2021-10-26 City Council - Full Agenda-29931.
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o Agenda
Edmonds City Council
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"WE ACKNOWLEDGE THE ORIGINAL INHABITANTS OF THIS PLACE, THE SDOHOBSH (SNOHOMISH)
PEOPLE AND THEIR SUCCESSORS THE TULALIP TRIBES, WHO SINCE TIME IMMEMORIAL HAVE
HUNTED, FISHED, GATHERED, AND TAKEN CARE OF THESE LANDS. WE RESPECT THEIR
SOVEREIGNTY, THEIR RIGHT TO SELF-DETERMINATION, AND WE HONOR THEIR SACRED SPIRITUAL
CONNECTION WITH THE LAND AND WATER. - CITY COUNCIL LAND ACKNOWLEDGMENT
CALL TO ORDER/FLAG SALUTE
LAND ACKNOWLEDGEMENT
ROLL CALL
PRESENTATION
1. Amendment to Edmonds Rescue Plan Fund Ordinance (10 min)
APPROVAL OF THE AGENDA
AUDIENCE COMMENTS
APPROVAL OF THE CONSENT AGENDA
1. Approval of Council Meeting Minutes of October 19, 2021
Edmonds City Council Agenda
October 26, 2021
Page 1
2. Approval of claim, payroll and benefit checks, direct deposit and wire payments.
3. Acknowledge receipt of a Claim for Damages from Leona Tomlinson
8. PUBLIC HEARING
1. Public Hearing: Amendment to City's Agreement with South County Fire (30 min)
9. COUNCIL BUSINESS
1. Non -Represented Employee COLA 2022 (10 min)
2. Municipal Court Annual Report (30 min)
3. Presentation of Proposed 2022-2027 Capital Facilities Plan (CFP) & Capital Improvement
Program (CIP) (90 min)
10. REPORTS ON OUTSIDE BOARD AND COMMITTEE MEETINGS
1. Outside Boards and Committee Reports (0 min)
11. COUNCIL COMMENTS
12. MAYOR'S COMMENTS
ADJOURN
Edmonds City Council Agenda
October 26, 2021
Page 2
4.1
City Council Agenda Item
Meeting Date: 10/26/2021
Amendment to Edmonds Rescue Plan Fund Ordinance
Staff Lead: Patrick Doherty
Department: Community Services
Preparer: Patrick Doherty
Background/History
The Edmonds Rescue Plan Fund (ERPF) Ordinance was passed by City Council on 7/20/21, laying out the
intended usage of the city's allocation of $11,893,099 in American Rescue Plan Act funds. Six accounts
were created in the ERPF: City Expenditures, Household Support, Business Support, Nonprofit
Organization Support, Job Retraining Program, and Green Infrastructure.
Staff Recommendation
Staff's intention is to introduce these ERPF Ordinance amendments at the 10/26/21 City Council meeting
and request that it be placed on the 11/1/21 regular City Council meeting for approval.
Narrative
The proposed amendments in the attached draft Ordinance (attached) are intended to accomplish three
things:
1. The Household Support programs in the original Ordinance were targeted for individuals and/or
households earning no more than 40% of Edmonds Median Income. This lower -income threshold was
originally intended to ensure that those with greatest need would be addressed first, without
competition from higher -income households. The grant programs have started, and many applications
are being received. Nevertheless, we have received many applications from individuals or households
with somewhat higher incomes than the current threshold. The proposed amendment would raise the
income threshold to 60%, but with priority given first to those households earning at or below 40% of
median income.
2. The Business Support grant program has already awarded grants to struggling businesses
throughout Edmonds. One of the criteria in the original ordinance was that businesses must not have
received more than $5,000 in prior grant awards. This may have been too low a threshold since we did
not receive many applications. The proposed amendment would raise this threshold to $10,000 in prior
grant awards.
3. The original ordinance specifies grant award amounts and/or numbers of grants in each of the
years 2021 through 2024. The final proposed amendment would allow for roll-over of unspent grant
funds in the same category to a following year, as well as allow for a greater number of grants to be
awarded if funds within a year allow for it.
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4.1
Attachments:
FINAL DRAFT Ordinance Amending ERPF Ordinance
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4.1.a
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING ORDINANCE 4229,
RELATED TO THE EDMONDS RESCUE PLAN FUND
WHEREAS, the City Council adopted Ordinance 4229 on July 20, 2021, which set out
the provisions for utilizing Edmonds' allocation of federal American Rescue Plan Act of 2021
(ARPA) monies to mitigate the local impacts of the COVID-19 pandemic and related social,
health and economic crises; and
WHEREAS, following adoption of Ordinance 4229, City staff determined that certain
revisions to the language of the Ordinance would benefit the public by clarifying the availability
of the grant funds and increasing the parameters for grant recipient eligibility; and
WHEREAS, the City Council wishes to incorporate the proposed revisions into the
provisions of Ordinance 4229 as set forth herein;
NOW THEREFORE;
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, ORDAINS AS
FOLLOWS:
Section 1. Subsection 4.B. of Ordinance 4229 is hereby amended as follows (deletions
are indicated by strike through; additions are indicated by underline):
B. Account `B" shall be the "Edmonds Rescue Plan Household Support" account
into which $4,150,000 from the ARPA funds shall be allocated to reimburse those City
expenditures incurred through administration of the following programs, in compliance
with the ARPA eligibility criteria:
1. Household Support. Up to $3,000,000 for Grants to households ne more
than 40 f Edmonds Median i,,,.,.me for housing expenses, food, medical bills,
childcare, internet access, and other household expenses. Up to 400 households
may receive grants of up to $2,500 in 2021 and 2022. Up to 200 households may
receive grants of up to $2,500 in 2023 and 2024.
2. Utility Bill Support. Up to $150,000 for one-time grants to households e�
more than 40 f L'.a.-,-.onds Median ineeme in amounts up to $1,000 for up to
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4.1.a
150 households to help defray expenses derived from outstanding City of
Edmonds utilities bills.
3. Housing Repair. Up to $1,000,000 for one-time grants to households eie
than 40 f Edmonds Median ir,.,.me for housing repair, especially
focused on energy -saving measures such as roof repair, window replacement,
HVAC repair/replacement, etc. Up to 200 grants at up to $5,000 each.
To be eligible for Grants, households must earn no more than 60% of Edmonds
Median Income, with priority given to households earning at or below 40%.
Section 2. Subsection 4.C.3 of Ordinance 4229 is hereby amended as follows (deletions
are indicated by stfike-through; additions are indicated by underline):
3. Small Business Support. Up to $625,000 for direct grants to small businesses
most affected by the COVID-19-related economic recession. Grants will take the
form of individual financial support grants (in the form of loans that are
forgivable after four months of performance), totaling up to 50 at up to $10,000
each in 2021, with up to 25 grants of up to $5,000 each available in 2022.
Eligibility criteria for these grants will include:
a. Small businesses in Edmonds with zero to 30 employees.
b. Businesses must demonstrate at least a 50% loss in revenue by the end of
2020 compared to the pre -pandemic 2019 revenues.
c. Businesses must not have received more than $5,000 $10,000 in other
grants, tax credits or other financial assistance.
d. Particular consideration will be given to businesses owned by people of
color, women, veterans, and other minorities.
Section 3. Section 5 of Ordinance 4229 is hereby amended as follows (additions are
indicated by underline):
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4.1.a
Section 5. For those accounts that specify the number of grants or the amount of grant
funds to be awarded in specific years, in the event that the number of grants or the
amount of grant funds awarded in a year will result in less than a full disbursement of
that year's allocated funds, the Mayor or designee has the option to award additional
grants, to roll over remaining funds to the following_ year, or both. The City may only
use ARPA funds to cover costs incurred for one or more of the purposes allowed by
federal law and during the period beginning March 3, 2021, and ending December 31,
2024. A cost shall be considered to have been incurred for purposes of this Section if
the City has incurred an obligation with respect to such cost by December 31, 2024.
The City must return any funds not obligated by December 31, 2024, and any funds
not expended to cover such obligations by December 31, 2026.
Section 4. Severability. If any section, subsection, clause, sentence, or phrase of this
ordinance should be held invalid or unconstitutional, such decision shall not affect the validity
of the remaining portions of this ordinance.
Section 5. Publication. This Ordinance shall be published by an approved summary
consisting of the title.
Section 6. Effective Date. This ordinance, being exempt under RCW 35A.11.090(4),
as an ordinance appropriating money, is not subject to referendum and shall take effect five
(5) days after passage and publication of an approved summary thereof consisting of the title.
APPROVED:
MAYOR MIKE NELSON
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
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4.1.a
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
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4.1.a
SUMMARY OF ORDINANCE NO.
of the City of Edmonds, Washington
On the day of 2021, the City Council of the City of Edmonds,
passed Ordinance No. A summary of the content of said ordinance, consisting
of the title, provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING ORDINANCE 4229,
RELATED TO THE EDMONDS RESCUE PLAN FUND
The full text of this Ordinance will be mailed upon request.
DATED this day of
2021.
CITY CLERK, SCOTT PASSEY
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7.1
City Council Agenda Item
Meeting Date: 10/26/2021
Approval of Council Meeting Minutes of October 19, 2021
Staff Lead: Scott Passey
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Staff Recommendation
Review and approve the draft meeting minutes on the Consent Agenda.
Narrative
N/A
Attachments:
Draft City Council Minutes 10-19-21
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7.1.a
EDMONDS CITY COUNCIL
VIRTUAL ONLINE MEETING
DRAFT MINUTES
October 19, 2021
ELECTED OFFICIALS PRESENT
Mike Nelson, Mayor
Susan Paine, Council President
Adrienne Fraley-Monillas, Councilmember
Kristiana Johnson, Councilmember
Luke Distelhorst, Councilmember
Diane Buckshnis, Councilmember
Vivian Olson, Councilmember
Laura Johnson, Councilmember
ALSO PRESENT
Brook Roberts, Student Representative
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Michelle Bennett, Police Chief
Phil Williams, Public Works Director
Patrick Doherty, Econ. Dev & Comm. Serv. Dir.
Dave Turley, Administrative Services Director
Angie Feser, Parks, Rec., Cultural Arts & Human
Services Director
Rob Chave, Acting Development Serv. Dir.
Emily Wagener, Human Resources Analyst
Frances Chapin, Arts & Culture Program Mgr.
Jeff Taraday, City Attorney
Nicholas Falk, Deputy City Clerk
Dave Rohde, GIS Analyst
The Edmonds City Council virtual online meeting was called to order at 7:00 p.m. by Mayor Nelson. The
meeting was opened with the flag salute.
2. LAND ACKNOWLEDGEMENT
Councilmember Fraley-Monillas read the City Council Land Acknowledgement Statement: "We
acknowledge the original inhabitants of this place, the Sdohobsh (Snohomish) people and their successors
the Tulalip Tribes, who since time immemorial have hunted, fished, gathered, and taken care of these
lands. We respect their sovereignty, their right to self-determination, and we honor their sacred spiritual
connection with the land and water."
3. ROLL CALL
Deputy Clerk Nicholas Falk called the roll. All elected officials were present, participating remotely.
4. PRESENTATIONS
1. NAHM PROCLAMATION
Mayor Nelson read a proclamation proclaiming October as National Arts and Humanities Month in
Edmonds and called upon community members to celebrate and support the arts and humanities in
Edmonds.
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October 19, 2021
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5. APPROVAL OF THE AGENDA
COUNCILMEMBER FRALEY-MONILLAS MOVED, SECONDED BY COUNCIL PRESIDENT
PAINE, TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED
UNANIMOUSLY.
6. AUDIENCE COMMENTS
Mayor Nelson invited participants and described the procedures for audience comments.
Marlin Phelps said he was very concerned last March when Jim Lawless moved to Marysville, where he
resides. He visited his friend, Snohomish County District Court Judge Anthony Howard, who allows him
to visit and talk to him and who he has visited over 30 times. He expressed his concern to Judge Howard
about Lawless moving to Marysville. There are 84 cities in Snohomish County so he was greatly
concerned with him going to Marysville. Judge Howard suggested he do a public records request to
determine if any Edmonds police had also moved to Marysville. He did so, but was told by the Marysville
Police Department that they were not obligated to provide that information. He relayed that to Judge
Howard and by 7:00 the next morning, he received an email with a list of every police employee, their
years of service and previous employer. He believed Judge Howard had enough concern that he made a
phone call. Mr. Phelps relayed his belief that a commercial airline pilot will be charged in the murder of
Thomas Wells, but he is absolutely innocent. Smoking gun exculpatory evidence exists that says he is
innocent. The pilot has been persecuted for 23 years, but has never committed a crime, something Mr.
Phelps said he knew what that was like and how hard it was on a person to worry about their welfare. He
requested discovery to allow him to prove that that man is absolutely innocent as he wanted him to be left
alone.
Linda Ferkingstad, Edmonds, spoke about founding documents, the United States Constitution. Its
freedoms are the reason Council is allowed to meet tonight and the reason she is allowed to speak. The
United States Constitution has served as the supreme law of the United States since taking effect in 1789.
It established America's national government and fundamental laws and guaranteed certain basic rights
for its citizens and has been mirrored in the Washington State Constitution. It allows Councilmembers to
become successful in whatever field they are in and it is the document patriots have died for and its
freedoms are the reason millions are now struggling to immigrate to live in this great country. Each
Councilmember swore to uphold it when they took office, yet they are skirting its laws to achieve their
agendas. Councilmembers should have the courage and forethought to accomplish their goals without
stepping on the constitution they swore to protect. Goals are not righteous if they take property or
individual rights from the people they represent. Councilmembers' votes for ordinances that blatantly
violate the laws and freedoms are illegal. Councilmembers voted to charge property owners for their trees
in the name of climate change; the climate has been changing since long before the ice age. Its advance
and retreat formed the Puget Sound.
Ms. Ferkingstad continued, Councilmembers voted for a portal to protect people from being bullying and
it has caused more bullying to occur. Chipping away at the constitution to achieve the swaying agenda
was not acceptable to her and should never be acceptable to the Council. As an immigrant, she treasured
the constitution and the simplicity and purpose of its amendments. Protecting the constitution and the
people it represents is the Council's job, and she felt the Council had slacked on that with the ordinances
it passed. She urged the Council to accomplish their goals legally following the guidelines provided by
the country's founders, be an example of strength and strive to do what's right the right way, not by
taking away the rights afforded by the constitution. Citizens need Councilmembers to stand up for those
who are protected by the constitution. When the City Attorney is asked if an ordinance is legal and he
doesn't immediately answer in public with a yes, the Council's vote should be no. Illegal ordinances
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October 19, 2021
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become law if individuals do not have the money or time to speak up against them. She was speaking up;
the Council is breaking the law and their sworn oaths.
Elizabeth Fleming, Edmonds, spoke on the recent failed censure vote in regard to Councilmember
Fraley-Monillas' actions and to oppose the 2022 budget approval timeline adjustments that were made
recently to the extended agenda. Regarding the censure vote, she asked how this Council and this
Administration come to a place where they allowed one of their fellow Councilmembers to behave with
such obvious disrespect toward their constituents. Everyone makes mistakes but the answer to poor
judgment and making mistakes is accountability. She questioned why it seemed there was a complete
refusal by certain Councilmembers and the Mayor to accept accountability. She was disappointed with
Councilmember Fraley-Monillas' refusal to accept accountability for her initial bad judgment which
could have squashed this whole thing but instead she pushed back and accused her constituents of
misrepresenting her as well as then flashing a very disrespectful sign without any regard to their
comments. At that point, she could have taken accountability as well, but she did not. Mayor Nelson
chose to abstain from breaking the tie when a censure vote was taken on each incident, action that showed
a complete lack of leadership on his behalf which was truly disappointing.
With regard to the 2022 budget, Ms. Fleming said moving up the vote a week to ensure that
Councilmember Distelhorst would vote on the 2022 budget even though he will be replaced within a
week of the newly planned date is appallingly unethical and shows bad governance. She questioned
whether Councilmember Distelhorst considered this to be above -board, if he was willing to jeopardize his
own integrity and whether he would consider abstaining from any votes that impacted the 2022 budget
should he face such a decision. She questioned why the complex and very important process was being
rushed. The Council was deciding what to do with taxpayers tax dollars and she hoped they did not take
that responsibility lightly. Rushing the budget review process is haphazard, a word she finds herself using
often when it comes to the Edmonds City Council. Ignoring the will of their constituents shows a blatant
disregard for the people they serve. This cannot be played off by those speaking out on this subject as a
small group of self -interested loud -mouths or even insurrectionists as they've been called because the
people of Edmonds have already confirmed with a resounding message in the primary election using their
votes to confirm that they no longer want Luke Distelhorst to represent them. She requested the Council
delay the vote on the 2022 budget until after the newly elected Position 2 Councilmember is confirmed.
Carolyn Strong, Edmonds, said she listened to the charges brought against Councilmember Fraley-
Monillas last week and thanked Councilmember Olson for trying to enforce a code of conduct. In
response to Councilmember Fraley-Monillas' excuse of using American language rather than her use of
vulgar sign language towards her, she made the following comment: At the 19:52 mark on the video,
Councilmember Fraley-Monillas stated, "I couldn't hear what whoever was saying." Ms. Strong pointed
out, first, she had finished speaking when the loser sign was flashed and second, was Councilmember
Fraley-Monillas having difficult following the closed captioning that night and third, if Councilmember
Fraley-Monillas couldn't hear her speaking about her drinking during the Council meeting why did she
proceed to call her statement hate speech during Council comments that night, and fourth, why did
Councilmember Fraley-Monillas not mention she was flashing the listening sign weeks ago in her written
response to her letter to the editor or in Council comments after the hate portal was read?
Ms. Strong relayed Councilmember L. Johnson stated she reviewed the tape and Councilmember Fraley-
Monillas was signing to the Mayor that she couldn't hear him using the listen sign. Those are two
different signs and neither quite fits the story being told and, if that were true, she just contradicted the
story Councilmember Fraley-Monillas stated earlier. Ms. Strong questioned why someone using sign
language to communicate to others when they cannot hear on Zoom would suddenly turn off their video
immediately after flashing the loser or listen sign because how would she tell the next speaker who was
also commenting on her drinking on the job that she couldn't hear her. Councilmember Distelhorst stated,
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7.1.a
"someone perpetuating screenshots" led a false narrative. She pointed out several prominent citizens who
she had never spoken to before contacted her the next day to ask if she saw Councilmember Fraley-
Monillas flash her a loser sign, credible people who came to that conclusion on their own. There are
members of Council who are perpetuating a coverup. At the 10:20 mark on the video, Councilmember
Fraley-Monillas stated, "I would not say loser, I would say stupid" and held up the sign for stupid. She
questioned if Councilmember Fraley-Monillas was now calling her stupid. Apparently Councilmember
Fraley-Monillas could not hear her or read the closed captioning to know what she was saying but would
have called her stupid. This seems like another breach of the code of conduct, more bullying and threating
behavior toward a citizen. Councilmember Fraley-Monillas then proceed to repeat the stupid sign when
addressing Councilmember Olson at the 8:40 mark. She questioned whether calling a fellow
Councilmember stupid was another breach of the code of conduct. She summarized this shameful and
bullying behavior by Councilmember Fraley-Monillas, leader of the gang of four, brings shame to the
City. The Council needs to be changed up and dignity, transparency and accountability brought back to
city hall.
Will Chen, Edmonds, expressed his support for delaying the 2022 budget deliberations and final
adoption until mid -December 2021 instead of in mid -November 2021 for the following reasons:
1. Citizens need adequate time to review, comment, and communicate their concerns to the
Councilmembers.
2. Councilmembers need time to review the budget with residents, so their input is heard and
included in the decision -making process. This may include public town halls, zoom meetings, and
or other forms of communications.
3. This is an election year. One or more new Councilmember(s) will be working with the 2022
budget for the coming calendar year. Especially in the case of Position 2 which will potentially
vote on this budget right after the election results are certified.
He is studying the budget and watching the process closely. He requested the final decision on the 2022
budget be delayed until the election is over so the new Councilmember has time to work with citizens on
this important process which he believed was in the best interest of the entire City.
Natalie Seitz, Edmonds, said her comments were related to trees, the budget and the City Council. With
regard to trees, county jurisdictions as well as some city jurisdictions take a broader view toward
maintenance responsibilities within the right-of-way than the City of Edmonds. By adjusting its stance on
management of vegetation in the right-of-way, the City can provide for pedestrian and roadway safety,
promote tree canopy cover, beautify the City, prevent urban runoff and prolong pavement life. All these
can be accomplished by exercising the City's current authority within the right-of-way to provide tree
maintenance services. Pedestrian and roadway safety could be provided by removing dead, widow -
making branches above sidewalks and preserving the line of sight for the roadway in accordance with the
Manual on Uniform Traffic Control. Providing maintenance services in partnership with private land
owners to plant City -approved trees within the right-of-way is a win -win because the City can help
alleviate some of the cost and liability for property owners and receive the tremendous public benefit
from a treed frontage.
Ms. Seitz continued, maintenance performed by the City can be done safer and at a reduced cost than a
private citizen would incur. Trees can equitably beautify the City instead of the current program that
devotes budget and full-time employees to one area of the City. It can also prevent urban runoff as she has
previously mentioned, providing both water quality and benefits to salmon species affected by 6PPD as
well as prolong pavement life. Studies show that pavement performance can be extended 10-25 years and
surface temperatures reduced 20-45 degrees which will become more and more important with climate
change. These are a small sample of the benefits. She acknowledged trees can also cause damage like
raised sidewalks and drop leaf litter; however, it is incredibly likely that the City will need to move to an
enhance sweeping program in the next 5-10 years due to the Clean Water Act requirements. She urged the
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October 19, 2021
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Council to consider expanding the City's tree maintenance program within this and subsequent years'
budgets; reallocation of funds in this area is money well spent and will truly be an investment in the
City's future.
With regard to the City Council, Ms. Seitz said there are many contentious issues coming up and she
acknowledged that anyone can become ill either due to COVID or other reasons. She hoped the Council
would seek to find ways to allow Councilmembers to take sick time when needed without fear their
absence would change the outcome of any vote. Members of Congress sometimes prearrange to abstain
from voting on certain issues as a courtesy for those with opposing viewpoints in order to allow them to
attend to emergent personal matters without changing the outcome. Having such courtesies would have
either alleviated the need for or clarified recent Council discussions. She thanked the Council for their
time and service, acknowledging each do a tough job and she has come to believe that each has a
tremendous heart of service for the City.
Cindy Sjoblom, Edmonds, expressed support for Ms. Ferkingstad's comments. She along with other
citizens are requesting more time to review the budgeting of revenues; it appears many think the process
is moving too quickly and she would appreciate an opportunity to look at how resources are allocated.
She appreciated some Councilmembers responding to her regarding this issue and sending her a link.
With allocation of funds to improve the Highway 99 corridor, she hoped consideration would be given to
locating a city hall in that area in the future. She also supported having a satellite police station on
Highway 99 to better respond to crime incidents. The police blotter indicates a great deal of activity is
occurring on Highway 99. She was privy to a records request between Councilmember Fraley-Monillas
and Councilmember Olson and was incredibly insulted that she and many others were labeled as
insurrectionists and Trump supporters. She filed a complaint on the hate portal that included the other
accusations made against citizens. In one of her emails, Councilmember Fraley-Monillas stated I hope
Council will also take action of your complacency with your "Trump like supporters. The worst behavior
that has ever been seen in our chambers by a group of insurrectionists." This is a mischaracterization of
citizens and an attempt to intimidate a Councilmember, both violations of the code of ethics.
Ms. Sjoblom continued, Councilmember Fraley-Monillas also states in her email, I am most amazed at
your inability to do your job based on your Trump supporters. I believe instead of support of the Trump
insurrection of the City Council, you should have stood with us, the electeds of the Edmonds City Council
and not the hypocrisy of the Trump supporters. Ms. Sjoblom pointed out citizens are being called
hypocrites, have been told they committed an insurrection in the Council Chambers, all an attempt to
undermine Councilmember Fraley-Monillas' fellow Councilmembers and dictate that Councilmembers
should support the Council and not citizens. Ms. Sjoblom urged the Council to follow their code of ethics.
She quoted from Councilmember Fraley-Monillas' email that citizens were jumping up and down,
screaming and the police had to be called in. Ms. Sjoblom requested proof of everything that was stated
by Councilmember Fraley-Monillas. This behavior cannot stand and it is the Council's job to uphold the
code of ethics, to stand strong and not let a fellow Councilmembers be harassed. She urged the Council to
do their job and follow the code of ethics.
Susan Hughes, Edmonds, said she had never been involved in any aspect of Edmonds government and
did not know any Councilmembers or candidates running for office until she attended her first Council
meeting on August 27' to speak against the hate portal that the Mayor implemented without any citizen
input. She was glad to see all the citizens from every background in attendance at the meeting, many who
spoke against the hate portal. One citizen stood out to her, a person from Romania who spoke of the
horrors endured by her family, "She said that she noticed a lot of incompetence, racism and virtual
signally and not doing what the people want from Edmonds government. Racism comes from the
ridiculous portal. She was born and raised in Romania, half her family died in jail because people listened
and said things about them. She asked if the intent was to have the police show up at someone's door
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because they said something." Ms. Hughes provided another quote, "Communist countries during WWII
and the Nazis encouraged children and adults to report anything or anyone not in line with the Gestapo or
Hitler's beliefs. The portal created by the Diversity Commission or supposed bias hate or one-sided
claims can be made public is irresponsible and dangerous for citizens."
Ms. Hughes continued, contrary to the Mayor's lies, not one person called any Councilmember or elected
official a name at the July 27t1i meeting. She was appalled by the Mayor's blatant lies about what citizens
said, stating citizens came to bully and harass specific elected officials and City staff. He also stated they
called elected officials fascists and communists. She questioned how any decent human being could make
up such horrible statements about citizens they are elected to serve. She urged Edmonds citizens to watch
or read the comments from the July 27t1i meeting and the outrageous lies from the Mayor at the August 3'
meeting. A lot of citizens want to work with the City government; elected officials should listen and
respect all citizens. The Mayor has drawn a line between City Council and citizens. Councilmembers
need to read the Edmonds code of conduct and code of ethics which are supposed to govern conduct.
Rebecca Anderson, Edmonds, read from "Resisting Happiness," By Matthew Kelly in 2016, "Our
culture is trying to murder truth. It doesn't believe in objective truth. We have fallen into this ridiculous
relativism that says what's true for you is true for you but what's true for me is true for me. In other
words, there is no objective truth. Nothing is true for everyone. Your opinion is your opinion and my
opinion is my opinion. Truth is relative so I may say 1 + 1 is 2 but you may say 1 + 1 is 3. This of course
is absurd. Some things are true and the same for everyone. Gravity is one example, it is true for
everybody. If you jump from a building, you will fall to the ground. Saying gravity does not exist or that
you do not acknowledge gravity does not change reality. People need water and air to live. This is an
objective truth. Water freezes once it's chilled to a certain temperature. This is true for everyone
everywhere. This nonsense that simply thinking something makes it true reminds me of a bumper sticker I
once read that said God is dead, Nietzsche and then below it read Nietzsche is dead, God. In order to
consistently experience the happiness that God wants to fill us with, we need to build a throne for truth in
our lives. This is a direct relationship between truth and happiness. Truth leads to happiness, lies bring
misery. Celebrate truth in your life. What place does it have in your life? Are you willing to speak truth
even at great personal cost? Are you able to acknowledge truth even if you cannot live up to it?
Ms. Anderson continued, even if we cannot do something that is good, even if we willfully and sinfully
choose to do something that is wrong, we should still try to acknowledge what is good and true rather
than trying to justify our behavior. It is easy to fall into the trap of thinking that because we can't live up
to a truth we should deny it or worse attack it. Where are you allowing lies to take root in your life? We
can resist truth. When we resist truth, we resist God and we resist happiness. We cannot be happy
separated from the truth. We cannot be happy in a world of lies. Of course in the end truth will prevail but
in the meantime, our refusal to acknowledge and celebrate it will cause an awful lot of people to suffer in
unimaginable ways. Our culture is trying to murder the truth. It will fail, but sadly millions of people are
suffering every day from the confusion that this assault on truth is creating. All we can do is give truth a
primary place of honor in our lives. Speak the truth, live the truth, celebrate truth. When we lie, we not
only resist happiness, we repel it. I ask everyone, give truth a place of honor in your life, mind and soul
by telling the truth. Next time you catch yourself about to tell a lie, pause, ask yourself why are you
lying?
Janelle Cass, Edmonds, respectfully requested the Council adjust the aggressive budget schedule. The
process needs to be slowed down; the much needed time will allow the budget to be carefully considered
by current Councilmembers and newly elected representatives and most importantly, the residents of
Edmonds. More time will allow a closer evaluation of the CIP and CFP. This is especially important
given the large scale of the proposed investments. She also wanted to ensure all the line items in the CIP
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and CFP were appropriately considered by the Planning Board and the public. She reiterated her request
to adjust the schedule to allow for robust public engagement and input.
Mary Lewis, Edmonds, relayed her objection to Rebecca Anderson's sermon on truth. She objected to
religious sermons being accepted as part of a City Council meeting as she did not care to attend sermons.
She submitted a truth to Ms. Anderson, freedom of religion includes freedom from religious. Since the
City Council is a governing body in a free state, the separation between government and religion should
be protected.
Dee Cooper, Edmonds, thanked Councilmembers Olson, Buckshnis and K. Johnson for continually
standing up for Edmonds and Edmonds' citizens. The behavior witnessed last week, making excuses for
Councilmember Fraley-Monillas instead of expecting the best of her, was embarrassing for all. There
needs to be civility on the Council, but what citizens witnessed last week was not civility. There needs to
be good representation who focus on future development. There needs to be public engagement with
Council and the Mayor that allows citizens to be heard and respected. This has been missing in the City
and it has been disabling to citizens. The City is divided, not happy and there needs to be a change. She
hoped the voters will see this in November and make the needed changes.
(Written comments submitted to PublicComment@Edmondswa.gov are attached.)
7. APPROVAL OF THE CONSENT AGENDA
COUNCILMEMBER FRALEY-MONILLAS MOVED, SECONDED BY COUNCIL PRESIDENT
PAINE, TO APPROVE THE CONSENT AGENDA.
Councilmember Buckshnis relayed a citizen's question why Susan McLaughlin's contract was not on the
Consent Agenda. Mayor Nelson asked to whom she was directing that question. Councilmember
Buckshnis said she did not know and asked if Mr. Taraday knew. City Attorney Jeff Taraday shook his
head no. Councilmember Buckshnis said she hoped to see it on a future Consent Agenda.
UPON ROLL CALL, MOTION CARRIED (7-0), COUNCILMEMBERS DISTELHORST,
FRALEY-MONILLAS, BUCKSHNIS, OLSON, L. JOHNSON AND K. JOHNSON AND COUNCIL
PRESIDENT PAINE VOTING YES. The agenda items approved are as follows:
1. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES OF OCTOBER 4, 2021
2. APPROVAL OF COUNCIL MEETING MINUTES OF OCTOBER 5, 2021
3. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES OF OCTOBER 12, 2021
4. APPROVAL OF CLAIM, PAYROLL AND BENEFIT CHECKS, DIRECT DEPOSIT AND
WIRE PAYMENTS.
5. YOUTH COMMISSION CANDIDATE APPOINTMENTS
6. CIVIC PARK RESTROOM CONTRACT
7. AUGUST 2021 MONTHLY FINANCIAL REPORT
8. SUPPLEMENTAL AGREEMENT WITH HBB FOR HWY 99 REVITALIZATION &
GATEWAY PROJECT
9. SUPPLEMENTAL AGREEMENT WITH KPG FOR 76TH AVE. W @ 220TH ST. SW
INTERSECTION IMPROVEMENTS PROJECT
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10. SUPPLEMENTAL AGREEMENT WITH KPG FOR CONSTRUCTION MANAGEMENT
SERVICES ON THE CITYWIDE PEDESTRIAN CROSSING ENHANCEMENTS
PROJECT
11. SUPPLEMENTAL AGREEMENT WITH SCJ ALLIANCE FOR THE HIGHWAY 99
REVITALIZATION & GATEWAY PROJECT
12. AUTHORIZATION FOR CITY TO SIGN A RECORDING DOCUMENT REMOVING AN
OBSOLETE COVENANT FROM PRIVATE PROPERTY AT 236TH AND 84TH AVE W
13. AUTHORIZATION FOR THE CITY TO SIGN THE UPDATED INTERLOCAL
COOPERATION AGREEMENT RELATED TO THE AFFORDABLE HOUSING
ALLIANCE WITHIN SNOHOMISH COUNTY
14. SUPPLEMENTAL AGREEMENT WITH KPG FOR DESIGN SERVICES ON THE
CITYWIDE PEDESTRIAN CROSSING ENHANCEMENTS
8. PUBLIC HEARING
PUBLIC HEARING ON ARTS COMMISSION RECOMMENDATION FOR CIVIC PARK
ARTIST
Arts & Cultural Program Manager Frances Chapin commented it was exciting to see construction
underway at Civic Park. She provided background on the public art selection process; the Edmonds Arts
Commission (EAC) is charged with advising and making recommendations to the Mayor and City
Council regarding public art. For each public art project, the EAC works with staff to define the project,
identifies the best process for selecting the artist, establishes a budget and develops a call for artists that is
then taken to City Council for final approval. On February 18, 2020, the call for artists for Civic Park and
the total artist budget of $90,000 was approved by City Council, authorizing staff to advertise the
opportunity. The call for artists specified two potential site options recommended by the design team,
Walker Macy, at the main entry to the plaza area off 6t' Avenue North between Bell and Sprague. An
artist could consider one or the other location or possibly both.
Ms. Chapin continued, because the park is new construction currently under development and there is a
choice of two potential sites, the selection process was defined for integrated design where an artist is
selected to develop design concepts for the site, working with the Civic Park design team and the
community. In an integrated design process, there are two contracts with the artists, one for design and
one for fabrication. The design contract under consideration tonight specifies the artist will work with the
community and the Civic Park design team to develop concepts for one or both sites identified by the park
designers for artwork. The design that emerges from this process will be presented by the artist at a public
meeting for comment in spring 2022 and the final design will be presented at a City Council public
hearing. If the fabrication contract is approved at that stage, the artist will be under contract to fabricate
and install the approved artwork as the park is completed.
Ms. Chapin continued, the selection of recommended artist is based on their qualifications, past work,
their ability to design, create and fabricate public art in the designated location and is evaluated by a
selection panel with public input. In accordance with the City procedure for public art, a five member
selection panel was established in spring 2020 comprised of Councilmember K. Johnson, City Council
representative; Marni Muir, Arts Commission representative; Isabella Wilhelm, student representative;
Jack Mackie, Edmonds residents and professional public artist; and downtown Edmonds resident and
business owner, Steve Shelton. Due to the pandemic, the panel met virtually in April 2020 and selected
five finalists to interview from the pool of 34 applicants. Interviews were subsequently postponed due to
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Covid restrictions and delays in park construction. In late summer 2021 the process resumed and the five
artists were interviewed at an advertised public meeting on Zoom on September 231. Written public
comment was during and after the interviews and was provided to the Selection Panel for consideration.
The Selection Panel reached consensus that Clark Wiegman be the recommended artist for the Civic Park
project and the recommendation was approved by the Arts Commission on October 4, 2021. The EAC is
recommending approval of Clark Wiegman as the selected artist for Civic Park with a request to approve
the design contract with the artist.
Ms. Chapin explained Clark Wiegman was selected based on past work, qualifications and the interview
process. He is an established public artist based in Seattle. He has created artworks in many parts of
Washington as well as across the country. He has been working in public art for over 30 years. The
selection committee was impressed by his broad range of artwork, his focus on placemaking, research,
community engagement, collaborative approach and attention to detail.
Ms. Chapin introduced Clark Wiegman. Mr. Wiegman explained he has been doing public art for over 30
years. The work he enjoys most is public art and he has done a variety of projects in this area and
throughout the U.S. and Canada and some projects in Europe. His artworks tend to be large scale,
frequently infrastructure related, and lately a lot of parks. He displayed several of his artworks:
• Federal Way Transit Center
o Chronolog
■ Celebrates the community's relationship to the forest industry
■ On the project's design team for six years, survived three design team changes and also
worked with the developer who did a subsequent transit oriented development (TOD)
■ Project touches all areas of the site, includes suspended elements and a narrative quality,
seasonal elements and relationship to time and place.
• Wallingford Steps in Seattle at entry to Gas Works Park
o Worked with 250 elementary school students who created laser cut inlayed stainless steel
fossils
o Theme was transition from water to land.
o Partnered with UW public art students who helped with CAD work and translating students'
drawings into fossils.
• Exercise trail at a Kent park related to new YMCA
o Each element engages physically to provide stretching, lifting, climbing, swinging and
activating body elements and kinesthetically involved with whimsical sculptural subtext
• Cisterns for a studio and residence
o 2,000 gallon cisterns that provide water for plantings including organic gardens, fruit trees,
shrubs and landscaping
• Sound Transit project
o Sound work and large scale landmark entry piece 30 feet high with a sound component
• Albuquerque fire station
o Playful celebration of the role firefighters play in the community
o Outline of the geyser traces the course of the Rio Grande River about five blocks east of the
station
• Homeless memorial at Victor Steinbrueck Park
o Worked with members of the homeless community in Seattle
o Includes missing leaves that are scattered throughout the City of Seattle to commemorate
individuals who died while homeless
o Group that commissioned the artwork continue to hold 3-4 leaf laying ceremonies every
summer, partnering with local churches, social service agencies and businesses to have leaves
laid in the sidewalk outside their facilities.
o Very powerful, over 600 leaves have been laid to date with a backlog of 1200.
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• Key Grove
o First art project 30+ years ago
o Often work with landscape architects, planted a corresponding tree grove that is now mature
• Community center in South King County
o Site was previously notorious for drug dealing
o Worked with architect and landscape architect to coordinate artwork that included an entry
gateway spirt boat
o Brought in two other artists, Benson Shaw, who did the inlay work and an Ecuadorian artist
who did the glass work, his first public art.
o Enjoy working with other artists and frequently mentor and bring in younger, emerging artists
o Background in teaching, taught through the Artists in Education Program with the state as
well as lecturing at the university level, have worked in prisons and hospitals
• TOD in Minneapolis, Minnesota on the Blue Line
o Stainless stalks with programmed lighting that changes seasonally.
o Worked with local students in drawing workshops that included collecting water samples and
looking at the samples under microscopes to see creatures living in the water, tying it into
environmental learning.
■ Creatures were cut into the viewing portals in the sculptural element
• Vancouver live/work development
o Series of totems made of weathering steel
0 100 species of endangered flora and fauna incised into mural and then cut into totems
• City of Tacoma
o Worked with Parks and Water departments and Tacoma Audubon
o Local high school students made bird boxes to bring back Western Blue Birds that are native
to the park
o Community engagement with the Audubon Society who led birding activities as well as
working with the park stewards
• Tacoma Municipal Water Works South Tacoma Pump Station
o Refurbished building, a 1934 WPA project
o Vinyl graphics on building and plaque with date it was built
• City of Tacoma
o Series of stones and planetological treasure hunt with fossils into stones
o Worked with Parks to also create a new meadow
Mr. Wiegman said further information about his work can be found on his website, www.artifacture.org.
Councilmember Buckshnis commented she was excited and loves public art. The packet was wonderful
and she enjoyed seeing the pictures he provided of his artwork. She was excited to have him come on
board; she has received compliments about his work from people who know him. Mr. Wiegman said he
was excited too.
Council President Paine said she was also excited about the project. She hoped some Pacific Northwest
mid-century local artists could be brought in or ways found to incorporate Pacific Northwest tribal art as
there are some really great places and things to choose from for ideas. She looked forward to seeing his
ideas at the next presentation.
Councilmember Olson said she was excited to have Mr. Wiegman on board. She enjoyed the pictures he
displayed as they give an idea of what can be expected with regard to collaboration. She loved the idea of
combining environmental aspects with artwork like the beautiful water collection cisterns, commenting
she would love to collect some of the rainwater at the site. She also appreciated the community
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7.1.a
involvement aspects of the project, noting the ability for the community to put their stamp on the park and
to be proud of it goes a long way. She recognized he had done that in one of the projects he described.
Mayor Nelson opened the public hearing.
Jack Mackie, Edmonds, a member of the selection panel, said he did not need to speak to the integrity
that the artist will bring to this project because everyone just saw it. He was excited that Mr. Wiegman
decided to apply for this project. A graduate of Edmonds Junior High School, Mr. Mackie said he walked
around the track and played football on that field. He lives near Five Corners and when he was walking
home from the waterfront last summer, he saw Mr. Wiegman walking the site which he thought was
brilliant. He was confident in Mr. Wiegman's ability to meet the needs and demands of this project. He
thanked Ms. Chapin for shepherding this project through a difficult time in a smart, cohesive and
collaborative way. He was excited and confident about this new park. He thanked Ms. Chapin for the
opportunity to participate.
Nora Carlson, Edmonds, offered her recommendation of the talented artist recently selected for the
Civic Park via the artist selection process. On September 23', she viewed with great interest the virtual
presentations offered by the five finalists selected for consideration by the EAC for the Civic Park
creative art feature. She was impressed with the breadth of experience and myriad media used by Mr.
