Bellingham City Council Committee of the Whole

**Melissa Morin, on the communications philosophy:** "We think much more about our work as service to the community. So when I think about how we support the work of the city as part of our purpose, the work of the city is about public service and service to the community." **Morin, on visual communication transition:** "We need to move away from that and take much more of a visual first approach to our communications going forward. So that looks like much more use of videos and infographics, explanatory graphics, um multimedia presentations." **Council Member Hammill, on council communication challenges:** "City council, we do work a little differently and one way that we're different is we talk about consider things not yet happening, not yet decided. So you're not rolling out a program or fulfilling an adopted goals and an adopted plan." **Council Member Anderson, on communication improvements:** "It's great to be able to I always felt this yearning to be able to share the good w

# Committee of the Whole Meeting: A Vision for Bellingham's Communications Future ## Meeting Overview The Bellingham City Council's Committee of the Whole convened on December 15, 2025, in the mayor's boardroom at City Hall for what would become a substantive discussion about the city's communications strategy moving forward. All seven council members were present: Chair Hollie Huthman, Hannah Stone, Daniel Hammill, Edwin "Skip" Williams, Lisa Anderson, Michael Lilliquist, and Jace Cotton. The meeting centered primarily on the city's new Strategic Communications and Engagement Plan for 2026-2028, with Communications and Community Relations Director Melissa Morin leading an extensive presentation about how Bellingham plans to modernize its approach to public outreach. A last-minute addition to the agenda — an emergency resolution responding to flood damage from the December 10 storm — brought urgent infrastructure concerns into sharp focus as well. What made this meeting particularly engaging was the depth of questioning from council members about everything from brand identity to accessibility requirements, revealing both the complexity of modern municipal communications and the council's genuine investment in improving how the city connects with its nearly 100,000 residents. ## Strategic Communications Plan 2026-2028 ### The Foundation: Service, Not PR Melissa Morin began by establishing a fundamental principle that would thread through the entire discussion: "We think much more about our work as service to the community," she said, explicitly rejecting the traditional "PR or public relations" lens that often defines government communications work. This wasn't just philosophical positioning — it represented a deliberate approach to foster "dialogue with the community" through "two-way engagement where we are talking with the community, sharing our stories, delivering those effective, accurate, and engaging messages, but we're also creating opportunities to listen and to hear the community feedback." The scope of this work, as Morin outlined it, encompasses everything from maintaining the city's website and social media presence to designing meaningful public engagement opportunities and "distilling that feedback that we receive from the community back into actionable information." It's work grounded in what she called "excellent customer service, excellent community service" and recognition that transparent information sharing is "a key part of the democratic process." ### Building Community Trust Through Transparency The plan's first major goal tackles what Morin identified as a critical growth area: community trust through authentic, transparent communication. "We all live and breathe this work 40 plus hours a week as do you," she told the council. "And not everybody does that. There are nearly a 100,000 people who aren't in this as deeply as we are." This recognition drives their commitment to "more regular and frequent touch points about bringing people along in the process" and creating "more human centered communications." The practical implications are significant — moving away from wonky, complex explanations toward plain language that focuses on "that end user" and what they "want to know" and "are looking for." Council members immediately engaged with questions about brand identity. When Council Member Stone pressed for specifics — "What is our brand? What is our film?" — Morin's response revealed both the thoughtfulness and the work-in-progress nature of their approach. "When I think about brand identity, I mean, I think our brains immediately go to logos. It goes to colors and type faces, but we really think about like who are we as a city in service to our community." That service orientation, she explained, manifests as "transparent kind of communication," "human communication," with staff as ambassadors who embody an "ethos of service." The conversation about tone proved equally revealing. Morin had to consult her mental style guide, describing their approach as "human-centered," "friendly and helpful," and "really listening." But she acknowledged the need for flexibility, noting how during emergencies like flooding, "our tone shifts and it's much more kind of authoritative. We're here, here's what you need to do." Different departments might need different approaches — police communications might be "reassuring" while parks programs could be "fun and frivolous and maybe a little bit goofy." When Stone pushed for "guiding principles" or a "general theme," Morin acknowledged they hadn't fully mapped out those pillars but kept returning to "transparent, authentic, service-oriented and when needed um that sort of authoritative leadership especially in those times when when called for like in emergencies." ### Innovation Meets Consistency The second major goal addresses what Morin called "balancing that sort of building consistency with innovation." Even as the city works to create unified standards and expectations citywide, they're "really looking to embrace new ways of