housing, and construction or acquisition of new
housing, for households at or below 50% AMI
•$3,002,079 HOME
•$4,198,979 CDBG
•Increased economic opportunities for low-income individuals; and
•$333,267 CDBG
•Provision of critical services to meet basic needs and promote long-term self-
sufficiency.
•$774,789 CDBG
City of Bremerton identified their own priorities around neighborhood revitalization, homeownership,
economic opportunities and abatement of slum and blight.
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•Actuals are tracked for each year and reported to HUD
•For HOME the County reports for both County & City of Bremerton
•For CDBG County and City report separately
2016-2020 Consolidated Plan -Strategic Plan Goals
Consolidated Plan Goals
Con Plan 5-
Year Target
Year 1
Project
Goals
Year 2
Project
Goals
Year 3
Project
Goals
Year 4
Project
Goals
Year 5
Project
Goals
All Years
Project
Goals
Actual
to Date
New Rental units created/constructed 16units 0 8 0 0 82 90 0
Rental Units Rehabilitated 318units 96 94 24 10 0 224 152
New Homeowner Housing created/constructed 20units 16 0 0 3 0 19 16
Homeowner Housing Rehabilitated/weatherized 225units 39 37 35 40 41 192 147
Direct Financial Assistance to Homebuyers 25households 10 8 7 10 2 37 16
Preserve/Increase affordable housing in Bremerton 40households 9 4 6 1 2 22 7
Increase economic opportunities 390individuals 79 77 42 42 31 271 194
Provide Support Services 110,070individuals 22,014 23,025 22,657 23,011 21,804 112,511 70,277
Current Consolidated Plan Goals &
Outcomes
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2021-2025 Consolidated Plan
New Strategic Plan
Priorities
•Affordable Housing
•Public Facilities and Infrastructure
•Economic Development
•Public Service
Goals will be established for
each of the priorities for the
5-year period –each year
projects funded must meet
these goals
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Current Challenges
•There is a great need for more affordable housing but there are many obstacles.
•Funding and developer capacity issues
•New development is expensive
•Low supply of existing housing
•Rent pressure
•Rapidly rising home prices
•Less mobility
Housing Affordability
•Low wage employment
•Vulnerable populations on fixed incomes
Poverty
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Annual Grant
Cycle
Kitsap County allocates funds each year
through a competitive process
2021 Funds
RFP for HOME funded Housing Projects
•New Construction
•Acquisition & Rehabilitation
NOFA for CDBG projects
•Public Service Programs –15% set-aside max.
•Housing Weatherization & Rehabilitation
•Economic Development
•Public Facilities & Infrastructure
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HOME Eligibility
HOME is for housing projects including acquisition,
rehabilitation, new construction and preservation.
Projects must serve low-income households (80% HUD
published area median income and below)
Many regulatory requirements for the use of funds
Projects must meet goals and priorities in the Consolidated
Plan
Page 19 of 40
CDBG Eligibility
CDBG is used to benefit low income people and neighborhoods.
Eligible activities include public facilities and infrastructure,
acquisition/rehab. of housing, relocation and demolition, removal
of slum & blight, economic development and public service
All projects must meet a National Objective and other federal
regulatory requirements
Project must meet goals and priorities in the Consolidated Plan
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Annual Grant
Cycle Process
•Eligible Applicants
•How to Apply
•Important Dates
•Technical Assistance
•Application Review & Evaluation
•Grant Recommendation Committee
•Two Committees –8 members each
Each city appoints two people
Each County Commissioner appoints two
people
BOCC appoints two at-large
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2021 Grant Cycle Information
Key dates are included in the 2021-2025 Consolidated Plan and 2021
Application Schedule posted on the Coordinated Grant page:
https://www.kitsapgov.com/hs/Pages/HH-Coordinated-Grant -
Application-Process.aspx
Important Information will be posted to this site including the RFP and
NOFA. To receive notice of updates to the web page sign up for
electronic notification and subscribe to the Coordinated Grant
Application page.
Go to : www.kitsapgov.com and scroll to the bottom of the page and
select News Sign Up
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Staff Contacts
Bonnie Tufts, Block Grant Program Manager
360-337-4606
btufts@co.kitsap.wa.us
Shannon Bauman, Block Grant Program Analyst
360-337-7272
sbauman@co.kitsap.wa.us
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City of Port Orchard
Work Study Session Executive Summary
Issue Title: Review of City’s Communication Plan
Meeting Date: May 19, 2020
Time Required: 20 Minutes
Attendees: Ryan Hayter, Hayter Industries
Action Requested At This Meeting: Review communication plan and provide feedback.