Wiegman. In addition to the variety of projects he has completed in the region and beyond, it was clear he
was the obvious choice to design the project for the entry area of Civic Park. She was pleased to observe
how familiar he seemed to be with the Edmonds community along with the Civic Park redevelopment. He
also shared his interest and experience with engaging the community to discern the focus and design of
the art to be featured. As a citizen and an arts advocate in the Edmonds community, she highly
recommends that the City Council award the contract for the Civic Park artwork design development to
Clark Wiegman.
Hearing no further comment, Mayor Nelson closed public hearing.
COUNCILMEMBER DISTELHORST MOVED, SECONDED BY COUNCILMEMBER L.
JOHNSON, TO APPROVE THE RECOMMENDATION OF ARTIST AND DESIGN CONTRACT
AS PRESENTED IN THE PACKET.
Mayor Nelson asked if there were two contracts. Ms. Chapin answered only the design contract would be
approved now.
UPON ROLL CALL, MOTION CARRIED (6-0-1), COUNCILMEMBERS DISTELHORST,
FRALEY-MONILLAS, BUCKSHNIS, OLSON, AND L. JOHNSON AND COUNCIL PRESIDENT
PAINE VOTING YES; AND COUNCILMEMBER K. JOHNSON ABSTAINING.
9. COUNCIL BUSINESS
1. DECISION PACKAGE PRESENTATIONS
In response to an earlier question, Administrative Services Director Dave Turley said he believed that
Sarah McLaughlin's contract was approved at least week's Council meeting, and it was not contingent
upon putting it on the Consent Agenda the following week. He will follow up to ensure that is correct and
if not, it will be scheduled on the Consent Agenda.
Mr. Turley referred to comments about the budget adoption schedule, things like questionable motives,
that it is a rush job, and accusations of unethical behavior, comments he took very personally. He assured
Finance is above reproach when it comes to ethical behavior. Finance has been clear and shared
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information from the beginning, following the RCWs and statutory requirements, the request of Council
and clearly established best practices. The calendar was not introduced at the last minute, it has been on
the extended agenda since August 4t'', leaving about 2 months to talk about the schedule. He was
surprised people are feeling rushed when they've known about the schedule for two months. With regard
to the schedule, he researched neighboring jurisdictions and found last year King County approved their
budget on November 17t'', Snohomish County on November 10', Seattle on November 23', Shoreline on
November 16t' and they all started their budget process at the same time Edmonds does, about the first
week of October/last week of September. They do this by having structure around the schedule and
prioritizing work on the budget.
Mr. Turley said he wanted the public and the media to know there was nothing unethical about proposing
to pass a budget before Thanksgiving. This is a much better timeline than there has been in the past. As
long as he is the Finance Director, he plans to submit a schedule that includes passing the budget before
Thanksgiving because that's the best way to do it. Who is or is not on Council at the time is not his
concern; his interest is having a collaborative and efficient process that everyone understands. Before
people start accusing him of rushing the budget, he relayed some Councilmembers do not begin their
budget review until November, which only gives them 5-6 weeks which apparently they believe is enough
time. He quoted an email he received recently from a Councilmember saying they planned to shift into
budget review after November 2" d. His intent by changing the schedule was to allow 6-8 weeks to review
the budget in October and November when there is time to pay attention to it rather than November and
December when there are distractions such as the holidays.
Councilmember Buckshnis said no one has said that what he was doing was unethical. Her issue was the
Planning Board has not even had the CIP/CFP. The Administration promised to begin reviewing the
CIP/CFP in September, August or even July this year, yet the Council will not get it until October 26'
and the Planning Board will not have a public hearing until October 27'. She had no problem with an
aggressive, rushed schedule but did have a problem when it was not performed pragmatically and did not
go through the normal channels of review. The public hearing is a day after the CIP/CFP presentation to
the Council which was promised in August or July. The extended agenda has been an issue all year. The
CIP/CFP presentation may have been on the extended agenda but the budget schedule was not.
Councilmember Fraley-Monillas suggested handling based on the needs of the citizens. Talking about
different people's objectives is inappropriate and the Council should just move forward, handle it and go
forward with whatever it is. She recalled two years ago when she was Council President she received
nothing but pushback on the fact that there were new Councilmembers and nothing could be done based
on new Councilmembers coming in. She summarized what Councilmember Buckshnis was talking about
was inappropriate and the Council needed to move forward.
Councilmember L. Johnson recalled last year 41 budget proposals were made by Councilmembers on
December 10th in a 6 hour meeting, most of which had not submitted in advance and were not available
for Councilmembers or the public to review or research in advance. That was rushed and one could argue
not nearly as transparent as it could be. She did not want to feel that same pressure to pass a budget at the
last minute. She appreciated having a buffer and that there was a well thought-out timeline that respects
the holidays coming up, that Council has had the budget book since early October and as long as
Councilmembers begin their work, there is plenty of time. She also appreciated that a buffer had been
provided so the Council was not trying to pass the budget on the very last meeting of the year and so staff
and Councilmembers so could have a vacation. She expressed support for the adjustment made in the
schedule and working to start this earlier. She was hopefully Councilmembers would take that under
consideration and submit their proposals earlier so they can be researched instead of proposing them all at
the end.
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7.1.a
Councilmember Olson said to the public and her colleagues that in no way did she think there was any
malintent on the part of the Mayor, Council President or Finance Director in trying to set a more
aggressive budget schedule. That has been discussed in the past, but it looks bad and has a bad outcome if
the budget is finalized before the Councilmember elected to Position 3 takes office. That Councilmember
will be part of the 2021 sitting Council effective when the election is finalized. She summarized it looked
bad even it if was not intentional to create a schedule that cuts that person out of the process and does not
honor the electorate as that is the person they elected versus the person who was appointed by Council.
She was sure there was no malintent but it looks bad and the result is bad if the Council finalizes budget
before that transition happens. She requested that not happen.
Council President Paine appreciated having a schedule that was more transparent and respected
everyone's time. The schedule was developed and she was frustrated the Council was spending time
talking about the schedule instead of the actual budget. Once the Council hears departments' proposals,
they will have a better sense of whether this is budget needs adjustments. Once the Council get started on
the budget, the public can also engage with the Council's discussion. Approximately five public hearings
are scheduled regarding the budget which allows a great deal of public comment. She encouraged citizens
to look at the decision packages and comment at the public hearings, and/or to email Council.
Councilmember Distelhorst commented there are several directors present for the presentation, he has his
budget binders, an excel spreadsheet on his computer and he would love to hear the presentations.
Councilmember Fraley-Monillas commented an important piece to this is people just want to know what
the Council is moving forward with. She said people who want to delay moving forward based on
political ramifications is very inappropriate and wrong. The Council needs to move forward and it will be
okay in future. She agreed with Councilmember Distelhorst that the Council needed move to forward.
Mr. Turley thanked Councilmembers for their comments, assuring he took them to heart. He explained
the following is a high level presentation of the 2022 Decision Packages as requested at the budget retreat.
More detailed versions have been available for review since October 4t''. At Council's request, staff is
trying not to duplicate slide presentations. More Capital project information will be presented as part of
the CIP/CFP presentation next week.
Human Resources
HR Analyst Emily Wagener reviewed:
• VEBA Contribution for non reps (DP #2)
o This request is meant to bring non -rep VEBA contributions comparable to what represented
employees have received and to address related internal equity among employees.
• Pre -employment medical assessments for Police Dept. (DP #4)
o This request will help to ensure the PD is doing their due diligence when hiring police
candidates by conducting more thorough pre -employment health screenings.
• Assessment Centers for Police Dept (DP #5)
o This request is to account for the Assessment Centers that will be needed for Corporal &
Sergeant positions in 2022. The City contracts with Public Safety Testing to assist with
Assessment Centers. Assessment Centers help ensure that the City has highly qualified
candidates for leadership positions within the PD.
Councilmember Buckshnis asked whether there would be an opportunity for Q&A. Mr. Turley said as has
been done the last couple years, the intent tonight was presentations. Councilmember Buckshnis asked
about DP #1 and #3. Mr. Turley said they will be part of other departments' presentations.
Councilmember Buckshnis asked how Q&A would be done, whether there would be Q&A next week.
Mr. Turley said Q&A was not planned as part of a Council meeting but it could be added to the schedule.
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Q&A could be done offline via email or it could be added to an upcoming Council meeting.
Councilmember Buckshnis said a lot of citizens want to hear the Q&A/vetting process.
Administrative Services
Mr. Turley reviewed:
• Legal Services
o Contractual Increase to Lighthouse contract
o Estimated 3% increase to Prosecuting Attorney $35,300 (DP #6)
• Adjustment to "Non -Departmental" costs: Net Cost to the GF $154,689 (DP #7)
o Increase to Excise Tax Expense, Elections and Voter Registration Costs. These increases are
based on 5-year trend data and require periodic adjustment: $85,000
o Increase to SN0911 Contract. This contract amount is determined by them and billed to us:
$69,689
o Transfer to Fund 009 - LEOFF Medical Insurance Reserve Fund. This transfer amount is
based on recent trend data: $75,000
o Transfer to Fund 014 - Historic Preservation Gift Fund. Annual transfer of General Fund
support to this fund: $5,000
Increase to Software Maintenance costs: $52,560 (DP #8)
o Due to changes in how we are communicating as a result of the pandemic, there are
additional costs to support remote workers and off site citizen access . This covers ongoing
maintenance and licenses for Zoom meetings , remote security access, migration to Adobe
Cloud, additional MS Office 365 users, text capture, and 0365 backup
Increase to Hardware Maintenance costs: $26,700 (DP #9)
o Due to changes in how we are communicating as a result of the pandemic, there are
additional costs to support hardware, as well. This request covers increases to hardware
maintenance primarily for the network firewall, and the city phone system
o A firewall establishes a barrier between a trusted network and an untrusted network, such as
the internet. These hardware maintenance costs will help prevent cyber-attacks, ransomware,
and phishing.
Hardware Replacement Costs: $149,500 (DP #10)
o This covers hardware replacement of various City equipment following the replacement
schedule. These expenditures have been billed to the various user departments and so this
decision package does not require additional funding, it merely provides budget authority for
their expenditure.
o Hardware affected:
■ Citywide wireless network, including controllers and 35 Wi Fi access points
■ External facing servers for increased connectivity by the public, Network switches, and
Desktop and laptop computer replacements.
Police Department
Chief Michelle Bennett reviewed:
• Establish PD Mid -Level Management Positions: $266,385 (DP #11)
o Add one Commander position FTE in order to establish mid -level management for the
Edmonds Police Department, and adjust pay of two other existing positions (that will be
converted to Commander) which will ensure a total of three Commander positions, while
only adding one FTE.
o CPSM Audit Recommendation
• Snohomish Regional Drug Task Force Contribution: $8,150 (DP #12)
o On January 19, 2021, the Council approved the 2021 Interlocal Agreement which obligates
the City to pay a share of the Task Force Commander's salary, based upon our population.
■ In 2021 that amount was $8,150.
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o This decision package request is to cover the City's contribution to the Snohomish Regional
Drug Task Force under the Interlocal agreement approved by the Council and signed by the
City.
Body Worn & Fleet Cameras & Digital Evidence Management: $731,088 (DP #13)
o Washington State Law requires local compliance on body cams: The new state law in
Washington goes into effect in January and requires local police to have a video and audio
recording of any "interrogation" that involves either a felony or a juvenile.
■ This legislative mandate will require a sizable investment in hardware, software,
equipment and personnel to manage the additional data collection.
■ Transparent, accountable, officer and citizen safety, investigative & training package
incorporating both body worn and vehicle based cameras for the police department.
■ Axon provides a fixed price contract for all of the camera hardware, nineteen in vehicle
cameras, 57 body worn cameras (enough for each sworn member of the agency), and
digital evidence management, redaction, and storage.
Public Safety Marine Unit: $73,150 (DP #14)
o The Edmonds PD Dive Team was disbanded due to a lack of committed, funding and
compliance with regulatory requirements.
o This decision package is to re-establish the five member Edmonds Police Department Public
Safety Dive Team for search and rescue, recovery, evidence search operations and enhanced
boating and SCUBA related incident investigations.
o Each year, the department responds to multiple water related in -progress water events. It's
important to provide visibility for boating safety and protection of the Edmonds Underwater
protected marine sanctuary (hosts 25000 SCUBA divers a year), including five miles of
public and private shoreline, Port of Edmonds marina with 25 acres of wet moorage, and the
Edmonds Underwater Park and marine sanctuary
Create Police Department Community Engagement Programs: $73,500 (DP #15)
o Enhancing police/community relations and increasing agency accountability and transparency
will help to reduce citizen complaints provide the backbone of building trust in the
community.
■ Two of President Obama's Task Force on 21 st Century Police. Pillar 1: Building Trust and
Legitimacy, and Pillar 4: Community Policing and Crime Reduction.
o This Decision Package is to establish initial ongoing budget for police community
engagement programs and creates or maintains the following community engagement
components:
■ Volunteer Program
■ Community Academy
■ Youth Explorer Program
■ Volunteer Reserve Officer Program
■ National Night Out Against Crime Program
■ Edmonds Unhoused Persons Assistance
Police Campus Pedestrian Safety Perimeter:$270,180 (DP #38)
o This package funds an aesthetically pleasing, see through safety perimeter around police and
staff vehicles that would improve safety for area residents and visitors by preventing
individuals from walking, biking or otherwise moving through the areas of the police parking
lot where emergency vehicles are often deploying to emergent calls for service.
o Numerous reports of damage to officers' personal vehicles and police vehicles over the years
o The perimeter would feature automated gates, increase employee safety, and help protect city
and employee property.
Mayor's Office & Community Services & Economic Development
Community Services & Economic Development Director Patrick Doherty reviewed:
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Race, Equity, Diversity & Inclusion (REDI) Program Manager: ongoing expenditure of $155,677
(all expenses included) (DP #1)
o Under direction of Mayor
o Provide citywide leadership to advance City's REDI goals
o Provide advice and consultation to City departments
o Provide technical guidance and policy direction
o Help coordinate implementation of City's Equity Roadmap
o Facilitate the organization's Equity Team
Increase Public Information Officer/Communication Strategist to 1.0 FTE: ongoing expenditure
of $69,000 (DP #16)
o Created as '/2 FTE in 2020 Budget
0 2020 and 2021 has proven valuable service, but limited hours leave gaps
o Full time position can provide more seamless service, be more available to Mayor, staff and
press, allow for more comprehensive communications and engagement strategies, and
contribute more to website, calendars, social media, etc.
Lodging Tax Expenditures — Fund 120 (DP #17)
o After major dip in revenue in 2020, 2021 revenue has started to come back, with 2022
expected to see continued increase in revenue (but still short of pre -pandemic levels).
Projected total revenue: $84,000
o Continued need for robust promotion and event support in 2022
Printing of Rack Card - $4,000
Website hosting/tech support - $2,400
Distribution of Rack card - $2,500
General Advertising - $30,000
Promotion/support of Bird Fest - $1,500
ECA Season Brochure Ad - $12,500
Visitor Center and Chamber Events - $3,000
CAM marketing - $10,500
Tourism Promotion services - $20,000
Arts Promotion/CRAZE - $4,000
Log Cabin maintenance - $4,500
Miscellaneous - $1,000
o $100,900 in total projected expenditures
o $16,900 dip into fund balance, leaving approx. $29,378 in fund balance
ARPA Local Fiscal Recovery Funds (ERPF) (DP #18)
o Edmonds Rescue Plan Fund (ERPF), approved by Council on 7/20/21, accepts and expends
$11,893,099 in ARPA funds through 2024.
o $5,946,550 was received in June 2021, with another $5,946,550 expected in June 2022.
o ERPF includes six accounts with expenditures scheduled for each year through 2024 (and
infrastructure projects extending through 2026).
o $1,250,000 of the total ERPF expenditures are scheduled for 2022.
o This Decision Package places this $1,250,000 in the 2022 Budget.
Development Services
Acting Development Services Director Rob Chave reviewed:
• Edmonds Climate Champions Series: $20,000 (DP #19)
o Mayor's Climate Protection Committee will partner with the Washington State University
Extension to develop and implement a 7- to 8-week public education and action series.
o The series will give Edmonds residents information and identify actions that can be
undertaken to mitigate climate change at the individual level.
• Rooftop Solar Grant Program: $150,000 (DP #20)
o Institute a local program to encourage local rooftop solar installations by providing a one-
time subsidy for installation costs.
o The program would be targeted at moderate to lower income applicants, and would hopefully
result in up to 30 new solar installations.
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Mr. Chave anticipated the new Development Services Director may have some new ideas to discuss with
Council next year.
Parks, Recreation, Cultural Arts and Human Services
Parks, Recreation, Cultural Arts and Human Services Director Angie Feser .... Amounts are net because
some have revenue to offset. She reviewed:
• HR Services Division: $534,500 (DP #21)
o Carryforward of 2021 budget allocation ($415,000)
o Requesting $200,000 new from General Fund
o FTE (Administrative Assistant)
o Social Worker contract included
o One time request for County collaboration to provide
■ Transitional shelter
■ Support services to vulnerable residents
■ Preservation of housing/ prevention of loss of housing
• Park Planning & Capital Project Manager: $119,840 (DP #22)
o Services currently contracted (2 days/week)
o Manage small capital projects
■ Deferred maintenance
■ Capital replacement
■ Emergency repairs
■ 30+ projects
• ADA Transition Plan: $120,000 (DP #23)
0 1999 Americans with Disabilities Act
o Federal Mandate
o Parks / Amenities Transition Plan Needed
• Recreation Operating Increase: $40,717 (DP #24)
o Increased use of the Waterfront Center
o New non -school day camp programming/ childcare
o Expanded Preschool programming
o Expanded softball program
o Expenses offset by revenue but there is a gap of $40,000
• Park Maintenance Operating Increase: $17,300 (DP #25)
o Increase in supplies (trash bags, dog waste bags, toilet paper & graffiti removal)
o Increase in small tools (hedge trimmers, lawn mowers, etc.)
• Replacement Fleet Vehicle: $60,000 (DP #26)
o Support new Field Arborist Position
o Fleet has requested existing vehicle be surplused as it has reached end of useful life
• Fund 123 LTAC Arts Commission Promo: $-300 (DP #27)
o Spending Authority
■ Cascade Symphony
■ Olympic Ballet
■ Edmonds Arts Festival/Studio Tour
■ Edmonds Driftwood Players
■ Sno King Chorale
■ DeMiero Jazz Festival
■ Art Walk Edmonds
■ Jazz Connection
■ Write on the Sound
Fund 127 Gift Catalog: $0 (DP #28)
o Spending Authority
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■ Increase: $17,820 to $45,000
■ Bench & Picnic Table Replacement
■ Additional Memorial Gifts
Fund 143 Tree Fund Expenditure Authority: $0 (DP #29)
o Spending Authority
■ Fund established in 2021
■ Planning Dept collect fees
- Fee in lieu program
- Critical area violations and tree cutting violations
■ Parks Dept to utilize funds
■ Land acquisition ($199,000)
■ Prof Services/trees for planting ($15,800)
Parks, Recreation and Cultural Services Capital Budget Decision Packages
Ms. Feser reviewed the following, advising further information will be provided at next week's CIP/CFP
presentation:
• Funds 332 and 125 Civic Park Development: $7,092,460 (DP #90)
o Construction 2021-2022
o Overall budget: $13.7M
0 2021 allocation is not request for new funding
• Fund 125 Yost Pool Repair: $175,000 (DP #91)
o Routine maintenance
o Re -plaster pool
o Necessary to continue operations
o Funding source: REET Fund 125
• Fund 125 ADA Playground Upgrade Program: $175,000 (DP #92)
0 15 playgrounds, some 35 years old
o Capital Replacement Program
o Inclusive vs. ADA Level of service
o Funding Source: REET Fund 125
• Fund 126 Land Acquisition Consulting Service: $45,000 (DP #96)
o Research and due diligence
o Manage and review title searches, appraisals, deeds and legal documents
o Negotiate on behalf of the City
o In lieu of a Real Estate Agent
o Funding Source: REET Fund 126
Public Works and Utilities
Public Works Director Phil Williams reviewed:
• Who and What is Public Works?
Functions
2022 Expense Budget
Transportation
$14,664,402
Water
$11,110,498
Sewer
$15,656,812
Stormwater
$8,638,202
Facilities
$3,278,775
Fleet
$1,942,460
Engineering
$2,298,775
Total
$57,136,485
• Facilities - Building Maintenance Operator: Operations & Maintenance DP #30 (GF)
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o $84,000 to hire a 3rd Building Maintenance Operator in the Facilities. This will allow us to
perform more of the smaller maintenance projects on City buildings in house. Our other 2
BMOs are also planning to retire, likely in 2022
Facilities — Line item cost increases: Operations & Maintenance DP #31 and 32 (GF)
o $14 500
o #31 Custodial Overtime increase $1,500
o #32 Facilities supply budget increase $13,000
Facilities — Update Condition Assessment: Operations & Maintenance DP #33 (GF)
o $15,000
o Existing McKinstry building condition assessment last done in 2018. Proposal is to update
that document with work already completed, new items that need be added to the backlog due
to the passage of time, and update older cost estimates with more recent pricing information
Facilities — City-wide Carpet Cleaning: Operations & Maintenance DP #34 (GF)
o $45,000
o Proposed contract with a commercial carpet cleaning service to professionally clean all
carpeted surfaces twice each year to extend the life of new carpeting installed during the last
3 years. Custodial staff can do smaller areas more frequently in high traffic areas or after
spills, etc. but don't have the time or the larger commercial focus to efficiently do all surfaces
2 X/yr
Facilities — Maintenance Vehicles: Operations & Maintenance DP #35 (GF)
o $145,000
o Facilities custodial staff are present seven days per week and cover 2-3 different shifts each
day. We currently do not sufficient City vehicles available to get these maintenance personnel
moved from building to building during their shifts without them having to use their own
personal vehicles. This request is for two new vehicles to address this issue and increase
efficiency
Facilities — Structural Repair Museum: Operations & Maintenance DP #36 (GF)
o $10,000
o Structural repairs to the Edmonds Historic Museum to strengthen and stabilize the roof rafters
and their connections to the museum's walls. This is an issue that has been developing slowly
over time (circa 1910 but will continue to cause problems is not addressed)
Facilities — Ongoing Building Repair & Maintenance: Operations & Maintenance DP #37 (GF)
o $100,000
o This request is designed to address the premature and/or otherwise unanticipated repairs and
replacements that can't be adequately budgeted for. These would be items that have either not
yet found their way to the deferred maintenance list or are farther down the list and were
unbudgeted. This is much like a "management reserve" for Facilities
Facilities — Annual Capital Renewal: Maintenance DP #45, 71-75 (GF)
o $980,000 above the basic (and still Covid 19 enhanced) custodial services and maintenance
work, to pursue a large backlog of small and larger capital renewal projects in 2022
0 2015 = $56,000
0 2016 = $100,000
0 2017 = $256,000
0 2018 = $490,000
0 2019 = $700,000
0 2020 = $1,500,000
0 2021 = $710,222
0 2022 = $980,000
o Our most recent Facilities Needs Assessment (McKinstry, 2018) shows an approximate
backlog of $10,000,000 plus an ongoing approx. $825,000/year of non -capital maintenance to
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be financially sustainable. Upcoming 2021 Bond sale will help accelerate this process
between 2022 and 2024. JOC option will help speed up project delivery
o List of 2021 Facilities projects complete, in progress, on hold/cancelled in 2021
Engineering — Baseline adjustment: Operations & Maintenance DP #35 (GF)
o $5,700 to cover increases in bank card fees related to electronic permitting transactions and
additional communications cost.
Commute Trip Reduction — Incentives: Operations & Maintenance DP #40 (GF)
o $36,000 To continue the commute trip reduction program for City staff. An ORCA pass is
provided to employees, providing free access to Community Transit, Everett Transit, Kitsap
Transit, Metro Transit, Pierce Transit, and Sound Transit buses as well as Sound Transit
Light Trail and Commuter Trains. The ORCA pass also provides a free vanpool to groups of
5 or more riders are provided with a van fuel. This pass increases the number of employees
using transit or vanpools
Street Fund — Variable Message Sign: Operations & Maintenance DP #41 (Fund 111)
o $30,000
o The City has two 2 Variable Message Signs ( that are used to inform the public regarding
traffic revisions, community events, upcoming capital projects, as well as other information).
These are heavily used and we continue to find new uses for them. This would purchase one
additional sign. They will be heavily used on our HWY 99 project
Community Event Support: Operations & Maintenance DP #42 & 51 (Fund I I I & 422)
o $40,000 ($20,000 each Fund)
o The City supports a variety of community -based events each year. These include all of the
downtown Chamber events, several fun runs, demonstrations, markets, and other street
closures. Our Street Stormwater Division supports these events with message boards, parking
signage, barricades, and other services. We typically do set up and break down after the
event. We also put up and take down street banners. The volume of this work has steadily
grown over time.
Interfund Services — Utilities: Operations & Maintenance DP #43 (Utility Funds)
o $28,200 Total
■ Water - $9,400
■ Stormwater - $9,400
■ Sewer - $9,400
o Increased cost for Engineering staff to review the utility portion of Private development
projects.
o Stormwater reviews in particular are quite complicated and are done by the City's
Stormwater Engineer
Water Fund — Hydraulic Shoring Shields: Operations & Maintenance DP #44 (Fund 421)
o $10,000
o Shoring boxes are used during trenching as a safety measure. These steel boxes are bulky,
heavy and offer no adjustment to size or scope of work. The replacement device is a
lightweight, adjustable shoring shield. This hydraulic shield would replace three 3 existing
non-adjustable steel shoring boxes, improving safety and efficiency
Utility Rate and GFC Analysis: Operations & Maintenance DP #48 (Fund 421)
o $120,000
o The City has, for the last 9 years, completed a revenue requirement analysis and a utility rate
study every three years. At the same time we do a review of General Facility Charges (We
engage the services of a rate setting consultant to assist with that process). 2022 is the last
year of the previous 3 year rate package. This process will produce recommended utility rates
for the next three years. This approach ensures that adequate resources exist to appropriately
maintain our existing infrastructure and replace it as necessary.
Stormwater Comprehensive Plan Update: Operations & Maintenance DP #56 (Storm)
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o $300,000
o Current Plan completed in 2010 and needs to be updated. Will take approx. 18 months
beginning 3rd or 4th Qtr. 2021. Total expense estimated at $450,000. Will develop a new CEP
for Stormwater projects with a particular focus on piping
Transportation Comprehensive Plan Update DP #77 (Fund 112)
o $185,000
o Current Transportation Plan completed in 2015, identifying all existing facilities and future
projects within our transportation system. Since the Plan is updated every 6 to 7 years, the
plan needs to be updated in 2022
Wastewater — 2022 Staffing Plan: Operations & Maintenance DP #66 (Sewer Fund)
o $214,000
o This funding approves the hiring of two additional FTE as Wastewater Treatment Plant
Operators in accordance with a recently completed staffing analysis. The city has struggled in
recent years, even before the pandemic, to hire fully trained Operators. In addition we likely
have at least two key retirements upcoming in 2022 and will need to hire Operators that may
not have their Group III certification. Our facility requires Group IIIs to act as shift operators.
Doing this will reduce overtime, call outs, and stand by costs, and improve morale
Wastewater — City Park Odor Scrubber: Operations & Maintenance DP #68 (Sewer Fund 423)
o $297,121
o This funding will complete the installation of a new odor scrubber in City Park designed to
alleviate any odors emanating from the City's pipe infrastructure south of City Park in a
nearby residential neighborhood. The City's share of this project would be $150,900
Fleet Cost Increases (511 Fund)
o Operations & Maintenance DP #69
o Add $10,000 to annual unleaded gasoline fuel budget
o Add $500 to uniforms budget
Fund 511: Operations & Maintenance DP #70 (511 `B' Fund)
o 8 Vehicle purchases in 2002
■ 5 all electric
■ 3 hybrids
451-POL 2011 Ford Crown Victoria
(Patrol)
Replaced with a 2022 Ford Explorer Hybrid
436-POL 2017 Ford Explorer (Patrol)
Replaced with a 2022 Ford Explorer Hybrid
872-POL 2008 Ford Escape (Detectives)
Replaced with a 2022 Ford Explorer Hybrid
49-WTR 2012 Ford Transit Connect
Replaced with a 2022 Ford Electric F-150 w/canopy
27-FAC 2010 Toyota Prius
Replaced with a 2022 Ford Electric F-150 w/canopy
5-FAC 1997 Step Van
Replaced with a 2022 Ford Electric Transit Van
2-WTR 2015 Ford F-250
Replaced with a 2022 Ford Electric F-150
123-TM 2002 Silverado
Replaced with a 2022 Ford Electric F-150
o Cost of vehicle replacements in previous years
■ 2017 - $622,000
■ 2018 - $636,000
■ 2019 - $1,750,000
■ 2020 - $628,000
■ 2021 - $262,000
■ 2022 - $485,000
9. COUNCIL COMMITTEE REPORTS
1. COUNCIL COMMITTEE MINUTES
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7.1.a
11. COUNCIL COMMENTS
Councilmember Olson thanked the Chamber of Commerce for coming through for the community once
again by planning Halloween events designed to be COVID-safe such as the carving contest this Saturday
at the Edmonds Waterfront Center and several nights of trick or treating instead of only one night to avoid
crowds. Further details are available on the Chamber's website.
Councilmember Olson recalled last week Linda Ferkingstad asked the Council to reach out to her. She
tried to find contact information before she asked and since and has been unsuccessful. She invited Ms.
Ferkingstad to reach out to her and other Councilmembers via their contact information available on the
City's website. She was happy to get together with Ms. Ferkingstad and welcomed it.
Councilmember Distelhorst reminded the Week Without Driving sponsored by Disability Rights
Washington starts this Friday. Anyone interested in participating can register online at
DisabilityRightsWa.org. He repeated his offer to help Councilmembers, elected leaders and residents plan
that so they can experience what it is like to live without the ability to drive.
Councilmember Buckshnis said although she thought Susan McLaughlin was a great choice, she wanted
to go on record saying she was voting no for Susan McLaughlin only because of the $8,000 fee provided
in lieu of moving.
With regard to the budget, Councilmember Buckshnis expressed concern that the CIP/CFP public hearing
will be held next Wednesday at the Planning Board, but the presentation to Council is next Tuesday. She
also had a problem with the schedule; if the Council decides to approve the budget prior to the
certification of Council Position 2, the Council can repeal the budget and start over which anticipated
would result in a lot of extra time, complaining and late meetings. She did not have a problem with the
budget, but had a problem with rushing through the CIP/CFP which contains projects costing millions.
The CIP/CFP has not been scrubbed since 2014. The Council can rush the budget with this fast,
aggressive schedule, but if it is passed before December, she will probably consider a repeal to allow the
new person in Council Position 2 to provide their opinions and amendments because they will be part of
the Council for the next 4 years. She appreciated Councilmember Distelhorst's work and comments on
the budget as he is also part of the Council. She wanted that to be clear because citizens continue to
contact her which she appreciated. She will be out of town next week but will answer her phone and
emails.
Council President Paine expressed her appreciation for everyone's hard work that began with the budget
discussions in July. She was very excited about the selection of the artist for Civic Park. She appointed
Chelsea Beck, a senior at Edmonds-Woodway High School, to the Youth Commission.
Council President Paine reported on a community event she attended regarding people with disabilities in
the workforce in ways that are meaningful for inclusion and participating in community events. It was a
wonderful presentation and she was happy to share it. Her daughter participates in a similar program and
it is a great way to include people. She was glad the Council got started on the budget tonight after
receiving their budget books two weeks ago and there are four weeks ahead to discuss the budget. The
budget and decision packages are available on the Administrative Services webpage. She encouraged the
public to contact her or other Councilmembers with concerns, questions, ideas. There are several
opportunities for public involvement including several public hearings. The CIP/CFP will be reviewed at
the Council and the Planning Board. She summarized there is no shortage of public access to the budget.
She encouraged the community to stay safe and enjoy their evening.
Councilmember L. Johnson thanked Mr. Turley and the other directors for their presentations. She looked
forward to continuing to dive into her second budget season and will be following up with questions.
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Councilmember K. Johnson said it was a pleasure to participate in the public art selection process for
Civic Park. Ms. Chapin did a wonderful job and had to deal with the unusual circumstance of conducting
the process during a pandemic. Over 35 initial applicants were reviewed and the five finalist were
interviewed last month. It was a very stimulating and exciting process for an artist at heart like her. She
reminded October is Domestic Violence Awareness Month and the public is invited to wear purple on
Tuesdays in recognition.
Councilmember Fraley-Monillas said October is Down Syndrome Awareness Month. She explained just
because someone has Down Syndrome doesn't mean they cannot communicate or participate in the
community because they certainly can.
Councilmember Fraley-Monillas referred to the comments about her from Carolyne Strong and Cindy
Sjoblom regarding bullying behavior and said hearing them talk about her week after week is probably
more bullying than anything she has been around although she noted she did not really care much about
that. She appreciated people who stand up for people like her son Dominic and others like him who are
leading productive lives.
Student Representative Roberts thanked City staff for their detailed presentations. He looked forward to
what can be accomplished during the budget season. He encouraged the public to be safe, noting Madrona
School was recently closed due to 26 cases of COVID in 10 days, young children who have not had the
chance to be vaccinated. He suggested that serve as a reminder or a wakeup call to get vaccinated and
take precautionary steps. He urged the public to keep wearing masks and get vaccinated if they haven't
already because this is not a joke.
IUVEV017KYK1]u1u104�IK"
Mayor Nelson reported although COVID numbers for Snohomish County have been dropping each week,
they are still very high. It's likely one person exposed those 26 students at Madrona which then resulted
in the need to quarantine 120 people and led to closing the school for several weeks. He emphasized it did
not take much for one person to cause chaos. COVID is still a constant concern and a threat that everyone
needs to be vigilant about.
Mayor Nelson reported this Thursday in response to the Great Shake Out, an annual project by the
Washington Department of Emergency Management to prepare for an earthquake and a potential tsunami,
the new tsunami siren will be tested. The siren makes a wailing sound, like a slow fire engine siren, and
will be followed by a voice in English and Spanish advising to go to higher ground. The voice will also
state it is a test. The siren will be tested between 11 a.m. and 1 p.m. and will be part of an overall drill of
duck, cover and hold at 10:21 a.m. on 10/21. In additional to this test, there will be chimes every month at
noon to test the siren.
19\ I '111LI 7'I
With no further business, the Council meeting was adjourned at 9:57 p.m.
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7.1.a
Public Comment for 10/19/21 Council Meeting:
From: Will Chen <willetrade2008@gmail.com>
Sent: Amended Public Comment from 10/19/21
To: Council <Council@edmondswa.gov>; LaFave, Carolyn <Carolyn.LaFave@edmondswa.gov>
Subject: 2022 budget deliberations and final adoption timeline
10/19/2021 2022 budget comments
Mayor Nelson, Council President Paine, and Council members,
For the Record, My Name is Will Chen and I am and Edmonds Resident. I am writing to express
my support for delaying the 2022 budget deliberations and final adoption until Mid -December
of 2021 instead of in Mid -November 2021 for the following reasons:
1. Citizens need adequate time to review, comment, and communicate their concerns to
the council members.
2. Council members need time to review the budget with residents, so that their input is
heard and included in the decision -making process. This may include public townhall,
zoom meetings, and or other forms of communications.
3. This is an election year. One or more new council member(s) will be working with this
2022 budget for the coming calendar year. Especially in the case of position number 2,
which will potentially be voting on this budget right after the election results are
certified. We need time to allow their input in the process.
I am watching this budget process closely and have been looking over the proposed budget
very carefully. I look forward to hearing the Decision Package Presentation at tonight's meeting
so that I can better understand each request. Still, I ask that you provide adequate time for our
residents to digest the information that is presented and hold off on final approval until after
the election.
I believe this is in the best interest of our entire city.
Thank you for your consideration,
Will, Chen
Edmonds resident
Edmonds City Council Draft Minutes
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7.1.a
From: Ken Reidy
Sent: Tuesday, October 19, 2021 6:54 PM
To: Public Comment (Council) <publiccomments@edmondswa.gov>; Public Comment (Council)
<publiccomments@edmondswa.gov>
Cc: Nelson, Michael <Michael.Nelson@edmondswa.gov>; Council <Council@edmondswa.gov>;
Judge, Maureen <Maureen.Judge@edmondswa.gov>
Subject: Public Comments for the October 19, 2021 City Council Meeting
The 2021 budget was adopted on December 16, 2020.
The 2020 Budget was adopted December 10, 2019.
The 2019 Budget was adopted December 11, 2018.
The 2018 Budget was adopted December 5, 2017.
The Edmonds City Council Extended Agenda updated October 8, 2021, indicated that Budget
Deliberation and Adoption of the 2022 City Budget would take place on November 23, 2021.
Something changed a week later. The Edmonds City Council Extended Agenda updated October
15, 2021, indicated that Budget Deliberation and Adoption of the 2022 City Budget would now
take place on November 16, 2021.
November 16, 2021, is also the night the following is scheduled:
Resolution thanking Luke Distelhorst for Service on the City Council
A little budget history for those interested:
Former City Attorney Scott Snyder stated in his November, 2007 City Attorney annual report
that the biggest issue at the start of 2007 was the Code Rewrite. Mr. Snyder stated the intent
was to begin the Rewrite last year and finish it this year (2007). Mr. Snyder summarized that
the Code Rewrite was approximately a year behind schedule as of November, 2007.
The 2009-2010 Budget included the following:
Major 2009-2010 Budget Issues
Completion of the City's Shoreline Master Plan update and the Edmonds Community
Development Code rewrite will occur in 2009-2010.
Completion of the Code rewrite did NOT occur.
In late 2012, during the PUBLIC HEARING ON the 2013 BUDGET, I made public comment that
five years had passed since Mr. Snyder stated the intent and I questioned why the Code Rewrite
had still not been completed. I urged the Council to include the proper amount in the 2013
budget to complete the long overdue Code Rewrite from start to finish.
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7.1.a
Over the years, hundreds of thousands of dollars have been budgeted yet here we sit with a
Code that is still flawed and has been for at least 21 years.
Budgeting is one task. Executing the budget is another task.
Also, here is what our City Code requires for budgeting. Annual Budgeting is not codified!:
ECC 1.02.060 Mid -biennial budget review and modification.
A review of the mid -biennial budget shall commence no sooner than eight months after the
start nor later than conclusion of the first year of the fiscal biennium. The mayor shall prepare
the proposed budget modification and shall provide for publication of notice of hearings
consistent with publication of notices for adoption of other city ordinances. Public hearings on
the proposed budget modification shall be heard prior to the adoption of the ordinance
modifying the biennial budget. At least seven days before said hearings, the mayor shall
distribute the proposed budget modification to members of the city council, with copies
available to the public at City Hall. [Ord. 3671 § 1, 20071.
From: Michael Murdock <mikmur@icloud.com>
Sent: Tuesday, October 19, 2021 3:53 PM
To: Council <Council@edmondswa.gov>
Cc: Public Comment (Council) <publiccomments@edmondswa.gov>
Subject: Budget Process
Good Afternoon,
The only transparency about some on this council and administration is rushing everything through
without input on behalf of the mayor.
Last time I checked Council members work on behalf of the majority of citizens not the mayor.
Please try doing the right thing and take your time with this budget to go through input and process and
not ramming it through due to one member leaving. It is obvious what is happening. Prove me wrong for
the good of the people of Edmonds. They are exhausted with this show. Give them a break.
How do you each of you want to be remembered?
Mike Murdock
Edmonds City Council Draft Minutes
October 19, 2021
Page 26
Packet Pg. 36
7.1.a
From: Joan Bloom
Sent: Tuesday, October 19, 2021 2:07 PM
To: Paine, Susan <Susan.Paine@edmondswa.gov>; Nelson, Michael
<Michael.Nelson @edmondswa.gov>; Council <Council@edmondswa.gov>; Public Comment
(Council) <publiccomments@edmondswa.gov>
Subject: Extend confirmation and approval of 2022 budget to December 14, 2021
Council President Paine and Mayor Mike Nelson,
It is critical that you extend your confirmation and approval of the 2022 budget until the
December 14, 2020 Council meeting for the following reasons:
• Currently, approval of the budget is scheduled for November 16, almost a month
earlier than the budget is typically approved.
• Rushing budget approval in this manner will mean that the newly elected Position
#2 Councilmember will not have the opportunity to consider, discuss and possibly
introduce amendments to the budget.
• Appointed Councilmember Distelhorst lost in the primary election. It would be
respectful to the citizens of Edmonds to allow the Position #2 Councilmember,
newly elected by the citizens, to participate in the budgetary process.
• In order to rush the budget timeline, you have scheduled the only public hearing
on the budget on the same day, November 1, as two other important public
hearings: on the CIP/CFP and on property tax ordinances. It would be respectful of
interested citizens to spread these hearings out, to allow amply time for
preparation of input to each public hearing.
I urge you both to understand the importance of valuing citizen input in these especially
difficult and contentious times. Following a time honored budgetary process could begin to
restore some public confidence in your leadership of Edmonds.