communicating" that are "a little more modern, a little more relevant to how folks are used to getting their information." The centerpiece of this modernization effort is a complete website redesign focused on user experience. "We want to be really redesigning that site with the end users in mind, thinking about the top tasks that people are coming there for, making it really easy and simple for them to do that," Morin explained. The new platform will also "allow us to embrace AI tools as appropriate" as that technology evolves. This connects to broader efforts around inclusive engagement that flow from the Bellingham Plan's goals and policies around community well-being. The communications team will "take leadership and ownership and lead the charge" on initiatives like consolidated project meetings, cultural sensitivity training, and broadening participation in advisory boards. ### The Visual Revolution Perhaps the most ambitious aspect of the plan involves what Morin called "honing in much more on visual communications." The city recognizes it has been "such a text-heavy and written-heavy government" in how it communicates and needs to "move away from that and take much more of a visual first approach." This means "much more use of videos and infographics, explanatory graphics, multimedia presentations" — a shift Morin illustrated by pointing to her own PowerPoint presentation: "I think about when I think about this is like maybe not this PowerPoint presentation going forward. Um hopefully we are moving away from this." The ambition is significant but so are the challenges. Council Member Anderson raised immediate concerns about accessibility requirements: "If you have graphics, then you're going to have to embed text for all of that. So, that's going to take a lot more time." Morin acknowledged this as "a big lift" but expressed optimism that moving to visual formats actually creates opportunities through tools like alt text and closed captioning, with some automated assistance available. The city's biggest accessibility challenge, she revealed, is actually their current written materials — "our PDFs" — rather than future visual content. They're testing a tool called Equedox for creating accessible PDFs but finding it "very very very very very time consuming and probably not our long-term solution." Their hope is that AI development will eventually streamline this process. The visual communications push also involves updating the city's design language and branding to provide "a little bit more depth and opportunity that will allow us to create better visuals" and developing "some iconography, some visuals that feel like the city that when you see something you know it's a city publication." ### Emergency Communications and Continuous Improvement The plan's remaining goals cover emergency communications protocols and continuous learning. Morin outlined their commitment to "regular practice several times a year, whether that's together in a big tabletop exercise with other partners and players or just practicing within our communications team." The recent flooding provided a timely case study. Council Member Cotton asked about how flood information gets out to the public, prompting Morin to walk through their decision-making process during the December 10 event. Because conditions "changed so quickly that to provide sort of real time updates about which roads were closed or which were underwater just wasn't possible," and because "there wasn't a large threat to life or safety," they shared information through their website and social media rather than using emergency alert systems. For more severe situations, they have "the ability to send wireless alerts out to, you know, a geo-fenced area, hit everybody with sort of, you know, like a shelter in place or a go, you know, get out sort of scenario" and then "provide from there like a single point to go to like our website like go here for more updates and sort of drive people all towards one spot." The continuous improvement goal focuses on "regularly accessing analytics about our communication across all these channels about how our community engagement processes are working so that we can just continue to refine and hone in on how to do that more effectively in the future." Finally, they want to "expand on and improve our internal communications" to ensure "staff have information about what's going on in the city," can "see what their colleagues are up to across the city," and serve as knowledgeable ambassadors who can "amplify those messages about what the city's up to." ## Council Response and Future Directions The council's response was overwhelmingly positive, with multiple members praising both the strategic approach and the tangible improvements they've already seen. Council Member Hammill called the work "sorely needed and has been for a long time," emphasizing how crucial public communication is "so people really understand like what our priorities and what direction are we going." Council Member Anderson highlighted the practical value of recent improvements in council communications, particularly coordinated responses to community concerns: "Having kind of a consolidated informative piece that can be sent out to a lot of individuals to make sure that it's transparent and informative what we're doing has been a great improvement." But the discussion also revealed some unique challenges for council communications. As Mayor Stone noted, "City council, we do work a little differently" because "we talk about consider things not yet happening, not yet decided." Unlike staff rolling out adopted programs, "things that we talk about may not ever happen. Things we talk about may go left instead of right." This creates what Stone called "a funny leading component as opposed to a following component to the work we do," requiring getting "out in front of an issue with information so that we can shape what the discussion is or at least shape it, we make sure it doesn't go off the rails." Morin saw parallels in city planning work and emphasized the importance of