Background: On April 14, 2020, the City approved a contract with Hayter Industries, LLC for
public relations, marketing, and communications.
Mayor Putaansuu would like to review and discuss the attached Communications Plan.
Governor Inslee’s Proclamation 20-28: This item is COVID-19 related and necessary and
routine, for the following reasons: to continue providing important and relevant information
to the public about the City’s public services including COVID-19 response efforts, it is
necessary to have a dedicated communications specialist and clearn plan for that specialist to
execute. It is routine as an administrative function for the City to audit and adjust the ways in
which the City ensures it is keeping the public informed and aware of current situations
related to City businesses.
Recommendation: N/A
Follow-up Notes & Outcomes:
Attachments: City’s Communications Plan.
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City of Port Orchard
Communications Plan
Communications Goal
Become the model for small town success through two-way communications driven by
an approachable city government and active and engaged citizens who play a vital role
in city decision making.
Mission
Build rapport with city council, staff and Port Orchard residents to formulate and
complete the most meaningful and fiscally responsible projects leading to a vibrant
community with a shared vision that is a source of pride for our current residents and
an attraction for future citizens.
Audiences
Internal
• City management
• City employees
External
• Current Port Orchard residents
• Collaborative agencies and civic organizations
• Local business leaders
• Future residents
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Messaging Priorities
Be Human
Make communication a priority in all City matters. Be the easiest to work with and
timely in response. If the system impedes communications, fix the system. Go beyond
statutory minimums.
Be Transparent
Provide as many details as possible. If specifics don’t exist, be clear about it and
provide timelines for getting that information. All messages should consider:
Who – Who will the announcement affect? Who is involved in the matter? Who will be
positively and negatively impacted by the events? Who will fund it?
What – What impact will the announcement have on internal/external audiences? What
are tax ramifications on constituents if any? What are the details? If important details
are excluded will it have an impact on any audiences?
Where – Where will the matter take place (physical locations)? This will determine
tailored messaging to specific audiences that may be affected.
When – What are the timelines for the project from start to finish? Build messaging
around each of these benchmarks.
Why – Why is the project a priority? Why now? Why is it necessary?
Wow – Why should someone care? What is inspirational about this project?
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City of Port Orchard Communication Channels
Internal Communications
The City of Port Orchard aspires to be a fulfilling and rewarding place to work. Open,
two-way communication between employees and leadership will ensure that all will be
heard and feel empowered in their roles. This is imperative to attracting and retaining
quality staff in a tight labor market.
Communications Tactics
Survey – work with human resources to distribute a digital survey to all staff to gauge
how they feel about the current work environment. Invite opportunities for them to
express themselves to better understand their likes and dislikes. The results will
provide a starting point for building an effective employee communications program.
Timeframe: 3rd Quarter 2020
Annual all-staff meeting – meet with all available staff to share highlights, recognize
employee accomplishments and discuss upcoming projects and human resource
initiatives.
Timeframe: 1st Quarter 2021
Idea Box – create a digital inbox where staff may confidentially submit ideas or
challenges to upper management. Employees are the eyes and ears of the City so make
it easy for them to share what they’re experiencing.
Timeframe: 4th Quarter 2020
Intranet – create a consistent internal communications system that all departments
may use to share information (videos, documents, updates). Create consistent
communications solutions for all departments for ease of management and efficiency. A
thorough review of current tools needs to be reviewed (Sharepoint, Zoom, Microsoft
Meetings and other items). Timeframe: August-October 2020
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External Communications
Survey – distribute a digital survey through Facebook, the website and email, to gauge
how constituents feel about the communications and performance of the City
government. Explore how they receive their communications, what is working, what is
not. The results will provide a starting point for building an effective external
communications program.
Timeframe: June 2020
Visuals – one of the first things we can do is source new, cleaner and more inspiring
images for the website and all communications materials. Current images are not
optimized and don’t necessarily ask for attention. This is a relatively simple task that
we can reach out to constituents for support with a new #pophoto campaign. A digital
release form will need to be developed to gain rights to images and videos.
Timeframe: May 2020, ongoing
Website – the City’s website is feature rich and traffic is acceptable (10K vistors/mo)
though it can be vastly better. The challenge is that over time it has become bloated
and oftentimes it takes multiple steps to find the most relevant information.
• The site needs updating to its navigation and ease of access to two-way
communication.
• If a citizen has a question or comment, it needs to be effortless to reach the
right contact without digging through the site.
• If a city council meeting is occurring same day, the agenda and packets need to
be one click away from the homepage.
Hayter will work with Jenine on updating the site.