Regards,
Joan Bloom
Former Edmonds City Councilmember
From: Cynthia Sjoblom
Edmonds City Council Draft Minutes
October 19, 2021
Page 27
Packet Pg. 37
7.1.a
Sent: Monday, October 18, 2021 4:16 PM
To: Council <Council@edmondswa.gov>
Cc: Public Comment (Council) <publiccomments@edmondswa.gov>
Subject: slow the budgetary process
Dear council,
With budgetary issues being pushed through so quickly I'm writing to ask that you slow down
the process to allow time for citizen input and review along with your own and.... the newly
elected council member in Nov. should have an opportunity to weigh in regardless of who that
person is.
When something is rushed through I think the public becomes distrustful of the process. Our
government officials have a duty per the Code of Ethics to "recognize that the chief function of
local government at all times is to serve the best interest of all the people" and "affirm the
dignity and worth of the services rendered by government and maintain a sense of social
responsibility".
Thank you for your consideration of this very important matter.
Cynthia Sjoblom
"....Governments are instituted among Men, deriving their just powers from the 'consent' of
the governed..
That whenever any Form of Government becomes destructive of these ends, it is the Right of
the People to alter or to abolish it, and to institute new Government..."
From: Monillas, Adrienne <Adrienne.Monillas@edmondswa.gov>
Sent: Wednesday, October 13, 2021 8:21 PM
To: Kim Bayer <KimMBayer@outlook.com>
Cc: Nelson, Michael <Michael.Nelson@edmondswa.gov>; LaFave, Carolyn
<Carolyn.LaFave@edmondswa.gov>; Council <Council@edmondswa.gov>; Judge, Maureen
<Maureen.Judge@edmondswa.gov>; Public Comment (Council)
<publiccomments@edmondswa.gov>
Subject: Re: !'RE: Sign Language
N
Adrienne Fraley-Monillas
Edmonds City Council Draft Minutes
October 19, 2021
Page 28
Packet Pg. 38
7.1.a
Edmonds City Council
On Oct 13, 2021, at 7:56 PM, Kim Bayer wrote:
1 don't like having to send this email but, 1 can't sit idly by and not react to your exchange with
Ken Reidy, who is the most engaged, caring Edmonds citizen 1 know.
Really Adrienne? This is your response? Your arrogance, denial, excuses, and complete
disrespect for the Edmonds RESIDENTS/CITIZENS who pay for you to be on City Council is
incomprehensible. I've tried to give you a hall pass here and there but last night's performance
was your best yet in showing your real true colors. How you got re-elected is beyond
explanation to anyone paying attention to your extremely poor behavior. You have shown
extreme bad judgement, bullying tactics to your constituents, denial of wrong -doing to the
citizens of Edmonds (for the record there has only been an apology to the council. I keep my
eye on all the media communication as that is my background so please do not try to spin
this). Your behavior last night was that of a spoiled teenager who got caught in a lie. You
danced around the issue at hand, throwing stones at other council members and claiming
partisan politics as your go -to excuse. I don't care if you are democrat, republican or
independent! It has nothing to do with you and how you have abused your position. No one
who truly cares about Edmonds can believe anything you say as you have continued to erode
public trust.
It's quite obvious you have a lot of personal issues that you need to take care of. I'm sorry you
have had to endure the hardships you described. I sincerely wish you all the best in your next
chapter and I hope you find peace in your life. We all have to accept when we have "jumped
the shark" which is where you find yourself at this point. Neither the mayor or the pathetic
attempts by Laura Johnson or Susan Payne will help you moving forward. Their display of
scripted talking points didn't help their re-election efforts either. Edmonds residents are not as
stupid as you make us out to be. When you continually disrespect us, mock us, belittle council
members who disagree with you, shows you have no right serving Edmonds on city council or,
any other elected position. Please take a sip of wine, reflect on how truly awful your behavior
has been and bow out before you embarrass yourself and your fellow council members further.
Kim
Kim Bayer-Augustavo
Edmonds City Council Draft Minutes
October 19, 2021
Page 29
Packet Pg. 39
7.1.a
From: Cynthia Sjoblom
Sent: Wednesday, October 13, 2021 9:00 AM
To: Council <Council@edmondswa.gov>
Cc: Public Comment (Council) <publiccomments@edmondswa.gov>
Subject: Cowards!!!
You heard the voices of the people loud and clear and everyone of you except Kristiana
sidestepped the requests by your constituents. REPREHENSIBLE!!!
Laura Johnson, Monillas, I heard you were discussing the "health" of a council member during a
council meeting???
This is outside "normal and usual conduct". Susan Paine donating 300 bucks to Monillas, how
will citizens ever trust you to fulfill your duty!!! You couldn't sanction bad actions. Get the he'll
out of my city govt.!!!!!
Vivian, did you want this candidate for personal reasons of changing zoning laws? Unreal!! Are
you in office to express your personal goals. This applies to each person on council!
Diane, you let us down!!!!
We have no real representation in this city!!! Unconscionable!!!
Take back my city,
Cynthia
Edmonds City Council Draft Minutes
October 19, 2021
Page 30
Packet Pg. 40
7.2
City Council Agenda Item
Meeting Date: 10/26/2021
Approval of claim, payroll and benefit checks, direct deposit and wire payments.
Staff Lead: Dave Turley
Department: Administrative Services
Preparer: Nori Jacobson
Background/History
Approval of claim checks #249655 through #249738 dated October 21, 2021 for $499,188.83 (re -issued
check #249675 $64.73) and wire payment of $20,895.91.
Approval of payroll direct deposit and checks #64830 through #64833 for $622,740.35, benefit checks
#64834 through #64839 and wire payments of $612,614.94 for the pay period October 1, 2021 through
October 15, 2021.
Staff Recommendation
Approval of claim, payroll and benefit checks, direct deposit and wire payments.
Narrative
In accordance with the State statutes, City payments must be approved by the City Council. Ordinance
#2896 delegates this approval to the Council President who reviews and recommends either approval or
non -approval of expenditures.
Attachments:
claims 10-21-21
wire 10-15-21
FrequentlyUsedProjNumbers 10-21-21
Payroll summary 10-20-21
payroll benefits 10-20-21
Packet Pg. 41
7.2.a
vchlist
Voucher List
Page: 1
10/21/2021
8:39:01AM
City of Edmonds
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Bank code :
usbank
Voucher
Date Vendor
Invoice PO #
Description/Account
.y
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249655
10/21/2021 065052 AARD PEST CONTROL
50423
MEADOWDALE CC PEST CONTROI
MEADOWDALE CC PEST CONTROI
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001.000.64.576.80.41.00
90.0(
10.4% Sales Tax
001.000.64.576.80.41.00
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Total:
99.3E
249656
10/21/2021 061029 ABSOLUTE GRAPHIX
1021873
P&R LEAGUE SHIRTS
P&R LEAGUE SHIRTS
001.000.64.571.25.31.00
2,140.8(
10.4% Sales Tax
001.000.64.571.25.31.00
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249657
10/21/2021 064088 ADT COMMERCIAL
142212911
ALARM MONITORING - PARKS MAII
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001.000.66.518.30.42.00
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142212913
ALARM MONITORING - FS #17
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Packet Pg. 42
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249657 10/21/2021 064088 ADT COMMERCIAL
249658 10/21/2021 000850 ALDERWOOD WATER DISTRICT
249659 10/21/2021 071634 ALLSTREAM
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
00 1. 000. 66.518.30.42. 00
10.4% Sales Tax
001.000.66.518.30.42.00
142212915
ALARM MONITORING - WASTEWAT
ALARM MONITORING FOR WasteW
001.000.66.518.30.42.00
10.4% Sales Tax
001.000.66.518.30.42.00
142212916
ALARM MONITORING - PUBLIC SAF
ALARM MONITORING FOR Public S,
001.000.66.518.30.42.00
10.4% Sales Tax
001.000.66.518.30.42.00
142212917
ALARM MONITORING - PUBLIC SAF
fire inspection - fire station #17, 275
001.000.66.518.30.41.00
Fire Inspection - museum
001.000.66.518.30.41.00
Fire Inspection - Public Safety 250 5tl
001.000.66.518.30.41.00
Total
10881
MONTHLY WHOLESALE WATER Cl-
MONTHLY WHOLESALE WATER CF
421.000.74.534.80.33.00
Total
17769686
C/A 768328
PR1-1 & 2 City Phone Service
512.000.31.518.88.42.00
Tourism Toll free lines 877.775.6929;
001.000.61.558.70.42.00
Econ Devlpmnt Toll free lines
001.000.61.558.70.42.00
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Packet Pg. 43
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249659 10/21/2021 071634 071634 ALLSTREAM
249660 10/21/2021 001375 AMERICAN PLANNING ASSOCIATION
249661 10/21/2021 067736 AMERICANS FOR THE ARTS
249662 10/21/2021 069751 ARAMARK UNIFORM SERVICES
Voucher List
City of Edmonds
Invoice PO #
Description/Account
(Continued)
Total
035353-21103
PLANNING-APA MEMBERSHIP
American Planning Association Memk
001.000.62.558.60.49.00
040706-21103
PLKANNING APA MEMBERSHIP
APA Subscriptions (RChave 2022):-
001.000.62.558.60.49.00
040706-21103.2
PLANNING: APA PLANNING BOARD
APA Planning Board Membership-
001.000.62.558.60.49.00
Total
245391
AFTA MEMBERSHIP
AFTA MEMBERSHIP
117.100.64.573.20.49.00
Total
656000119839
PARKS MAINT UNIFORM SERVICE
PARKS MAINT UNIFORM SERVICE
001.000.64.576.80.24.00
10.4% Sales Tax
001.000.64.576.80.24.00
656000123670
PARKS MAINT UNIFORM SERVICE
PARKS MAINT UNIFORM SERVICE
001.000.64.576.80.24.00
10.4% Sales Tax
001.000.64.576.80.24.00
656000123677
FACILITIES DIVISION UNIFORMS
FACILITIES DIVISION UNIFORMS
001.000.66.518.30.24.00
10.4% Sales Tax
001.000.66.518.30.24.00
656000126150
PUBLIC WORKS CIVIC LOBBY MATE
PUBLIC WORKS CIVIC LOBBY MATE
001.000.65.518.20.41.00
7.2.a
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vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
249662 10/21/2021 069751 ARAMARK UNIFORM SERVICES (Continued)
656000126157
249663 10/21/2021 064807 ATS AUTOMATION INC 125012
PO # Description/Account
PUBLIC WORKS OMC LOBBY MATE
111.000.68.542.90.41.00
PUBLIC WORKS OMC LOBBY MATE
421.000.74.534.80.41.00
PUBLIC WORKS OMC LOBBY MATE
422.000.72.531.90.41.00
PUBLIC WORKS OMC LOBBY MATE
511.000.77.548.68.41.00
10.4% Sales Tax
001.000.65.518.20.41.00
10.4% Sales Tax
111.000.68.542.90.41.00
10.4% Sales Tax
421.000.74.534.80.41.00
10.4% Sales Tax
422.000.72.531.90.41.00
10.4% Sales Tax
423.000.75.535.80.41.00
10.4% Sales Tax
511.000.77.548.68.41.00
PUBLIC WORKS OMC LOBBY MATE
423.000.75.535.80.41.00
FLEET DIVISION UNIFORMS & MAT
FLEET DIVISION UNIFORMS
511.000.77.548.68.24.00
FLEET DIVISION MATS
511.000.77.548.68.41.00
10.4% Sales Tax
511.000.77.548.68.24.00
10.4% Sales Tax
511.000.77.548.68.41.00
Total
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Packet Pg. 45
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
249663 10/21/2021 064807 ATS AUTOMATION INC (Continued)
249664 10/21/2021 075390 AUSTIN MAC INC 31500
249665 10/21/2021 070305 AUTOMATIC FUNDS TRANSFER 122001
249666 10/21/2021 073760 BLUELINE GROUP LLC 22137
PO # Description/Account
PUBLIC SAFETY - ALERTON CONTI
001.000.66.518.30.48.00
10.4% Sales Tax
001.000.66.518.30.48.00
Total
WWTP: PO 681 WASTGE PACK SE/
PO 681 WASTGE PACK SEAL
423.000.76.535.80.48.00
Freight
423.000.76.535.80.48.00
10.4% Sales Tax
423.000.76.535.80.48.00
Total
OUT SOURCING OF UTILITY BILLS
10.25% Sales Tax
423.000.75.535.80.49.00
UB Outsourcing area Printing 2915
422.000.72.531.90.49.00
UB Outsourcing area Printing 2915
421.000.74.534.80.49.00
UB Outsourcing area Printing 2915
423.000.75.535.80.49.00
UB Outsourcing area Postage 2915
421.000.74.534.80.42.00
UB Outsourcing area Postage 2915
423.000.75.535.80.42.00
10.25% Sales Tax
422.000.72.531.90.49.00
10.25% Sales Tax
421.000.74.534.80.49.00
Total
E21JA SERVICES THRU 10/2/21
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Packet Pg. 46
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10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249666 10/21/2021 073760 BLUELINE GROUP LLC
249667 10/21/2021 074587 BOURNE, CHRISTINE D
249668 10/21/2021 072005 BROCKMANN, KERRY
249669 10/21/2021 073029 CANON FINANCIAL SERVICES
Voucher List
City of Edmonds
Invoice PO # Description/Account
(Continued)
E21JA SERVICES THRU 10/2/21
421.000.74.594.34.41.00
Total
WOTS CONTRACT WOTS PROFESSIONAL SERVICES
WOTS PROFESSIONAL SERVICES:
117.100.64.573.20.41.00
Total
10051 YOGA
10051 YOGA INSTRUCTION
10051 YOGA INSTRUCTION
001.000.64.571.27.41.00
Total
27492504
CANON C2501 F
contract charge 10/2021
001.000.21.513.10.45.00
10.4% Sales Tax
001.000.21.513.10.45.00
27492505
BLDG DEPT COPIER RENTAL
BLDG Dept Copier (SN: QNR12044)-
001.000.62.524.10.45.00
10.4% Sales Tax
001.000.62.524.10.45.00
27492506
COPIER RENTAL - PLANNING
Planning Dept copier - monthly contre
001.000.62.524.10.45.00
10.4% Sales Tax
001.000.62.524.10.45.00
27492510
FLEET COPIER
Fleet Copier
511.000.77.548.68.45.00
10.4% Sales Tax
511.000.77.548.68.45.00
27492514
WATER SEWER COPIER
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Bank code : usbank
Voucher Date Vendor
249669 10/21/2021 073029 CANON FINANCIAL SERVICES
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
Water Sewer Copier
421.000.74.534.80.45.00
Water Sewer Copier
423.000.75.535.80.45.00
10.4% Sales Tax
421.000.74.534.80.45.00
10.4% Sales Tax
423.000.75.535.80.45.00
27492515
PW ADMIN COPIER
PW Office Copier for
001.000.65.518.20.45.00
PW Office Copier for
111.000.68.542.90.45.00
PW Office Copier for
422.000.72.531.90.45.00
PW Office Copier for
421.000.74.534.80.45.00
PW Office Copier for
511.000.77.548.68.45.00
10.4% Sales Tax
001.000.65.518.20.45.00
10.4% Sales Tax
111.000.68.542.90.45.00
10.4% Sales Tax
422.000.72.531.90.45.00
10.4% Sales Tax
421.000.74.534.80.45.00
10.4% Sales Tax
423.000.75.535.80.45.00
10.4% Sales Tax
511.000.77.548.68.45.00
PW Office Copier for
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27492517
ENG COPIER THRU 10/31/21
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Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
249669 10/21/2021 073029 CANON FINANCIAL SERVICES (Continued)
27492518
27492522
27492524
249670 10/21/2021 003510 CENTRAL WELDING SUPPLY CG102877
CG 103219
PO # Description/Account
ENG COPIER THRU 10/31/21
001.000.67.518.21.45.00
10.4% Sales Tax
001.000.67.518.21.45.00
COPIER RENTAL
Monthly contract charge-
001.000.62.524.10.45.00
10.4% Sales Tax
001.000.62.524.10.45.00
CANON 5750
contract charge 10/2021
001.000.22.518.10.45.00
contract charge 10/2021
001.000.61.557.20.45.00
contract charge 10/2021
001.000.21.513.10.45.00
10.4% Sales Tax
001.000.22.518.10.45.00
10.4% Sales Tax
001.000.61.557.20.45.00
10.4% Sales Tax
001.000.21.513.10.45.00
C/A 572105-1 CONTRACT# 06619
Finance dept copier contract charge
001.000.31.514.23.45.00
10.4% Sales Tax
001.000.31.514.23.45.00
Total
PM: YOST POOL CARBON DIOXIDE
PM: YOST POOL CARBON DIOXIDE
001.000.64.576.80.31.00
10.4% Sales Tax
001.000.64.576.80.31.00
PM: YOST POOL CARBON DIOXIDE
7.2.a
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Page: 8
Packet Pg. 49
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
249670 10/21/2021 003510 CENTRAL WELDING SUPPLY (Continued)
LY309600
249671 10/21/2021 063902 CITY OF EVERETT 121005131
249672 10/21/2021 078723 COOL HEAT 365LLC BLD2021-1377
249673 10/21/2021 078731 COREY, SHILEAH 102121 Shileah Corey
249674 10/21/2021 068815 CORRECT EQUIPMENT 45168
249675 10/21/2021 078398 DEBORAH BINDER & G VEILLEUX 4-06276
PO # Description/Account
PM: YOST POOL CARBON DIOXIDE
001.000.64.576.80.31.00
10.4% Sales Tax
001.000.64.576.80.31.00
PM: SPRAY PARK SUPPLIES
PM: SPRAY PARK SUPPLIES
001.000.64.576.80.31.00
10.4% Sales Tax
001.000.64.576.80.31.00
Total
WATER QUALITY LAB ANALYSIS
WATER QUALITY LAB ANALYSIS
421.000.74.534.80.41.00
Total
REFUND -PERMITTING FEES
Cool Heat 365 LLC - Permit fee refun
001.000.257.620
Total
ERPF BUSIINESS SUPPORT GRAN"
ERPF BUSIINESS SUPPORT GRAN'
142.000.39.518.63.41.00
Total
SEWER - PARTS/ WET -WELL 240 V
SEWER - PARTS/ WET -WELL 240 V
423.000.75.535.80.31.00
10.4% Sales Tax
423.000.75.535.80.31.00
Total
#21-180427 UTILITY REFUND
#21-180427 Utility refund due to
7.2.a
Page: 9
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Page: 9
Packet Pg. 50
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
7.2.a
Page: 10
Bank code :
Voucher
usbank
Date Vendor
Invoice PO #
Description/Account
Amoun
249675
10/21/2021 078398
DEBORAH BINDER & G VEILLEUX
(Continued)
411.000.233.000
64.7'
Total:
64.7:
249676
10/21/2021 006626
DEPT OF ECOLOGY
2022-WAR310149-95616
EOMA WATER QUALITY PROGRAM
EOMA WATER QUALITY PROGRAM
332.100.64.594.76.41.00
1,559.6'
EOMA WATER QUALITY PROGRAM
125.000.68.595.61.41.00
152.3,
Total :
1,712.0(
249677
10/21/2021 064531
DINES, JEANNIE
21-4120
CITY COUNCIL, PSPP, FINANCE, PI
council, pspp, finance, ppw minutes
001.000.25.514.30.41.00
482.4(
Total :
482.4(
249678
10/21/2021 076790
DUNGENESS CONSTRUCTION CORP
EOFB Pmt No. 1
EOFB PMT NO. 1 SERVICES THRU
EOFB PMT NO. 1 SERVICES THRU
422.000.72.594.31.65.20
28,550.0(
Retainage 1
422.000.223.400
-1,427.5(
Total :
27,122.5(
249679
10/21/2021 007625
EDMONDS ARTS FESTIVAL
TPA EAF TOUR
TPA: EAF TOUR
TPA: EAF TOUR
123.000.64.573.20.41.40
2,500.0(
Total:
2,500.0(
249680
10/21/2021 007675
EDMONDS AUTO PARTS
00010120647
PM: LAWN MOWER BATTERY, FUEI
PM: LAWN MOWER BATTERY, FUEI
001.000.64.576.80.31.00
77.9`.
10.4% Sales Tax
001.000.64.576.80.31.00
8.1-
Tota I :
86.0E
249681
10/21/2021 076610
EDMONDS HERO HARDWARE
2606
PM: SPRAY PAINT
10.4% Sales Tax
Page: 10
Packet Pg. 51
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
249681 10/21/2021 076610 EDMONDS HERO HARDWARE (Continued)
2630
2634
2636
249682 10/21/2021 008705 EDMONDS WATER DIVISION 1-00025
1-00575
1-00655
1-00825
1-00875
PO # Description/Account
001.000.64.576.80.31.00
PM: SPRAY PAINT
001.000.64.576.80.31.00
PM: LIGHTNING CABLE, CAR CHAF
PM: LIGHTNING CABLE, CAR CHAF
001.000.64.576.80.31.00
10.4% Sales Tax
001.000.64.576.80.31.00
PM: STORAGE BOX, TACKS, NUTS,
PM: STORAGE BOX, TACKS, NUTS,
001.000.64.576.80.31.00
10.4% Sales Tax
001.000.64.576.80.31.00
PM:ADAPTORS
PM:ADAPTORS
001.000.64.576.80.31.00
10.4% Sales Tax
001.000.64.576.80.31.00
Total
WILLOW CREEK HATCHERY/ METI
WILLOW CREEK HATCHERY WATE
001.000.64.576.80.47.00
OLYMPIC BEACH SPRINKLER / ME-
OLYMPIC BEACH SPRINKLER / ME-
001.000.64.576.80.47.00
LIFT STATION #7 71 W DAYTON ST
LIFT STATION #7 71 W DAYTON ST
423.000.75.535.80.47.10
BRACKETT'S LANDING RESTROON
BRACKETT'S LANDING RESTROON
001.000.64.576.80.47.00
SPRINKLER 21 MAIN ST / METER 11
SPRINKLER 21 MAIN ST / METER 11
001.000.64.576.80.47.00
7.2.a
Page: 11
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Page: 11
Packet Pg. 52
vchlist
10/21 /2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249682 10/21/2021 008705 EDMONDS WATER DIVISION
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
1-00925
LIFT STATION #8 107 RAILROAD AV
LIFT STATION #8 107 RAILROAD AV
423.000.75.535.80.47.10
1-00935
WATERFRONT CENTER 220 RAILR,
WATERFRONT CENTER 220 RAILR,
001.000.64.576.80.47.00
1-01950
LIFT STATION #1 450 SUNSET AVE,
LIFT STATION #1 450 SUNSET AVE,
423.000.75.535.80.47.10
1-02125
SUNSET & CASPER SPRINKLER/ M
SUNSET & CASPER SPRINKLER/ M
001.000.64.576.80.47.00
1-03710
SPRINKLER 290 MAIN ST/ METER'
SPRINKLER 290 MAIN ST/ METER'
001.000.64.576.80.47.00
1-03900
SPRINKLER 290 DAYTON ST / MET[
SPRINKLER 290 DAYTON ST / MET[
001.000.64.576.80.47.00
1-03950
OLD PUBLIC WORKS (NORTH) 200
OLD PUBLIC WORKS 200 DAYTON
421.000.74.534.80.47.00
1-05125
SPRINKLER 101 2ND AVE N / METE
SPRINKLER 101 2ND AVE N / METE
001.000.64.576.80.47.00
1-05285
SPRINKLER 102 W DAYTON ST / MI
SPRINKLER 102 W DAYTON ST / MI
001.000.64.576.80.47.00
1-05340
SPRINKLER 190 DAYTON ST / MET[
SPRINKLER 190 DAYTON ST / MET[
001.000.64.576.80.47.00
1-05350
OLD PUBLIC WORKS (SOUTH) 200
OLD PUBLIC WORKS (SOUTH) 200
421.000.74.534.80.47.00
1-05650
CITY PARK SPRINKLER/ METER 71.
CITY PARK SPRINKLER/ METER 71-
7.2.a
Page: 12
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Page: 12
Packet Pg. 53
7.2.a
vchlist Voucher List Page: 13
10/21/2021 8:39:01AM City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
PO # Description/Account
a�
L
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249682 10/21/2021 008705 EDMONDS WATER DIVISION (Continued)
0
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001.000.64.576.80.47.00
53.9z -0
1-05675
CITY PARK MAINTENANCE SHOP /
CITY PARK MAINTENANCE SHOP /
L
001.000.64.576.80.47.00
1,521.1 £
1-05700
SPRINKLER @ 3RD/PINE / METER',
SPRINKLER @ 3RD/PINE / METER
d
001.000.64.576.80.47.00
509.9z U
1-05705
LIFT STATION #6 100 PINE ST / MEl
LIFT STATION #6 100 PINE ST / MEl
423.000.75.535.80.47.10
109.8,
1-09650
SPRINKLER 350 MAIN ST / METER i
SPRINKLER 350 MAIN ST / METER i
001.000.64.576.80.47.00
184.2< p
1-09800
SPRINKLER 390 DAYTON ST / METE
L-,
SPRINKLER 390 DAYTON ST / MET[
a
001.000.64.576.80.47.00
95.8,
1-10778
FOUNTAIN 490 MAIN ST/METER 75,
FOUNTAIN 490 MAIN ST/METER 75,
U
001.000.64.576.80.47.00
w
342.4' 0
1-10780
SPRINKLER 500 MAIN ST / METER ;
i
SPRINKLER 500 MAIN ST / METER ;
o
L
001.000.64.576.80.47.00
170.2, 0-
1-13975
CITY HALL 121 5TH AVE N / METER
Q
CITY HALL 121 5TH AVE N / METER
v
001.000.66.518.30.47.00
669.2(
1-16130
SPRINKLER 439 5TH AVE S / METEI
N
SPRINKLER 439 5TH AVE S / METEI
c
001.000.64.576.80.47.00
128.3�
1-16300
SPRINKLER 500 DAYTON ST / MET[
E
SPRINKLER 500 DAYTON ST / MET[
f°
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001.000.64.576.80.47.00
198.1 ;
1-16420
LOG CABIN SPRINKLER / METER 6'
a�
LOG CABIN SPRINKLER / METER 6'
E
001.000.64.576.80.47.00
53.9z
1-16450
CENTENNIAL PLAZA SPRINKLER 1
Q
Page: 13
Packet Pg. 54
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
7.2.a
Page: 14
a�
L
3
Bank code : usbank
c
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Voucher Date Vendor
Invoice
PO # Description/Account
Amoun N
249682 10/21/2021 008705 EDMONDS WATER DIVISION
(Continued)
0
m
CENTENNIAL PLAZA SPRINKLER 1
001.000.64.576.80.47.00
246.7z u
1-16630
SPRINKLER 575 MAIN ST/ METER'
L
SPRINKLER 575 MAIN ST/ METER'
001.000.64.576.80.47.00
342.4;
1-17475
SPRINKLER 590 DAYTON ST / METE
SPRINKLER 590 DAYTON ST / MET[
001.000.64.576.80.47.00
53.9z
1-19950
PINE STREET PLAYFIELD / METER
PINE STREET PLAYFIELD / METER
001.000.64.576.80.47.00
114.2(
1-36255
SPRINKLER 1141 9TH AVE S / METE
SPRINKLER 1141 9TH AVE S / METE
o
001.000.64.576.80.47.00
53.9z
Total:
10,514.61 a
249683 10/21/2021 008812 ELECTRONIC BUSINESS MACHINES
AR203488
C57501
ff
bw meter overage 9/16 - 10/15/2021
U
001.000.22.518.10.45.00
8.8£ o
clr meter overage 9/16 - 10/15/2021
001.000.22.518.10.45.00
24.5E o
clr meter overage 9/16 - 10/15/2021
L
a
001.000.61.557.20.45.00
24.5E Q
clr meter overage 9/16 - 10/15/2021
.,
001.000.21.513.10.45.00
24.5E N
10.4% Sales Tax
N
001.000.22.518.10.45.00
3.4f c
10.4% Sales Tax
001.000.61.557.20.45.00
2.5E .
10.4% Sales Tax
001.000.21.513.10.45.00
2.5f };
Total:
91.11 (D
E
249684 10/21/2021 075136 ENVIRONMENTAL SCIENCE ASSOC
167617
E21 FC SERVICES THRU 8/27/21
U
E21 FC SERVICES THRU 8/27/21
+°
Q
Page: 14
Packet Pg. 55
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249684 10/21/2021 075136 ENVIRONMENTAL SCIENCE ASSOC
249685 10/21/2021 009350 EVERETT DAILY HERALD
Voucher List
City of Edmonds
Invoice
(Continued)
168191
EDH939454
EDH939521
E D H 940212
E D H 940353
249686 10/21/2021 072493 FIRSTLINE COMMUNICATIONS INC 170787
249687 10/21/2021 075536 FREGONESE ASSOCIATES
PO # Description/Account
422.000.72.531.90.41.20
E21 FC SERVICES THU 10/1/21
E21 FC SERVICES THU 10/1/21
422.000.72.531.90.41.20
Total
ORDINANCE 4234
ordinance 4234
001.000.25.514.30.41.40
CIVIC PARK ART HIRING
civic park art hiring
001.000.25.514.30.41.40
SOUTH COUNTY FIRE
south county fire
001.000.25.514.30.41.40
LEGAL AD -PLANNING AMD2021-00(
City Notices-
001.000.62.558.60.41.40
Total
OCT-2021 SUPPORT SERVICES
Oct-2021 Support Services
512.000.31.518.88.48.00
10.4% Sales Tax
512.000.31.518.88.48.00
Total
496-002 PROF SVCS - DEV SVCS
Prof Svcs (Inv 496-002)-
001.000.62.524.10.41.00
498-004 PROF SVCS - DEV SVCS
Prof Svs:-
001.000.62.524.10.41.00
499-005 PROF SVCS - DEV SVS
Prof Svcs: -
7.2.a
Page: 15
Page: 15
Packet Pg. 56
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
7.2.a
Page: 16
Bank code :
Voucher
usbank
Date Vendor
Invoice
PO # Description/Account
Amoun
249687
10/21/2021 075536 FREGONESE ASSOCIATES
(Continued)
001.000.62.524.10.41.00
3,520.0(
Total:
9,860.0(
249688
10/21/2021 076778 GO NATIVES! NURSERY
47451
PM: PLANTS FOR EDMONDS MARE
PM: PLANTS FOR EDMONDS MARE
125.000.64.576.80.31.00
1,972.2(
10.3% Sales Tax
125.000.64.576.80.31.00
203.1
Total :
2,175.3z
249689
10/21/2021 012199 GRAINGER
9071103296
FAC MAINT - SUPPLIES
FAC MAINT - SUPPLIES
001.000.66.518.30.31.00
81.1
10.4% Sales Tax
001.000.66.518.30.31.00
8.4z
Total :
89.51
249690
10/21/2021 071759 GRANICH ENGINEERED PRODUCTS
BI-0349720
WWTP: PO 594 2ND PUMP
PO 594 2ND PUMP
423.000.76.535.80.48.00
16,380.0(
10.4% Sales Tax
423.000.76.535.80.48.00
1,703.5,
Total :
18,083.5:
249691
10/21/2021 010900 HD FOWLER CO INC
15886235
WATER - PARTS
WATER - PARTS
421.000.74.534.80.31.00
3,351.7(
10.4% Sales Tax
421.000.74.534.80.31.00
348.5E
Total :
3,700.21
249692
10/21/2021 066575 HERC RENTALS INC
32364852-001
UPTOWN MARKET- LIGHT TOWER
UPTOWN MARKET- LIGHT TOWER
001.000.61.558.70.41.00
463.6E
Tota I :
463.6f
Page: 16
Packet Pg. 57
vchlist
10/21 /2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249693 10/21/2021 067862 HOME DEPOT CREDIT SERVICES
Voucher List
City of Edmonds
Invoice
PO # Description/Account
1015163
CITY HALL - SUPPLIES
CITY HALL - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
1015230
FAC MAINT SHOP - SUPPLIES
FAC MAINT SHOP - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
2010412
MUSEUM - SUPPLIES FOR WALL R
MUSEUM - SUPPLIES FOR WALL R
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
2021816
FAC MAINT - SHOP SUPPLIES
FAC MAINT - SHOP SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
2273284
F.A.C. - SUPPLIES (RETURNED)
F.A.C. - SUPPLIES (RETURNED)
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
3010278
F.A.C. - SUPPLIES
F.A.C. - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
3613943
FAC MAINT - SUPPLIES
FAC MAINT - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
7.2.a
Page: 17
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Q
Page: 17
Packet Pg. 58
vchlist
10/21 /2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249693 10/21/2021 067862 HOME DEPOT CREDIT SERVICES
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
3622872
PUBLIC WORKS - FLEET SUPPLIES
PUBLIC WORKS - FLEET SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
4010134
STREET DEPT - CONCRETE SUPPL
STREET DEPT - CONCRETE SUPPL
125.000.68.542.61.31.00
10.3% Sales Tax
125.000.68.542.61.31.00
4021469
F.A.C. - SUPPLIES
F.A.C. - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
4513970
TRAFFIC - SUPPLIES/ WIRE CONE(
TRAFFIC - SUPPLIES/ WIRE CONE(
111.000.68.542.64.31.00
10.3% Sales Tax
111.000.68.542.64.31.00
4611096
WATER - SUPPLIES
WATER - SUPPLIES
421.000.74.534.80.31.00
10.3% Sales Tax
421.000.74.534.80.31.00
522714
SEWER - SUPPLIES
SEWER - SUPPLIES
423.000.75.535.80.31.00
10.3% Sales Tax
423.000.75.535.80.31.00
522791
CITY HALL - SUPPLIES
CITY HALL - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
7.2.a
Page: 18
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Page: 18
Packet Pg. 59
vchlist
10/21 /2021 8:39:01 AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
249693 10/21/2021 067862 HOME DEPOT CREDIT SERVICES (Continued)
6014527
6022477
61125
6620208
7010991
7053453
8010877
PO # Description/Account
001.000.66.518.30.31.00
F.A.C. RM#112 - SUPPLIES/ FAUCE'
F.A.C. RM#112 - SUPPLIES/ FAUCE'
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
PUBLIC SAFETY - SUPPLIES
PUBLIC SAFETY - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
WATER - SUPPLIES
WATER - SUPPLIES
421.000.74.534.80.31.00
10.3% Sales Tax
421.000.74.534.80.31.00
FAC MAINT CITY WIDE - SUPPLIES
FAC MAINT CITY WIDE - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
FAC MAINT - SUPPLIES
FAC MAINT - SUPPLIES
001.000.66.518.30.31.00
10.3% Sales Tax
001.000.66.518.30.31.00
SEWER - SUPPLIES/ SPONGES & N
SEWER - SUPPLIES/ SPONGES & N
423.000.75.535.80.31.00
10.3% Sales Tax
423.000.75.535.80.31.00
MUSEUM - SUPPLIES
MUSEUM - SUPPLIES
001.000.66.518.30.31.00
7.2.a
Page: 19
a�
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Page: 19
Packet Pg. 60
vchlist
10/21 /2021 8:39:01 AM
Voucher List
City of Edmonds
7.2.a
Page: 20
Bank code : usbank
Voucher Date Vendor Invoice
PO # Description/Account
a�
L
3
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249693 10/21/2021 067862 HOME DEPOT CREDIT SERVICES (Continued)
0
m
10.3% Sales Tax
001.000.66.518.30.31.00
8.3( u
8026023
F.A.C. - SUPPLIES/ TAPE
L
F.A.C. - SUPPLIES/ TAPE
001.000.66.518.30.31.00
44.9z -!e
10.3% Sales Tax
001.000.66.518.30.31.00
4.6< v
8050118
SEWER - SUPPLIES
SEWER - SUPPLIES
c
423.000.75.535.80.31.00
219.0(
10.3% Sales Tax
423.000.75.535.80.31.00
22.5E
9014148
F.A.C. - SUPPLIES
0
F.A.C. - SUPPLIES
001.000.66.518.30.31.00
34.31' a
10.3% Sales Tax
E
001.000.66.518.30.31.00
3.5z .Fu
9022033
MUSEUM - SUPPLIES FOR WALL R
MUSEUM - SUPPLIES FOR WALL R
0
001.000.66.518.30.31.00
33.6, >
10.3% Sales Tax
o
001.000.66.518.30.31.00
3.4E a
9022073
CITY HALL - SUPPLIES
Q
CITY HALL - SUPPLIES
N
001.000.66.518.30.31.00
28 8z
10.3% Sales Tax
N
001.000.66.518.30.31.00
2.9,
9524817
CITY HALL - SUPPLIES
CITY HALL - SUPPLIES
001.000.66.518.30.31.00
359.8E U
10.3% Sales Tax
+:
001.000.66.518.30.31.00
c
37.0, w
9610334
YOST PARK - SUPPLIES
E
t
YOST PARK - SUPPLIES
U
�a
Q
Page: 20
Packet Pg. 61
7.2.a
vchlist Voucher List Page: 21
10/21/2021 8:39:01AM City of Edmonds
Bank code : usbank
Voucher Date Vendor
Invoice
PO # Description/Account
a�
L
3
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�a
Amoun y
249693 10/21/2021 067862 HOME DEPOT CREDIT SERVICES
(Continued)
0
001.000.66.518.30.31.00
as
101.91
10.3% Sales Tax
001.000.66.518.30.31.00
m
10.5( .L
9610352
STORM - SUPPLIES
STORM - SUPPLIES
422.000.72.531.40.31.00
45.9 �
10.3% Sales Tax
U
422.000.72.531.40.31.00
4.7(
Total:
2,277.9E c
249694 10/21/2021 061013 HONEY BUCKET
0552348327
HICKMAN PARK HONEY BUCKET
HICKMAN PARK HONEY BUCKET
�a
001.000.64.576.80.45.00
644.9� o
0552348328
YOST PARK POOL HONEY BUCKET
YOST PARK POOL HONEY BUCKET
a
001.000.64.576.80.45.00
439.6(
0552348329
HAINES WHARF PARK HONEY BUC
HAINES WHARF PARK HONEY BUC
U
001.000.64.576.80.45.00
346.0( o
0552348330
PINE STREET PARK HONEY BUCKE
PINE STREET PARK HONEY BUCKE
0
0
001.000.64.576.80.45.00
L
120.4E m
0552348331
SIERRA PARK HONEY BUCKET
Q"
Q
SIERRA PARK HONEY BUCKET
001.000.64.576.80.45.00
120.4.E N
0552348332
WILLOW CREEK FISH HATCHERY I
N
WILLOW CREEK FISH HATCHERY I
o
001.000.64.576.80.45.00
221.6E
0552348333
MARINA BEACH/DOG PARK HONED
E
MARINA BEACH/DOG PARK HONED
2
001.000.64.576.80.45.00
1,514.1 ,
Total:
}U,
3,407.2E
E
249695 10/21/2021 077075 HWANG, JOSH
HWANG 09/21
HWANG EXP CLAIM - WSPCA FALL
PER DIEM WSPCA FALL SEMINAR
Q
Page: 21
Packet Pg. 62
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249695 10/21/2021 077075 HWANG, JOSH
249696 10/21/2021 069733 ICONIX WATERWORKS INC
Voucher List
City of Edmonds
Invoice
(Continued)
U2116046960
U2116052953
U2116052955
249697 10/21/2021 014940 INTERSTATE BATTERY SYSTEMS 1905701063000