transparency: "Here's what we're considering, here are the issues, here's the questions we're asking. And again, that's sort of about bringing people along in the process and showing how those decisions are being weighed and how they're being made." Council Member Lilliquist raised intriguing questions about council member roles in visual communications: "Do you see a direct role for city council members? I mean, the mayor is one of the best spokespersons for the city. You put her on a video, the world pays attention. City council members, we're different because we don't necessarily have all the same views. Sometimes we speak for the council, sometimes we speak for ourselves." Morin diplomatically punted on the specifics while acknowledging it as "a really great question" that deserves deeper consideration when they return in January or February with a council-specific communications plan. The meeting also touched on the relationship between the communications team and BTV (Bellingham Television). Council Member Lilliquist praised BTV's work as setting "the bar very high" and asked about capacity building. Morin explained their approach involves building up "the capacity of the rest of the comm's team to take the projects that are best suited for our skills so that we can free up BTV skills for the things that we can't do that they can do very well." ## Emergency Resolution for Storm Damage The meeting's second item brought immediate urgency to infrastructure concerns. Public Works Director Joel Paulson presented an emergency resolution to waive competitive bidding requirements for repairs from the December 10 weather event, which caused approximately $10 million in damages across the region. In Bellingham, the storm resulted in about 10 homes experiencing sewer backups due to system capacity issues, a water main break affecting two residences, failure of a culvert on Hanigan Road requiring long-term road closure, and sink holes at Little Squalicum Pier necessitating repairs. But Paulson began by highlighting what went right. "We fared really well," he said, noting that flood control dams and storm infrastructure "functioned the way it had intended." The newly constructed James Street and Meter Street bridges "were a huge benefit" because they eliminated utilities that "used to be in the water when you got to this level." All the fish passage work on Padden Creek and Squalicum Creek showed "the benefits of making these investments many times in the case of to the benefit of fish. But who knew? But you know when you build something for fish, it's also very beneficial for our resiliency and flooding." The emergency items included several significant challenges: **Hanigan Road**: A section of Baker Creek runs through this area, causing culvert failure and road damage. The situation remains complex because "we're still trying to figure out exactly what is happening" due to water backup above the road. This was identified as a fish barrier already slated for eventual replacement, raising questions about whether to pursue a temporary fix or leverage the damage for a comprehensive solution. **Little Squalicum Pier**: Sink holes formed that the city had anticipated. "This was what we expected would happen," explained Parks Director Nicole Oliver. "There were some cavities we were planning to fill and they had settled and that caused the sink holes in the top." **Letter Streets Sewer Backups**: Near G Street, the sewer system became overwhelmed with storm water infiltration. This is "a known issue" with a comprehensive solution — replacing significant upstream pipe — scheduled for 2027, though staff will try to accelerate it to 2026. Council members asked detailed questions about funding impacts, temporary versus permanent solutions, and prevention strategies. Council Member Williams noted parallels with previous successful inflow and infiltration projects in Sunnyland and other neighborhoods that addressed both city infrastructure and private laterals. The discussion revealed the complexity of balancing immediate repairs with longer-term improvements. As Council Member Lilliquist noted about Hanigan Road, "It makes sense with if it's all going to be dug up to then put in the appropriate culverts for the fish passage" rather than doing temporary work and then redoing everything later. Paulson acknowledged the challenge: "Any anything that would be a bigger project in the near term would likely lead to a very extended closure of Hanigan which would be very impactful for the region." Their approach involves "a temporary repair but making sure that we are setting ourselves up" to facilitate future fish passage improvements. The council unanimously approved the emergency resolution, including an amendment to add work on the Walburn culvert, with all items passing 7-0. ## Looking Ahead As the meeting concluded, both agenda items pointed toward significant ongoing work. The communications team will return early in the new year with council-specific plans, while Public Works continues monitoring for additional storm impacts and managing repairs with more atmospheric rivers forecast for the coming week. The meeting demonstrated a city government wrestling with fundamental questions about transparency, accessibility, and effective communication in an era of rapid technological and social change. Whether discussing brand identity or emergency protocols, the consistent theme was a commitment to service and community engagement that goes well beyond traditional government communications. As Council Member Stone noted in her closing remarks, there's great value in sharing "all the work that people are doing in the city" so residents "be so proud of their city government" while also enabling them "to participate when we need to change direction too in an informed way." With the communications strategic plan moving toward finalization and infrastructure repairs underway, Bellingham appears positioned to emerge from this December storm season with both stronger flood defenses and clearer channels for keeping its community informed and engaged.