Timeframe: completion by August 2020
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Social Media – Facebook is the City’s primary tool for distributing news to its
constituents. The news disseminated through the page is clean. Our primary goal with
Facebook will be to increase the number of followers to make the page more influential
in the community.
• Currently private pages such as the Port Orchard page (32,295), Port Orchard
Rants (8,920), Josephine’s Mercantile (7,034), Whiskey Gulch (5,075), Port
Orchard Positive (3,630) and The Dock (2,584) have larger followings.
• Since the City’s page is not as well known, it can be easy for misinformation to
rapidly spread through private pages thus causing unnecessary challenges.
• Alternatively, by growing the base of City’s FB followers and collaborating with
private sites when appropriate (third-party shares), almost the entire community
can be reached within a brief period of time.
• We will continue to redirect people to the City’s website for detailed information.
• We will build in a calendar of pending projects and events that are known in
order to simplify the posting process.
Our primary goal at this point is to increase the number of followers. We will implement
a specific outreach plan in order to grow numbers within the calendar year.
At any time we can launch a City Instagram page or Twitter feed though we need to
consider workload and ROI on both of these. Instagram is purely a visual-based
channel so we would constantly have to source images from third parties to keep it
fresh and relevant and it could be difficult to provide notable content that would keep
followers engaged with City priorities unless they like images of sewer systems and
road construction. I don’t think this should be a priority. Twitter on the other hand is a
common tool for government use. It might make sense though will require more time
for staff to manage.
Timeframe: May 2020-ongoing
Public Relations – There are two tiers here: Kitsap County media directed at current
citizens, and Puget Sound media aimed at future residents. Local media are rather
limited with the Kitsap Sun and Kitsap Daily though stories written by credible third
parties have higher value than social media posts and are more regularly shared. These
traditional outlets will continue to be an important part of the City communications
plan.
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Regional media will become a more important part of the City communications plan as
the City grows. Our story will resonate with South and East Sound residents who are
looking for better property values, investment opportunities, business expansion and
small-town charm. Hayter will consider the regional implications of each press release
that is developed and pitch appropriate stories to print, digital and broadcast, news and
lifestyle media outlets to ensure the City reaches the broadest base.
• Hayter to develop an editorial calendar based on current and pending projects.
May 2020
• Hayter to develop editorial contact list for local and regional outlets. May 2020
• Processes will be put in place on who is allowed to talk to media and in what
capacity.
Email – The City already distributes pertinent emails. It’s not a content issue but,
rather, a limited distribution challenge. The opt-in list is so small (200+) that it’s not
that effective. Similar to the social media strategy, our primary goal here is to grow the
list of subscribers. This can be done through Facebook promotion, the citizen survey
and individual outreach through personal lists. Hayter will present a script for staff to
use to push the message out and grow the list. We will also explore homepage
promotion to make it easy to subscribe.
Greater volume of email inquiries means more work for the internal team. Hayter will
review the current messages that are coming in to find themes and efficiencies to
simplify the process. The goal, again, is to be the fastest and easiest to work with
through every communication channel. Timeframe: June 2020-continuous
Video Newsletter – A personal video from the Mayor is an effective way to
demonstrate the latest accomplishments, build awareness around pending projects and
elevate messages from the Mayor’s office. We will produce a video outlining the City’s
priorities each quarter and distribute it via the website, email and social media.
Timeframe: mid-June, September, December 2020
City Events – City council meetings and other government gatherings are not typically
that enthralling so they often don’t attract too much attention unless there is an issue
that was likely caused by a lack of information or misinformation.
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One of our goals is to improve public participation. We want to hear from our
constituents to help build our future community. We will accomplish this by making it
easier to gather information in advance and make viewing of public meetings easier.
This is not rocket science. We will circulate direct links to city council meeting agendas
and packets on the website home page and promote greater details through social
media and emails. Ideally, we will be able to livestream meetings but the City’s current
technology does not allow this and an investment will need to be made in order to have
this capability. Timeliness is everything and we want our citizens to be and feel involved
as much as possible by making it easy to connect. Timeframe: July 2020
Public Events – In order to humanize our local government, effort needs to be to put
forth to put our City leaders in front of the community. This doesn’t have to be
complicated. The mayor and many City counselors participate with little to no fanfare in
Rotary, Chamber of Commerce, Wednesdays with Wags, churches and with many other
organizations. It will be beneficial to build a list of groups that the mayor, department
heads and city council members already participate in so we can determine if anything
is missing and come up with a plan to share the City’s messages through these
organizations.