249698 10/21/2021 072650 KCDA PURCHASING COOPERATIVE 300586844
PO # Description/Account
001.000.41.521.40.43.00
WATER - PARTS
WATER - PARTS
421.000.74.534.80.31.00
10.4% Sales Tax
421.000.74.534.80.31.00
WATER - PARTS
WATER - PARTS
421.000.74.534.80.31.00
10.4% Sales Tax
421.000.74.534.80.31.00
SEWER - SUPPLIES
SEWER - SUPPLIES
423.000.75.535.80.31.00
10.4% Sales Tax
423.000.75.535.80.31.00
Total :
Total ;
INV 1905701063000 - EDMONDS PE
1.5V AA BATTERIES 24/PK
001.000.41.521.22.31.00
1.5V AAA BATTERIES 24/PK
001.000.41.521.22.31.00
10.4% Sales Tax
001.000.41.521.22.31.00
Total
INV 300586844 - CUST 100828 - EDI
10 CASES - COPY PAPER
001.000.41.521.10.31.00
HANDELING FEE
001.000.41.521.10.31.00
10.4% Sales Tax
7.2.a
Page: 22
Page: 22
Packet Pg. 63
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
7.2.a
Page: 23
Bank code :
usbank
Voucher
Date Vendor
Invoice
PO # Description/Account
Amoun
249698
10/21/2021 072650
KCDA PURCHASING COOPERATIVE
(Continued)
001.000.41.521.10.31.00
28.1(
Tota I :
395.6(
249699
10/21/2021 078719
LESS LETHAL LLC
IN5545
IN5545 - EDMONDS PD
2 PEPPERBALL BUNDLE KITS
001.000.41.521.22.35.00
3,998.0(
TRAINING PROJECTILES
001.000.41.521.40.31.00
2,565.0(
PROJECTILES
001.000.41.521.22.35.00
3,536.0(
Freight
001.000.41.521.22.35.00
49.0(
Tota I :
10,148.0(
249700
10/21/2021 073603
LIGHTHOUSE LAW GROUP PLLC
Oct-2021
10-2021 LEGALS FEES
10-2021 Legal fees
001.000.36.515.31.41.00
51,878.0(
Total :
51,878.0(
249701
10/21/2021 006048
LN CURTIS AND SONS
INV531514
INV531514 - EDMONDS PD -
SWAT
O RINGS W/LUBE
628.000.41.589.40.31.00
23.0(
10.1 % Sales Tax
628.000.41.589.40.31.00
2.3,
INV531669
INV531669 - EDMONDS PD -
SWAT
WASHABLE PAINT PROJECTILES
628.000.41.589.40.31.00
2,136.0(
10.1 % Sales Tax
628.000.41.589.40.31.00
215.7z
Total:
2,377.0E
249702
10/21/2021 018980
LYNNWOOD HONDA
5087332
UNIT 90 - PARTS
UNIT 90 - PARTS
511.000.77.548.68.31.10
3.5(
10.4% Sales Tax
Page: 23
Packet Pg. 64
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
7.2.a
Page: 24
Bank code :
Voucher
usbank
Date Vendor
Invoice PO #
Description/Account
Amoun
249702
10/21/2021 018980 LYNNWOOD HONDA
(Continued)
511.000.77.548.68.31.10
0.3E
Total:
3.8(
249703
10/21/2021 078730 MAGIC NAILS
10212021 Magic Nails
ERPF BUSIINESS SUPPORT GRAN"
ERPF BUSIINESS SUPPORT GRAN'
142.000.39.518.63.41.00
10,000.0(
Total :
10,000.0(
249704
10/21/2021 078345 MANTLE CLOTHING
INV-00610
INV-00610 - EDMONDS PD - STANLI
INSULATED BLK JACKET
001.000.41.521.23.24.00
205.0(
10.4% Sales Tax
001.000.41.521.23.24.00
21.3,
Total :
226.3:
249705
10/21/2021 076177 MCKINSTRY LOCKBOX
2020-157A
FACILITIES - CITYWIDE ENERGY U
FACILITIES - CITYWIDE ENERGY U
001.000.66.518.30.48.00
15,536.7z
10.4% Sales Tax
001.000.66.518.30.48.00
1,615.8,
Total :
17,152.5E
249706
10/21/2021 075746 MCMURRAY, LAURA
10029 FELDENKRAIS
10029 FELDENKRAIS INSTRUCTIOI
10029 FELDENKRAIS INSTRUCTIOI
001.000.64.571.27.41.00
195.0(
Tota I :
195.0(
249707
10/21/2021 063773 MICROFLEX
00022929
8/01/21 - 7/31/22 TAX AUDIT PROGF
Tax Audit Program
001.000.31.514.23.41.00
1,260.0(
10.4% Sales Tax
001.000.31.514.23.41.00
131.0z
Tota I :
1,391.0z
249708
10/21/2021 069923 MOTION INDUSTRIES INC
WA33-861598
WWTP: PO 680 SPLINE
PO 680 SPLINE
Page: 24
Packet Pg. 65
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249708 10/21/2021 069923 MOTION INDUSTRIES INC
Voucher List
City of Edmonds
Invoice
(Continued)
WA33-861905
249709 10/21/2021 074798 NATIONAL BUSINESS FURNITURE MK569386-TDO
249710 10/21/2021 078404 NISHIYAMA, YURI
249711 10/21/2021 065720 OFFICE DEPOT
10121 9898 MAHJONG
202140891001
PO # Description/Account
423.000.76.535.80.48.00
Freight
423.000.76.535.80.48.00
10.4% Sales Tax
423.000.76.535.80.48.00
WWTP: SPIDER COUPLINGS
SPIDER COUPLINGS
423.000.76.535.80.48.00
Freight
423.000.76.535.80.48.00
10.4% Sales Tax
423.000.76.535.80.48.00
Total
P&R: HUMAN SERVICES CONFERE
P&R: HUMAN SERVICES CONFERE
001.000.63.557.20.35.00
10.4% Sales Tax
001.000.63.557.20.35.00
Total
10121 9898 MAHJONG CLASS INST
10121 MAHJONG CLASS INSTRUCT
001.000.64.571.22.41.00
9898 MAHJONG CLASS INSTRUCTI
001.000.64.571.22.41.00
Total
INV 202140891001 - ACCT 9052043'
LETTER SIZE LAMINATING POUCH
001.000.41.521.10.31.00
LEGAL SZ LAMNT POUCHES -DISC
001.000.41.521.10.31.00
BLACK RETRACTABLE PENS
001.000.41.521.10.31.00
7.2.a
Page: 25
a�
L
3
c
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Amoun N
0
a
m
200.6z 'D
U
d
22.1 ,
23.1, Y
m
z
U
580.6E
m
c
209.2E
c
82.1 E
1,118.0, 0
L
a
1,721.5E
179.0z o
1,900.55
0
L
a
a
Q
41.2E
N
27.5( N
68.7E o
E
76.1 E
c
31.0E E
z
U
40.7'
Q
Page: 25
Packet Pg. 66
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249711 10/21/2021 065720 OFFICE DEPOT
Voucher List
City of Edmonds
Invoice
(Continued)
249712 10/21/2021 070166 OFFICE OF THE STATE TREASURER Sept, 2021
249713 10/21/2021 063750 ORCA PACIFIC INC
PO # Description/Account
PERM MARKER CHSL TIP
001.000.41.521.10.31.00
10.4% Sales Tax
001.000.41.521.10.31.00
Total :
COURT, BLDG CODE & JIS TRANSI`
Emergency Medical Services & Traun
001.000.237.120
PSEA 1, 2 & 3 Account
001.000.237.130
Building Code Fee Account
001.000.237.150
State Patrol Death Investigation
001.000.237.330
Judicial Information Systems Account
001.000.237.180
School Zone Safety Account
001.000.237.200
Washington Auto Theft Prevention
001.000.237.250
Traumatic Brain Injury
001.000.237.260
Hwy Safety Acct
001.000.237.320
WSP Hwy Acct
001.000.237.340
DNA Database Acct
001.000.237.400
Total
052301 YOST POOL SUPPLIES
YOST POOL SUPPLIES:
001.000.64.576.80.31.00
10.4% Sales Tax
7.2.a
Page: 26
a�
L
3
c
�a
Amoun N
0
a
m
14.9E u
L
16.9z
179.8°
m
v
486.2z
aD
9,992.3E
�a
678.0E o
L
9.4z a
E
2,769.5E
97.2 � 0
�a
973.6' o
a
a
451.2 , Q
45.1' N
N
53.9,
50.01 •�
15,606.8! U
c
aD
E
944.8E U
�a
Q
Page: 26
Packet Pg. 67
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
7.2.a
Page: 27
Bank code :
Voucher
usbank
Date Vendor
Invoice PO #
Description/Account
Amoun
249713
10/21/2021 063750 ORCA PACIFIC INC
(Continued)
001.000.64.576.80.31.00
98.2,
Total:
1,043.1:
249714
10/21/2021 078735
OVERDICK, ASHLEEALEXANDRE
WOTS CONTEST
WOTS WRITING CONTEST AWARD
WOTS WRITING CONTEST AWARD
117.100.64.573.20.41.00
200.0(
Total :
200.0(
249715
10/21/2021 069633
PET PROS
1441
INV 1441 - EDMONDS PD - ACE
ACE FOOD -DISCOUNT
001.000.41.521.26.31.00
118.7z
10.5% Sales Tax
001.000.41.521.26.31.00
13.1 ,
Total :
131.8E
249716
10/21/2021 029117
PORT OF EDMONDS
03870
PORT RIGHT-OF-WAY LEASE FOR
PORT RIGHT-OF-WAY LEASE FOR
422.000.72.531.90.41.50
4,011.5E
Total:
4,011.5E
249717
10/21/2021 068354
POWDER COATING INC
6648
PM: POWDER COATING FLOWER F
PM: POWDER COATING FLOWER F
001.000.64.576.80.41.00
2,145.0(
10.5% Sales Tax
001.000.64.576.80.41.00
225.2<
Total:
2,370.Z
249718
10/21/2021 071594
PROFORCE LAW ENFORCEMENT
463522
INV 463522 - CUST 7522 - EDMOND
SW M&P CORE PRECISION PLATE:
001.000.41.521.22.31.00
3,991.4(
10.4% Sales Tax
001.000.41.521.22.31.00
415.1(
Total:
4,406.5(
249719
10/21/2021 078732
PS PUBLICATIONS
WOTS CONTEST
WOTS WRITING CONTEST AWARD
WOTS WRITING CONTEST AWARD
Page: 27
Packet Pg. 68
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
249719 10/21/2021 078732 PS PUBLICATIONS (Continued)
249720 10/21/2021 071559 PUBLIC SAFETY PSYCHOLOGICAL SV 1725
249721 10/21/2021 077429 PURE WATER AQUATICS
249722 10/21/2021 078733 QUIET THYME WELLNESS
249723 10/21/2021 070955 R&R STAR TOWING
249724 10/21/2021 078734 SHANNON BUCKNER
2758
PO # Description/Account
117.100.64.573.20.41.00
Total :
INV 1725 - LEEN SAR AND POST C(
SUITABILITY ASSESSMENT- LEEN
001.000.41.521.10.41.00
POST COND OFFER PSYCH EVAL
001.000.41.521.10.41.00
Total
PM: YOST POOL CHEMICAL FEEDE
PM: YOST POOL CHEMICAL FEEDE
001.000.64.576.80.31.00
10.4% Sales Tax
001.000.64.576.80.31.00
Total
10045 YOGA
10045 YOGA INSTRUCTION
10045 YOGA INSTRUCTION
001.000.64.571.27.41.00
10048 YOGA
10048 YOGA INSTRUCTION
10048 YOGA INSTRUCTION
001.000.64.571.27.41.00
Total
155385
INV 155385 - CS 21-24375 - EDMON
TOW GRAY MITSUBISHI-CS 21-243'
001.000.41.521.22.41.00
10.5% Sales Tax
001.000.41.521.22.41.00
Total
101821 Refund
REFUND HOLIDAY MARKET BENT F
REFUND HOLIDAY MARKET BENT F
001.000.347.93.000.00
7.2.a
Page: 28
Page: 28
Packet Pg. 69
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249724 10/21/2021 078734 078734 SHANNON BUCKNER
249725 10/21/2021 071655 SHI INTERNATIONAL CORP
249726 10/21/2021 036955 SKY NURSERY
249727 10/21/2021 037375 SNO CO PUD NO 1
Voucher List
City of Edmonds
Invoice PO #
Description/Account
(Continued)
Total
B14193691
SEPT-2021 CLOUD SERVICE CHAR
Sept-2021 Cloud Service Charges
512.000.31.518.88.41.00
10.4% Sales Tax
512.000.31.518.88.41.00
Total
T-1895782
PM: FLOWER PROGRAM PLANTS
PM: FLOWER PROGRAM PLANTS
001.000.64.576.81.31.00
10.3% Sales Tax
001.000.64.576.81.31.00
T-1896100
PM: FLOWER PROGRAM PLANTS
PM: FLOWER PROGRAM PLANTS
001.000.64.576.81.31.00
10.3% Sales Tax
001.000.64.576.81.31.00
T-1896101
PM: CEMETERY PLANTS
PM: CEMETERY PLANTS
130.000.64.536.50.31.00
10.3% Sales Tax
130.000.64.536.50.31.00
T-1896839
PM: MULCH
PM: MULCH
001.000.64.576.80.31.00
10.4% Sales Tax
001.000.64.576.80.31.00
Total
200260271
YOST POOL
YOST POOL
001.000.64.576.80.47.00
200326460
HUMMINGBIRD PARK 1000 EDMON
HUMMINGBIRD PARK 1000 EDMON
7.2.a
Page: 29
aD
L
3
c
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Amoun N
0
185.0( 0
U
d
L_
841.6E
N
87.5' y
929.11
m
c
d
270.4; -a
c
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27.8E —
0
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a
105.7-
10.8�
0
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81.8, o
L
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8.4; Q
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1,040.0( N
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108.1E N
1,653.3' E
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U
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1,077.3E
t
U
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Q
Page: 29
Packet Pg. 70
vchlist
10/21 /2021 8:39:01 AM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
249727 10/21/2021 037375 SNO CO PUD NO 1 (Continued)
200398956
200496834
200611317
200650851
200651644
200723021
201184538
201383270
201431236
201431244
201441755
201790003
PO # Description/Account
001.000.64.576.80.47.00
FIRE STATION #16 8429 196TH ST
FIRE STATION #16 8429 196TH ST
001.000.66.518.30.47.00
LIFT STATION #10 17526 TALBOT R
LIFT STATION #10 17526 TALBOT R
423.000.75.535.80.47.10
LIFT STATION #9 19300 80TH AVE V
LIFT STATION #9 19300 80TH AVE V
423.000.75.535.80.47.10
CITY PARK RESTROOMS
CITY PARK RESTROOMS
001.000.64.576.80.47.00
PARK MAINTENANCE SHOP
PARK MAINTENANCE SHOP
001.000.64.576.80.47.00
TRAFFIC LIGHT 961 PUGET DR / MI
TRAFFIC LIGHT 961 PUGET DR / MI
111.000.68.542.64.47.00
HICKMAN PARK
HICKMAN PARK
001.000.64.576.80.47.00
CITY PARK GAZEBO
CITY PARK GAZEBO
001.000.64.576.80.47.00
PEDEST CAUTION LIGHT 9110 OLY
PEDEST CAUTION LIGHT 9110 OLY
111.000.68.542.64.47.00
PEDEST CAUTION LIGHT 9301 PUC
PEDEST CAUTION LIGHT 9301 PUC
111.000.68.542.64.47.00
TRAFFIC LIGHT 21531 HWY 99 / ME
TRAFFIC LIGHT 21531 HWY 99 / ME
111.000.68.542.63.47.00
ALDERWOOD INTERIE 6130 168TH
7.2.a
Page: 30
aD
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Page: 30
Packet Pg. 71
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher List
City of Edmonds
Voucher Date Vendor Invoice
249727 10/21/2021 037375 SNO CO PUD NO 1 (Continued)
202114484
202250635
202289450
202540647
203652151
204425847
205184385
220216386
220547574
221732084
249728 10/21/2021 006630 SNOHOMISH COUNTY 80086
PO # Description/Account
ALDERWOOD INTERIE 6130 168TH
421.000.74.534.80.47.00
CITY PARK S RESTROOMS & SHEL
CITY PARK S RESTROOMS & SHEL
001.000.64.576.80.47.00
9TH/GASPER LANDSCAPE BED / M
9TH/GASPER LANDSCAPE BED / M
001.000.64.576.80.47.00
TRAFFIC LIGHT 21931 HWY 99 / ME
TRAFFIC LIGHT 21931 HWY 99 / ME
111.000.68.542.64.47.00
SIERRA PARK IRRIGATION 8100 191
SIERRA PARK IRRIGATION 8100 191
001.000.64.576.80.47.00
FIVE CORNERS RESERVOIR 85191
FIVE CORNERS RESERVOIR 85191
421.000.74.534.80.47.00
LIFT STATION #2 702 MELODY LN /
LIFT STATION #2 702 MELODY LN /
423.000.75.535.80.47.10
LIFT STATION #5 432 3RD AVE S / fV
LIFT STATION #5 432 3RD AVE S / fV
423.000.75.535.80.47.10
PEDEST CAUTION LIGHTS 8410 MF
PEDEST CAUTION LIGHTS 8410 MI
111.000.68.542.64.47.00
TRAFFIC LIGHT SR104 @ 236TH S1
TRAFFIC LIGHT SR104 @ 236TH S1
111.000.68.542.63.47.00
VETERANS PLAZA METER 1000597
VETERANS PLAZA METER 1000597
001.000.64.576.80.47.00
Total
PARKS MAINT 5005 DUMP FEES
7.2.a
Page: 31
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Page: 31
Packet Pg. 72
vchlist
10/21/2021 8:39:01 AM
Voucher List
City of Edmonds
7.2.a
Page: 32
Bank code :
usbank
Voucher
Date Vendor
Invoice
PO # Description/Account
Amoun
249728
10/21/2021 006630 SNOHOMISH COUNTY
(Continued)
PARKS MAINT DUMP FEES
001.000.64.576.80.47.00
1,021.0(
ILLEGAL DUMP FEES
422.000.72.531.10.49.00
5.0(
Tota I :
1,026.0(
249729
10/21/2021 070167 SNOHOMISH COUNTY TREASURER
Sept 2021
Crime Victims Court Remittance
Crime Victims Court Remittance
001.000.237.140
207.1
Total :
207.1
249730
10/21/2021 076114 SOUND SALMON SOLUTIONS
1502
EDMONDS FOREST STEWARDS Sl
EDMONDS FOREST STEWARDS Sl
001.000.64.571.21.41.00
1,250.0(
Total :
1,250.0(
249731
10/21/2021 073961 STAR RENTALS
576252-33
WATER - SUPPLIES
WATER - SUPPLIES
421.000.74.534.80.31.00
505.7z
Freight
421.000.74.534.80.31.00
44.4;
10.1 % Sales Tax
421.000.74.534.80.31.00
55.5
Total :
605.7z
249732
10/21/2021 071585 STERICYCLE INC
3005729630
INV 3005729630 - CUST 6076358 - E
MONTHLY SERVICE FEE
001.000.41.521.80.41.00
10.3(
Total:
10.3E
249733
10/21/2021 040917 TACOMA SCREW PRODUCTS INC
180011915-00
WATER/ SEWER - SUPPLIES
WATER/ SEWER - SUPPLIES
421.000.74.534.80.31.00
450.7-
WATER/ SEWER - SUPPLIES
423.000.75.535.80.31.00
450.7(
Page: 32
Packet Pg. 73
vchlist
10/21/2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249733 10/21/2021 040917 TACOMA SCREW PRODUCTS INC
Voucher List
City of Edmonds
Invoice
(Continued)
249734 10/21/2021 073255 TOTAL FILTRATION SERVICES, INC PSV2186625
249735 10/21/2021 044960 UTILITIES UNDERGROUND LOC CTR 1090146
249736 10/21/2021 068259 WA ST CRIMINAL JUSTICE
249737 10/21/2021 070107 WORKS, JUDITH
249738 10/21/2021 011900 ZIPLY FIBER
201135722
2006265.009
206-188-0247
PO # Description/Account
10.4% Sales Tax
421.000.74.534.80.31.00
10.4% Sales Tax
423.000.75.535.80.31.00
Total :
FAC MAINT - CITY WIDE FILTERS
FAC MAINT - CITY WIDE FILTERS
001.000.66.518.30.31.00
10.4% Sales Tax
001.000.66.518.30.31.00
Total
UTILITIES UNDERGROUND LOCATI
UTILITIES UNDERGROUND LOCATI
421.000.74.534.80.41.00
UTILITIES UNDERGROUND LOCATI
422.000.72.531.90.41.00
UTILITIES UNDERGROUND LOCATI
423.000.75.535.80.41.00
Total
INV 201135722 BLUE COURAGE - P
TUITION - BLUE COURAGE - PECK
001.000.41.521.40.49.00
Total
REFUND: RENTAL CANCELLATION:
REFUND: RENTAL CANCELLATION:
001.000.239.200
Total
TELEMETRY MASTER SUMMARY A,
TELEMETRY MASTER SUMMARY A,
421.000.74.534.80.42.00
7.2.a
Page: 33
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Page: 33
Packet Pg. 74
vchlist
10/21 /2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249738 10/21/2021 011900 ZIPLY FIBER
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
TELEMETRY MASTER SUMMARY A,
423.000.75.535.80.42.00
253-011-1177
PUBLIC WORKS OMC RADIO LINE
PUBLIC WORKS OMC RADIO LINE
001.000.65.518.20.42.00
PUBLIC WORKS OMC RADIO LINE
111.000.68.542.90.42.00
PUBLIC WORKS OMC RADIO LINE
421.000.74.534.80.42.00
PUBLIC WORKS OMC RADIO LINE
423.000.75.535.80.42.00
PUBLIC WORKS OMC RADIO LINE
511.000.77.548.68.42.00
PUBLIC WORKS OMC RADIO LINE
422.000.72.531.90.42.00
425-712-0417
TELEMETRY CIRCUIT LINE
TELEMETRY CIRCUIT LINE
421.000.74.534.80.42.00
TELEMETRY CIRCUIT LINE
423.000.75.535.80.42.00
425-712-8251
PUBLIC WORKS OMC ALARM, FAX,
PUBLIC WORKS OMC FIRE AND IN'
001.000.65.518.20.42.00
PUBLIC WORKS OMC FIRE AND IN'
111.000.68.542.90.42.00
PUBLIC WORKS OMC FIRE AND IN'
421.000.74.534.80.42.00
PUBLIC WORKS OMC FIRE AND IN'
423.000.75.535.80.42.00
PUBLIC WORKS OMC FIRE AND IN'
511.000.77.548.68.42.00
425-745-4313
CLUBHOUSE ALARM LINES 6801 M
CLUBHOUSE FIRE AND INTRUSION
001.000.66.518.30.42.00
7.2.a
Page: 34
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Page: 34
Packet Pg. 75
vchlist
10/21 /2021 8:39:01 AM
Bank code : usbank
Voucher Date Vendor
249738 10/21/2021 011900 ZIPLY FIBER
84 Vouchers for bank code : usbank
84 Vouchers in this report
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
425-775-1344
425-775-1344 RANGER STATION
425-775-1344 RANGER STATION
001.000.64.571.23.42.00
425-775-7865
UTILITY BILLING RADIO LINE
UTILITY BILLING RADIO LINE TO FI
421.000.74.534.80.42.00
425-776-2742
LIFT STATION #7 VG SPECIAL ACC[
LIFT STATION #7 V/G SPECIAL ACC
423.000.75.535.80.42.00
425-776-5316
425-776-5316 PARKS MAINT FAX LII
425-776-5316 PARKS MAINT FAX LII
001.000.64.576.80.42.00
Total
Bank total
Total vouchers
7.2.a
Page: 35
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Page: 35
Packet Pg. 76
7.2.b
vchlist
10/20/2021 6:59:39AM
Bank code : usbank
Voucher Date Vendor
10152021 10/15/2021 062693 US BANK
Voucher List
City of Edmonds
Invoice
PO # Description/Account
0747
PW CC - 10/06/2021
PSI - K. JOHNSON WATER DISTRIB
421.000.74.534.80.49.00
APPLE CHARGE FOR PHIL WILLIA�
001.000.65.518.20.31.00
AMAZON - PW SUPPLIES/ CHARGE
001.000.65.518.20.31.00
1807
-1807 10/6/21 HAW LEY CREDIT CAI
CAMERA FOR SURVEILLANCE VIDI
001.000.41.521.21.31.00
13 SETS MONITOR ARMS - PATROL
001.000.41.521.22.35.00
1814
-1814 10/6/21 BENNETT CREDIT CA
FBINAA HOTEL -REIMBURSED BY C
001.000.41.521.40.43.00
1880 parks
1880 PARKS CREDIT CARD
AMAZON: REC SUPPLIES: PAPER
001.000.64.571.22.31.00
AMAZON: ADMIN SUPPLIES: PLANT
001.000.64.571.21.31.00
AMAZON: REC SUPPLIES: SHIPPLII
001.000.64.571.22.31.00
AMAZON: REC SUPPLIES: BINDER
001.000.64.571.22.31.00
AMAZON: REC SUPPLIES: BINDER!
001.000.64.571.22.31.00
AMAZON: REC SUPPLIES: STAPLEI
001.000.64.571.22.31.00
AMAZON: REC SUPPLIES: LAMINAI
001.000.64.571.22.31.00
AMAZON: ADMIN SUPPLIES: FILE C
001.000.64.571.21.31.00
AMAZON: ADMIN SUPPLIES: DRAW
001.000.64.571.21.31.00
Page: 1
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Page: 1
Packet Pg. 77
vchlist
10/20/2021 6:59:39AM
Bank code : usbank
Voucher Date Vendor
10152021 10/15/2021 062693 US BANK
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
AMAZON: REC SUPPLIES: SAFE Al\
001.000.64.571.22.31.00
AMAZON: REC SUPPLIES: BINDER
001.000.64.571.22.31.00
AMAZON: CEMETERY SUPPLIES: B
130.000.64.536.50.31.00
AMAZON: REC SUPPLIES: CLEANIP
001.000.64.571.22.31.00
AMAZON: CEMETERY SUPPLIES: B
130.000.64.536.50.31.00
FRED MEYER: REC SUPPLIES: HDP
001.000.64.571.22.31.00
1880 police
-1880 10/6/21 ROBINSON CREDIT C
ROBINSON WSPCA HOTEL
001.000.41.521.40.43.00
TIRE FOR TAN ESCAPE
511.000.77.548.68.34.30
GAS FOR K94 WSPCA SEMINAR
001.000.41.521.40.43.00
GAS FOR TAN ESCAPE WSPCA
001.000.41.521.40.43.00
GAS FOR K93 WSPCA SEMINAR
001.000.41.521.40.43.00
1885
-1885 10/6/21 PD #2 CREDIT CARD
MEHL TRAINING - 3 CLASSES
001.000.41.521.40.49.00
2519
-2519 10/6/21 PD #1 CREDIT CARD
SHIP TO WSP TOX LAB
001.000.41.521.10.42.00
SHIP TO WSP CRIME LAB
001.000.41.521.10.42.00
SHIP CHARGE K9 BITE SUIT
001.000.41.521.10.42.00
SHIP TO WSP CRIME LAB
7.2.b
Page: 2
m
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Page: 2
Packet Pg. 78
vchlist
10/20/2021 6:59:39AM
Bank code : usbank
Voucher Date Vendor
10152021 10/15/2021 062693 US BANK
Voucher List
City of Edmonds
Invoice PO # Description/Account
(Continued)
001.000.41.521.10.42.00
MEHL FERRY TO KINGSTON-TRAIN
001.000.41.521.40.43.00
MEHL HOTEL 9/28-9/30 TRAINING
001.000.41.521.40.43.00
SHIP TO BELLINGHAM PD
001.000.41.521.10.42.00
MEHL FERRY FM KINGSTON-TRAIN
001.000.41.521.40.43.00
SHIP TO WSP TOX LAB
001.000.41.521.10.42.00
2985 WWTP: PAPER & CFOLD TOWELS,
Amazon: PO 657 labels $32+$3.52 to
423.000.76.535.80.31.00
Amazon: PO 657 Paper & C-Fold Tov
423.000.76.535.80.31.00
Hyatt Hotel stay for PRandolph, EDUE
423.000.76.535.80.43.00
Royceu.com - DGarcia WW Treatmer
423.000.76.535.80.49.71
3 Tide = 108.61 +11.40 tax
423.000.76.535.80.31.00
Amazon: Pens, pads, stick notes,
423.000.76.535.80.31.00
Amazon: pens $11.99+$1.25 tax - $0.
423.000.76.535.80.31.00
Amazon: Eco Detergent 29.60+3.08 t
423.000.76.535.80.31.00
Amazon: Coat Rack 20.99+2.18 tax
423.000.76.535.80.35.00
Amazon: Facial Tissues 26.99 + 2.81
423.000.76.535.80.31.00
Amazon: Coat Rack 48.62 + 5.06 tax
423.000.76.535.80.31.00
7.2.b
Page: 3
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Page: 3
Packet Pg. 79
vchlist
10/20/2021 6:59:39AM
Bank code : usbank
Voucher Date Vendor
10152021 10/15/2021 062693 US BANK
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
2985
3 DAMAGED TIDE BOTTLES
Credit for 3 damaged Tide
423.000.76.535.80.31.00
3048
-3048 10/6/21 THOMPSON CREDIT i
PRINT BENNETT PROMOTION CER
001.000.41.521.10.31.00
THOMPSON - WAPRO FALL CONF
001.000.41.521.40.49.00
BROMAN - WAPRO FALL CONF
001.000.41.521.40.49.00
2 BOXES MAILING ENVELOPES
001.000.41.521.10.31.00
FRAME BENNETT PROMO CERT
001.000.41.521.10.31.00
6 MEGA MOVERS
001.000.41.521.22.31.00
RETURN CLERKS' BROKEN DOOR[
001.000.41.521.10.42.00
3355
MOLES CC - 10/06/2021
MULTI -CRAFT PLASTICS - VINYL F(
001.000.66.518.30.31.00
AMAZON - TRAFFIC - CAMERAS
111.000.68.542.64.31.00
4171
-4171 10/6/21 MCCLURE CREDIT C)
CLOUD STORAGE IPHONE
001.000.41.521.40.41.40
GRAMMERLY SUBSCRIPTION
001.000.41.521.40.41.40
POLICE SOCIAL MEDIA TRAINING -
001.000.41.521.40.49.00
4697
CANVA SUBSCRIPTION
Canva 10/2021
001.000.21.513.10.49.00
4929
US BANK - DEV SVCS
7.2.b
Page: 4
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Page: 4
Packet Pg. 80
vchlist
10/20/2021 6:59:39AM
Bank code : usbank
Voucher Date Vendor
10152021 10/15/2021 062693 US BANK
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
Int'I Code Council-
001.000.62.524.20.49.00
The Seattle Times-
001.000.62.524.10.49.00
GMR Transcription-
001.000.62.558.60.41.00
Amazon-
001.000.62.524.10.31.00
GMR Transcriptions-
001.000.62.558.60.41.00
Adobe-
001.000.62.524.10.49.00
SquareSpace-
001.000.62.524.10.49.00
OAPA/APA WA-
001.000.62.558.60.49.00
GMR Transcription-
001.000.62.558.60.41.00
MailChimp-
001.000.62.524.10.49.00
5336
-5336 10/6/21 STANLEY CREDIT CA
FUEL - RICHLAND TRAINING
001.000.41.521.40.43.00
5401
-5401 10/6/21 SAUNDERS CREDIT(
PRA DEEP DIVE TRAINING - KERN
001.000.41.521.40.49.00
ROBINSON HOTEL - CANINE TRAIN
001.000.41.521.40.43.00
HWANG HOTEL - CANINE TRAININ(
001.000.41.521.40.43.00
100 END DOMESTIC VIO BRACELE
001.000.41.521.40.41.40
BROWN - WSPCA CONF LODGING
001.000.41.521.40.43.00
7.2.b
Page: 5
m
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Page: 5
Packet Pg. 81
vchlist
10/20/2021 6:59:39AM
Bank code : usbank
Voucher Date Vendor
10152021 10/15/2021 062693 US BANK
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
GONZALEZ - WSPCA CONF LODGII
001.000.41.521.40.43.00
HWANG - WSPCA CONF LODGING
001.000.41.521.40.43.00
P3 JUDO TRAINING - ASHLEY JAME
001.000.41.521.40.49.00
FAA PT 107 TRAIN-MORRIS/SAUND
001.000.41.521.40.49.00
5593
CLERK'S CC PAYMENT
wapro training faulk
001.000.25.514.30.49.00
wapro training passey
001.000.25.514.30.49.00
iimc membership Faulk
001.000.25.514.30.49.00
amazon office supplies
001.000.25.514.30.31.00
county auditor for planning
001.000.25.514.30.49.00
5919
5919 FRANCES CHAPIN CREDIT CE
AMAZON: EAC SUPPLIES: WRITING
117.100.64.573.20.31.00
5923
CS/ECON DEV CREDIT CARD SEPI
Uptown Market (ERPF) Facebook Ad;
001.000.61.558.70.41.00
Revitalize WA Training
001.000.61.558.70.49.00
OfficeSpace website listing for
001.000.61.558.70.41.00
Herald Subscription
001.000.61.557.20.49.00
6459
6459 ANGIE FESER CREDIT CARD
EB EVENTBRITE: REGISTRATION F
001.000.64.571.21.49.00
7.2.b
Page: 6
m
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L
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City of Edmonds
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Voucher Date Vendor Invoice
PO # Description/Account
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Packet Pg. 83
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Bank code : usbank
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10152021 10/15/2021 062693 US BANK
Voucher List
City of Edmonds
Invoice
PO # Description/Account
(Continued)
AMAZON: PM SUPPLIES: GRAFFITI
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Packet Pg. 84
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10152021 10/15/2021 062693 US BANK
1 Vouchers for bank code : usbank
1 Vouchers in this report
Voucher List
City of Edmonds
Invoice PO # Description/Account
(Continued)
001.000.41.521.40.31.00
32 HOLSTERS - ORDER CANCELLE
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Zoom Subscription October 2021
140.000.61.558.70.49.00
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7.2.b
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Packet Pg. 85
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10/20/2021 6:59:39AM
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Voucher Date Vendor
Voucher List
City of Edmonds
Invoice
PO # Description/Account
7.2.b
Page: 10
Amoun
Page: 10
Packet Pg. 86
PROJECT NUMBERS (By Project Title)
7.2.c
Protect
Engineering
Accounting
Protect
Funding
Project Title
Number
Number
STM
174th St. & 71st Ave Storm Improvements
c521
E8FB
STM
175th St. SW Slope Stabilization
c560
E21 FB
LSTM
2018 Lorian Woods Study
s018
SWR
2019 Sewerline Replacement Project
c516
E8GA
WTM
2019 Storm Maintenance Project
c525
WTR
2019 Swedish Waterline Replacement
c523
E8JA
STR
2019 Traffic Calming
i038
E9AA
STR
2019 Traffic Signal Upgrades
i045
E9AD
UTILITIES
2019 Utility Rate & GFC Update
s02O
WTR
2019 Waterline Overlay
i043
E9CB
2019 Waterline Replacement
c498
STR
2020 Guardrail Installations
i046
EOAA
R
202b Oveda—yProg-rq
i042
STR
2020 Pedestrian Safety Program
i049
EODB
2020 Pedestrian Task Force
s024
STR
2020 Traffic Calming
i048
EOAC
STR 2020 Traffic Signal Upgrades
STR 2020 Waterline Overlay
!� 2021 Guardrail Installations
STR 2021 Overlay Program
STR
2021 Pedestrian Task Force
SWR
2021 Sewer Overlay Program
STM
2021 Stormwater Overlay Program
i053 EOCC
E21 AB
i051 E21 CA
i062 E21 DB
i06O E21 CC
STR
2021 Traffic Calming
iO56
E21 AA
WTR
021 Waterline Overlay Program
059
E21CB
STR
2022 Overlay Program
i063
E22CA
STR
2022 Sewerline Overlay Program
i065
E22CC
STR
2022 Stormwater Overlay Program
i066
E22CD
STR
2022 Waterline Overlay Program
i064
22CB
STR
220th Adaptive
i028
E8AB
STR
228th St. SW Corridor Improvements
i005
E7AC
STR
238th St. Island & Misc. Ramps
i037
E8DC
238th t. W Walkway (100th Ave to 104th Ave)
c423
E3DB
STR
238th St. SW Walkway (Edmonds Way to Hwy 99)
c485
E6DA
76th Ave Overlay (196th St. to OVD
i052
E20CB
STR
76th Ave W & 220th St. SW Intersection Improvements
i029
E8CA
STR 76th Ave W at 212th St SW Intersection Improvements
STR 84th Ave W Overlay from 220th to 212th i031 E8CC
89th PI W Retaining Wal
STR ADA Curb Ramps i033 E8DB
STR Admiral Way Pedestrian Crossing
STR Audible Pedestrian Signals
L STM Ballinger Regional Facility Pre -Design
STR Bikelink Project
STR Citywide Bicycle Improvements Project
SWR Citywide CIPP Sewer Rehab Phase III
STR Citywide Pedestrian Orossing Enhancements
STR Citywide Protected/Permissive Traffic Signal Conversion
Civic Center Playfield (Construction)
PRK Civic Center Playfield (Design)
i024 E7AB
c474
E5DA
i050
c488
E6GB
i026
E7DC
i015
E6AB
c551
c536
EOMA
Revised 10/20/2021
Packet Pg. 87
PROJECT NUMBERS (By Project Title)
7.2.c
Funding Protect Title
WTR Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
STM Dayton Street Stormwater Pump Station
FAC Edmonds Fishing Pier Rehat�
STM Edmonds Marsh Water Quality Project
Edmonds Street Waterfront Connector
WTR Elm St. Waterline Replacement
Elm Way Walkway from 8th Ave to 9th Ave
Protect Engineering
Accounting Protect
Number Number
c482
ESJB
c455
E4FE
c443
E4MB
c564
E21FE
dL c
c561
E21JB
i058
E21 DA
WTR
Five Corners Reservoir Re -coating
c473
ESKA
Fourth AM&MLe Cultural Corridor
EBMA
STR
Hwy 99 Gateway Revitalization
s014
E6AA
Hwy 99 Revitalization Stage 3 (224th-238th)
E22CE
STR
Hwy 99 Revitalization Stage 4 (224th-220th)
i068
E22CF
Lake Ballinger Associated Project
36
SWR
Lake Ballinger Trunk Sewer Study
sol l
ESGB
Lift Station #1 Basin & Flow Study
c461
-
STR
Minor Sidewalk Program
i017
E6DD
STM
NPDES (Students Saving Salmon
m013
GF
Official Street Map & Sidewalk Plan Update
s025
EONA
�D
Slope Repair & Stabilization
m105
STM
Perrinville Creek Flow Reduction Improvements
c552
E20FC
STM
Perrinville Creek Recovery Stu
s028
E21 FC
WTR
Phase 11 Annual Water Utility Replacement Project
c549
EOJA
LWTR
Phase 12 Annual Water Utility Replacement Project
WTR
Phase 13 Waterline Replacement Project
c565
E22JA
Phase 2 Annual Storm Utility Replacement Project
c547
STM
Phase 3 Storm Utility Replacement Project
c563
E21 FD
SWR
Phase 8 Annual Sewer Replacement Project
c548
SWR
Phase 9 Annual Sewer Replacement Project
c559
E21GA
FAC
PW Concrete Regradp R Drainage South
c502
-
SWR
Sanitary Sewer and Stormwater Pipe Rating Services
c562
E21 GB
�aview Park Infiltration Facil
c479
ESFD
STM
Seaview Park Infiltration Facility Phase 2
c546
EOFA
or WWTP
Sewer Ouffall Groundwater Monitoring
c446
E4HA
STIR
SR 104 Adaptive Systems (136th-226th_
i069
E22CG
L STR
SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal)
i055
E20CE
UTILITIES
Standard Details Updates
solo
ESNA
STM
Storm Drain Improvements @ 9510 232nd St. SW
c495
-
STM
Stormwater Comp Plan Update
s017
E6FD
STR
nset Walkway ImprovementU
c354
E1
STR
Trackside Warning System
c470
ESAA
L STR
Walnut St. Walkway (3rd 4t
i044
E9DC
PRK
Waterfront Development & Restoration (Construction)
c544
E7MA
PRK
Waterfront Development & Restoration (Design)
c496
10
WE70
PRK
Waterfront Development & Restoration (Pre - Design)
m103
E7MA
STM
Willow Creek Da ighting/Edmonds Marsh Res ora ionREIMV
c435
E4FC
WWTP
WWTP Outfall Pipe Modifications
c481
ESHA
LWTR
Yost & Seaview Reservoir Assessment
s026
EOJB
PRK
Yost Park Infiltration Facility
c556
E21 FA
Revised 10/20/2021
Packet Pg. 88
7.2.c
PROJECT NUMBERS (By Engineering Number)
Engineering
Protect
Protect
Accounting
Funding
Number
Number
Protect Title
STR
EOAA
i046
2020 Guardrail Installations
STR
EOAB
i047
2020 Traffic Signal Upgrades
STR
EOAC
i048
2020 Traffic Calming
STR
EOCA
i042
2020 Overlay Program
2020 Waterlin
STR
EODA
s024
2020 Pedestrian Task Force
R
VUDB
i
2020 Pedestrian Safety Program
STR
EODC
i050
Citywide Bicycle Improvements Project
NM
_�OFA
c546
Seaview Park Infiltration Facility Phase 2
STM
EOFB
c547
Phase 2 Annual Storm Utility Replacement Project
nnual Sewer Replacement Project
WTR
EOJA
c549
Phase 11 Annual Water Utility Replacement Project
s026
Yost & Seaview Reservoir Assessme
PRK
EOMA
c551
Civic Center Playfield (Construction)
_
c536
Civic Center Playfield (Design
GF
EONA
s025
Official Street Map & Sidewalk Plan Update
76th Ave W at 212th St SW Intersection Improvements
STR
E1 DA
c354
-qgrE20CB
Sunset Walkway Improvements
now
i052
76th Ave Overlay (196th St. to OVD)
STR
E20CE
i055
SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal)
STM
E20FC
c552
Perrinville Creek Flow Reduction Improvement
STR
E21AA
i056
2021 Traffic Calming
E21AB
JL i057
2021 Guardrail Installations
STR
E21 CA
i051
2021 Overlay Program
E21CB
lWi059
2021 Waterline Overlay Program
SWR
E21 CC
i060
2021 Sewer Overlay Program
E21CDIW
iO6W
2021 Stormwater Overlay Program ■
STR
E21 DA
i058
Elm Way Walkway from 8th Ave to 9th Ave
STR
E21 DB
i062
2021 Pedestrian Task Force
PRK
E21 FA
c556
Yost Park Infiltration Facility
175th St. SW Slope Stabilization .