### Meeting Overview The Bellingham City Council Committee of the Whole met on December 15, 2025, for two primary purposes: to receive a presentation on the city's new Strategic Communications and Engagement Plan for 2026-2028, and to approve an emergency resolution for weather-related infrastructure damages from the December 10 storm. ### Key Terms and Concepts **Committee of the Whole:** A meeting format where all city council members participate in a working session to receive presentations and discuss issues before formal votes at regular council meetings. This committee generally does not have public comment periods. **Strategic Communications Plan:** A three-year roadmap guiding how the city will communicate with residents through websites, social media, public engagement events, and emergency alerts. The plan emphasizes moving from text-heavy communications to visual-first approaches. **Emergency Resolution:** A formal city council declaration that allows staff to bypass competitive bidding requirements during emergencies, enabling faster response to urgent infrastructure repairs and public safety threats. **Infiltration and Inflow (I&I):** When stormwater enters sewer systems through cracks in pipes or improper connections, causing backups during heavy rain events. This is a major challenge for aging sewer infrastructure. **Fish Passage Culverts:** Specialized drainage structures designed to allow fish migration while managing stormwater flow. These often provide better flood protection than traditional culverts. **BTV:** Bellingham Television, the city's video production team that creates content for public meetings, city programs, and communications initiatives. **One City Approach:** The communications team's goal to ensure consistent messaging and visual identity across all city departments, so residents receive unified information whether interacting with police, parks, planning, or other services. ### Key People at This Meeting | Name | Role / Affiliation | |---|---| | Hollie Huthman | Committee Chair, City Council | | Melissa Morin | Communications and Community Relations Director | | Joel Ingram | Public Works Director | | Nicole Oliver | Public Works Staff | | Hannah Stone | City Council Member | | Daniel Hammill | City Council Member | | Edwin "Skip" Williams | City Council Member | | Lisa Anderson | City Council Member | | Michael Lilliquist | City Council Member | | Jace Cotton | City Council Member | | David | Council Communications Staff (referenced) | ### Background Context Bellingham is transitioning from a small city to a mid-size city of nearly 100,000 residents, requiring more sophisticated communication strategies. The city has been building its communications capacity over recent years, recognizing that poor communication can lead to misinformation, community frustration, and wasted staff time addressing misunderstandings. The December 10, 2025 weather event brought significant rainfall in a short period, testing the city's infrastructure and emergency response systems. While Bellingham avoided the catastrophic flooding seen in nearby communities like Sumas and Mount Vernon, the storm still caused sewer backups, road damage, and infrastructure failures that required immediate attention. This emergency comes as the Pacific Northwest faces increasing extreme weather events, highlighting the importance of both infrastructure resilience and effective emergency communications. ### What Happened — The Short Version The meeting began with Communications Director Melissa Morin presenting the city's new three-year communications plan. She emphasized that the city's communications work is about community service, not just public relations. The plan focuses on five main goals: building community trust through transparent communication, creating consistency across all city departments, embracing visual-first communications (moving away from text-heavy materials), improving emergency communications protocols, and enhancing internal communications among city staff. Council members asked detailed questions about the city's brand identity, tone of voice, and how council communications fit into the broader strategy. Several members praised recent improvements in coordinated messaging, particularly when addressing community concerns or misinformation. In the second part of the meeting, Public Works Director Joel Ingram presented an emergency resolution for weather-related damages from the December 10 storm. The city experienced sewer backups affecting about 10 residences near G Street, a water main break impacting two homes, road damage on Hanigan Road, and sinkholes at Little Squalicum Pier. Ingram noted that