Nothing compares to relationship building like face time with constituents. It would be
meaningful for the mayor and city council members to carve out even a minimal
amount of time to drop in on local retailers and try new restaurants, and ask the
owners and workers how they are doing. Relationships need to expand beyond the city
building, especially during the recovery from Covid 19. I know that the City officials
deeply care because I get personal time with many leaders but that needs to translate
to the street.
Crisis Communications – Crises can take the form of a natural disaster, employee
issues or a citizen uprising based on bad information. The key is to be prepared for any
situation by having a plan in place. This, again, can be a simple solution that clarifies
who is the spokesperson (control the message), who are the audiences, what is the
message and what are the procedures for sharing information. The elements of a
successful crisis communications plan adhere to the following steps:
• Recognize the issue – What happened and why?
• Be accountable – Did I cause this issue?
• Identify your audience – Who was affected by the issue?
• Know your end goal – What do I want to accomplish?
• Know your values – Always be true to yourself.
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• Create your message – What am I going to say? Will we all benefit?
• Make a plan – Who needs to know and when do they need to know (family,
friends, colleagues, community, social media base, national media…)
• Establish contact – Extend an olive branch or a hand to the other party.
• Communicate – Express yourself. Say what you need to say. Clear the air.
• Be open – Drop your guard. Don’t react.
• Be honest – There will be no resolve without.
• Apologize – Admit to your mistakes.
• Listen – Understand a different perspective.
• Resolve – Come to an agreement.
• Collaborate – Control the message. When people stop communicating they lose
control of the story and gossip takes over. Communicate with all necessary
parties so a true story will be told.
• Continue to communicate beyond the crisis.
• Measure success.
Practice makes perfect. Hayter will take the mayor, department heads and city
counselors through a crisis planning session where multiple scenarios will be discussed.
Timeframe: August 2020
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Port Orchard Focus Stories 2020
These are the stories that people will be talking about as they progress in 2020 and
beyond:
1. Well #13 – Port Orchard will gain its water independence from Bremerton
where it currently spends more than $300K/year on imported water. Also, depth
of well taps into the purest water that reduces the threat of environmental
contaminants.
2. Bay Street Pathway – the bi-modal pathway is about to clear its final hurdles
and construction will begin for this community project that will eventually
connect with a countywide trail system. Trail benefits:
• Annapolis will be the bookend of a destination trail system that will generate foot
and bike traffic from all of Puget Sound that currently doesn’t exist due to lack of
safe trails and awareness. Currently foot traffic is non-existent past downtown
Port Orchard with the exception of bus/ferry commuters.
• Pathways are one of the top three amenities that new residents look for in a
community. It’s a slam dunk attraction for active lifestyle consumers who are the
type of new residents that Port Orchard wants to recruit.
• Property values inherently increase with the addition of trails and pathways as
neighborhoods become more desirable.
• The community improvement and beautification project will be something that
will make our citizens proud. The success of the current pathway, Rockwell Park,
the Tremont project and McCormick Village Park provide clear examples of the
City’s ability to manage and deliver large scale projects that benefit all.
3. Bethel Corridor
4. Update to traffic impact fee study
5. Update to parks plan
6. Community Center public outreach and design
7. Downtown and County Campus master plan
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Communications Project Calendar
May June July Aug Sept Oct Nov Dec Jan-
21
Internal
Communications
Survey X X
Biannual staff meeting X
Idea box X
Intranet X X X
External
Communications
Survey X
Visuals X X X X X X X X
Website Refresh X X
Social Audience Push X X
Public Relations X X
Email Subscriber Push X X X X X X X
Video Newsletter X X X
City Events X X X X X X X X
Public Events X X X X X X X X
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City of Port Orchard
Work Study Session Executive Summary
Issue Title: Types of Nuisances – Bees and Stinging Insects
Meeting Date: May 19, 2020
Time Required: 10 minutes
Attendees: Nick Bond, Community Development Director
Issue: The City has been asked to adopt regulations for beekeeping, which Port Orchard Municipal Code
currently does not regulate, and to establish the authority to deal with nuisance bees.
Beekeeping is a vital agricultural activity, and honey production is a significant economic activity.
However, when conducted in close proximity to non-agricultural uses and not well self-regulated,
beekeeping can have negative effects and become a public nuisance.
Proposed land use-based beekeeping regulations have been drafted and are going through the process
for review and adoption into Title 20. In the meantime, as spring is a time when poorly-managed beehives
may become a problem, and other stinging insects are becoming active, the Council is asked to consider
an amendment to POMC 9.30 (Nuisances), which defines when honey bees or other stinging insects will
be considered a nuisance and provides the means to deal with them in the same manner as other
nuisances.