QTRA
STM
E21 FC
s028
Perrinville Creek Recovery Study
E21 FD
Phase 3 Storm Utility Replacement Project
STM
E21 FE
c564
Edmonds Marsh Water Quality Project
SWR
E21 GA
c559
Phase 9 Annual Sewer Replacement Project
SWR
E21GB
c562
Sanitary Sewer and Stormwater Pipe Rating Services
WTR
c558
Phase 12 Annual Water Utility Replacement Project
WTR
E21JB
c561
Elm St. Waterline Replacement
E22CA
i063
2022 Overlay Program
STR
E22CB
i064
2022 Waterline Overlay Program
E22CC
i065
2022 Sewerline Overlay Program
STR
E22CD
i066
2022 Stormwater Overlay Program
E22CE
i067
Hwy 99 Revitalization Stage 3 (224th-238th)
STR
E22CF
i068
Hwy 99 Revitalization Stage 4 (224th-220th)
SR-104 Adaptive Systems (136th-226th)
WTR
E22JA
c565
Phase 13 Waterline Replacement Project
B
238th St. SW Walkway (100th Ave to 104th Ave)
STM
E4FC
c435
Willow Creek Daylighting/Edmonds Marsh Restoration
-
E4FD
i
Lake Ballinger Associated Projects
STM
E4FE
c455
Dayton Street Stormwater Pump Station
Revised 10/20/2021 Packet Pg. 89
7.2.c
PROJECT NUMBERS (By Engineering Number)
Engineering Protect
Protect Accounting
Funding Number Number
SWR
WWTP
E4GC
E4HA
c461
c446
Project Title
Lift Station #1 Basin & Flow Study
Sewer Outfall Groundwater Monitoring
E4MB
c443
Edmonds Fishing Pier Rehab
STR
E5AA
c470
Trackside Warning System
Bikelink Projec
STR
E5DB
c478
Edmonds Street Waterfront Connector
E5FD
c479
Seaview Park Infiltration Facility
SWR
E5GB
s011
Lake Ballinger Trunk Sewer Study
E5HA
c481
WWTP Outfall Pipe Modification
WTR
E5J13
c482
Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
Five Corners Reservoir Re -coating
UTILITIES
E5NA
solo
Standard Details Updates
s014
Hwy 99 Gateway Revitalization
STR
E6AB
015
Citywide Protected/Permissive Traffic Signal Conversion
STR
'
c485
238th St. SW Walkway (Edmonds Way to Hwy 99)
STR
E6DD
i017
Minor Sidewalk Program
E6FD
J�
Stormwater Comp Plan Update
SWR
E6GB
c488
Citywide CIPP Sewer Rehab Phase III
E7AB
Audible Pedestrian Signals
STR
E7AC
i005
228th St. SW Corridor Improvements
STR
E7CD
i025
89th PI W Retaining Wall
STR
E7DC
i026
Citywide Pedestrian Crossing Enhancements
L STM
E71FA
m105
OVD Slope Repair & Stabilizatio
STM
E7FB
c495
Storm Drain Improvements @ 9510 232nd St. SW
ffr STM
E7FG
�
NPDES (Students Saving Salmon)
WTR
E7JA
c498
2019 Waterline Replacement
E7MA
c544
Waterfront Development & Restoration (Construction)
PRK
E7MA
c496
Waterfront Development & Restoration (Design)
PRK
E7MA
m103
Waterfront Development & Restoration (Pre - Design)
STR
E8AB
i028
220th Adaptive
i029EEE&_76th Ave W & 220th St. SW Intersection Improvements
STR
E8CC
031
84th Ave W Overlay from 220th to 212th
ST E8DB
033
ADA Curb Ramps
STR
E8DC
i037
238th St. Island & Misc. Ramps
STM
E81FA
s018
2018 Lorian Woods Stud
STM
E8FB
c521
174th St. & 71 st Ave Storm Improvements
2019 Storm Maintenance Project
SWR
E8GA
c516
2019 Sewerline Replacement Project
A
c523
2MTSwedisrline Replacement
UTILITIES
E8,113
s020
2019 Utility Rate & GFC Update
E8MA
c282
Fourth Avenue Cultural Corridor
STR
E9AA
i038
2019 Traffic Calming
2019 Traffic Signal Upgrades
WTR
E9CB
i043
2019 Waterline Overlay
STR
E9DA
i040
Admiral Way Pedestrian Crossing
STR
E9DC
i044
Walnut St. Walkway (3rd-4th)
STM
E91FA
s022
Ballinger Regional Facility Pre -Design
FAC
E91MA
c502
PW Concrete Regrade & Drainage South
Revised 10/20/2021 Packet Pg. 90
7.2.c
PROJECT NUMBERS (By New Project Accounting Number)
Enaineerina
Project
Project
Accounting
Funding
Number
Number
ProiectTitle
PM
EBMA
c282
Fourth Avenue Cultural Corridor
STIR
E1 DA
c354
Sunset Walkway Improvements
STIR
E1CA
c368
76th Ave W at 212th St SW Intersection Improvements
STIR
E3DB
c423
238th St. SW Walkway (100th Ave to 104th Ave)
STM
E4FC
c435
Willow Creek Daylighting/Edmonds Marsh Restoration
STM
E4FD
c436
Lake Ballinger Associated Projects
FAC
E4MB
c443
Edmonds Fishing Pier Rehab
WWTP
E4HA
c446
Sewer Ouffall Groundwater Monitoring
STM
E4FE
c455
Dayton Street Stormwater Pump Station
SWR
E4GC
c461
Lift Station #1 Basin & Flow Study
STIR
ESAA
c470
Trackside Warning System
WTR
ESKA
c473
Five Corners Reservoir Re -coating
STIR
ESDA
c474
Bikelink Project
STIR
ESDB
c478
Edmonds Street Waterfront Connector
STM
ESFD
c479
Seaview Park Infiltration Facility
WWTP
ESHA
c481
WWTP Outfall Pipe Modifications
WTR
ESJB
c482
Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
STIR
E6DA
c485
238th St. SW Walkway (Edmonds Way to Hwy 99)
SWR
E6GB
c488
Citywide CIPP Sewer Rehab Phase III
STM
E7FB
c495
Storm Drain Improvements @ 9510 232nd St. SW
PRK
E7MA
c496
Waterfront Development & Restoration (Design)
WTR
E7JA
c498
2019 Waterline Replacement
FAC
E9MA
c502
PW Concrete Regrade & Drainage South
SWR
EBGA
c516
2019 Sewerline Replacement Project
STM
EBFB
c521
174th St. & 71stAve Storm Improvements
WTR
EBJA
c523
2019 Swedish Waterline Replacement
STM
EBFC
c525
2019 Storm Maintenance Project
PRK
EOMA
c536
Civic Center Playfield (Design)
PRK
E7MA
c544
Waterfront Development & Restoration (Construction)
STM
EOFA
c546
Seaview Park Infiltration Facility Phase 2
STM
E0F13
c547
Phase 2 Annual Storm Utility Replacement Project
SWR
EOGA
c548
Phase 8 Annual Sewer Replacement Project
WTR
EOJA
c549
Phase 11 Annual Water Utility Replacement Project
PRK
EOMA
c551
Civic Center Playfield (Construction)
STM
E20FC
c552
Perrinville Creek Flow Reduction Improvements
PRK
E21 FA
c556
Yost Park Infiltration Facility
WTR
E21JA
c558
Phase 12 Annual Water Utility Replacement Project
SWR
E21 GA
c559
Phase 9 Annual Sewer Replacement Project
STM
E21 FB
c560
175th St. SW Slope Stabilization
WTR
E21JB
c561
Elm St. Waterline Replacement
SWR
E21 GB
c562
Sanitary Sewer and Stormwater Pipe Rating Services
STM
E21 FD
c563
Phase 3 Storm Utility Replacement Project
STM
E21 FE
c564
Edmonds Marsh Water Quality Project
WTR
E22JA
c565
Phase 13 Waterline Replacement Project
STIR
E7AC
i005
228th St. SW Corridor Improvements
STIR
E6AB
i015
Citywide Protected/Permissive Traffic Signal Conversion
STIR
E6DD
i017
Minor Sidewalk Program
STIR
E7AB
i024
Audible Pedestrian Signals
STIR
E7CD
i025
89th PI W Retaining Wall
STIR
E7DC
i026
Citywide Pedestrian Crossing Enhancements
Revised 10/20/2021 Packet Pg. 91
7.2.c
PROJECT NUMBERS (By New Project Accounting Number)
Engineering
Project
Project
Accounting
Funding
Number
Number
Project Title
STR
EBAB
i028
220th Adaptive
STR
EBCA
i029
76th Ave W & 220th St. SW Intersection Improvements
STR
EBCC
i031
84th Ave W Overlay from 220th to 212th
STR
EBDB
i033
ADA Curb Ramps
STR
EBDC
i037
238th St. Island & Misc. Ramps
STR
E9AA
i038
2019 Traffic Calming
STR
E9DA
i040
Admiral Way Pedestrian Crossing
STR
EOCA
i042
2020 Overlay Program
WTR
E9CB
i043
2019 Waterline Overlay
STR
E9DC
i044
Walnut St. Walkway (3rd-4th)
STR
E9AD
i045
2019 Traffic Signal Upgrades
STR
EOAA
i046
2020 Guardrail Installations
STR
EOAB
i047
2020 Traffic Signal Upgrades
STR
EOAC
i048
2020 Traffic Calming
STR
EODB
i049
2020 Pedestrian Safety Program
STR
EODC
i050
Citywide Bicycle Improvements Project
STR
E21 CA
i051
2021 Overlay Program
STR
E20CB
i052
76th Ave Overlay (196th St. to OVD)
STR
EOCC
i053
2020 Waterline Overlay
STR
E20CE
i055
SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal)
STR
E21AA
i056
2021 Traffic Calming
STR
E21AB
i057
2021 Guardrail Installations
STR
E21 DA
i058
Elm Way Walkway from 8th Ave to 9th Ave
WTR
E21 CB
i059
2021 Waterline Overlay Program
SWR
E21 CC
i060
2021 Sewer Overlay Program
STM
E21 CD
i061
2021 Stormwater Overlay Program
STR
E21 DB
i062
2021 Pedestrian Task Force
STR
E22CA
i063
2022 Overlay Program
STR
E22CB
i064
2022 Waterline Overlay Program
STR
E22CC
i065
2022 Sewerline Overlay Program
STR
E22CD
i066
2022 Stormwater Overlay Program
STR
E22CE
i067
Hwy 99 Revitalization Stage 3 (224th-238th)
STR
E22CF
i068
Hwy 99 Revitalization Stage 4 (224th-220th)
STR
E22CG
i069
SR-104 Adaptive Systems (136th-226th)
STM
E7FG
m013
NPDES (Students Saving Salmon)
PRK
E71VIA
m103
Waterfront Development & Restoration (Pre - Design)
STM
E7FA
m105
OVD Slope Repair & Stabilization
UTILITIES
ESNA
solo
Standard Details Updates
SWR
E5GB
s0ll
Lake Ballinger Trunk Sewer Study
STR
E6AA
s014
Hwy 99 Gateway Revitalization
STM
E6FD
s017
Stormwater Comp Plan Update
STM
EBFA
s018
2018 Lorian Woods Study
UTILITIES
EBJB
s020
2019 Utility Rate & GFC Update
STM
E9FA
s022
Ballinger Regional Facility Pre -Design
STR
EODA
s024
2020 Pedestrian Task Force
GF
EONA
s025
Official Street Map & Sidewalk Plan Update
WTR
EOJB
s026
Yost & Seaview Reservoir Assessment
STM
E21 FC
s028
Perrinville Creek Recovery Study
Revised 10/20/2021 Packet Pg. 92
7.2.c
PROJECT NUMBERS (By Funding)
Project
Engineering
Accounting
Project
Funding
Project Title
Number
Number
FAC
Edmonds Fishing Pier Rehab
c443
E4MB
FAC
PW Concrete Regrade & Drainage South
c502
E9MA
GF
Official Street Map & Sidewalk Plan Update
s025
EONA
PM
Fourth Avenue Cultural Corridor
c282
EBMA
PRK
Civic Center Playfield (Construction)
c551
EOMA
PRK
Civic Center Playfield (Design)
c536
EOMA
PRK
Waterfront Development & Restoration (Construction)
c544
E7MA
PRK
Waterfront Development & Restoration (Design)
c496
E7MA
PRK
Waterfront Development & Restoration (Pre - Design)
m103
E7MA
PRK
Yost Park Infiltration Facility
c556
E21 FA
STM
174th St. & 71st Ave Storm Improvements
c521
EBFB
STM
175th St. SW Slope Stabilization
c560
E21 FB
STM
2018 Lorian Woods Study
s018
EBFA
STM
2019 Storm Maintenance Project
c525
EBFC
STM
2021 Stormwater Overlay Program
i061
E21 CD
STM
Ballinger Regional Facility Pre -Design
s022
E9FA
STM
Phase 3 Storm Utility Replacement Project
c563
E21 FD
STM
Dayton Street Stormwater Pump Station
c455
E41FE
STM
Lake Ballinger Associated Projects
c436
E4FD
STM
NPDES (Students Saving Salmon)
m013
E7FG
STM
OVD Slope Repair & Stabilization
m105
E7FA
STM
Perrinville Creek Flow Reduction Improvements
c552
E20FC
STM
Perrinville Creek Recovery Study
s028
E21 FC
STM
Phase 2 Annual Storm Utility Replacement Project
c547
EOFB
STM
Seaview Park Infiltration Facility
c479
ESFD
STM
Seaview Park Infiltration Facility Phase 2
c546
EOFA
STM
Storm Drain Improvements @ 9510 232nd St. SW
c495
E7FB
STM
Stormwater Comp Plan Update
s017
E6FD
STM
Willow Creek Daylighting/Edmonds Marsh Restoration
c435
E4FC
STM
Edmonds Marsh Water Quality Project
c564
E21 FE
STR
2019 Traffic Calming
i038
E9AA
STR
2019 Traffic Signal Upgrades
i045
E9AD
STR
2020 Guardrail Installations
i046
EOAA
STR
2020 Overlay Program
i042
EOCA
STR
2020 Pedestrian Safety Program
i049
EODB
STR
2020 Pedestrian Task Force
s024
EODA
STR
2020 Traffic Calming
i048
EOAC
STR
2020 Traffic Signal Upgrades
i047
E0A13
STR
2021 Guardrail Installations
i057
E21AB
STR
2021 Overlay Program
i051
E21 CA
STR
2021 Traffic Calming
i056
E21 AA
STIR
228th St. SW Corridor Improvements
i005
E7AC
STR
238th St. Island & Misc. Ramps
i037
EBDC
STIR
238th St. SW Walkway (100th Ave to 104th Ave)
c423
E3DI3
STR
238th St. SW Walkway (Edmonds Way to Hwy 99)
c485
E6DA
STIR
76th Ave Overlay (196th St. to OVD)
i052
E20CB
STR
76th Ave W & 220th St. SW Intersection Improvements
i029
EBCA
STR
76th Ave W at 212th St SW Intersection Improvements
c368
ElCA
STR
84th Ave W Overlay from 220th to 212th
i031
EBCC
STR
89th PI W Retaining Wall
i025
E7CD
Revised 10/20/2021 Packet Pg. 93
7.2.c
PROJECT NUMBERS (By Funding)
Project
Engineering
Accounting
Project
Funding
Project Title
Number
Number
STR
Hwy 99 Revitalization Stage 3 (224th-238th)
i067
E22CE
STR
Hwy 99 Revitalization Stage 4 (224th-220th)
i068
E22CF
STR
SR-104 Adaptive Systems (136th-226th)
1069
E22CG
STR
ADA Curb Ramps
i033
EBDB
STR
Admiral Way Pedestrian Crossing
i040
E9DA
STR
Audible Pedestrian Signals
i024
E7AB
STR
Bikelink Project
c474
ESDA
STR
Citywide Bicycle Improvements Project
i050
EODC
STR
Citywide Pedestrian Crossing Enhancements
i026
E7DC
STR
Citywide Protected/Permissive Traffic Signal Conversion
i015
E6AB
STR
Edmonds Street Waterfront Connector
c478
ESDB
STR
Elm Way Walkway from 8th Ave to 9th Ave
i058
E21 DA
STR
Hwy 99 Gateway Revitalization
s014
E6AA
STR
Minor Sidewalk Program
i017
E6DD
STR
SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal)
i055
E20CE
STR
Sunset Walkway Improvements
c354
E1 DA
STR
Trackside Warning System
c470
ESAA
STR
Walnut St. Walkway (3rd-4th)
i044
E9DC
STR
2021 Pedestrian Task Force
i061
E21 DB
STR
2022 Overlay Program
i063
E22CA
STR
2022 Waterline Overlay Program
i064
E22CB
STR
2022 Sewerline Overlay Program
i065
E22CC
STR
2022 Stormwater Overlay Program
i066
E22CD
STR
2020 Waterline Overlay
i053
EOCC
STR
220th Adaptive
i028
EBAB
SWR
2019 Sewerline Replacement Project
c516
EBGA
SWR
2021 Sewer Overlay Program
i060
E21CC
SWR
Citywide CIPP Sewer Rehab Phase III
c488
E6GB
SWR
Lake Ballinger Trunk Sewer Study
s0l l
ESGB
SWR
Lift Station #1 Basin & Flow Study
c461
E4GC
SWR
Phase 8 Annual Sewer Replacement Project
c548
EOGA
SWR
Phase 9 Annual Sewer Replacement Project
c559
E21 GA
SWR
Sanitary Sewer and Stormwater Pipe Rating Services
c562
E21 GB
UTILITIES
2019 Utility Rate & GFC Update
s020
EBJB
UTILITIES
Standard Details Updates
solo
ESNA
WTR
2019 Swedish Waterline Replacement
c523
EBJA
WTR
2019 Waterline Overlay
i043
E9CB
WTR
2019 Waterline Replacement
c498
E7JA
WTR
2021 Waterline Overlay Program
i059
E21 CB
WTR
Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
c482
ESJB
WTR
Elm St. Waterline Replacement
c561
E21JB
WTR
Five Corners Reservoir Re -coating
c473
ESKA
WTR
Phase 11 Annual Water Utility Replacement Project
c549
EOJA
WTR
Phase 12 Annual Water Utility Replacement Project
c558
E21JA
WTR
Yost & Seaview Reservoir Assessment
s026
EOJB
WTR
Phase 13 Waterline Replacement Project
c565
E22JA
WWTP
Sewer Outfall Groundwater Monitoring
c446
E4HA
WWTP
WWTP Outfall Pipe Modifications
c481
ESHA
Revised 10/20/2021 Packet Pg. 94
7.2.d
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,016 (10/01/2021 to 10/15/2021)
Hour Type Hour Class Description Hours Amount
111
ABSENT
NO PAY LEAVE
70.00
0.00
112
ABSENT
NO PAY NON HIRED
80.00
0.00
121
SICK
SICK LEAVE
647.50
26,128.80
122
VACATION
VACATION
1,265.55
51,914.77
123
HOLIDAY
HOLIDAY HOURS
43.00
2,011.68
124
HOLIDAY
FLOATER HOLIDAY
26.00
1,023.29
125
COMP HOURS
COMPENSATORY TIME
115.00
4,482.75
129
SICK
Police Sick Leave L & 1
36.00
1,507.19
131
MILITARY
MILITARY LEAVE
10.00
546.06
135
SICK
WASHINGTON STATE SICK LEA
16.20
308.89
141
BEREAVEMENT
BEREAVEMENT
9.00
288.51
150
REGULAR HOURS
Kellv Dav Used
94.00
4,188.70
152
COMP HOURS
COMPTIME BUY BACK
27.90
1,022.34
153
HOLIDAY
HOLIDAY BUY BACK
9.75
357.27
155
COMP HOURS
COMPTIME AUTO PAY
145.57
8,047.91
157
SICK
SICK LEAVE PAYOFF
529.16
29,975.00
158
VACATION
VACATION PAYOFF
420.00
23,050.94
160
VACATION
MANAGEMENT LEAVE
1.00
53.69
190
REGULAR HOURS
REGULAR HOURS
16,306.95
692,783.17
194
SICK
Emerciencv Sick Leave
109.00
4,712.65
205
OVERTIME HOURS
OVERTIME .5
144.25
2,660.45
210
OVERTIME HOURS
OVERTIME -STRAIGHT
6.25
211.32
215
OVERTIME HOURS
WATER WATCH STANDBY
36.00
1,999.88
216
MISCELLANEOUS
STANDBY TREATMENT PLANT
15.00
1,334.19
220
OVERTIME HOURS
OVERTIME 1.5
310.75
24,703.41
225
OVERTIME HOURS
OVERTIME -DOUBLE
9.25
663.58
405
ACTING PAY
OUT OF CLASS - POLICE
0.00
491.46
410
MISCELLANEOUS
WORKING OUT OF CLASS
0.00
521.93
411
SHIFT DIFFERENTIAL
SHIFT DIFFERENTIAL
0.00
1,424.18
600
RETROACTIVE PAY
RETROACTIVE PAY
0.00
1,562.25
602
COMP HOURS
ACCRUED COMP 1.0
30.50
0.00
604
COMP HOURS
ACCRUED COMP TIME 1.5
176.50
0.00
606
COMP HOURS
ACCRUED COMP 2.0
1.00
0.00
10/21 /2021
Packet Pg. 95
7.2.d
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,016 (10/01/2021 to 10/15/2021)
Hour Type Hour Class Description Hours Amount
901
SICK
ACCRUED SICK LEAVE
2.50
0.00
903
MISCELLANEOUS
CLOTHING ALLOWANCE
0.00
-37.50
acc
MISCELLANEOUS
ACCREDITATION PAY
0.00
82.04
acs
MISCELLANEOUS
ACCRED/POLICE SUPPORT
0.00
202.08
boc
MISCELLANEOUS
BOC II Certification
0.00
96.39
colre
MISCELLANEOUS
Collision Reconstruction ist
0.00
90.46
cpl
MISCELLANEOUS
TRAINING CORPORAL
0.00
180.92
crt
MISCELLANEOUS
CERTIFICATION III PAY
0.00
492.28
ctr
MISCELLANEOUS
CTR INCENTIVES PROGRAM
0.00
331.00
deftat
MISCELLANEOUS
DEFENSE TATICS INSTRUCTOI
0.00
163.96
det
MISCELLANEOUS
DETECTIVE PAY
0.00
123.92
det4
MISCELLANEOUS
Detective 4%
0.00
850.86
ed1
EDUCATION PAY
EDUCATION PAY 2%
0.00
773.36
ed2
EDUCATION PAY
EDUCATION PAY 4%
0.00
558.38
ed3
EDUCATION PAY
EDUCATION PAY 6%
0.00
5,943.21
firear
MISCELLANEOUS
FIREARMS INSTRUCTOR
0.00
440.96
fmis
SICK
FAMILY MEDICAL/SICK
48.00
1,874.25
fmlv
VACATION
Familv Medical Leave Vacation
56.00
1,600.44
hol
HOLIDAY
HOLIDAY
9.00
349.67
k9
MISCELLANEOUS
K-9 PAY
0.00
266.41
less
MISCELLANEOUS
LESS LETHAL INSTRUCTOR
0.00
86.54
Iq1
LONGEVITY
LONGEVITY PAY 2%
0.00
1,102.30
Ig11
LONGEVITY
LONGEVITY PAY 2.5%
0.00
599.74
Ig12
LONGEVITY
Lonqevitv 9%
0.00
4,496.08
Ig13
LONGEVITY
Lonqevitv 7%
0.00
633.16
Ig14
LONGEVITY
Lonqevitv 5%
0.00
888.02
Iq2
LONGEVITY PAY
LONGEVITY PAY 4%
0.00
251.44
Iq4
LONGEVITY
Lonqevitv 1 %
0.00
384.61
Iq5
LONGEVITY
Lonqevitv 3%
0.00
1,268.93
Iq6
LONGEVITY
Lonqevitv .5%
0.00
325.07
Iq7
LONGEVITY
Lonqevitv 1.5%
0.00
362.82
I0
LONGEVITY
Lonqevitv 8%
0.00
710.88
mela
ABSENT
Medical Leave Absent (unpaid)
8.50
0.00
10/21 /2021
Packet Pg. 96
7.2.d
Hour Type Hour Class
mels
SICK
mtc
MISCELLANEOUS
ooc
MISCELLANEOUS
pds
MISCELLANEOUS
pfmp
ABSENT
pfms
SICK
phv
MISCELLANEOUS
prof
MISCELLANEOUS
pto
MISCELLANEOUS
sdp
MISCELLANEOUS
sqt
MISCELLANEOUS
st
REGULAR HOURS
traf
MISCELLANEOUS
vab
VACATION
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,016 (10/01/2021 to 10/15/2021)
Description Hours Amount
Medical Leave Sick
88.00
3,213.00
MOTORCYCLE PAY
0.00
123.92
OUT OF CLASS
0.00
186.00
Public Disclosure Specialist
0.00
116.54
Paid Familv Medical Unpaid/Sup
251.37
0.00
Paid FAMILY MEDICAL/SICK
60.33
2,712.64
PHYSICAL FITNESS PAY
0.00
2,466.35
PROFESSIONAL STANDARDS
0.00
196.58
Traininq Officer
0.00
157.28
SPECIAL DUTY PAY
0.00
301.49
ADMINISTRATIVE SERGEANT
0.00
196.58
Serqeant Pav
0.00
147.44
TRAFFIC
0.00
123.92
VACATION ADD BACK
1.59
0.00
21,216.37 $923,410.68
Total Net Pay: $622,740.35
10/21 /2021
Packet Pg. 97
7.2.e
Benefit Checks Summary Report
City of Edmonds
Pay Period: 1,016 - 10/01/2021 to 10/15/2021
Bank: usbank - US Bank
Check # Date Payee # Name Check Amt Direct Deposit
64834
10/20/2021
bpas
BPAS
4,775.77
0.00
64835
10/20/2021
epoa2
EPOA-POLICE
5,781.00
0.00
64836
10/20/2021
epoa3
EPOA-POLICE SUPPORT
598.51
0.00
64837
10/20/2021
flex
NAVIA BENEFIT SOLUTIONS
3,886.24
0.00
64838
10/20/2021
teams
TEAMSTERS LOCAL 763
4,855.00
0.00
64839
10/20/2021
icma
VANTAGE TRANSFER AGENTS 304884
3,923.89
0.00
23,820.41
0.00
Bank: wire -
US BANK
Check #
Date
Payee #
Name
Check Amt
Direct Deposit
3268
10/20/2021
awc
AWC
316,950.54
0.00
3274
10/20/2021
wadc
WASHINGTON STATE TREASURER
31,047.55
0.00
3275
10/20/2021
us
US BANK
125,361.73
0.00
3276
10/20/2021
mebt
WTRISC FBO #N3177B1
108,764.52
0.00
3278
10/20/2021
pb
NATIONWIDE RETIREMENT SOLUTION
5,905.69
0.00
3280
10/20/2021
oe
OFFICE OF SUPPORT ENFORCEMENT
764.50
0.00
0.00
588,794.53
Grand Totals:
612,614.94
0.00
10/21 /2021
Packet Pg. 98
7.3
City Council Agenda Item
Meeting Date: 10/26/2021
Acknowledge receipt of a Claim for Damages from Leona Tomlinson
Staff Lead: NA
Department: Administrative Services
Preparer: Marissa Cain
Background/History
N/A
Staff Recommendation
Acknowledge receipt of a Claim for Damages from Leona Tomlinson
Narrative
Leona Tomlinson
NE 205th St
($320.62)
Attachments:
Tomlinson, Leona - Claim for Damages
Packet Pg. 99
CITY OF EDMONDS
CLAIM FOR DAMAGES FORM
Please take note that L, eeUn a, Tom 1 i n 5en , who currently resides ai
, home phone #'
mailing address_ _
work phone # , and who resided at
Date Claim Form
Received by City
at the time of the occurrence and whose date of birth is I / , is claiming damages
against �.i d5 in the sum of $ 3 �.t7, !o Q, arising out of the following circumstances listed below.
iR —� � f�uG`'c Roc+ds �nd�fvn�
DATE OF OCCURRENCE: Hondad Ocl-o&t, V 20 TIME:
LOCATION OF OCCURRENCE: A 3' is .-;e J sf �S� e- in
DESCRIPTION:
1. Describe the conduct and circumstance that brought about the injury or damage. Also describe the injury or damage.
7tJ12S ea cl ► f34 LA6 L /W /f)'I zo.`i /'A5te lieJu L,n/no 4 ome 4c am ahopQ:n4 . wa-s in e
11rA, rA,,-�- fr—i Tryrl, .XPe,m 1}4;1- inters.
S-frx e � �00 ar DRJnN Wuih VaS h a t gc-Agh ire: M flee 6'&g ct bat sev eau 1
h���M� - `�c��}_ eme.0 4 , 7h&- zMgee t ha�re (attach an extra sheet for additional information, if needed)
SeeccN�l�c! shee��
2. Provide a list of witnesses, if applicable, to the occurrence including names, addresses, and phone numbers.
3. Attacn copies oT an documentation reiating to expenses, injuries, losses, anwor estimates Tor repair.
4. Have you submitted a claim for damages to your insurance company?
If so, please provide the name of the insurance company:
and the policy #:
Yes X No
* * ADDITIONAL INFORMATION REQUIRED FOR AUTOMOBILE CLAIMS ONLY * *
Form Revised 04/09/2021 Page 1 of 2
Packet Pg. 100
This Claim form must be signed by the Claimant, a person holding a written power of attorney from the Claimant, by the
attorney in fact for the Claimant, by an attorney admitted to practice in Washington State on the Claimant's behalf, or by a
court -approved guardian or guardian ad litem on behalf of the Claimant.
I declare under penalty of perjury under the laws of the state of Washington that the foregoing is true and correct.
U AIL F-dw &r��i5 _ nc�D11115�� Ct�G�1?
ignature of Claimant Dke ind place (residential address, city and county)
r
Signature of Representative Date and place (residential address, city and county)
Print Name of Representative
Bar Number (if applicable)
Please present the completed claim form to:
City Clerk's Office
City of Edmonds
121 5th Avenue North
Edmonds, WA, 98020
8:00 a.m. to 4:30 p.m.
E
U
Form Revised 04/09/2021
Page 2 of 2
Packet Pg. 101
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8.1
City Council Agenda Item
Meeting Date: 10/26/2021
Public Hearing: Amendment to City's Agreement with South County Fire
Staff Lead: Jeff Taraday
Department: City Clerk's Office
Preparer: Nicholas Falk
Background/History
N/A
Staff Recommendation
South County Fire (SCF) has issued a notice that requires some amendment to the city's interlocal
agreement with them. SCF proposed an amendment that would require additional expenditure of
approximately $2.25M per year. In response, the mayor is recommending one of two options, either of
which would require additional expenditure of approximately $1.5M per year: Option 1) adding one 24-
hour two -person unit to the City's existing service level; or Option 2) adding two 12-hour two -person
"peak activity" units to the City's existing service levels. The city council should consider the pluses and
minuses of each option and give high level direction to the mayor on which option it prefers either at
this meeting or a subsequent meeting. This direction needs to be given by the end of October to comply
with the agreement. After the direction is given, an amended agreement incorporating the council's
preference would be brought back to the council for adoption.
Narrative
Establishing appropriate service levels for fire and emergency response is one of the most important
policy matters that a city council could be asked to vote on. The fundamental questions for policy
makers are these:
• how much emergency preparedness can a city afford to provide?
• and how does that city prioritize emergency preparedness compared to other needs of the
community?
As a city adds resources to its fire department, it adds preparedness. As a city withdraws resources, it
reduces preparedness. No city can add enough resources to be fully prepared for every emergency
scenario. City resources are limited and emergency preparedness is expensive. But it is also one of the
most important services that local government provides. Because there is no scientifically correct
answer as to the right amount of city resources to devote to emergency preparedness, it is
fundamentally a matter of legislative discretion. As councilmembers, you will each need to consider and
eventually take a vote to determine the right amount of preparedness to purchase for your city.
We will now explain the background that causes you to face this decision right now.
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8.1
The City of Edmonds operated its own fire department through 2009. In 2010, it began contracting with
Snohomish County Fire District 1 (FD1) to provide fire and emergency medical services to the city
pursuant to an interlocal agreement. From 2010 through 2016, the interlocal agreement with FD1 called
for Edmonds' fire stations to be staffed 24/7 with nine firefighters and two firefighter/ paramedics, for a
total of eleven firefighters on duty at any given time. There were three firefighters located at each of the
city's three fire stations. In addition, the two paramedics were based in downtown Edmonds at station
17. We understand that the city also provided eleven firefighters on duty 24/7 when it ran its own fire
department in 2009.
In 2017, Mayor Earling proposed, and the city council approved, an amendment to the interlocal
agreement that changed the staffing model. The 2017 amendment reduced the total number of
firefighters on duty at any given time from eleven to nine, with three at each station. One of the three
firefighters at each station is required to be a paramedic. So, the total number of paramedics increased
from two to three. While certain assumptions would need to be made in calculating the cost savings
created by these changes, we believe it reasonable to assume that the savings exceeded one million
dollars per year. Of course, that cost savings did render the city less prepared for certain emergencies
that would have required a large dispatch. After all, Edmonds had four units capable of emergency
response from 2010 (and earlier) through 2016. But from 2017 through today, it has only had three
units.
During the negotiations leading up to the changes that took effect in 2017, FD1 expressed concern
about the reduction in the total number of Edmonds units that could respond at any given time.
Specifically, FD1 expressed concern that the 2017 changes would result in the need for units from
neighboring stations to respond into Edmonds, effectively amounting to a subsidy being provided by the
neighboring fire stations in Mountlake Terrace and Lynnwood. To address those concerns, the parties
agreed upon some formulas that could be used to determine whether one community was using
fire/EMS resources from another community in a disproportionate manner. These formulas are
incorporated into the 2017 ILA.
One of these formulas is called the neighboring unit utilization factor or NUUF. The other is called the
transport balance factor or TBF. Because the NUUF and TBF are highly correlated, for the purposes of
brevity, we will only explain the NUUF in this agenda memo. (The entire ILA is attached as an exhibit for
anyone who wants to read more about the TBF.)
NUUF measures the amount of time that Edmonds units respond to calls for service outside of Edmonds
and then compares that to the amount of time that non -Edmonds units respond to calls for service in
Edmonds. The purpose of the NUUF is to determine whether those two things are roughly in balance.
Under the agreement, balance is achieved when those two amounts of time are within ten percent of
one another. The NUUF is quite far out of balance and has been for a while. In other words, the NUUF
indicates that non -Edmonds units are responding into Edmonds significantly more than the other way
around.
Recognizing this imbalance, on June 2, 2021, South County Fire (SCF), the successor to FD1 under the
interlocal agreement, issued what is called a Threshold Notice. A copy of the Threshold Notice is
attached. The purpose of the Threshold Notice is to demand that the city take Remedial Measures to
bring the NUUF and the TBF back into balance.
The administration has had several meetings with SCF since the Threshold Notice was issued. SCF has
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8.1
proposed certain Remedial Measures. See June 16, 2021 letter, attached. Specifically, SCF would like the
city to add one 24-hour two -person unit and one 12-hour two -person unit or peak activity unit (PAU).
The 24-hour unit alone would essentially replace the unit that was removed in 2017 (although it
probably would not be returned to Station 17). So, the addition of a 24-hour unit and a 12-hour unit, as
proposed by SCF, would increase the level of preparedness beyond where it had been prior to 2017. The
SCF proposal would cost the city an additional $2.25M per year, approximately.
Mayor Nelson does not support the SCF proposal. He does, however, support increasing the level of
service. The mayor is seeking city council feedback on two alternatives. Either of Mayor Nelson's two
alternatives would have roughly the same cost: an additional $1.5M per year. He supports that financial
commitment, but is weighing and seeking feedback on how that additional commitment to the fire
service should be implemented.
One option would be to add a 24-hour two -person unit similar to the one that was cut in 2017, although,
again, it likely would not be located at Station 17. Alternatively, in lieu of the 24-hour unit, the city could
add two 12-hour two -person PAUs. We will refer to this option as the 2PAU option. There are pluses and
minuses of each alternative.
As between Mayor Nelson's two proposals, SCF has a strong preference for the 24-hour unit, because it
would add an additional resource at all times of day. A nighttime fire, for example, while infrequent, is
highly resource intensive when it occurs. The 24-hour unit adds a measure of preparedness for such
incidents, while the 2PAU option does not.
The advantage of the 2PAU option, on the other hand, is that it adds resources during the times of
greatest need. While we would defer to SCF for exact figures, we understand that roughly 70% of all
calls for service occur during the twelve peak hours. So, adding two units to address the peak would
appear to be adding resources when they are most in need. (It stands to reason that with a slight
staggering in the schedules of the two PAUs, these additional resources could probably capture a
percentage even higher than 70% of the calls, but we would still need to verify that with SCF.) In any
case, reasonable minds can differ over what type of preparedness is the best type for Edmonds. So, the
city council will ultimately need to indicate whether it has a preference. We need to know the council's
preference before we are required to designate the city's Remedial Measures at the end of October
2021.
Representatives of South County Fire will be present during the discussion of this agenda item and
would likely make some remarks and/or be available to answer questions.
Attachments:
2017 Restated ILA signed
2021-06-02 threshold notice
2021-06-16 letter from Chief Hovis re proposed remedial measures
2021-09-14 CityofEdmonds_RFE
2021-09-17 RFA to COE letter from FC Hovis to Mayor Nelson
Contract Original 2010
2009-11-02 City Council - Public Minutes-1410
2017-01-24 agenda memo
2017-01-24 City Council - Public Minutes-1839
2016-12-13 City Council - Full Minutes-1790
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8.1
2016-12-06 City Council - Full Minutes-1787
2020 compliance report
2021-03-23 City Council - Full Minutes-2780
FW_ Data that has been provided by SCF_1
FW_ Data that has been provided by SCF_2
FW_ Data that has been provided by SCF_3
FW_ Data that has been provided by SCF_4
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8.1.a
REVISED AND RESTATED INTERLOCAL AGREEMENT FOR
FIRE AND EMERGENCY MEDICAL SERVICES
THIS REVISED AND RESTATED INTERLGCAL AGREEMENT ("Restated ILA") by
and between SNOHOMISH COUNTY FIRE PROTECTION DISTRICT NO. 1, a Washington
municipal corporation (the "District") and the CITY OF EDMONDS, a Washington city (the "City")
is for the provision of fire and emergency medical services (EMS).
WHEREAS, a consolidated Fire and EMS service, by a single vendor or through a
Regional Fire Protection Service Authority (RFA), has recently gained support of most elected
officials in Southwest Snohomish County; and
WHEREAS, the City and District agree that a long-term agreement between the City and
the District for fire and emergency medical services is beneficial to the City and District and their
stakeholders; and
WHEREAS, on November 3, 2009, the City and District entered into an Interlocal
Agreement (the "Agreement") for the District to provide fire and emergency medical services to
the City beginning January 1, 2010;
WHEREAS, such Agreement was amended pursuant to a First Amendment dated April
17, 2012 to address a fire boat; and
WHEREAS, such Agreement was amended pursuant to a Second Amendment
approved on January 27, 2015; and
WHEREAS, the District and the City are authorized, pursuant to Chapter 39.34 of the
Revised Code of Washington, to enter into Interlocal Agreements which allow the District and
the City to cooperate with each other to provide high quality services to the public in the most
efficient manner possible; and
WHEREAS, the parties have analyzed the performance of the Agreement during the
period of 2010 — 2016 (the "Introductory Period") and have determined that is in their mutual
interests and the interests of their respective stakeholders to revise and update the Agreement;
and
WHEREAS, the District and City now wish to revise and restate the Agreement as
provided herein;
NOW, THEREFORE, in consideration of the mutual promises and covenants contained
herein, the City and District hereto agree as follows:
0. DEFINITIONS.
The following definitions shall apply throughout this Restated ILA.
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8.1.a
Adjustment Year: The year in which a new collective bargaining agreement (CBA) is
effective between the District and the local chapter of the IAFF. When a new CBA has
retroactive effect, the Adjustment Year shall be the date to which the CBA is retroactively
applied. For example, if a CBA expires on December 31, 2014 and a new CBA is
executed on December 1, 2016 but made retroactive to January 1, 2015, the Adjustment
Year would be 2015.
b. Assigned: As used in the definitions of Unit Utilization Factor and Neighboring Unit
Utilization Factor, the term "Assigned" shall describe the period of time in seconds from
dispatch time to clear time, when the Unit becomes available to respond to another call
c. City: City of Edmonds.
d. City Fire Stations: Fire Station 16, Fire Station 17, and Fire Station 20.
e. Commencement Date: January 1, 2010.
f. Contract Payment: The amount that the City shall pay to the District pursuant to this
Restated ILA.
g. District: Snohomish County Fire Protection District No. 1.
Edmonds Unit: An Edmonds Unit is any Unit based at one of the City Fire Stations with
the exception of the Battalion Chief.
i. Effective Date: February 1, 2017.
j. Esperance: "Esperance" refers to the entirety of the contiguous unincorporated area
that is completely surrounded by the City of Edmonds and commonly known as
Esperance.