while Bellingham fared well overall, immediate repairs were needed to protect public safety and critical infrastructure. The council unanimously approved the emergency resolution, including an amendment to add work needed for the Wilburn Culvert, allowing city staff to proceed with necessary repairs without competitive bidding delays. ### What to Watch Next - The communications team plans to return in January or February 2026 with a specific plan for council communications and new visual formats for council information - Weather monitoring continues as more atmospheric river events are forecasted, though not expected to match the intensity of December 10 - Long-term infrastructure projects are being accelerated, including sewer replacement work in the letter streets area planned for 2026-2027 ---

**Q:** What are the five main goals of Bellingham's 2026-2028 Strategic Communications Plan? **A:** Building community trust through transparency, creating consistency across city departments with a "one city" approach, embracing visual-first communications, improving emergency communications protocols, and enhancing internal staff communications. **Q:** Who is Melissa Morin? **A:** Communications and Community Relations Director who presented the strategic communications plan to the committee. **Q:** What weather event prompted the emergency resolution discussion? **A:** The December 10, 2025 storm that brought significant rainfall in a short period, causing infrastructure damage across Bellingham. **Q:** How many residences experienced sewer backups during the storm? **A:** Approximately 10 residences had sewer backups to their basements due to the surrounding sewer main being at capacity. **Q:** What is the "one city approach" in communications? **A:** A strategy to ensure consistent messaging and visual identity across all city departments so residents receive unified information regardless of which department they interact with. **Q:** What does BTV stand for and what role does it play? **A:** Bellingham Television, the city's video production team that creates content for public meetings and communications initiatives. **Q:** Which road was closed due to storm damage? **A:** Hanigan Road between Baker View Road and Smith Road was closed due to flooding that caused culvert failure. **Q:** What is infiltration and inflow (I&I)? **A:** When stormwater enters sewer systems through cracks in pipes or improper connections, causing backups during heavy rain events. **Q:** What emergency powers did the council grant to city staff? **A:** The ability to waive competitive bidding requirements for emergency repairs related to the December 10 storm damages. **Q:** How long does the city have to get council approval after declaring an emergency? **A:** Two weeks from when emergency contracts are executed, according to Bellingham Municipal Code. **Q:** What communication approach is the city moving away from? **A:** Text-heavy and written-heavy communications in favor of visual-first approaches using videos, infographics, and multimedia presentations. **Q:** What infrastructure investments proved successful during the storm? **A:** The newly constructed James Street and Meador Street bridges, improved fish passage culverts on Padden Creek, and flood control dams all functioned as intended. **Q:** Where did the most significant sewer backup problems occur? **A:** In the letter streets near G Street, where the sewer system was overwhelmed by mixed stormwater and sewer infiltration. **Q:** What major infrastructure project is planned for 2026-2027? **A:** Replacement of significant upstream sewer pipes in the letter streets area to address recurring backup issues. **Q:** What amendment was added to the emergency resolution? **A:** Work needed for the Wilburn Culvert was added to the resolution. **Q:** How did the council vote on the emergency resolution? **A:** The resolution passed unanimously 7-0, including the amendment. **Q:** What tone does the city aim for in its communications? **A:** Human-centered, friendly, helpful, and listening, with the flexibility to shift to authoritative during emergencies. **Q:** What challenge does the communications team face with accessibility? **A:** Moving to more visual content requires additional work for accessibility compliance, including alt text and closed captions. **Q:** What will determine funding for emergency repairs? **A:** The work will primarily impact reserves in various utility funds rather than immediately affecting other planned projects. **Q:** When is the communications team planning to return with council-specific communications plans? **A:** January or early February 2026. ---