Governor Inslee’s Proclamation 20-28: This item is necessary and routine, for the following reasons: The
adoption and implementation of nuisance regulations to protect the welfare of Port Orchard and its citizens
is a normal and routine function of the Port Orchard City government.
Alternatives: Revise the proposed amendment to POMC 9.30; do not adopt the proposed amendment
to POMC 9.30.
Relationship to Comprehensive Plan: N/A
Recommendations: Staff recommends that Council provide feedback to staff and review this item at
the next regular Council meeting.
Attachments: Ordinance; Redline POMC 9.30.020
Action Requested at this Meeting: Provide feedback to staff on the proposed amendment to POMC
9.30 (Nuisances) to regulate nuisance bees and other stinging insects.
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ORDINANCE NO. ______
AN ORDINANCE OF THE CITY OF PORT ORCHARD, WASHINGTON,
RELATING TO NUISANCES; AMENDING PORT ORCHARD
MUNICIPAL CODE SECTION 9.30.020, PERTAINING TO BEEKEEPING;
PROVIDING FOR SEVERABILITY; ESTABLISHING AN EFFECTIVE
DATE.
WHEREAS, pursuant to Chapters 7.48 and 9.66 of the Revised Code of Washington (RCW),
the City of Port Orchard is delegated authority to establish civil and criminal procedures for
regulating and abating public nuisances, defined as conditions that negatively impact the public’s
health and safety; and
WHEREAS, the City’s existing regulations for public nuisances are codified at Port Orchard
Municipal Code (POMC) Chapter 9.30; and
WHEREAS, due to complaints from the public regarding beekeeping activities that
jeopardize or endanger the public, the City Council desires to control beekeeping as a nuisance
under certain conditions; and
WHEREAS, the City Council finds that this Ordinance and the amendments to POMC
Chapter 9.30 herein are consistent with the City’s Comprehensive Plan and regulations, and are
in the best interests of the residents of the City and further advance the public health, safety and
welfare; NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF PORT ORCHARD, WASHINGTON, DO ORDAIN AS
FOLLOWS:
SECTION 1. Findings and Recitals. The recitals set forth above are hereby adopted and
incorporated as findings in support of this Ordinance.
SECTION 2. Amendment. POMC Section 9.30.020, Types of nuisances, is hereby amended
to read as follows:
9.30.020 Types of nuisances.
Each of the following conditions, unless otherwise permitted by law, is declared to
constitute a public nuisance and whenever the enforcement officer determines that any of these
conditions exist upon any premises or in any lake, river, stream, drainageway, or wetlands, the
officer may require or provide for the abatement thereof pursuant to this chapter:
(1) The existence of any weeds, trash, dirt, filth, the carcass of any animal, waste, shrubs,
accumulation of lawn or yard trimmings or other offensive matter;
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Ordinance No. _______
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(18) The existence of any goods, merchandise, or property of any kind on any streets,
alleys or sidewalks of the city, which unreasonably obstructs pedestrian or vehicular traffic.;
(19) The keeping of hives of honey bees or other stinging insects in or upon their property
or premises, that are: (a) defensive or exhibit objectionable behavior, including swarming, or
which interfere with the normal use of property, or the enjoyment of persons, animals, or
adjacent property; (b) abandoned hives; (c) diseased bees / hives; or (d) all other nests
(colonies) of stinging insects such as yellow jackets, hornets, and wasps which exhibit
objectionable behavior or interfere with normal use of property, or the enjoyment of persons,
animals, or adjacent property.
SECTION 2. Corrections. Upon the approval of the city attorney, the city clerk and/or
code publisher is authorized to make any necessary technical corrections to this ordinance,
including but not limited to the correction of scrivener’s/clerical errors, references, ordinance
numbering, section/subsection numbers, and any reference thereto.
SECTION 3. Severability. If any section, subsection, paragraph, sentence, clause, or
phrase of this ordinance is declared unconstitutional or invalid for any reason, such decision shall
not affect the validity of the remaining parts of this ordinance.
SECTION 4. Effective Date. This ordinance shall be published in the official newspaper of
the city and shall take full force and effect five (5) days after the date of publication. A summary
of this ordinance in the form of the ordinance title may be published in lieu of publishing the
ordinance in its entirety.
PASSED by the City Council of the City of Port Orchard, APPROVED by the Mayor and
attested by the City Clerk in authentication of such passage this __ day of _______ 2020.
Robert Putaansuu, Mayor
ATTEST:
Brandy Rinearson, MMC, City Clerk
APPROVED AS TO FORM: SPONSORED BY:
Charlotte A. Archer, City Attorney XXX, Councilmember
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