Esperance Offset: The amount of tax revenue and fire benefit charges, if fire benefit
charges are imposed in the future, to be received by the District from Esperance for the
year in which the Contract Payment is calculated. The Esperance Offset shall not drop
below $1,117,150 (the amount derived by multiplying the 2017 Esperance Assessed
Value of $565,469,115 by the District's 2017 tax rate of $1.97561714741 divided by
1,000) even if the actual tax revenue received by the District drops below that amount as
a result of reductions in assessed valuation or tax rate. The Esperance Offset for any
given year shall not exceed $1,117,150, multiplied by the compounded percentage
increase in City Station Personnel Costs from 2017 to the year for which the Esperance
Offset is being calculated. For example, if City Station Personnel Cost increases 3%
from 2017 to 2018 and 4% from 2018 to 2019, the 2019 cap for the Esperance Offset
would be $1,197,516 and be calculated as follows:
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8.1.a
$1,117,150 x 1.03 = $1,150,664 x 1.04 = $1,196,691
I. District Fire Chief: The Fire Chief of Snohomish County Fire Protection District No. 1.
m. Firefighters: Full-time, compensated employees, captains, firefighters, emergency
medical technicians, and/or paramedics.
n. Insurance: The term "insurance" as used in this Restated ILA means either valid
insurance offered and sold by a commercial insurance company or carrier approved to
do business in the State of Washington by the Washington State Insurance
Commissioner or valid self-insurance through a self-insurance pooling organization
approved for operation in the State of Washington by the Washington State Risk
Manager or any combination of valid commercial insurance and self-insurance pooling if
both are approved for sale and/or operation in the State of Washington.
o. Law: The term "Jaw" refers to state and federal statutes and regulations. Unless
expressly identified herein, City ordinances, codes and resolutions shall not be
considered "law."
p. Material Breach: A Material Breach means the District's failure to provide minimum
staffing levels as described within this Restated ILA, the City's failure to timely pay the
Contract Payment as described within this Restated ILA, or the City's or District`s failure
to comply with other material terms of this Restated ILA.
q. Neighboring Unit Utilization Factor: See Exhibit E.
r. Negotiation Threshold. A designated occurrence or condition that requires the parties
to renegotiate the Restated ILA.
s. Non -Edmonds Unit: A Non -Edmonds Unit is any Unit stationed at any station other
than the City Fire Stations.
t. Transport Balance Factor: See Exhibit E.
u. Unit: A Unit is a group of Firefighters that work together and are based at the same
station. Where a station is staffed by three firefighters at any one time, that station shall
be considered a Unit. Where a station is staffed by five or more firefighters at any one
time, without counting the Battalion Chief or Medical Services Officer, that station shall
be deemed to have two Units and the District shall clearly allocate the Firefighters at that
station in such a manner that the two Units at that station can be clearly distinguished for
the purposes of determining the Unit Utilization Factor for each Unit.
v. Unit Utilization Factor: See Exhibit E.
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8.1.a
w. Wind -Up Period: Except in the context of Material Breach as defined in Section 10.2,
the two years immediately following notice of termination under 11.2.
1. SCOPE OF SERVICES
1.1 Services Provided. The District shalt provide all services necessary for fire suppression,
emergency medical service, hazardous materials response, technical rescue, and
disaster response (not including an Emergency Operations Center, which is provided by
the City at the time of this Restated ILA) to a service area covering the corporate limits of
the City of Edmonds. In addition, the District shall provide support services including, but
not limited to, fire marshal, fire prevention and life safety, public education, public
information, and fleet maintenance, payroll and finances, human resources, and legal
and risk management pertaining to the operations and delivery of the District's services.
1.2 Training, Education, and Career Development. The District shall provide training and
education to all firefighter and emergency medical service personnel in accordance with
State, County and local requirements. Furthermore, the District shall offer professional
development and educational and training opportunities for unrepresented and civilian
employees.
1.3 City Fire Chief, The District Fire Chief shall be designated as the City Fire Chief for
purposes of statutory provisions, regulations and the Edmonds City Code.
1.4 District Fire Chief Designates Fire Marshal. The District Fire Chief shall designate an
individual to sere as City Fire Marshal, and shall assign necessary personnel to support
the functions and needs of the Fire Marshal as mutually agreed to and partially funded
by the City (See Exhibit A), subject to the City's right to provide its own fire inspectors
pursuant to Section 2.8.2, below.
2. STANDARDS FOR SERVICESISTAFFING
2.1 Battalion Chief. A Battalion Chief shall continue to be available for response within the
City twenty-four (24) hours per day, seven (7) days per week as during the Introductory
Period. The District agrees to provide Incident Command response for all emergency
incidents twenty-four (24) hours per day, seven (7) days per week.
2.2 Fire Station Staffing. The City Fire Stations shall each be staffed twenty-four (24) hours
per day, seven (7) days per week with a minimum of one (1) fire captain and two (2)
firefighters, at least one of whom shall be a firefighter/paramedic. Any increase in
staffing above this level shall not increase the Contract Payment unless the increase
occurs through an amendment of this Restated ILA.
2.2.1 The parties shall renegotiate this Restated ILA upon the occurrence of any of the
following Negotiation Thresholds:
4
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8.1.a
a. When the Unit Utilization Factor ("UUF") at any one of the City Fire Stations
exceeds 0.250;
b. When the Neighboring Unit Utilization Factor ("NUUF") is out of balance as
defined in this Restated ILA, PROVIDED THAT this subsection shall not trigger a
renegotiation any earlier than January 1, 2018..
c. When the Transport Balance Factor (TBF} is out of balance as defined in this
Restated ILA, PROVIDED THAT this subsection shall not trigger a renegotiation earlier
than January 1, 2018.
d. When the Esperance Offset drops by ten percent (10%) or more over any
consecutive three (3) year period.
2.2.2 The District shall provide written notice to the City ("Threshold Notice") whenever
any of the foregoing Negotiation Thresholds occurs. Within thirty (30) days of issuance
of a Threshold Notice, the parties shall meet to renegotiate this Restated ILA. Such
negotiations shall include, at least the following topics:
(i) Methodologies intended to reduce the UUF substantially below 0.250 or
to balance the NUUF or TBF, as applicable (collectively "Remedial
Measures"). Remedial Measures may include, but shall not be limited to,
changes to the staffing mix and/or levels, adding another Unit; changing
fire response plans in CAD, and/or implementing other service changes;
and
(u) Adjusting the Contract Payment to account for the District's increased
cost in employing the selected Remedial Measures.
(iii) Where the Threshold Notice pertains to subsection 2.2.1(d), topics of
negotiation shall include increasing the amount of the Esperance Offset
andlor reducing staff and/or reducing overhead charges that are billed to
the City.
2.2.3 The District shall identify various Remedial Measures that are likely to
expeditiously achieve the applicable goals in Section 2.2.2(i). The City may opt to
identify and notify the District about alternative Remedial Measures. After consulting with
the District, the City shall select one or more of the Remedial Measures and shall
provide written notice of same within one hundred twenty (120) days following the
issuance of the Threshold Notice (the "Negotiation Deadline"). The City's selection shall
be subject to mediation under paragraph 18.1 if the Di strict finds the City's selection to
be ineffective or inappropriate, but it shall not be subject to arbitration under paragraph
18.2. Any disputes regarding the cost impacts of the City's selection shall be subject to
the complete Dispute Resolution procedures, and any adjustment to the Contract
Payment arising out of the Dispute Resolution Procedures shall be retroactive to the
earlier of the Negotiation Deadline or the date that the Remedial Measures were initially
employed. If the City fails to designate one or more Remedial Measures by the
Negotiation Deadline, such failure shall be deemed a Material Breach.
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8.1.a
2.2.4 The parties shall endeavor to execute an amendment prior to the Negotiation
Deadline. If the parties cannot agree upon an amendment to this Restated ILA before
the Negotiation Deadline, either party may terminate the Restated ILA pursuant to 11.2,
PROVIDED THAT during the ensuing two-year Wind -Up Period, the District shall be
authorized to increase service levels at the City Fire Stations as it deems necessary, and
FURTHER PROVIDED THAT the marginal increase in the Contract Payment resulting
from any such ❑istrict-imposed service level increases during the Wind -Up Period shall
be shared equally by the parties during the Wind -Up Period.
2.3 Shift Arrangements. The City prefers that the following shift arrangements apply to
personnel assigned to stations within the City: no Firefighter shall start a 24-hour shift at
any of the City Fire Stations if that Firefighter has just completed a 48-hour shift at a City
Fire Station or any other fire station in the District without having taken a rest day
between shifts. The District commits that it will undertake in good faith, pursuant to
Chapter 41.56 RCW, to negotiate successfully for those arrangements, to be
implemented.
2.4 Review of Service Delivery Objectives. The parties acknowledge that the service
delivery objectives adopted in 2006 ("Response Objectives") have never been met in
their entirety, even when the City had its own fire department. During the Introductory
Period, the parties contracted for a particular staffing level at the City Fire Stations. It has
been recommended that the parties move toward a performance -based contract where
the City pays for a particular level of service that is measured by service delivery
objectives (e.g. response time) instead of a particular number of positions. The parties
would like to continue to evaluate this recommendation, but acknowledge that it would
take significant additional work to implement such a change, not the least of which
includes adoption of achievable performance standards. The City and the District agree
to work toward adoption of a revised set of service delivery objectives in the first quarter
of 2018.
2.4.1 Turnout Time. The District has adopted a standard of 2 minutes and 15 seconds
on 90% of all calls. Failure to meet this standard shall not be deemed a Material Breach.
If this standard is not being met during calendar year 2017 for the City Fire Stations, the
District shall provide the City, no later than December 31, 2017, with a report containing
the following information: (i) a list of possible measures that could be implemented to
improve Turnout Time, (ii) the estimated cost of each measure (if reasonably available)
and (iii) estimates concerning the amount that turnout time could be reduced with each
measure.
2.5 Reporting. The District agrees to annually report to the City in accordance with chapter
35.103 RCW. In addition to the regular quarterly report content and the content required
by law, the annual report shall contain the Neighboring Unit Utilization Factor for each of
the following jurisdictions: Lynnwood and Mountlake Terrace. The annual report shall
contain the total number of seconds that City Fire Stations responded to calls in
Woodway and the total number of automatic aid responses from Shoreline into
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8.1.a
Edmonds. The annual report shall, to the extent practicable, also state the amount of
transport fees that the District sought to recover from incidents occurring within the City
and Esperance, respectively, and the amount of those fees that were actually recovered.
If the District has data that identifies the number of seconds during which two or more
Units were Assigned to different calls at the same time, it shall include that data in the
annual report.
2.5.1 Quarterly Reporting. In addition, the District shall provide a quarterly report to the
City Clerk, no later than 30 days after the end of each quarter. The quarterly report shall
contain the Unit Utilization Factor for each of the City Fire Stations, the Transport
Balance Factor, as well as the turnout time, travel time, and overall response time.
2.6 [section relocated for clarity]
2.7 Criteria -Based 9-1-1 Dispatch. It is understood and agreed by the City and ❑istrict that
the dispatch of Units during emergencies is determined by criteria -based dispatch
protocols of the dispatch centers and Automatic Vehicle Location (AVL). Nothing herein
shall require the District to respond first within the City as opposed to other areas served
by the District. The City and District recognize that responses to emergencies skull be
determined by the District based upon dispatch protocols; the location of available Units
and the District's operational judgment, without regard to where the emergencies occur.
2.8 Level of Service Changes. During the term of this Restated I LA, service level changes
may be mandated that are beyond the control of either party. Additionally, either party
may desire to change the service level, including but not limited to, those services
identified in Section 1 Scope of Services and Section 2 Standards for Services/Staffing.
When a service level change is mandated by law, adopted by the Edmonds City Council
as part of the City's chapter 35.103 RCW Response Objectives, or is mutually agreed to
by the parties, the City and the District shall renegotiate the Contract Payment at the
request of either party, If the parties are unable to reach agreement within one hundred
twenty (120) days after the change is mandated or mutually agreed, the matter shall be
subject to the complete Dispute Resolution procedures, and any adjustment to the
Contract Payment arising out of the Dispute Resolution Procedures shall be retroactive
to the date that the service level change was initially employed, Failure of either party to
participate in, or comply with, the Dispute Resolution Procedures in Section 18.1 and/or
18.2 shall be deemed a Material Breach.
2.8.1 The City acknowledges that the District may be required by law to notify and
bargain with the local chapter of the IAFF any level of service changes made pursuant to
this section 2.8.
2.8.2 The City reserves the right to remove the Fire Inspector services from this
Restated ILA upon one year's written notice to the District, in which case the Contract
Payment shall be equitably reduced, PROVIDED THAT in no case shall such notice be
provided less than 90 days prior to the beginning of a new fiscal year, AND FURTHER
PROVIDED THAT the City shall consult with the District regarding the impacts of a
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8.1.a
proposed removal of the Fire Inspector services at least 94 days in advance of the City
providing such notice, AND FURTHER PROVIDED THAT if the City exercises this
option, it shall provide fire inspection services using one or more inspectors with current
or previous firefighting experience.
2.9 Response Time Questions. In the event that response times should consistently deviate
from the City's Response Objectives, as they may be amended from time to time by the
City, the District Fire Chief and the City Mayor, or their designees, shall meet and confer
to address the cause, potential remedies, and potential cost impacts.
3. USE OF CITY FIRE STATIONS
3.1 Use of City Fire Stations. The City shall retain ownership of three existing City Fire
Stations and shall make them available for use by the District pursuant to the terms set
forth in Exhibit B. The parties acknowledge that none of these three fire stations are
ideally located and that the City could be better served by two ideally located fire
stations. The parties also acknowledge that the internal configuration of the City's three
stations contributes to slower turnout times than could be achieved with new stations
built according to current standards. In light of the above, the parties contemplate that
the City may opt to replace the three current fire stations with two new fire stations for
use by the District during the term of this Restated ILA. In the event of a conflict
between the provisions of the Restated ILA and Exhibit B, the provisions of Exhibit B
shall control with respect to fire stations and fixtures contained therein, PROVIDED
THAT Exhibit B shall be amended in the event that the City moves to a two -station
service, and FURTHER PROVIDED THAT nothing in Exhibit B shall be construed to
prevent the City from moving to a two -station service; and FURTHER PROVIDED, that
the cost of providing turn key fire stations with equivalent technology to current fire
stations shall be borne entirely by the City.
3.1.1 In the event the City decides to replace or relocate any of the City Fire Stations,
the City shall provide notice to the District concerning the location, design and layout of
the new City Fire Stations, the time frame for completion, and any other information
reasonably requested by the District to plan for the transition. Not later than thirty (30)
days following such notice, the parties shall meet to discuss the impact of any such
changes on this Restated ILA and to negotiate an amendment to this Restated ILA to
address such impacts. The parties recognize that there may be initial cost impacts that
are not ongoing, and the parties agree to negotiate these as well. The parties shall
endeavor to execute an amendment no later than one hundred twenty (120) days
following such notice to address such initial cost impacts. If the parties cannot agree
upon an amendment to this Restated ILA within such time, either party may invoke the
Dispute Resolution procedures.
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8.1.a
3.2-3.3 [Completed. Deleted for clarityf
4. ANNUAL CONTRACT AND TRANSPORT FEES PAYMENT TERMS
4.1 Annual Contract Payment. The City shall pay the District a sum referred to as the
Contract Payment for the services provided herein. The annual total amount of the
Contract Payment shall be determined according to Exhibit C. The Contract Payment
shall be paid in equal monthly installments by the 10" day of each month. Failure to pay
monthly installments in a timely manner shall be considered a Material Breach as
defined in the Definitions section of this Restated ILA.
4.1.1 If a service level change requiring an adjustment in the Contract Payment occurs
on a date other than January 1, the Contract Payment shall be adjusted on the effective
date of the service level change, and the monthly installment payments shall be adjusted
accordingly.
4.2 Contract Payment Adjustment. Each year, no later than September 1, the District shall
submit to the City an invoice for the ensuing year, including any revision to the Contract
Payment for the ensuing year.
4.2.1 Annual Percent Increase Based on Labor Costs. The cost of City Station
Personnel identified in Exhibit C shall be adjusted annually pursuant to the negotiated
labor collective bargaining agreement between the District and the local chapter of the
IAFF ("CBA"}, provided that, notwithstanding the actual terms of the CBA, the City
Station Personnel cost in Exhibit C shall increase from one labor agreement to the next
no more than the greater of (i) the median increase in the total cost of compensation
(i.e., combined cost of wages and benefits) of comparable fire agencies, (ii) the increase
in the Consumer Price Index as measured by the CPI-W Seattle -Tacoma -Bremerton
metropolitan area for the twelve (12) month period ending June 30, or (iii) the
percentage increase in compensation awarded by an interest arbitrator. The phrase
"comparable fire agencies" shall refer to a list of comparables agreed upon by the
Employer and Union through the collective bargaining process or the comparables
accepted by an interest arbitrator in an interest arbitration proceeding.
4.2.1.1 The parties recognize that the cost of the District's community paramedic
program is currently covered by grants. At the time the grants expire, the City may opt to
continue the community paramedic program in which case Exhibit C shall be revised to
add an equitable share of the cost of such community paramedics, taking into account
the other jurisdictions that are served by the community paramedics. If the City opts not
to continue with the program, the community paramedic program will not be continued
within the City limits after the grant term ends.
1 The Parties acknowledge that a number of actions described in the Agreement have been completed.
For clarity and conciseness, those provisions are removed and replaced with the words "Completed.
Deleted for clarity."
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8.1.a
4.2.2 Adjustment Date Not Met. If a new CBA between the District and IAFF Local
1828 has not been finalized by September 1 of the final year of the then -effective CBA,
the City Station Personnel costs and the Indirect Operating Costs for the ensuing year
shall be adjusted following execution of the new CBA and shall be retroactive to January
1 of the Adjustment Year. For example, as of the date of this Restated ILA, the last CBA
expired on December 31, 2014; thus, the Adjustment Year is 2015. In such instances,
the District shall send the City (directed to the City Clerk), no later than September 1 of
each year for which a CBA has not yet been executed for the ensuring year, a range
within which the Contract Payment for the ensuing year is likely to fall, which range shall
be informed by the current status of negotiations between the District and IAFF Local
182B. To enhance the District's ability to provide the City with a predictable range for the
Contract Payment, the District shall, to the extent practicable, commence negotiations
with IAFF Local 1828 no later than July 151 of any year in which a CBA is expiring, if a
new CBA has not been executed by November Vt of the year in which a CBA is expiring,
the District shall notify the City of the economic issues on which the parties have not
reached tentative agreement.
4.2.3 Documentation of Labor Costs. Upon executing a new CBA, the District shall
provide supporting documentation sufficient to allow the City to confirm that the labor
costs have not increased more than the limits set forth in Section 4.2.1, including
comparable agency compensation data used by the parties or the interest arbitrator to
establish new compensation levels.
4.3 -4.4 [sections relocated and renumbered for clarity]
4.5 Indirect Operating Cost Portion of Contract Payment. The District shall determine the
Indirect Operating Cost portion of the Contract Payment according to the following:
• Overhead shall be ten percent (10%) of the cost of the City Station Personnel cost;
■ Equipment maintenance and operation, medications, and supplies shall be ten
percent (10%) of the City Station Personnel cost;
■ Fire Marshal allocation of fifty percent (50%) of wage and benefit cost of the position,
and Fire Inspector at one hundred twenty-five percent (125%) of wage and benefit
cost of the position (See Exhibit A); and
• Apparatus replacement costs based upon the District Apparatus Replacement
Schedule —Rolling Stock designated as Exhibit D.
The total of the City Station Personnel cost and the Indirect Operating Costs; plus any
additional amounts due to annexations as provided in Section 4.6, less the "Esperance
Offset", shall constitute the Contract Payment for the ensuing year.
4,6 Annexation. The City's Urban Growth Area contains property within the boundaries of
the District. Should the City seek to annex portions of the District, the District will not
oppose the annexation. In the event the City annexes portions of the District other than
Esperance, the Contract Payment shall be increased by an amount calculated by
applying the then current District levy rate and emergency medical services levy rate to
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the assessed value of the annexed area, plus revenue from a Fire Benefit Charge, if
imposed, that the District would have received from the annexed area in the year in
which the Contract Payment is calculated. The increase in the Contract Payment shall
occur on the first month on which the District is no longer entitled to collect non -
delinquent tax revenue from the annexed area pursuant to RCW 35.13.270(2).
4.6.1 Esperance Annexation. If the City annexes all of the area commonly referred to
as "Esperance", the District will support the annexation. Whenever any portion of
Esperance is annexed, the Esperance Offset attributable to the annexed area shall no
longer be used to reduce the calculation of the Contract Payment at such time as the
District is no longer entitled to collect non -delinquent tax revenue from the annexed area
pursuant to RCW 35.13.270(2).
4.7 Significant Change in Cost of Providing Services. In the event that there is a material
and significant increase or decrease in the costs of providing services under this
Restated ILA because the District was required to comply with a legislative or regulatory
decision by an entity other than the City, then at the request of either party, the City and
District shall seek to renegotiate this Restated ILA and the Contract Payment to fully
compensate the District for actual costs incurred according to the methodology in Exhibit
C. An example of a significant increase in cost would be if the state required that fire
engines be staffed with four firefighters per engine instead of three. If the City and
District are unable to successfully renegotiate the Contract Payment in this context
through good faith negotiations, then the complete Dispute Resolution provision of this
Restated ILA shall apply. Failure of either party to participate in, or comply with, the
Dispute Resolution Procedures in Section 18.1 and/or 18.2 shall be deemed a Material
Breach. Nothing herein prevents either party from terminating the Restated ILA
pursuant to Section 11.2, whether before or after exercise of the Dispute Resolution
provisions of this Restated ILA.
4.8 EMS Transport Fees. The District shall charge fees for the basic life support and
advanced life support transports that it performs. As the EMS service provider for the
City, the District shall receive and pursue collection of all Transport Fees in accordance
with District policy for transports that originate within the City limits. The District shall
remit the amount so received to the City, less an administration fee not to exceed the
actual cost of collection on a quarterly basis. The District shall be responsible for, and
agrees to prepare and provide in a timely fashion, reasonable documentation and/or
reports to the City.
4.9 Creating Unfunded Mandates. The City shall not create any unfunded mandates for
increased service or reporting by the District without fully compensating the District for
actual costs incurred.
5. CITY EMPLOYEES
5.1-5.8 [Completed. Deleted for clarity].
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8.1.a
5.9 Former City Employees. The City shall indemnify, defend, and hold the District harmless
from any and all demands, claims, or actions by former City personnel, which arise out of, or
relate to, the time prior to the Commencement Date, provided, however, that the indemnification
shall not apply to any claims arising as a result of the District's actions under the Agreement or
the Restated ILA.
6. ROLLING STOCK (APPARATUS AND VEHICLES)
6.1 — 6.5 [Completed. Deleted for clarity].
6.6 District Apparatus Replacement Schedule. The District has provided current information
regarding existing and proposed Apparatus Replacement Schedule attached in Exhibit
D. The District, in its sole discretion, may elect to purchase new rolling stock or
otherwise assign District rolling stock for use within the City.
6.7 Public Safety Boat. Title to the City Public Safety Boat known as Marine 16 (the
"Vessel") has been transferred to the District. The District's use of Marine 16 for training
and emergencies as a county -wide asset is described in the First Amendment to
InterlocaI Agreement for Use of Rescue and Fire Boat. Exhibit H to the Agreement is
hereby deleted.
6.7.1 [Completed. Deleted for clarity]
6.7.2 The District assumes responsibility for maintenance and repairs to the Vessel.
However, upon the District's request, the City agrees to provide maintenance and repair
services for the Vessel in exchange for receipt from the District of the City's normal
hourly shop rates for labor,
6.7.3 The Apparatus Replacement Schedule (Exhibit D to the Agreement and the
Restated ILA) is amended to include the Outboard Motors of the Vessel for as long as
the Vessel is in operation. The amended Apparatus Replacement Schedule is attached
hereto. The Contract Payment shall reflect the addition of the Outboard Motors to this
schedule.
6.7.4 [Completed. Deleted for clarity]
6.7.5 Use of the vessel by the City of Edmonds Police Department shall continue as
agreed to before this Restated ILA. The City is solely responsible for maintaining and
Certifying its operators.
6.7.5.1 The City's use of the Vessel is at the City's risk. The City acknowledges
that the District is making no representations or warranties concerning the Vessel.
Further, if the City uses the Vessel without a District operator, the City agrees to be
solely responsible for all damage or loss to the Vessel and its apparatus while the
Vessel is within the City's control and/or possession.
6.7.5.2 The City agrees to release the District from any claims associated with
any training provided to it. The City further agrees to defend, indemnify and hold the
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District harmless from any and all claims for bodily injury or property damage arising out
of the City's use and operation of the Vessel.
6.7.5.3 The City specifically and expressly waives any immunity that may be
granted under the Washington State Industrial Insurance Act, Chapter 51 RCW as to
any claims by its employees arising from the use of the Vessel.
7. EQUIPMENT
7.1 — 7.4 [Completed. Deleted for clarity]
S. OVERSIGHT AND REPORTING
8.1 Agreement Administrators. The District Fire Chief and the City Mayor and/or their
designees, shall act as administrators of this Restated ILA for purposes of RCW
39.34.030. During the term of this Restated ILA, the District Fire Chief shall provide the
Mayor with quarterly written reports concerning the provision of services under this
Restated ILA. The format and topics of the reports shall be as set forth in Section 2.5.
The District Fire Chief shall present an annual report covering the previous calendar
year to the Edmonds City Council prior to March 1, and at such meeting the Chief shall
request, and the City Council shall schedule, the Joint Annual meeting provided for in
section 8.2.
8.1.1 The parties agree to meet on a quarterly basis to address the performance of the
Restated ILA. It is expected that these quarterly meetings will be attended by at least
one City Council member, the Mayor, the City Attorney, the Finance Director, the District
Fire Chief and at least one Commissioner from the District.
8.2 Joint Annual Meeting. In addition to the meeting(s) referred to in Section 8.1 above, the
Edmonds City Council and Board of Fire District #1 Commissioners shall have a joint
annual meeting after, but within 30 days, of the annual report at a properly noticed place
and time to discuss items of mutual interest related to this Restated ILA.
8.3 Representation on_Infergovernmental Boards. The District shall represent the City on
intergovernmental boards or on matters involving the provision of services under this
Restated ILA as reasonably requested by the Mayor. The City reserves the right to
represent itself in any matter in which the interests of the City and the District are not
aligned or whenever any matter relates to the appropriation of or expenditure of City
funds beyond the terms of this Restated ILA.
9. EXISTING AGREEMENTS
9.1 BEM, SNOCOM and SERS. The City currently has contractual relationships with other
entities or agencies including the Department of Emergency Management (DEM) (or
successor), Snohomish County Communications Center (SNOCOM) (or successor), and
Snohomish County Emergency Radio System Agency (SERS) (or successor). The City
shall maintain its representation and financial obligations with those entities or agencies
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8.1.a
and will act to represent itself and retain authority to negotiate on its behalf. At the
discretion of the City, the District may provide representation on behalf of the City on
various committees, boards, and/or commissions as requested, as appropriate, and/or
as agreed to by mutual agreement of the parties. The parties shall meet to address any
changes to the foregoing entities that result in a change to the City's representation or
financial obligations.
9.2 Mutual and Automatic Aid. The District shall assume any of the City's remaining
contractual responsibility and obligations for the provision of mutual and automatic aid.
9.3 Full Informations as Basis for Relationship. The City and District agree to coordinate their
individual relationships with other entities and agencies so that the services under this
Restated ILA will be provided in an efficient and cost effective manner. The City and
District agree to keep each other fully informed and advised as to any changes in their
respective relationships with those entities or agencies, whether or not those changes
impact the City and/or the District obligations shall be provided to the other party in
writing in a timely manner that allows a reasonable opportunity to discuss proposed
changes in relationships or obligations.
10, TERM OF AGREEMENT
10.1 20-Year Agreement. The Effective Date of this Restated ILA shall be February 1, 2017.
The Commencement Date of the Agreement was January 1, 2010, This Restated ILA
shall continue in effect until December 31, 2030, unless terminated earlier as provided in
section 11. After December 31, 2030: this Restated ILA shall automatically renew under
the same terms and conditions for successive, rolling five (5) year periods unless
terminated as provided in section 11.
10.2 Material Breach and Wind -Up Period. In the event of a Material Breach of this Restated
ILA, the City and District shall, unless the City and District mutually agree otherwise,
continue to perform their respective obligations under this Restated ILA for a minimum of
twelve (12) months after notice of the Material Breach (the "Wind -Up Period") provided,
however; that the Wind -Up Period shall be (i) ninety (90) days if the Material Breach
involves the City's failure to make the Contract Payment or (ii) 180 days if the City fails
to timely select a Remedial Measure following the District's issuance of a Threshold
Notice; provided further, that during the Wind -Up Period, the City and District shall
coordinate their efforts to prepare far the transition to other methods of providing fire and
EMS service to the City. The City shall be responsible for all Contract Payment
installments required herein until the conclusion of the Wind -Up Period.
11. TERMINATION AND RETURN OF ASSETS
11.1 (Completed. Deleted for clarity]
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8.1.a
11.2 Termination — Notice. In addition to terminating this Restated ILA for a Material Breach,
either party may terminate this Restated ILA at any time by providing the other party with
two (2) years written notice of its intent to terminate.
11.3 Termination Costs_ Except as otherwise provided herein, the costs associated with
terminating this Restated ILA shall be borne equally between the parties, or in the event
of a Material Breach, by the breaching party, provided that in the following
circumstances, the cost of termination shall be apportioned as provided below.
11.3.1 Termination Due to Change in Law or by Mutual Agreement. In the event
that this Restated ILA is terminated due to a change in law or by mutual agreement,
each party shall bear its own costs associated with the termination.
11.3.2 Regional Fire Protection Service Authority. In the event that the District,
along with one or more fire protection jurisdictions, elects to create a Regional Fire
Protection Service Authority Planning Committee (`RFA Planning Committee") as
provided in RCW 52.26.030, the District agrees to notify the City of its intent and subject
to mutual approval of the District and other participating jurisdictions, to afford the City
an opportunity to be a participant on the RFA Planning Committee. Declining the
opportunity to participate in the RFA Planning Committee shall not be construed as a
Material Breach on the part of the City. In the event that a Regional Fire Protection
Service Authority (RFA) or another legally recognized means of providing fire and
emergency medical services is created, inclusive of District, the District's powers and
duties under this Restated ILA shall be assigned to the RFA as the District's successor -
in -interest as provided by RCW 52.26.100,
11.3.2.1 If the District forms a RFA with any other agency, the parties shall
confer to determine whether any efficiencies have resulted from the creation of the RFA
that could warrant reconfiguring the service provided to the City.
11.4 [reserved]
11.5 [reserved]
11.6 Duty to Mitigate Costs. The City and District have an affirmative duty to mitigate their
respective costs of termination, irrespective of the party who elects to terminate this
Restated I LA and irrespective of the party who must bear the costs of termination.
11.7 Return of Assets to the City. Regardless of the reason for termination, the City and
District agree that like assets purchased by and transferred to the District as part of the
Agreement shall be purchased by the City as described below. This provision shall not
apply to the formation of an RFA in which both the City and the District are participants.
11.7.1 Purchase Back Rolling Stock. All rolling stock in use by the District at the City
Fire Stations at the time of termination shall be purchased back at a price that considers
the fair market value of the asset and any adjustments to fair market value that would be
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fair and equitable, including, for example, City contributions to apparatus replacement,
costs incurred by the District for acquisition, maintenance, and repair, depreciation, etc.
11.7.2 Purchase Back Equipment. All equipment in use by the District at the City Fire
Stations at the time of termination shall be purchased back at fair market value.
11.7.3 tCompleted. Deleted for clarity]
11.7.4 District Employees. The District shall indemnify, defend and hold the City
harmless from any and all demands, claims, or actions by District personnel, which
arises out of or relate to the time that such personnel were employees of the District,
PROVIDED HOWEVER, that the indemnification shall not apply to any claims arising as
a result of the City's actions during the term of the Agreement or the Restated ILA.
12, DECLINE TO MERGE
12.1 City Declines to Merge. In the event that the District enters into an agreement with any
other fire district or agency that is functionally equivalent to a merger, the City may opt to
terminate this Restated ILA without prejudice or penalty. To exercise this option the City
shall provide written notice to the District of its intent to end the Restated ILA. Such
notice shall be provided not more than ninety (90) days after receiving written notification
from the District in accordance with the provisions of Section 19.1 that the District
intends to merge with another entity.
12.11A Not a Material Breach. The City's decision to terminate under 12.1 does not
constitute a Material Breach of the Restated 1LA and none of the penalties associated
with a Material Breach shall apply to the City.
12.1.2 12-Month Notice. The City's notice shall provide an effective date of termination
which shall be no more than twelve (12) months after the City officially notifies the
District of its termination, unless otherwise agreed to by the parties, and the costs of
termination shall be split evenly between the parties.
12.1.3 City Exit from Agreement. If the City elects to terminate the Restated ILA
because of an impending merger between the District and one or more other jurisdiction,
the City's exit will be under the terms and conditions described in Section 11.7.
13. [deleted]
14. TOWN OF WOODWAY
14.1 Service to Woodway. The City may, in accordance with the terms herein, subcontract
with the Town of Woodway to have the District provide fire and emergency medical
services to the Town of Woodway. The City shall consult with the District in advance of
entering into any such subcontract, and the District shall have the opportunity for input
into any issues that may affect service and/or the cost of providing service. The City
shall provide advance written notice to the District of at least twelve (12) months prior to
any commencement of such service. The City's subcontracting of the District's service to
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Woodway shall not be considered an unfunded mandate, and no change in the Contract
Payment shall result from such a subcontract, provided that the City is not requesting
additional staff to serve Woodway. Any and all payments from such a subcontract with
Woodway shall be paid to the City of Edmonds only. The District agrees not to compete
with the City of Edmonds in such negotiations_
14.1.1 If the City is requesting additional staff to serve Woodway, the parties shall
renegotiate the Contract Payment retroactive to the date that the District begins
providing the additional staff. If the parties have not executed an amendment prior to the
commencement of service to Woodway, either party may invoice the Dispute Resolution
procedures in Section 18.1 and 18.2; provided, however, that any adjustment to the
Contract Payment arising out of the Dispute Resolution Procedures shall be retroactive
to the date that the District begins providing the additional staff to serve Woodway. In
this context, failure of either party to participate in, or comply with, the Dispute
Resolution Procedures in Section 18.1 and/or 18.2 shall be deemed a Material Breach.
14.1.2 The City of Edmonds right to subcontract with the Town of Woodway constitutes
the consideration for the City's agreement to incur the additional 9.13% in Exhibit C
initially attributable to Woodway under the Agreement.
14.1.3 At the City's request, the District agrees to work with Shoreline Fire Department
to adjust automatic aid responses into the Town of Woodway.
14.1.4 In the event that the Point Wells development is to become part of the service
area for the District, such event shall be deemed a "Negotiation Threshold", and the
negotiation provisions of 2.2.3 - 2.2.4 shall apply.
15. [Completed. Deleted for clarity]
16. CITY AND DISTRICT ARE INDEPENDENT MUNICIPAL GOVERNMENTS
16.1 Independent Governments. The City and District recognize and agree that the City and
District are independent governments. Except for the specific terms herein, nothing
herein shall be construed to limit the discretion of the governing bodies of each party.
Specifically and without limiting the foregoing, the District shall have the sole discretion
and the obligation to determine the exact method by which the services are provided
within the District and within the City unless otherwise stipulated within this Restated
I LA.
16.2 Resource Assignments. The District shall assign the resources available to it without
regarding to internal political boundaries, but rather based upon the operational
judgment of the District as exercised within the limitations and obligations of Sections 2.4
through 2.8.
16.3 Debts and Obligations. Neither the City nor District, except as expressly set forth herein
or as required by law, shall be liable for any debts or obligations of the other.
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17. INSURANCE
17.1 Maintenance of Insurance. For the duration of this Restated ILA, each Party shall
maintain insurance as follows: Each party shall maintain its own insurance policy
insuring damage to its own fire stations, real and personal property and equipment if
any, and "policy" shall be understood to include insurance pooling arrangements or
compacts such as the Washington Cities Insurance Authority (WCIA). The City shall
maintain an insurance policy insuring against liability for accidents occurring on City
owned property. Such insurance policy shall be in an amount not less than one million
dollars ($1,000,000.00) per occurrence with a deductible of not more than five -thousand
dollars ($5,000.00). The District shall maintain an insurance policy insuring against
liability arising out of work or operations performed by the District under this Restated
ILA in an amount not less than one million dollars ($1,000,000.00) per occurrence with a
deductible of not more than five -thousand dollars ($5,000.00). The phrases "work or
operations" and "maintenance and operations" shall include the services identified in
Section 1. Scope of Services, the services of the Fire Marshal and the District Fire
Chief, acting in the capacity of City Fire Chief and any obligation covered by Exhibit 6,
Section 9.
17.2 Claims of Former City Employees. The City has provided proof of coverage that it has
maintained insurance against claims by former City Personnel for incidents and
occurrences which may have occurred prior to the Commencement Date of the
Agreement, including but not limited to, injuries, employment claims, labor grievances,
and other work -related claims. Such insurance was at all times in an amount not less
than one million dollars ($1,000,000.00) per occurrence with a deductible of not more
than five -thousand dollars ($5,000.00). The City will hold harmless the District and its
insurance provider for any such claims lawsuits or accusations that occurred prior to the
Commencement Date.
17.3 Claims of Former District Employees. The District represents and warrants that it has
maintained insurance against claims by District employees for incidents and occurrences
which may have occurred during the time period prior to the Commencement Date of the
Agreement, including but not limited to injuries, employment claims, labor grievances,
and other work -related claims. Such insurance was at all times in an amount not less
than one million dollars ($1,000,000.00) per occurrence with a deductible of not more
than five -thousand dollars ($5,000.00).
17.4 Hold Harmless. To the extent each party's insurance coverage is not voided, each party
agrees to defend, indemnify and hold harmless the other party, its officers, officials,
employees and volunteers from any and all claims, costs, including reasonable
attorneys' and expert witness fees, losses and judgments arising out of the negligent
and intentional acts or omissions of such party's officers, officials, employees and
volunteers in connection with the performance of the Agreement or the Restated ILA.
The provisions of this section shall survive the expiration or termination of the
Agreement and the Restated ILA.
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17.5 Release from Claims. Except as specifically provided in this Restated ILA, and except in
the event of breach of this Restated ILA, the District and the City do hereby forever
release each other from any claims, demands, damages or causes of action arising prior
to the Commencement Date and related to damage to equipment or property owned by
the City ar District or assumed under the Agreement or the Restated ILA. It is the intent
of the City and District to cover this risk with the insurance noted above.
18. DISPUTE RESOLUTION
It is the intent of the City and District to resolve ail disputes between them without
litigation. In the event that any dispute between the City and District cannot be resolved
by good faith negotiations between the City and District, then the dispute resolution
provision of this Restated ILA shall apply. Excluded from these dispute resolution
provisions are issues related to the legislative authority of the Edmonds City Council to
make budget and appropriation decisions, decisions to contract, establish levels of
service or staffing under Section 2 of this Restated ILA and Chapter 35.103 RCW and
other policy matters that state law vests with the City Council. The above exclusions
from the dispute resolution process shall not abridge the right of the District to pursue an
increase in the Contract Payment as a result of any decision which, itself, is not subject
to the Dispute Resolution provisions of this Restated ILA. Nothing herein shall prevent
either party from providing notice of termination of the Restated ILA pursuant to Section
11,2 prior to completion of the dispute resolution processes described below; however,
such notice shall not affect any obligations to proceed with the Dispute Resolution
provisions.
18.1 Mediation. Upon a request by either party to mediate a dispute that is subject to the
Dispute Resolution provisions, the parties shall mutually agree upon a mediator. If the
City and District cannot agree upon a mediator within ten (10) business days after such
request, the City and District shall submit the matter to the Judicial Arbitration and
Mediation Service (JAMS) and request that a mediator be appointed. This requirement
to mediate the dispute may only be waived by mutual written agreement before a party
may proceed to litigation as provided within this Restated ILA. Except for unusual
reasons beyond the reasonable control of either party, mediation shall be completed
within ninety (90) days after the mediator is selected. Any expenses incidental to
mediation, including the mediator's fee, shall be borne equally by the City and District.
18.2 Binding Arbitration. If the City and District are unsuccessful in resolving any dispute
subject to the Dispute Resolution provisions through mediation, either party may
demand binding arbitration as provided herein, unless the nature of the dispute is not
subject to arbitration pursuant to other provisions of this Restated I LA.
18.2.1 The arbitration shall be conducted by JAMS in Seattle, Washington or other
mutually agreeable dispute resolution service. The dispute shall be governed by the
selected arbitration service's Streamlined Arbitration Rules and Procedures. The parties
shall agree on a JAMS arbitrator with twenty (20) days from the date the matter is
submitted to JAMS. In the event that the parties fail to agree on a JAMS arbitrator within
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such time, then JAMS shall be asked to submit the names of at least three arbitrators.
Each party shall have ten (10) days after receiving the list to strike one name from that
list. JAMS shall select the arbitrator from the names on the list that have not been struck
by either party. The parties may agree on another arbitrator in JAMS or another person
at any time. In the event that JAMS is unable or unwilling to provide an arbitrator and the
parties cannot otherwise agree, then either party may request the Snohomish County
Superior Court to designate an arbitrator.
18.2.2 At any arbitration involving the Contract Payment, the arbitrator shall, as nearly as
possible, apply the analysis used in this Restated ILA and supporting Exhibits to adjust
the Contract Payment. The arbitrator may deviate from such analysis and use principles
of fairness and equity, but should do so sparingly.
18.2.3 Unless the City and District mutually consent, the results of any binding arbitration
session shall not be deemed to be precedent for any subsequent mediations or
arbitrations.
18.2.4 The decision of the arbitrator shall be final and binding upon both parties, subject
only to the right of appeal as provided in RCW 7.04; provided, however, that in arriving
at such decision, neither of the parties nor the arbitrator shall have the authority to alter
this Restated ILA in whole or in part.
18.2.5 The arbitrator cannot order either party to take action contrary to law.
18.2.6 The substantially prevailing party, if any, in any binding arbitration action shall be
entitled to an award of its reasonable attorneys' fees and costs.
18.3 Litigation. For disputes that are not subject to binding arbitration, either party may file an
action in Superior Court. Jurisdiction and venue for such actions shall lie exclusively in
Superior Court for Snohomish County, Washington, Each party expressly waives the
right to a jury trial. The party substantially prevailing in any such action ❑r proceeding
shall be awarded its reasonable costs and attorneys' fees.
19. MISCELLANEOUS PROVISIONS
19.1 Noticing Procedures. All notices, demands, requests, consents and approvals which
may, or are required to be given by any party to any other party hereunder, shall be in
writing and shall be deemed to have been duly given if delivered personally, sent by
electronic mail (provided a read receipt is obtained by the sender), sent by nationally
recognized overnight delivery service, or if mailed or deposited in the United States mail,
sent by registered or certified mail, return receipt requested and postage prepaid to:
District Secretary: City Clerk:
Snohomish County Fire Protection District No. 1 City of Edmonds
12425 Meridian Avenue 121 5t" Avenue North
Everett, WA 98208 Edmonds, WA 98020
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Or, to such other address as the foregoing City and District hereto may from time -to -time
designate in writing and deliver in a like manner. All notices shall be deemed complete
upon actual receipt or refusal to accept delivery. Facsimile transmission of any signed
original document and retransmission of any signed facsimile transmission shall be the
same as delivery of an original document.
19.2 Other Cooperative Agreements. Nothing in the Restated ILA shall preclude the City and
the District form entering into contracts for service in support of this Restated ILA.
19.3 Public Duty Doctrine. This Restated ILA shall not be construed to provide any benefits
to any third parties. Specifically, and without limiting the foregoing, this Restated ILA
shall not create or be construed as creating an exception to the Public Duty Doctrine.
The City and District shall cooperate in good faith and execute such documents as
necessary to effectuate the purposes and intent of this Restated ILA.
19.4 Entire Agreement. The entire agreement between the City and District hereto is
contained in this Restated ILA and exhibits thereto. This Restated ILA supersedes all of
their previous understandings and agreements, written and oral, with respect to this
transaction. This Restated ILA supersedes the Agreement except where provisions
have expressly been omitted for clarity and conciseness. Only those exhibits referenced
in this Restated ILA shall continue to be effective.
19.5. Amendment. This Restated ILA may be amended only by written instrument approved
by the governing bodies of the City and District subsequent to the date hereof.
Notwithstanding the foregoing, the parties agree that the formulas for NUUF, UUF, and
TBF may be changed administratively by mutual agreement of the parties if executed by
the Mayor and Council President (for the City) and the District Fire Chief (for the District)
in the event that a significant change occurs which would affect such formulas (e.g. RFA
is formed, changes in dispatch technology); provided however, that any changes to the
formulas shall be consistent with the underlying intent.
Dated this jjday of IPR-
017
SNOHOMISH COUNTY FIRE ECTION DISTRICT NO. 1
BY:
By:
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By:
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Approv j to form:
By:
_ (fi�7
❑isIhC om
CITY DP EDMONDS
By: Attest:
Approved as to form:
By:
City Attomey
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►ARMi
Approved as to farm:
By:
District Attorney
CITY O INION1
By: Attest: -
Approved as to form:
By:
City Attorney
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EXHIBIT A
1W:1 VITIl:T-"1:►1WAN 9]4Ia411►14;1=19311t97.7
1 In consultation with the City, the District Fire Chief shall designate an individual to serve as
City Fire Marshal, and ensure the assignment of necessary personnel to support the needs
and functions of the Fire Marshal as specified in the International Fire Code, City ordinances,
and other fire service -related national, state, and local standards adopted and/or followed by
the City-
2- As employees of the District, the City Fire Marshal and Fire Inspector shall perform all of
the customary roles and duties associated with their positions: fire prevention; fire
investigation; code development, application, interpretation, and enforcement, permit
processes; plans review; records retention, response to public records requests and other
legal summons; fire and life safety public education; and other duties as assigned in the City
and throughout the jurisdictional areas served by the District.
3. The City agrees to pay fifty percent (50%) of the annual personnel cost (wages and benefits)
of {providing one (1) Fire Marshal, and one hundred twenty-five percent (125%) of the annual
personnel cost (wages and benefits) of providing one (1) Fire Inspector.
4. The City Engine Company Inspection Program shall be maintained in its current form unless
modified by mutual agreement of the parties.
5. The City agrees to provide office space, office furnishings, computers, fax, copier,
printer, telephone landlines, and postal support for the use of the Fire Marshal and Fire
Inspector in Edmonds City Hall,
6. All fees collected for Fire Permits/Special use, Fire Plan Checks, and Construction
Inspections shall be retained by the City.
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I WA MIM:1
USE OF FIRE STATIONS
For as long as the Restated ILA remains in effect, the City hereby grants to the District exclusive
use and possession of premises for use as fire stations on the terms and conditions described
below.
Three Fire Stations. The City shall provide use of the three fire stations located at 8429 -
196'h Street Southwest, 275 - 6'h Avenue North, and 23009 - 881h Avenue West in the
City of Edmonds, Washington, PROVIDED THAT the City reserves the right to substitute
these stations with new stations as further described in the Restated ILA.
2. Compliance with Applicable Codes. The fire stations provided by the City shall be
compliant with all applicable codes, including without limitation, the applicable provisions
of the Edmonds City Code and applicable Washington State Standards and regulations
(currently WAC 296-305-06501 et seq.).
3. No Use Charge. No use charge shall be assessed to the District. The parties agree that
the rights and contractual obligations contained within the Restated ILA constitute
adequate consideration for District use and possession of the premises.
4. Utilities and Services. The City shall ensure the supply of all utilities necessary for the
use of the premises, to include: water, sewer, garbage, heating, air conditioning,
electrical power, telephone and information tech noIogylsystem data lines.
4.1
Cost for Utilities. The District shall be responsible for the cost of all utilities used
on the premises, except for those utilities supplied by the City. if a separate meter is
unavailable for any utility that the District is responsible to pay, then the cost shall be
equitably apportioned to the District in a manner agreeable to both parties.
5. Conditions and Repairs. The City agrees to keep the premises and the buildings in good
condition and repair as reasonably requested by the District for use as fire stations
during the term of this Restated ILA at its own expense. The City shall at all times keep
the buildings suitably equipped as fully functioning and operational fire stations.
6. Improvements, Upon District request, the City shall install such reasonable
improvements as are normal and customary in connection with District use of premises
set forth herein. The City shall pay for such improvements.
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7. Removal of Personal Property Upon Termination of Agreement. Upon termination of this
Restated ILA, the District shall remove all non -fixed equipment and personal property
placed upon the premises by the District during the period of this Restated ILA unless
those items are subject to repurchase by the City as provided in the Restated ILA. Any
personal property not removed from the fire stations within 60 days after termination of
this Restated ILA shall become the property of the City.
8. Maintenance of Premises.
8.1 Maintenance of the buildings, the premises and all improvements thereon is the
sole responsibility of the City. Such responsibility includes without limitation, repair of
walls, floors, ceiling, interior doors, interior and exterior windows and fixtures, sidewalks,
landscaping, driveways, parking areas, walkways, building exterior and signs.
8.2 City shall maintain in good condition the structural parts of the fire stations and
exterior buildings and structures which shall include emergency lighting, fences,
enclosures, curbs, gutters and sidewalks, foundations, bearing and exterior wails,
subflooring and roof, roof -mounted structures, unexposed electrical, plumbing and
sewerage systems, including those portions of the systems lying outside the premises,
exterior doors, apparatus bay doors, window frames, gutters, downspouts on the
building and the heating, ventilating and air conditioning system servicing the premises.
8.3 All janitorial services for routine cleaning of the buildings shall be the
responsibility of the District.
8.4 All grounds maintenance of the premises, to include fencing, enclosures, gates,
landscape, stairs, rails, curbs, gutters, sidewalks, drains, and water retention structures
shall be the responsibility of the City.
9. Insurance and Financial Security.
9.1 The parties agree that the City shall not be responsible to the District for any
property loss or damage done to the District's personal property occasioned by reason
of any fire, storm or other casualty whatsoever beyond the control of the City. The
District shall insure its personal property located on the premises.
9.2 The District shall not be responsible to the City for any loss or damage to the
buildings or premises that is not caused by the sole negligence of the District. The City
shall insure the premises and buildings against such loss or damage. The District shall
repair any damage to the buildings caused by its sole negligence
9.3 In the event of a casualty loss that renders the premises reasonably unsuitable
for the use set forth herein, the City shall provide the District with another suitable
location(s) for the District until such time as the premises have been repaired. The cost
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of repairs, and the costs of relocation between the premises and the substitute
locations), shall be borne by the City.
10. Indemnification for Environmental Claims: Each party shall indemnify and hold the other
party harmless from any and all claims, demands, judgments,
orders, or damages resulting from the release of hazardous substances on the premises
caused in whole or in part by the activity of the indemnifying party, its agents,
employees, licensees or invitees. The term "hazardous substances" shall mean any
substance heretofore of hereafter designated as hazardous under the Resource
Conservation and RecoveryAct, 42 U.S.C.Sec. 6901 et sea.; the Federal Water
Pollution Ccntroi Act, 33 U.S.C. Sec. 1257 et seg.; the Clean Air Act, 42 U.S.C. Sec.
2001 et_ _ seg.; the Comprehensive Environmentai Response Compensation and Liability
Act of 1980, 42 U.S.C. Sec. 9501 et. Seq.; or the Hazardous Waste Cleanup -Model
Toxic Control Act, RCW 70.105D all as amended and subject to all regulations
promulgated thereunder.
11. Indemnification and Hold Harmless: Each party agrees to protect,
save, defend, hold harmless and indemnify the other party, its officers,
employees and agents from any and all demands, claims, judgments, or
liability for loss or damage arising as a result of accidents, injuries, or other
occurrences on the premises, occasioned by either the negligent or willful
conduct of the indemnifying party, regardless of who the injured party may be.
12. Termination of Agreement. Upon termination of this Restated ILA or any extension
thereof, whether by expiration of the stated term or sooner termination thereon as
provided in the Restated ILA, the District shall surrender to City the premises peaceably
and quietly.
13, Default and Remedies.
13.1 Failure of the City to perform repairs or maintenance
to the buildings or premises as described in 8 above within a reasonable
period after notice by the District shall constitute a Material Breach under the terms of
this Restated ILA. For purposes of this Restated ILA, a reasonable period shall be
construed to mean five (5) business days, for repairs and maintenance that could
feasibly be performed in such time.
13.2 Notwithstanding anything to the contrary, if the nature of the repair constitutes an
operational, safety, and/or security emergency which materially affects District use of the
premises or building for their intended purpose, the City shall perform the repair as soon
as possible regardless of the day or hour and no later than forty-eight (48) hours after
receiving notification from the District.
13.3 If the City fails to timely perform the repair or maintenance under the conditions
described above after notification, the District may have such repair or maintenance
performed at City expense. The cost of the repair or maintenance shall be forwarded to
the City, which shall pay the cost within thirty (30) days after notice. Notwithstanding
anything to the contrary, the City shall not be in breach of any repair or maintenance
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obligation herein if the repair cannot be completed within the time set forth herein so
long as the City is diligently pursuing completion of the repairs.
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EXHIBIT C
CONTRACT PAYMENT
8.1.a
Station Costing Model
Station Personnel (FTEs)
FTE Battalion Chiefs
FTE Captains
FTE Firefighter/Paramedics
FTE Firefighters
Firefighter/Paramedics-12 Hour
Firefighters-12 Hour
2017
5ta 16, 17, 20 All Cross Staffed\ALS
Average Wage &
Benefits per
FTE Position
2.424 1 186,248
13.746
161,593
18.000
147,936
9,492
133,343
147,936
133,343
Total Positions 41.239
FTE Factor 4.582
Station Staffing 9,600
a
ADD: Administrative Overhead 10%
Maintenance & Operations 10%
Apparatus Replacement 2017
TOTAL SUPPRESSION/EMS CONTRACT COST
2017 Esperance AV 565,469,115 Esperance Est. Property Tax Revenue
ADD:
Additional Staff Paid Separately by the Contracting Agency
Fire Chief
Assistant Chief
Deputy Chief
Department Manager
Executive Assistant
Manager
Professional/5pecialist
Admin Assistant
Technicians
Fire Marshal
Deputy Fire Marshal jinspector]
Count
Total Labor Costs I
per Position
451,465
2,221,260
2,662,854
1,265,692
270
127
127
062
23
(1,11 ?,ISO)
7,114,436
254,227
213,009
199,030
0.500 203,408 101704
1.250 169,958 212:448
TOTAL ADDITIONAL COSTS
TOTAL FIRE/EMS SERVICES COST
Cost of living increases based on CPI-W, not Comps
1 314,152 1
..7
r
Q
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EXHIBIT D
APPARATUS REPLACEMENT
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EXHIBIT E
Definitions Subject to Administrative Amendments Pursuant to Article 19.5
1. NEIGHBORING UNIT UTILIZATION FACTOR. Neighboring Unit Utilization Factor or NUUF
is the method used by the parties to determine how much time Units associated with one
jurisdiction are Assigned to calls in another jurisdiction. Because the District provides service
across a number of different cities and unincorporated areas, and because those various
jurisdictions make payments to the District for those services, Neighboring Unit Utilization Factor
is relevant even where a District Unit is dispatched to a call that is still within an area served by
the District but outside of the normal area served by that Unit.
NUUF is determined by converting the following fraction to a decimal rounded to the
nearest thousandths:
l►Loll] M
total seconds that non -Edmonds Units are Assigned to calls in Edmonds over the
previous calendar year
total seconds that Edmonds Units are Assigned to calls outside of Edmonds over
the previous calendar year
Formula_ Explanation: In this fraction, the numerator shall equal the total number of seconds
that non -Edmonds Units are assigned to calls in Edmonds (not including Esperance, unless
Esperance is annexed) over the previous calendar year. The denominator shall equal the total
number of seconds that Edmonds Units are assigned to calls outside of Edmonds (Esperance
shall be considered "outside of Edmonds" for the purpose of this calculation unless Esperance
is annexed) over the previous calendar year.
Calculation: Neighboring Unit Utilization Factor shall be calculated separately for the City of
Lynnwood (stations 14 and 15 combined) and any non. -Edmonds unit within the District, e.g.,
Station 19, for as long as Lynnwood and the District are not part of the same Regional Fire
Authority.
Determination of Whether NUUF is in Balance: Unlike the Unit Utilization Factor, the NUUF
need only be calculated on an annual basis after the completion of each calendar year. NUUF
shall be considered balanced if the NUUF falls somewhere between 0.900 and 1.1 00. For
example; if Lynnwood's Units are assigned to calls in Edmonds that total 1,000,000 seconds
during a calendar year, and Edmonds Units are assigned to calls in Lynnwood that total
1,095,000 seconds during a calendar year, the NUUF for that year would equal 0.913 and would
be considered in balance. If, on the other hand, the numerator were to remain the same; but the
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Edmonds Units are assigned to calls in Lynnwood that total 880,000 seconds, the NUUF for that
year would equal 1.136 and would be considered out of balance.
Special Calculation for 2017: Since this Restated ILA takes effect after January 1, 2017, the
2017 NUUF shall be calculated proportionally for that portion of 2017 following the Effective
Date.
2. TRANSPORT BALANCE FACTOR. Transport Balance Factor (TBF) is the method used by
the parties to determine how frequently Units associated with one jurisdiction transport patients
resulting from calls in another jurisdiction. Because the District provides service across a
number of different cities and unincorporated areas, and because Edmonds is entitled to receive
transport fee revenue for all District transports resulting from calls in Edmonds regardless of
whether the transport is performed by an Edmonds Unit or a non -Edmonds Unit, Transport
Balance Factor is relevant to whether transport fees are being distributed in an equitable
manner. TBF is determined by converting the following fraction to a decimal rounded to the
nearest thousandths:
TBF =
number of transports that non -Edmonds Units provide from calls in Edmonds
over 6 months
number of transports that Edmonds Units provide from calls outside of Edmonds
over 6 months
Formula Explanation: In this fraction, the numerator shall equal the total number of
transports that non -Edmonds Units provide from calls in Edmonds (not including
Esperance, unless Esperance is annexed) over the previous six-month period. When an
Edmonds Unit and a non -Edmonds Unit both respond to a call in Edmonds and the non -
Edmonds Unit transports the patient, that call may not be counted in the numerator,
even if the Edmonds Unit responded with a non -transport vehicle. The denominator shall
equal the total number of transports that Edmonds Units provide from calls outside of
Edmonds (Esperance shall be considered "outside of Edmonds' for the purpose of this
calculation unless Esperance is annexed) over the previous six-month period.
Determination of Whether TBF is in Balance: TBF shall be considered "balanced" if the
TBF €ails somewhere between 0.900 and 1.100. While TBF is intended to be analyzed
by looking back over the previous six months, during 2017, a special quarterly TBF shall
be calculated that looks at TBF on a quarterly basis and adjusts the calculation method
accordingly. The quarterly analysis shall be performed beginning with the second quarter
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of 2017. The quarterly TBF is intended to give the District the ability to analyze the effect
of minor dispatch adjustments before TBF could result in a Threshold Notice being
issued.
3. UNIT UTILIZATION FACTOR
UUF =
Unit Utilization Factor or UUF is the method used by the parties to determine how busy a
particular Unit is. Unit Utilization Factor is determined by converting the following fraction
to a decimal rounded to the nearest thousandths:
number of seconds a Unit is Assigned to all calls over the previous twelve-month
period
31,536,000
Formula Explanation: In this fraction, the numerator shall equal the total number of
seconds a Unit is Assigned to all calls over the previous twelve-month period. The
denominator shall always be 31,536,000 (the number of seconds in a twelve-month
period). Because this contract initially contemplates exactly one Unit at each station, with
each station having multiple apparatus types, the total number of seconds a Unit is
Assigned to all calls shall be the total for all apparatus types used by that Unit. The
activity of the Battalion Chief and Medical Services Officer shall not be counted in the
numerator for any unit. For example, if, over the previous twelve-month period, Engine
20 was Assigned to calls totaling 72,089 seconds, and Ladder 20 was Assigned to calls
totaling 229,320 seconds, and Medic 20 was Assigned to calls totaling 4,008,640
seconds, then the calculation for UUF would be made as follows:
4,310,049
UUF = = 0.1366 (rounded to 0.137)
31,536,000
Frequency of Calculation: Unit Utilization Factor shall be calculated as soon as possible
after the end of each quarter, looking back over the previous twelve-month period.
While UUF is intended to be analyzed by looking back over the previous twelve months,
during the each of the last three quarters of 2017, a special UUF shall be calculated that
looks at UUF on a quarterly basis and adjusts the calculation method accordingly. The
quarterly analysis during 2017 is intended to keep data from the service delivery model
prior to the Effective Date from contaminating the data applicable to the Restated ILA.
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SOUTH COUNTY FIRE
12425 Meridian Ave S, Everett WA 98208
tel (425) 551-1200 • fax (425) 551-1249
www.southsnofire.org
June 2, 2021
City of Edmonds
Attention: Mayor Mike Nelson
Edmonds City Hall
121 5th Avenue North
Edmonds, WA 98020
RE: Threshold Notice Pursuant to Revised and Restated Interlocal Agreement
for Fire and Emergency Medical Services
Dear Mayor Nelson:
I have been asked by the Governing Board of South County Fire to reach out to you in
connection with the above referenced Interlocal Agreement (the "ILA") which was
originally entered into between the City and Snohomish County Fire District No. 1.
The ILA was subsequently assigned from Fire District No. 1 to South County Fire on
October 1, 2017, upon formation of the regional fire protection service authority.
The ILA identifies two factors that are intended to remain in balance, i.e., within a
10% variance. These two factors are designated as the Neighboring Unit Utilization
Factor (NUUF) and the Transport Balance Factor (TBF).
As explained in Exhibit E to the ILA, the NUUF is used to determine how much time
Units associated with one jurisdiction (e.g., South County Fire) are assigned to calls in
another jurisdiction (e.g., the City). The TBF is used to determine how frequently a
Unit associated with one jurisdiction transports patients resulting from calls in
another jurisdiction. Exhibit E to the ILA contains formulas for calculating the NUUF
and TBF. Both factors are considered balanced if the calculation falls between .900
and 1.100.
Pages 22 and 25 of South County Fire's 2020 Annual Report that we presented to you
and City Council on February 23, 2021 showed that the NUUF and TBF are both out of
balance. Our most recent figures indicate that the NUUF is 157% for Units from
Mountlake Terrace and 252% for Units from Lynnwood, and the TBF is 1.135.
Whenever either of these factors is unbalanced, South County Fire is required to issue
a "Threshold Notice" to the City to start the process of evaluating potential Remedial
Measures to bring these factors back into balance. Please consider this letter the
"Threshold Notice" contemplated by Section 2.2.2 of the ILA. This same Section of the
SERVING SOUTH SNOHOMISH COUNTY • BRIER • EDMONDS • LYNNWOOD • MOUNTLAKE TERRACE
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RE: Threshold Notice Pursuant to Revised and Restated Interlocal Agreement
for Fire and Emergency Medical Services
ILA contemplates that South County Fire and the City will meet within thirty (30)
days of issuing this Threshold Notice to determine the following:
a. Methodologies intended to re -balance the NUUF and TBF. Remedial Measures
may include, but shall not be limited to, changes to the staffing mix and/or
levels, adding one or more Units, changing fire response plans within the
computer -aided dispatching (CAD) model, and/or implementing other service
changes; and
b. Adjusting the Contract Payment to account for South County Fire's increased
cost in employing the selected Remedial Measures.
Our staff has been evaluating potential Remedial Measures, and we intend to forward
recommendations to you in advance of our meeting. I would also like to proceed with
scheduling a meeting with you to discuss our suggestions on potential Remedial
Measures and associated cost impacts. Since the ILA provides for this meeting to be
held within thirty (30) days of this notice, we should schedule this meeting no later
than July 2, 2021. Please let me know your availability.
After this meeting occurs, the ILA provides the City with a ninety (90) day period to
select Remedial Measures. We will, of course, remain available during that time, as
needed, to assist the City in its decision -making process.
We look forward to working with you to bring the NUUF and TBF into balance. In the
meantime, if you have any questions, please do not hesitate to contact me.
Sincerely,
Thad Hovis
Fire Chief
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SOUTH COUNTY FIRE
12425 Meridian Ave 5., Everett WA 98208
tel (425) 551-1200 • fax (425) 551-1249
www.southsnofire.org
June 16, 2021
City of Edmonds
Attention: Mayor Mike Nelson
Edmonds City Hall
1215th Avenue North
Edmonds, WA 9820
SUBJECT: Proposed Remedial Measures Pursuant to Section 2.2.3 of the Revised and
Restated Interlocal Agreement for Fire and Emergency Medical Services (ILA)
Dear Mayor Nelson:
This letter is written in follow up to the Threshold Notice provided to the City of Edmonds
(the "City") on June 2, 2021. Section 2.2.3 of the ILA indicates that SCF will identify
various Remedial Measures which are likely to expeditiously achieve a balancing of the
Neighboring Unit Utilization Factor (NUUF) and Transport Balance Factor (TBF). We have
a meeting scheduled on June 30, 2021 to discuss potential remedial measures.
This letter is written to satisfy South County Fire's obligations under Section 2.2.3 of the
ILA and to make our meeting on June 30 more productive. We hope the information
herein will be useful to you as your team prepares for this meeting.
In order to evaluate which Remedial Measures should be employed, we used 2019 (pre -
pandemic) response data and evaluated the following:
• All responses within the City
• Responses of City units outside the City
• Non -City units responding within the City
• Day vs. night responses
• Non -City units transporting in the City
• City units transporting outside the City
We are happy to provide the full accounting of this information in advance of our meeting
if you would like to review the raw data.
We believe that the Remedial Measures most likely to expeditiously achieve a balancing
of the NUUF and TBF consist of the following:
SERVING SOUTH SNOHOMISH COUNTY • BRIER • EDMONDS • LYNNWOOD • MOUNTLAKE TERRACE
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8.1.c
SUBJECT: Proposed Remedial Measures Pursuant to Section 2.2.3 of the Revised and
Restated Interlocal Agreement for Fire and Emergency Medical Services (ILA)
1. Add a 24-hour transport unit. The exact station of operation would be at the
discretion of the Fire Chief, as would be his/her determination as to the best use
of resources for response and to fulfill terms of the ILA. This additional unit will
add depth to the City's service area coverage and will put less reliance on stations
from outside the City. Station 19 (Mountlake Terrace) and Stations 14 & 15
(Lynnwood) are stations that cover responses into the City's service area. This will
positively affect the Mountlake Terrace and Lynnwood NUUF and the TBF.
2. Increase daytime (0800-2000 hours) response capability by adding a 12-hour
peak activity unit (PAU) within the City. We evaluated the data and considered
other factors:
• Support stations (second, third, and fourth due)
• Proximity to Puget Sound
• Lack of Fire/EMS support from the West (Puget Sound) and South
(Woodway)
• Effective force/weight of response
We recommend that the PAU be assigned at one of the City fire stations. The PAU may be
located at an alternate site at the discretion of the Fire Chief and his/her determination as
to the best use of resources for response and to fulfill the terms of the ILA. This PAU will
help address the lack of Fire/EMS support from both the West and South. It would also
allow the current City fire stations to have better reliability, be less reliant on the support
from the stations located in Lynnwood and Mountlake Terrace, and help bring both the
NUUF and TBF into balance.
The cost associated with these changes would be as follows:
The current cost of the ILA in the budget, which includes an estimated COLA for labor in
2021 (which still needs to be negotiated) is $9,014,750. The cost of adding the 24-hour
transport unit, which would take staffing from nine (9) to eleven (11) FTEs is $1,501,212.
The cost of adding the 12-hour PAU would be an additional $750,606. These cost
calculations are based on the current staffing cost formula in the ILA, which uses station
staffing as the basis with M&O and administrative overhead added. See the table below
for a breakdown of cost:
2021
Current 9 FTEs 11 FTEs 12 FTEs
ILA Cost $ 9,014,750 $ 10,515,962 $ 11,266,568
City cost increase $ 1,501,212 $ 2,251,818
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SUBJECT: Proposed Remedial Measures Pursuant to Section 2.2.3 of the Revised and
Restated Interlocal Agreement for Fire and Emergency Medical Services (ILA)
Edmonds Current
MART %[ 1G
Proposed Remedial Measures
If you have any questions about these proposed Remedial Measures in advance of our
meeting, please feel free to contact me.
We look forward to meeting with you on June 30, 2021.
Sincerely,
r
Thad Hovis
Fire Chief
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8.1.d
/nc. ISCP
CITY OF EDMONDS
CITY HALL - THIRD FLOOR
121 5TH AVENUE NORTH - EDMONDS, WA 98020 - (425) 771-0247 - fax (425) 771-0252
www.edmondswa.gov
OFFICE OF THE MAYOR
September 14, 2021
Chief Thad Hovis
South County Fire
12425 Meridian Avenue South
Everett, WA 98208
By email to: thovis@southsnofire.org
MIKE NELSON
MAYOR
RE: Request for Extension of Negotiation Deadline Under Interlocal Agreement
Dear Chief Hovis:
As you know, we have been meeting regularly with representatives of the South County Fire
RFA ever since the City received the RFA's June 2, 2021 Threshold Notice pursuant to the terms
of our ILA. The ILA contemplated that 120 days would be a sufficiently long period for the City
to designate Remedial Measures. Under the ILA, if the City fails to designate one or more
Remedial Measures by the 120-day Negotiation Deadline, such failure would be deemed a
Material Breach.
As mayor, I do not have the unilateral authority to execute an amendment to the ILA
incorporating the City's designated Remedial Measures. So, I will need to work with the city
council to gain their approval. But I can commit to you that I will be proposing to the city
council that the City agree to amend the ILA to add Remedial Measures that include either an
additional 24-hour two person unit, or two additional peak activity units. While I cannot
guarantee city council approval of these Remedial Measures, I hope that my past opposition to
decreasing service levels persuades you that I will lobby for these Remedial Measures in
earnest.
Having said that, I would like to have additional time to work with the city council before
formally designating the City's Remedial Measures and without triggering a Material Breach
under the ILA. Therefore, I'm requesting that the RFA grant the City a 30-day extension of the
Negotiation Deadline in the ILA. This extra time would hopefully allow me to convince the city
council that Remedial Measures along the lines of what I have outlined above are the best next
step for the City's relationship with the RFA.
Incorporated August 11, 1890
Sister City - Hekinan, Japan
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8.1.d
Please let me know as soon as possible whether the RFA agrees to this extension request. In the
absence of such an extension, the City would still make its designation of Remedial Measures in
a timely manner, but my ability to deliver an amended ILA could be compromised by not giving
the city council adequate time to digest these proposed changes.
Kind regards,
�,/ikeNelson
Mayor
Cc: Jeff Taraday
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8.1.e
SOUTH COUNTY FIRE
12425 Meridian Ave S., Everett WA 98208
tel (425) 551-1200 • fox (425) 551-1249
www.southsnofire.org
September 17, 2021
Edmonds City Hall
Attn: Mayor Mike Nelson
121 5th Avenue North
Edmonds, WA 98020
RE: 30-Day Extension
Mayor Nelson:
We received your September 14, 2021 letter in which you requested that South County Fire grant the
City a 30-day extension in which to identify a Remedial Measure as contemplated by Section 2.2.3 of the
Revised and Restated Interlocal Agreement for Fire and Emergency Medical Services (the "ILA"). The
current deadline to identify a Remedial Measure is September 30, 2021. Accordingly, a 30-day
extension would result in a revised deadline of October 30, 2021. Since that day falls on a Saturday, the
actual deadline would be November 1, 2021.
As I indicated during our meeting on September 9, 2021 the authority to grant an extension under the
ILA rests with the Governing Board. I have now had an opportunity to discuss your request with the
Governing Board. The Board appreciates your efforts to date in discussing the information we have
provided and working through the issues with our team. The Board also understands the realities of the
situation, i.e., that you need the support of the City Council in order to execute an amendment to the
ILA to incorporate a Remedial Measure.
The Governing Board has authorized me to communicate that South County Fire will agree to a 30-day
extension. In consideration of granting the City's request, the Governing Board requests that the City
Council allow me and Chief Eastman the opportunity to briefly address the City Council. The purpose of
this would be to make a short presentation on the issues that led to South County Fire's issuance of the
Threshold Notice and the Remedial Measures that we have proposed. We would, of course, be willing
to take questions from Council members at the conclusion of our presentation.
We trust that this request will be looked upon favorably, and we look forward to hearing from you as to
when we might be able to address the City Council.
Thank you for your consideration.
Sincerely,
SOUTH COUNTY FIRE
Thad Hovis, Fire Chief
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8.1.f
INTERLOCAL AGREEMENT FOR
FIRE AND EMERGENCY MEDICAL SERVICES
THIS INTERLOCAL AGREEMENT by and between SNOHOMISH COUNTY
FIRE PROTECTION DISTRICT NO. 1, a Washington municipal corporation (the
"District") and the CITY OF EDMONDS, a Washington city (the "City") is for the
provision of fire and emergency medical services (EMS).
WHEREAS, a consolidated Fire and EMS service, by a single vendor or through
a Regional Fire Protection Service Authority (RFA), has recently gained support of most
elected officials in Southwest Snohomish County;
WHEREAS, the City and District agree that a long-term agreement between the
City and the District for fire and emergency medical services is beneficial to the City and
District and their stakeholders; and
WHEREAS, the City and District have a long-term relationship for providing
Mutual and Automatic Aid toward the delivery of fire and emergency medical service;
and
WHEREAS, the City desires to contract with the District to provide fire and
emergency medical services to the City and the District desires to so provide these
services; and
WHEREAS, the District and the City are authorized, pursuant to Chapter 39.34 of
the Revised Code of Washington, to enter into Interlocal Agreements which allow the
District and the City to cooperate with each other to provide high quality services to the
public in the most efficient manner possible.
NOW, THEREFORE, in consideration of the mutual promises and covenants
contained herein, the City and District hereto agree as follows:
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1. SCOPE OF SERVICES
1.1 Services Provided. The District shall provide all services necessary for fire
suppression, emergency medical service, hazardous materials response,
technical rescue, and disaster response to a service area covering the corporate
limits of the City of Edmonds as are provided by the City of Edmonds. In addition,
the District shall provide support services including, but not limited to, fire
marshal, fire prevention and life safety, public education, public information, and
fleet maintenance, payroll and finances, human resources, and legal and risk
management pertaining to the operations and delivery of fire department
services.
1.2 Training, Education, and Career Development. The District will provide training
and education to all firefighter and emergency medical service personnel in
accordance with State, County and local requirements. Furthermore, the District
will offer professional development and educational and training opportunities for
unrepresented and civilian employees.
1.3 _City Fire Chief. The District's Fire Chief shall be designated the City Fire Chief for
purposes of statutory provisions, regulations and the Edmonds City Code.
1.4 District Fire Chief Desi Hates Fire Marshal. The District Fire Chief shall designate
an individual to serve as City Fire Marshal, and shall assign necessary personnel
to support the functions and needs of the Fire Marshal as mutually agreed to and
partially funded by the City (See Exhibit A),
2. STANDARDS FOR SERVICES/STAFFING
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2.1 Battalion Chief. The City Battalion Chief unit shall be staffed with a minimum of
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one (1) Battalion Chief twenty-four (24) hours per day, seven (7) days per week.
The District agrees to provide Incident Command response for all emergency
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incidents twenty-four (24) hours per day, seven (7) days per week.
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2.2 Fire Station Staffing. Fire Station 16 shall be staffed twenty-four (24) hours per
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day, seven (7) days per week with a minimum of one (1) fire captain and two (2)
firefighter/emergency medical technicians or firefighter/paramedics. Fire Station
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17 shall be staffed twenty-four (24) hours per day, seven (7) days per week with
a minimum of one (1) fire captain, and two (2) firefighter/emergency medical
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technicians or firefighter/paramedics. Fire Station 20 shall be staffed twenty-four
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(24) hours per day, seven (7) days per week with a minimum of one (1) fire
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captain and two (2) firefighter/emergency medical technicians or
firefighter/paramedics.
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2.3 Paramedic unit. The City Medic unit wiii be sta ffed with a iii rniniurn of ivVo (2)
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firefighter/paramedics as currently provided.
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2.4 Level of Service. The District shall provide the same level of service as currently
provided by the City, which is consistent with the City response objectives per the
City's Chapter 35.103 RCW Fire Department Compliance Plan (previously SHB
Compliance Plan 1756) approved by the Edmonds City Council on November 28,
2006. If these response objectives are amended to provide an increased level of
service, the District will make reasonable efforts to meet them, provided that
funding is adequate.
2.5 Annual Reporting. The District agrees to annually report to the City in accordance
with the City's RCW 35.103 Fire Department Compliance Plan.
2.6 Staffing Exceptions. Exceptions to on duty staffing levels may occur in unusual
circumstances such as where there is a significant emergency event(s) in the
District, the City, or other areas which are under a contract for service or
auto/mutual aid agreement with the District. Unusual circumstances and
significant emergencies that affect personnel, equipment, infrastructure and/or
may include, but are not limited to, natural or man-made disasters, a significant
incident, or series of escalating incidents significant to a specific location, multiple
locations, and/or with area or region -wide impact.
2.7 Criteria -Based 9-1-1 Dispatch. It is understood and agreed by the City and
District that the dispatch of units during emergencies is determined by criteria -
based dispatch protocols of the dispatch centers, and automatic and/or mutual
aid agreements. Nothing herein shall require the District to respond first within
the City as opposed to other areas served by the District. The City and District
recognize that responses to emergencies shall be determined by the District
based upon dispatch protocols, the District's operational judgment, and without
regard to where the emergencies occur.
2.8 Level of Service Changes. During the term of this Agreement, service level
changes may be mandated that are beyond the control of either party.
Additionally, either party may desire to change the service level, including but not
limited to, those services identified in Section 1 Scope of Services and Section 2
Standards for Services/Staffing. When a service level change is mandated by
law, adopted by the Edmonds City Council as the City's response objectives as
required by RCW 35.103, or is mutually agreed to by the parties, the City and the
District will renegotiate the contract payment at the request of either party.
Provided that before renegotiation, the District must notify the Union, IAFF 1997,
of the alleged change requiring a change in the level of service and thereafter
negotiate with the Union the impact/affects of such change on the terms and
conditions of employment of bargaining unit personnel.
2.9 Response Time Questions. In the event that response times should
consistently exceed the current level of City services, the District Fire
Chief and City Mayor, or their designees, shall meet and confer to address
the cause and potential remedies. In no circumstance will a meet and
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confer process be prejudicial to the rights of the parties under this
agreement, or upon the Union, IAFF 1997, to bargain any and all
impacts/effects relating to any remedy incident to the increased response
time.
3. USE OF CITY FIRE STATIONS
3.1 Use of City Fire Stations. The City shall retain ownership of existing City fire
stations. The City shall provide three City fire stations or replacement fire stations
for use by the District during the term of this Agreement and as described in
Exhibit B. In the event of a conflict between the provisions of the Agreement and
Exhibit B, the provisions of Exhibit B shall control with respect to fire stations and
fixtures contained therein.
3.2 Fire Station Furnishings. The District shall make a one-time, lump sum purchase
of fire station furnishings that are not built-in or fixed, and consumable and
disposable supplies within 30 days after the Commencement Date of this
Agreement. The District shall accept ownership of furnishings that are not built-in
or fixed in "as is" condition but only if the individual furnishing or ensemble are in
a condition acceptable to the District.
3.3 Purchase Price. The purchase price for furnishings that are not built-in or fixed
was determined by applying a 15-year depreciation schedule to the estimated
purchase prices of individual furnishings or ensembles. The purchase price for
the estimated consumable and disposable supplies that will be in the fire stations
on the Commencement Date of this Agreement is based on the acquisition price.
The purchase price for furnishings that are not built-in or fixed with appropriate
depreciation applied, and the price of consumable and disposable supplies is
identified in Exhibit J.
4. ANNUAL CONTRACT AND TRANSPORT FEES PAYMENT TERMS
4.1 Annual Contract Payment. The City shall annually pay the District a sum referred
to as the Contract Payment for the services provided herein. The amount of the
Contract Payment shall be determined according to Exhibit C. The Contract
Payment shall be paid in equal quarterly installments by January 15, April 15,
July 15 and September 15. Failure to pay quarterly installments in a timely
manner shall be considered a material breach as defined in the Definitions
section of this Agreement.
4.2 Contract Payment Adjustment. The Contract Payment shall be adjusted each
year no later than September 1.
4.3 Annual Percent Increase Based on Labor Costs. The District shall submit to the
City an annual revision to Exhibit C of this Agreement, which shall identify the
Contract Payment for the ensuing year(s). The cost of City Station Personnel
identified in Exhibit C shall be adjusted as changes occur by the percentage
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increase in labor costs resulting from the negotiated labor agreement between
the District and IAFF Local 1997; provided that the personnel cost shall increase
from one labor agreement to the next no more than the greater of (i) the median
increase in compensation of comparable fire agencies, (ii) the increase in the
Consumer Price Index as measured by the CPI-W Seattle -Tacoma -Bremerton
metropolitan area for the 12-month period ending June 30, or (iii) the percentage
increase in compensation awarded by an interest arbitrator. The phrase
"comparable fire agencies" shall refer to a list of comparables agreed upon by the
Employer and Union through the collective bargaining process or the
comparables accepted by an interest arbitrator in an interest arbitration
proceeding.
4.4 Adjustment Date Not Met. If the labor agreement between the District and IAFF
Local 1997 has not been finalized by December 31 of the year prior to the
upcoming contract for service year, the District Station Personnel costs and the
District Indirect Costs will be adjusted upon execution of the labor agreement but
will be retroactive to January 1 and paid by the City within 30 days of execution
of the labor agreement.
4.5 Annual Indirect Operating Cost Adjustments. The District shall adjust the
Contract Payment costs consisting of Indirect Operating Costs determined by the
following:
• Overhead which shall be 10 percent of the cost of the City Station Personnel
cost;
• Station equipment/maintenance/operation, which shall be 10 percent of the
City Station Personnel cost;
• Fire Marshal allocation at 75 percent of wage and benefit cost of the position,
and Fire Inspector at 100 percent of wage and benefit cost of the position
(See Exhibit A); and
• Apparatus replacement costs based upon the District Apparatus Replacement
Schedule — City Rolling Stock designated as Exhibit D.
The District Indirect Costs identified in Exhibit C shall then be adjusted based
upon the specified percentage of the increased cost of City Station Personnel.
The total of the City Station Personnel cost and the Indirect Costs shall be the
Contract Payment for the ensuing year.
4.6 Annexation. The City's Urban Growth Area does contain property within the
boundaries of the District; however, this provision shall not apply to the
annexation of "islands" as referenced in RCW 35,13.182. Should the City seek to
annex portions of the District, the District will not oppose the annexation. In the
event the City annexes portions of the District, the Contract Payment shall be
increased and shall be calculated by applying the then current District levy rate
and emergency medical services levy rate to the annexed property. The
increased amount shall be added to the Contract Payment as a base for
calculations in future years.
Interlocal Agreement for Fire and Emergency Medical Service Operations
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4.7 Significant Change in Cost of Providing Services. In the event that there is
a material and significant increase or decrease in the costs of providing
services under this Agreement or an increase in such costs as a result of
a legislative or policy decision that is exempt from the dispute resolution
provisions of Sections 18.1 and 18.2, then at the request of either party,
the City and District shall renegotiate this Agreement and the Contract
Payment to fully compensate the District for actual costs incurred
according to the methodology in Exhibit C. In the event that the City and
District are unable to successfully renegotiate this Agreement through
good faith negotiations, then the Dispute Resolution provision of this
Agreement shall apply.
4.8 EMS Transport Fees. The District understands and acknowledges that the City
presently charges fees for basic life support and advanced life support transports
occurring within the City. As the EMS service provider, the District shall receive
and collect all Transport Fees in accordance with District policy for transports that
originate within the City limits. The District shall remit these amounts, less an
administration fee not to exceed the actual cost of collection, to the City
according to the quarterly schedule in Section 4.1. The District shall be
responsible for, and agrees to prepare and provide in a timely fashion, all
necessary or requested documentation and/or reports to the City.
4.9 Creating Unfunded Mandates. The City shall not create any unfunded mandates
for increased service by the District without fully compensating the District for
actual costs incurred.
5. CITY EMPLOYEES
5.1 All City Employees Become District Employees. The District shall become the
employer of all City Fire Department employees, including administrative and
unrepresented uniformed, IAFF members, SEIU members, and civilian
employees of the City Fire Department on the Commencement Date of this
Agreement between the City and the District. The City and District recognize that
during the term of the Interlocal Agreement, the uniformed City Fire Department
employees will be integrated into Local 1997 of the IAFF. Labor -represented
employees will continue in their current positions and job assignments as
recognized by the District, or as agreed through collective bargaining prior to the
implementation of this Agreement. Administrative uniformed employees may be
reassigned to job positions that meet the needs of consolidating the two
organizations. Any civilian City Fire Department employee who is reassigned to a
new position shall be entitled to wages and benefits consistent with, or greater
than, the current wages and benefits provided by the City for such employee's
former position. City personnel shall receive the District's compensation levels
and benefits as of the Commencement Date of this Agreement.
Interlocal Agreement for Fire and Emergency Medical Service Operations
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5.2 Seniority and Rank. Any IAFF member of the City Fire Department shall assume
employment with the District with complete seniority and rank intact. No
additional probationary periods or testing shall be required of any current IAFF
member under the Employees of Merged or Contracted Organization's article of
the Local 1997 Collective Labor Agreement. For purposes of seniority, the "hire
date" of a City Fire Department employee will be the earliest such employee's
hire date(s) with Fire District 1, Medic 7, or the City of Edmonds.
5.3 Transfer of Sick and Vacation Leave. Sick and vacation leave of City employees
shall be transferred and maintained as attached in Exhibit E. The City shall pay
to the District the current value of accrued vacation leave banks as of the date of
the transfer. The City shall also pay the cash -out value of City sick leave banks in
accordance with applicable Union contract or City policy. "Cash -out value" shall
be based on termination by layoff due to lack of work by the City as of the date of
the transfer. The District and City may agree to credit this obligation against
monies owed by the District under this Agreement. These payments are intended
to close out the City's obligations with respect to transferred, accrued leave
banks and the provisions of 5.9 shall not apply to unanticipated costs or
increases associated with the transferred leave banks such as, but not limited to,
increases attributable to changes in statutory or case law relating to the payment
of such banks, their impact on overtime requirements or changes in pension law,
PROVIDED, HOWEVER, that if a transferred employee retires within two (2)
years of the date of the transfer and the Washington State Department of
Retirement Systems (DRS) treats any portion of the leave bank payouts as
excess compensation, the City shall be liable for its proportionate share of such
excess compensation cost as determined by DRS. "Proportionate share" shall be
determined based on the last wage paid by the City and the leave payout cap in
effect as of the date of the transfer and the excess compensation assessment
attributable thereto.
5.4 Layoff Language. For the provisions of layoffs or reduction in force, there shall be
three established Seniority Lists attached as Exhibit F.
• Blended Seniority List consisting of the former members of IAFF Local
1828 (Edmonds Firefighters) and the members of IAFF Local 1997
(Snohomish County Fire District 1 Firefighters).
• Non -Blended Seniority List of IAFF local 1997 (District Firefighters) prior to
the Commencement Date of the Interlocal Agreement between the District
and the City.
• Non -Blended Seniority list of IAFF Local 1828 (Edmonds Firefighters) prior
to the Interlocal Agreement between the District and the City.
5.4.1 Layoff Within First 60 Months of Contract. If a reduction in force becomes
necessary within the first 60 months of this Agreement, the reductions in force
shall be initiated utilizing the Blended Seniority List from the most senior to the
least senior giving each member the first right of refusal. In the event that the
said reduction in force is not accomplished through the Blended Seniority List,
Interlocal Agreement for Fire and Emergency Medical Service Operations
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the reduction in force shall be incurred upon the least senior members of the
jurisdiction causing the reduction in force. The reduction will be based on the
Seniority Lists established prior to the Interlocal Agreement between the District
and the City.
5.4.2
New Employees. Employees hired after the date of this Interlocal Agreement will
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be placed on the bottom of the Blended List and will be first subject to layoff.
5.5
Promotional Language and Probationary Period. The parties agree that two of
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three Company Officer promotions required to convert the three -platoon City work
schedule to the District four -platoon work schedule will be made from a
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promotional list established by the Edmonds Civil Service Commission and consist
solely of eligible pre -Commencement Date City employees.
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5.6
Company Officer Promotion Process. The parties agree that the City Company
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Officer promotion process shall occur prior to the Commencement Date of the
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5.7
Probation Process for Newly Promoted Company Officers. The parties agree
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that newly -promoted City Company Officers transferring employment to the
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District on the Commencement Date shall serve the probationary period of the
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IAFF 1997 collective labor agreement and District policy, procedures, and
performance standards for Company Officers.
5.8
Impact of Agreement. Each party has undertaken to collectively bargain the
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impact of this Agreement upon the respective labor unions which represent each
party's employees. The City and District further acknowledge that the integration
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of City employees into the District's organizational structure has been in
conjunction with the respective labor unions which represent each party's
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employees, and that the City and District will have reached agreement with
existing labor unions, and with each other, that the seniority rights of City
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Personnel will remain intact and will transfer to their employment with the District,
5.9 Former City Employees. The City shall indemnify, defend, and hold the District
harmless from any and all demands, claims, or actions by former City personnel,
which arise out of, or relate to, the time prior to the date that such City personnel
became employees of the District; provided, however, that the indemnification
shall not apply to any claims arising as a result of the District's actions under the
Interlocal Agreement.
6. ROLLING STOCK (APPARATUS AND VEHICLES)
6.1 Purchase Rollin_ Stock, tock. The District shall purchase the City Fire Department's
rolling stock 'apparatus and vehicles). The Dlstnct shall accept title and
ownership of such rolling stock in "as is" condition but only if each individual unit
is in a condition reasonably acceptable to the District.
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6.2 Transfer of Title. The City and District shall cooperate and execute such
documents which are necessary to accomplish the transfer of title.
6.3 Rolling Stock Lump Sum Purchase. The District shall make a one-time, lump
sum purchase of City rolling stock within 30 days after the Commencement Date
of this Agreement, specifically for the ladder (1), engines (3), medic unit (1), aid
units (4), utility (1), the 1938 Ford fire engine (1), and six vehicles.
6.4 Purchase Price. The purchase price of each piece of rolling stock shall be the
retail price determined by Fire Trucks Plus, Inc.; or by the Kelly Blue Book; the
acquisition cost of the 1938 Ford Fire Engine; plus the delivered, set-up and
lettered cost of two 2009 Ford E-450s Aid Units manufactured by Braun and
identified in Exhibit G.
6.5 Rolling Stock Records. The sale of rolling stock includes all service and
maintenance, records, and shop manuals for each purchased unit.
6.6 District Apparatus Replacement Schedule. The District has provided current
information regarding existing and proposed Apparatus Replacement Schedule
attached in Exhibit D. The District, in its sole discretion, may elect to purchase
new rolling stock or otherwise assign District rolling stock for use within the City.
6.7 Public Safety Boat. The Public Safety Boat, acquired with a Department of
Homeland Security grant as a county -wide asset and known as Marine 16,
remains the property of the City. Use by the District of Marine 16 for training and
emergencies as a county -wide asset is described in Exhibit H.
7. EQUIPMENT
7.1 Purchase Equipment. The District shall purchase City Fire Department
equipment identified in Exhibit I. Equipment is divided into two categories — (1)
that on the Fire Department Attractive Asset List, and (2) that equipment on-
board rolling stock. There is no duplication between the two lists. The District
shall accept ownership of equipment in "as -is" condition but only if each
individual piece of equipment or ensemble is in reasonably acceptable condition
as determined solely by the District.
7.2 Equipment Lump Sum Purchase. The District shall make a one-time, lump sum
purchase of City equipment within 30 days after the Commencement Date of this
Agreement.
7.3 Purchase Price. (1) The purchase price for items on the Asset List was
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and/or estimated present value for each individual item. Straight-line depreciation
is calculated by taking the value of the asset and dividing it by the expected life
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span, then multiplying the expected life span by the age of the asset (value /
years = yearly depreciation x age = depreciation amount). (2) The price for
equipment on -board rolling stock was determined by applying five years of
depreciation based on a ten-year average replacement schedule to the purchase
price of individual items using fire service reference materials including Galls, Life
Assist (EMS hard and soft gear), PMI (technical rescue equipment), and Heiman
Fire Equipment. This equates to 50 percent depreciation to all equipment. The
purchase price and depreciation of each piece of equipment or ensemble is
identified in Exhibit I.
7.4 Equipment Records and Warranties. The sale of equipment includes all service
and maintenance records, and shop manuals. Wherever permitted under the
terms of a contract to purchase a vehicle or equipment transferred to the District
or a warranty relating thereto, the City hereby transfers and assigns its interest
under such warranties to the District. In the event that only the City may exercise
the warranty, the City will cooperate with and use its best efforts to enforce any
warranty regarding equipment provided to the District.
8. OVERSIGHT AND REPORTING
8.1 Agreement Administrators. The District Fire Chief and the City Mayor
and/or their designees, shall act as administrators of this Agreement for
purposes of RCW 39.34.030. During the term of this Agreement, the District Fire
Chief shall provide the Mayor with quarterly reports concerning the provision of
services under this Agreement. The format and topics of the reports shall be
agreed upon by the District Fire Chief and the Mayor. Additionally, two District
Board Commissioner members and two City Council members, along with the
District Fire Chief and the Mayor, shall meet at least once per calendar year, on
or before April 1, for the purpose of communicating about issues related to this
Agreement. The District Fire Chief and the Mayor shall present a joint annual
report to the Edmonds City Council prior to July 31.
8.2 Joint Annual Meeting. In addition to the meeting(s) referred to in Section
8.1 above, the Edmonds City Council and Board of Fire District #1
Commissioners shall meet prior to April 1 of each calendar year at a
properly noticed place and time to discuss items of mutual interest related
to this Agreement.
8.3 Representation on Intergovernmental Boards. The District shall represent the
City on intergovernmental boards or on matters involving the provision of
services under this Agreement as reasonably requested by the Mayor. The City
reserves the right to represent itself in any matter in which the interests of the
City and the District are not mutual or whenever any matter relates to the
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9. EXISTING AGREEMENTS
9.1 ESCA, SNOCOM and SERS. The City currently has contractual relationships
with other entities or agencies including the Emergency Services Coordinating
Agency (ESCA) for all City; Snohomish County Communications Center
(SNOCOM) for Fire, Police, and Public Works; and Snohomish County
Emergency Radio System Agency (SERS) for Fire and Police. The City shall
maintain its representation and financial obligations with those entities or
agencies and will act to represent itself and retain authority to negotiate on its
behalf. At the discretion of the City, the District may provide representation on
behalf of the City on various committees, boards and/or commissions as
requested, as appropriate, and/or as agreed to by mutual agreement of the
parties.
9.2 Mutual and Automatic Aid. The City and District currently have individual
responsibilities and contractual obligations under their respective agreements
with other fire agencies. The District shall assume the City's contractual
responsibility and obligations for the provision of mutual and automatic aid. At
such time as these agreements are renegotiated and re -executed, the District will
represent the City's interests and shall be signatory to the agreements on behalf
of the City.
9.3 Full Information as Basis for Relationship. The City and District agree to
coordinate their individual relationships with other entities and agencies so that
the services under this Agreement will be provided in an efficient and cost
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effective manner. The City and District agree to keep each other fully informed
and advised as to any changes in their respective relationships with those
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entities or agencies, whether or not those changes impact the City and/or the
District obligations under this Agreement. Notice of any change in the
relationship or obligations shall be provided to the other party in writing in a
timely manner that allows a reasonable opportunity to discuss proposed changes
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in relationships or obligations.
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9.4 Dispute Resolution. In the event that any dispute between the City and District
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cannot be resolved by good faith negotiations between the City and District, then
the dispute resolution provision of this Agreement shall apply.
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10. TERM OF AGREEMENT
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10.1 20-Year Agreement. The effective date of this Agreement shall be upon its
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execution by the City and District. The Commencement Date of this Agreement
shall be January 1, 2010. This Agreement shall continue in effect for a period of
twenty (20) years from the Commencement Date, until December 31, 2030,
herein. After 'the initial, twenty, <711, door
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term, this Agreement shall automatically renew under the same terms and
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conditions for successive, rolling five (5) year periods unless terminated as
provided herein.
10.2 Material Breach and Wind -Up Period. In the event of a Material Breach of this
Agreement, the City and District shall, unless the City and District mutually agree
otherwise, continue to perform their respective obligations under this Agreement
for a minimum of twelve (12) months after notice of the Material Breach (the
"Wind -Up Period"); provided, however, that the Wind -Up Period shall be 90
(ninety) days if the Material Breach involves the City's failure to make the
Contract Payment; provided further, that during the Wind -Up Period, the City and
District shall coordinate their efforts to prepare for the transition to other methods
of providing fire and EMS service to the City. The City will be responsible for all
payments required herein until the conclusion of the Wind -Up Period.
11. TERMINATION AND RETURN OF ASSETS
11.1 First Five Years. The City and District acknowledge that in entering into this
Agreement, significant financial and personnel resources have been expended.
Therefore, neither the City nor the District may terminate this Agreement within
the first five (5) years following the Commencement Date except for a Material
Breach of this Agreement which the breaching party fails to cure within a
reasonable amount of time after receiving written notice from the non -breaching
party. The City's and the District's intent by this section is to provide both service
stability to citizens and job security to employees.
11.2 Years Six Through Twenty. In addition to terminating this Agreement for a
Material Breach, either party may terminate this Agreement after the first five (5)
years from the Commencement Date by providing the other party with two (2)
years written notice of its intent to terminate during any period of extension.
Notice under this provision may only be given once five years have elapsed after
the Commencement Date.
11.3 Termination Costs. The costs associated with terminating this Agreement shall
be borne by the party who elects to terminate, or in the event of a Material
Breach, by the breaching party, provided that in the following circumstances, the
costs of termination shall be apportioned.
11.4 Termination Due to Change in Law or by Mutual Agreement. In the event that this
Agreement is terminated due to a change in law, each party shall bear its own
costs associated with the termination; or, in the event that the City and District
mutually agree to terminate this Agreement, each party shall bear its own costs
associated with the termination.
'11.5 Regional Fire Psotectign Service Authorit in the event that the District, Glon^y
with one or more fire protection jurisdictions, elects to create a Regional Fire
Protection Service Authority Planning Committee ("RFA Planning Committee") as
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provided in RCW 52.26.030, the District agrees to notify the City of its intent and,
subject to approval of the other participating jurisdictions, to afford the City an
opportunity to be a participant on the RFA Planning Committee. Declining the
opportunity to participate in the RFA Planning Committee shall not be construed
as a material breach on the part of the City as defined in the Definitions section
of this Agreement. In the even that a Regional Fire Protection Service Authority
(RFA) or another legally recognized means of providing fire and emergency
medical services is created, inclusive of the City and District, this Interlocal
Agreement will be terminated on the effective date of such Agreement, and
neither the City nor the District shall be considered to have committed a material
breach as defined in the Definitions section of this Agreement.
11.6 Duty to Mitigate Costs. The City and District have an affirmative duty to mitigate
their respective costs of termination, irrespective of the party who elects to
terminate this Agreement and irrespective of the party who must bear the costs
of termination.
11.7 Return of Assets to the City. Regardless of the reason for termination, the City
and District agree that like assets purchased by and transferred to the District as
part of this Agreement shall be returned to the City as described below. This
provision shall not apply to the formation of a RFA in which both the City and the
District are participants.
11.7.1 Purchase Back Rolling Stock. All rolling stock sold under this agreement, or
equivalent apparatus and vehicles in use by the District at the time of termination
shall be purchased back using the same process, methods, and conditions under
which the original purchase was made unless otherwise agreed upon by the
parties.
11.7.2 Purchase Back Equipment. All equipment sold under this agreement, or
equivalent equipment in use by the District at the time of termination shall be
purchase back using the same process, methods, and conditions under which
the original purchase was made unless otherwise agreed upon by the parties.
11.7.3 Rehire Personnel. In the event of termination within the first five (5) years of this
Agreement by either party for any reason, the City shall rehire the personnel laid
off by the District, up to fifty-four (54) personnel transferred with no loss of
compensation and accumulated benefits. Accrued vacation and sick leave banks
shall be transferred to the City and the District shall pay to the City the current
cash value of the leave banks as determined under the same procedures set
forth in Section 5.3 of this Agreement.
11.7.4 Former District Employees. The District shall indemnify, defend and hold
harmless from any and all dernanas, ciauiis, or autlunIS uy IV111reU U1QL111-II
personnel, which arises out of or relate to the time that such personnel were
employees of the District, PROVIDED HOWEVER, that the indemnification shall
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not apply to any claims arising as a result of the City's actions during the term of
the Agreement.
12. DECLINE TO MERGE
12.1 City Declines to Merge. In the event that the District enters into an agreement
with any other fire district that is substantially equivalent to a merger, the City
may decline to be included, and elect to end the Agreement without prejudice or
penalty. The terms and conditions of that termination include written notice
provided in accordance with the provisions of Section 19.1 to the District of the
intent to end the Agreement not more than 90 days after receiving written
notification provided in accordance with the provisions of Section 19.1 from the
District that the District intends to merge with another entity.
12.1.1 Not a Material Breach. The City decision to not merge does not constitute a
Material Breach of the Agreement and none of the penalties associated with a
Material Breach shall apply to the City.
12.1.2 12-Month Notice. The Agreement will end not more than 12 months after the City
officially notifies the District that it declines to be merged, unless otherwise
agreed to by the parties, and the costs of termination shall be split evenly
between the parties.
12.1.3 City Exit from Agreement. If the City elects to terminate the Agreement because
of an impending merger between the District and one or more other jurisdiction,
the City exit will be under the terms and conditions described in Section 11.7.
13. CITY FIRE DONATION FUND
13.1 Disposition of Fire Donation Funds. Effective on the Commencement Date of this
Agreement, the amount of funds in the Fire Department Donation Fund on
December 31, 2009 shall be forwarded to the District 1 to acquire fire and life
safety tools and equipment not otherwise affordable through the regular budget
process. Tools and equipment subsequently acquired with Donation Fund
monies by the District will be assigned to Edmonds Fire Stations and apparatus
but shall be used without restriction throughout the District service area.
14. TOWN OF WOODWAY
14.1 No Impact on this Agreement. The provision of fire and emergency medical
services to the Town of Woodway by the District has no organizational or
financial impact on the Agreement between the City and the District or the terms
and conditions of said Agreement.
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15. CITY CIVIL SERVICE COMMISSION
15.1 Civil Service Commission Notification. The City acknowledges that the City of
Edmonds Civil Service Commission has been officially advised of the terms and
conditions of this Agreement.
16. CITY AND DISTRICT ARE INDEPENDENT MUNICIPAL GOVERNMENTS
16.1 Independent Governments. The City and District recognize and agree that the
City and District are independent governments. Except for the specific terms
herein, nothing herein shall be construed to limit the discretion of the governing
bodies of each party. Specifically and without limiting the foregoing, the District
shall have the sole discretion and the obligation to determine the exact method
by which the services are provided within the District and within the City unless
otherwise stipulated within this Agreement.
16.2 Resource Assignments. The District shall assign the resources available to it
without regard to internal political boundaries, but rather based upon the
operational judgment of the District as exercised within the limitations and
obligations of Sections 2.4 through 2.8.
16.3 Debts and Obligations. Neither the City nor District, except as expressly set forth
herein or as required by law, shall be liable for any debts or obligations of the
other.
17. INSURANCE
17.1 Maintenance of Insurance. For the duration of this Agreement, each Party shall
maintain insurance as follows: Each party shall maintain its own insurance policy
insuring damage to its own fire stations, real and personal property and
equipment if any, and "policy" shall be understood to include insurance pooling
arrangements or compacts such as the Washington Cities Insurance Authority
(WCIA). The City shall maintain an insurance policy insuring against liability for
accidents occurring on City owned property. Such insurance policy shall be in an
amount not less than one million dollars ($1,000,000.00) per occurrence with a
deductible of not more than $5,000. The District shall maintain an insurance
policy insuring against liability arising out of work or operations performed by the
District under this Agreement in an amount not less than one million dollars
($1,000,000.00) per occurrence with a deductible of not more than $5,000. The
phrases "work or operations and "maintenance and operations" shall include the
services identified in Section 1. Scope of Services, the services of the Fire
Marshal and the District's Fire Chief, acting in the capacity of City Fire Chief and
any obligation covered by Exhibit B, Section 9.
17.2 Claims of Former City Employees. The City has provided proof of coverage that it
has maintained insurance against claims by former City Personnel for incidents
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and occurrences which may have occurred prior to the Commencement Date of
the Interlocal Agreement, including but not limited to, injuries, employment
claims, labor grievances, and other work -related claims. Such insurance was at
all times in an amount not less than one million dollars ($1,000,000.00) per
occurrence with a deductible of not more than $5,000. The City will hold
harmless the District and its insurance provider for any such claims, lawsuits or
accusations that occurred prior to the Commencement Date of the Interlocal
Agreement,
17.3 Claims of Former District Employees, The District represents and warrants that it
has maintained insurance against claims by District employees for incidents and
occurrences which may have occurred during the time period prior to the
Commencement Date of the Agreement, including but not limited to injuries,
employment claims, labor grievances, and other work -related claims. Such
insurance was at all times in an amount not less than one million dollars
($1,000,000.00) per occurrence with a deductible of not more than $5,000.
17.4 Hold Harmless. To the extent each party's insurance coverage is not voided,
each party agrees to defend and hold harmless the other party, its officers,
officials, employees and volunteers from any and all claims, costs, including
reasonable attorneys' and expert witness fees, losses and judgments arising out
of the negligent and intentional acts or omissions of such party's officers,
officials, employees and volunteers in connection with the performance of this
Agreement. The provisions of this section shall survive the expiration or
termination of this Agreement.
17.5 Release from Claims. Except as specifically provided in this Agreement, and
except in the event of breach of this Agreement, the District and the City do
hereby forever release each other from any claims, demands, damages or
causes of action related to damage to equipment or property owned by the City
or District or assumed under this Agreement. It is the intent of the City and
District to cover this risk with the insurance noted above.
18. DISPUTE RESOLUTION
18.1 Mediation. It is the intent of the City and District to resolve all disputes between
them without litigation. Excluded from mediation are issues related to the
legislative authority of the Edmonds City Council to make budget and
appropriation decisions, decisions to contract, or establish levels of service under
Section 2.4 of this Agreement and Chapter 35.103 RCW. Policy decisions of the
City Council shall not be subject to review by a mediator; however, this shall not
abridge the right of the District to pursue an increase in the Annual Contract
Payment as a result of such decision. The City and District shall mutually agree
upon a mediator. Any expenses incidental to mediation, including the mediator's
fee, shall be borne equally by the City and District. If the City and District cannot
agree upon a mediator, the City and District shall submit the matter to the
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Judicial Arbitration and Mediation Service (JAMS) and request that a mediator be
appointed. This requirement to mediate the dispute may only be waived by
mutual written agreement before a party may proceed to litigation as provided
within this agreement.
18.2 Binding Arbitration. If the City and District are unsuccessful in renegotiating the
Contract Payment after having completed mediation, the City and District shall
submit the matter to binding arbitration with the foregoing arbitration service.
Excluded from binding arbitration are issues related to the legislative authority of
the Edmonds City Council to make budget and appropriation decisions, decisions
to contract, or establish levels of service under Section 2.4 of this Agreement and
Chapter 35.103 RCW. Policy decisions of the City Council shall not be subject to
review by an arbitrator; however, this shall not abridge the right of the District to
pursue an increase in the Annual Contract Payment as a result of such decision.
The arbitration shall be conducted according to the selected arbitration service's
Streamlined Arbitration Rules and Procedures. At this arbitration, the arbitrator
shall, as nearly as possible, apply the analysis used in this agreement and
supporting Exhibits to adjust the Contract Payment. The arbitrator may deviate
from such analysis and use principles of fairness and equity, but should do so
sparingly. Unless the City and District mutually consent, the results of any
binding arbitration session shall not be deemed to be precedent for any
subsequent mediations or arbitrations.
18.3 Prevailing Party. In the event either party herein finds it necessary to bring an
action against the other party to enforce any of the terms, covenants or
conditions hereof or any instrument executed pursuant to this Agreement by
reason of any breach or default hereunder or there under, the party prevailing in
any such action or proceeding shall be paid all costs and attorneys' fees incurred
by the other party, and in the event any judgment is secured by such prevailing
party, all such costs and attorneys' fees of collection shall be included in any
such judgment. Jurisdiction and venue for this Agreement lies exclusively in
Snohomish County, Washington.
19. MISCELLANEOUS PROVISIONS
19.1 Noticing Procedures. All notices, demands, requests, consents and approvals
which may, or are required to be given by any party to any other party hereunder,
shall be in writing and shall be deemed to have been duly given if delivered
personally, sent by facsimile, sent by nationally recognized overnight delivery
service, or if mailed or deposited in the United States mail, sent by registered or
certified mail, return receipt requested and postage prepaid to:
District Secretary: City Clerk:
Snohomish County Fire Protection District No. 1 City of Edmonds
12425 Meridian Avenue 121 5th Avenue North
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Everett, WA 98208 Edmonds, WA 98020
Or, to such other address as the foregoing City and District hereto may from
time -to -time designate in writing and deliver in a like manner. All notices shall be
deemed complete upon actual receipt or refusal to accept delivery. Facsimile
transmission of any signed original document and retransmission of any signed
facsimile transmission shall be the same as delivery of an original document.
19.2 Other Cooperative Agreements. Nothing in this Agreement shall preclude the
City and the District from entering into contracts for service in support of this
Agreement.
19.3 Public Duty Doctrine. This Agreement shall not be construed to provide any
benefits to any third parties. Specifically, and without limiting the foregoing, this
Agreement shall not create or be construed as creating an exception to the
Public Duty Doctrine. The City and District shall cooperate in good faith and
execute such documents as necessary to effectuate the purposes and intent of
this Agreement.
19.4 Entire Agreement. This entire agreement between the City and District hereto is
contained in this Agreement and exhibits hereto; and this Agreement supersedes
all of their previous understandings and agreements, written and oral, with
respect to this transaction. This Agreement may be amended only by written
instrument executed by the City and District subsequent to the date hereof.
Dated this 3 day of ovc-,1k, 2009
SNOHOMISH C❑ N'
By:
Com ' sio r
By:
Commissioner
By:
Commissioner
FIRE PROTECTION DISTRICT N
Commissioner
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Commissioner
Attest:
District Secretary
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CITY OF E MONDS
By: 4��Z�
City Mayor
Approved a t
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By:
City Attar
Attest--,,G• 'd.
City Clerk
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Definitions
The following definitions shall apply throughout this Agreement.
a. Cam: City of Edmonds.
b. City Fire Chief: The Fire Chief of the City of Edmonds
C. City Fire Department: The Edmonds Fire Department.
d. City Fire Stations: Currently, Fire Station 16, Fire Station 17, and Fire
Station 20.
e. Commencement Date: The date at which the performance and
obligations of the City and District as contained herein begin.
City Personnel: The employees of the City of Edmonds Fire Department
as of the Commencement Date who are transferring employment to the
District.
g. Contract Payment: The annual amount that the City will pay to the District
pursuant to this Agreement.
h. District: Snohomish County Fire Protection District No. 1.
Effective Date: The date this Agreement is executed by the City and
District.
District Fire Chief: The Fire Chief of Snohomish County Fire Protection
District No. 1.
k. Firefighter/EMS Personnel: Full-time, compensated employees,
firefighters, emergency medical technicians, or paramedics
Grid Cards: The electronic file within the Computer Aided Dispatch (CAD)
System, which is used to determine fire station response order for Fire
District 1.
M. Insurance: The term "insurance" as used in this agreement means either
valid insurance offered and sold by a commercial insurance company or
carrier approved to do business in the State of Washington by the
Washington State Insurance Commissioner or valid self-insurance through
a self-insurance pooling organization approved for operation in the State
of Washington by the Washington State Risk Manager or any combination
of valid commercial insurance and self-insurance pooling if both are
approved for sale and/or operation in the State of Washington.
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n. Material Breach: A Material Breach means: the District's failure to provide
minimum staffing levels as described within this Agreement; the City's
failure to timely pay the Contract Payment as described within this
Agreement, or the City's or District's failure to comply within this
Agreement concerning the City's fire stations, equipment and/or
apparatus.
o. Wind -Up Period: The 12 months immediately following formal notification
of a Material Breach by either party except as defined in Section 10.2.
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CORRECTED 12-15-09
EDMONDS CITY COUNCIL APPROVED MINUTES
November 2, 2009
At 6:30 p.m., Mayor Haakenson announced that the City Council would be meeting in executive session
to receive legal advice regarding pending or threatened litigation. He stated that the executive session was
scheduled to last approximately 30 minutes and would be held in the Jury Meeting Room, located in the
Public Safety Complex. No action was anticipated to occur as a result of meeting in executive session.
Elected officials present at the executive session were: Mayor Haakenson, Councilmembers Orvis,
Wambolt, Plunkett, Bernheim, Peterson. Olson and Wilson. Others present were City Attorney Scott
Snyder, Attorney Stephanie Croll, and City Clerk Sandy Chase. At 7:00 p.m., Mayor Haakenson
announced to the public that an additional 15 minutes would be needed in executive session. At 7:15
p.m., Mayor Haakenson again announced to the public that an additional 15 minutes would be needed in
executive session. The executive session concluded at 7:25 p.m.
The regular Edmonds City Council meeting was called to order at 7:29 p.m. by Mayor Haakenson in the
Council Chambers, 250 5th Avenue North, Edmonds. The meeting was opened with the flag salute.
ELECTED OFFICIALS PRESENT
Gary Haakenson, Mayor
D. J. Wilson, Council President
Michael Plunkett, Councilmember
Peggy Pritchard Olson, Councilmember
Steve Bernheim, Councilmember
Dave Orvis, Councilmember
Ron Wambolt, Councilmember
Strom Peterson, Councilmember
1. APPROVAL OF AGENDA
STAFF PRESENT
Tom Tomberg, Fire Chief
Mark Correira, Assistant Fire Chief
Al Compaan, Police Chief
Stephen Clifton, Community Services/Economic
Development Director
Noel Miller, Public Works Director
Lorenzo Hines, Finance Director
Scott Snyder, City Attorney
Sandy Chase, City Clerk
Jana Spellman, Senior Executive Council Asst.
Jeannie Dines, Recorder
COUNCILMEMBER WAMBOLT MOVED, SECONDED BY COUNCIL PRESIDENT WILSON,
TO APPROVE THE AGENDA, REMOVING ITEM 9 FROM THE AGENDA. MOTION
CARRIED UNANIMOUSLY.
2. CONSENT AGENDA ITEMS
COUNCILMEMBER WAMBOLT MOVED, SECONDED BY COUNCILMEMBER PLUNKETT,
TO APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY. The agenda
items approved are as follows:
A. ROLL CALL
B. APPROVAL OF CITY COUNCIL MEETING MINUTES OF OCTOBER 27, 2009.
C. APPROVAL OF CLAIM CHECKS #114982 THROUGH #115132 DATED OCTOBER 29,
2009 FOR $518,862.77.
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November 2, 2009
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To those who may question why Community Transit was implementing Swift when they were facing
challenges to their capital and operating budget, she explained Swift was underway before the budget
crisis occurred. Over half of Swift's capital funding came from other sources including federal, state and
local and via a partnership with Everett. A series of grants, partnership funds and fare revenues will pay
approximately 90% of Swift's operating costs through 2012.
She explained Swift is Community Transit's future; not only a major transit improvement on Highway
99, Community Transit's busiest corridor, this higher frequency service is what they intend to bring to
Snohomish County's other congested corridors via a network of Swift lines in the future.
Council President Wilson commented he found it an honor to be appointed to the Community Transit
Board and regretted that time devoted to the City's budget and his day job had affected his ability to
participate.
4. PUBLIC HEARING ON FIRE DISTRICT 1 CONTRACT, OPTION 4. IN ADDITION TO
CONTRACTING FOR SERVICES WITH FIRE DISTRICT 1, THIS OPTION INCLUDES
SELLING APPARATUS (ENGINES, AID CARS, AND EQUIPMENT), AND KEEPING FIRE
STATIONS, LAND AND TRANSPORT FEES.
Mayor Haakenson suggested staff respond to questions submitted yesterday and today by a
Councilmember and a citizen.
Councilmember Bernheim asked why response times were identified in minutes and seconds in Edmonds'
contract with Fire District 1 for fire service to Esperance but in the proposed contract for fire service, Fire
District 1 was required only to maintain the current level of service. Fire Chief Tom Tomberg answered
the Esperance contract was between the City and Fire District 1 for the City of Edmonds Fire Department
to provide fire service to Esperance, an unincorporated area in Fire District 1. Under the proposed
contract, Fire District 1 would provide fire service to Edmonds. The standards referred to by
Councilmember Bernheim addressed how the City provided service to Esperance under four levels of
service. The proposed contract with Fire District 1 references RCW 35.103, codification of Senate House
Bill 1756, that requires Fire Departments in the State of Washington to adopt standards of response. The
Edmonds City Council adopted the 11 standards in RCW 35.103 in November 2006. Staff has provided
three reports to the Council regarding the Fire Department's performance in meeting those standards. He
summarized RCW 35.103 was referenced in Section 2.4, 2.5 and 2.8 and the contract actually referenced
11 standards.
Mr. Snyder commented this had been a subject of some negotiation between Fire District 1 counsel and
himself. One of the main reasons this contract was different was because the State statute was adopted
after the Esperance contract was approved and prior to the date the proposed contract was drafted. His
intent was to ensure the Council would retain its ability to set the standards and not be locked in by
contract. For example, if the Council wanted to amend the standards by increasing or decreasing levels of
service, the Council would have that right independent of the contract. Fire District 1 wanted the ability
to recover the cost if additional staffing was required to meet the amended response time.
Councilmember Bernheim questioned whether requiring Fire District 1 to meet current levels of service
was too vague and whether the 11 response time standards should be stated instead. Mr. Snyder reiterated
his intent for the Council to retain the legislative discretion to amend the standards as they wished rather
than establish them as a contract term that would be subject to renegotiation. Councilmember Bernheim
pointed out the response times referred to current levels of service and he questioned what the current
levels of service were. Mr. Snyder responded they were the levels the Council had adopted as the City's
service standards.
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November 2, 2009
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Councilmember Orvis commented that in addition to specifying levels of service, deployment was also
identified as three firefighters at each fire station, a battalion chief and two dedicated medics. Chief
Tomberg agreed.
Staff responded to the following questions posed via email from George Murray:
1. Litigation — If there should be some law suits in relation to fire operations, who is responsible? Is the
town of Edmonds liable and in what ways? I remember the litigation after the warehouse fire in
Seattle when several firemen lost their lives and their families sued Seattle.
Chief Tomberg responded the employer would be responsible in the event of litigation; the
firefighters' employer would be Fire District 1 under the proposed contract. Items 16, 17 and 18 on
page 15 and 16 of the Interlocal Agreement states the City and District are independent municipal
governments, and addresses insurance and dispute resolution. Mr. Snyder explained claims by former
City employees relating to actions taken while the individuals were City employees were the City's
responsibility; once transferred, employees' claims would be defended by the entity that employed
them. If the contract were terminated and the employees transferred back, the City would be
responsible for claims after they transferred back and Fire District 1 would indemnify the City from
claims made prior to that date. He summarized the entity employing and directing the employee was
responsible for liability.
2. Personnel — Why does the city need a fire marshal and a fire inspector when the Fire District is
taking on responsibility for fire service? Do towns in the Fire District have these two positions on
their town staffs? (e.g. MLT & Brier) Are they essential?
Chief Tomberg responded Fire Marshal responsibilities in the unincorporated area of Snohomish
County were the responsibility of the Snohomish County Fire Marshal's office, not Fire District 1. If
Fire District 1 did not serve cities under contracts for service such as Brier and Mountlake Terrace, it
would not have a Fire Marshal. Fire District 1 has a Fire Marshal to serve Mountlake Terrace and
Brier because like Edmonds, they were served by a Fire Marshal before they joined the District and
cities require fire marshal services. Mountlake Terrace and Brier pay Fire District 1 for fire marshal
services. In the Fire District l/Edmonds Interlocal Agreement, Edmonds pays via the contract for a 3/4
time Fire Marshal and a full-time Fire Inspector. Currently the City pays for two full-time positions.
3. Contract — (See attached numbers) Are the numbers shown for the "Contract" projections for
"Option 4" the ones which will be billed to Edmonds? The attached numbers were taken from a page
given me entitled, "Fire District I Contract Proposal — City Operational Savings ", lines named Fire
Budget and Fire Contract.
Finance Director Lorenzo Hines responded the amounts listed in the spreadsheet Option 1 v Option 4
are the amounts that are projected to be the contract payment to Fire District 1 that will be billed to
Edmonds.
4. Uneven growth rates. The attached numbers grow at different growth rates (see attachment). I had
thought the expense growth rates would be the same over the years. Why are they different?
Mr. Hines responded the analysis compared 2007 actuals to the 2008 budget. With regard to expense
growth rates being the same over the years, Mr. Hines responded growth rates would be generally the
same but rarely were they the same year-to-year. For example growth in the Edmonds Fire
Department budget was projected to be 3.15% in 2011, 3.87% in 2012, and 3.93% in 2013.
Councilmember Bernheim commented lower growth rates were projected under the proposed contract
than for the Edmonds Fire Department. Mr. Hines answered the contract was based on salaries,
overtime and benefits; the City's Fire Department budget was composed of many other variables in
addition to labor such as uniforms, protective clothing, supplies, small equipment, professional
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services, communication, travel, rental and lease, rental and maintenance, etc. Councilmember
Bernheim pointed out in the proposed contract both overhead and equipment were pegged to labor
increases per Exhibit C. Mr. Hines pointed out another variable was Fire District 1's actions to keep
the price down; Fire District 1 may be artificially reducing the price to get the City's business.
5. Annexation — What are the criteria for establishing and changes in billing if annexations occur? I
understand Edmonds has had over 60 and there is one underway now.
Chief Tomberg responded annexations were addressed in Section 4.6 on page 5 of the Interlocal
Agreement. Mr. Snyder explained if property was annexed by the City, the cost of the contract would
be recalculated based on the additional population.
6. Deannexation — How will reductions be treated?
Chief Tomberg was unclear how deannexation would occur.
7. Technology — Every 5 years it's a new world in Technology. This can be a savings and/or expensive.
Today Edmonds deals with it in consultation with other fire departments How will this be handled in
future?
Chief Tomberg answered technology would continue to be addressed with other Fire Departments
and in Snohomish County as it is today. The Fire Department participates in many coordinated
technology efforts including the SnoCom CAD system, the records management system, patient care
reporting, radio purchases, etc. via SERS, SnoCom and ESCA.
Mayor Haakenson opened the public participation portion of the public hearing.
Al Rutledge, Edmonds, commented most citizens felt this should be decided via a public vote. He
expressed concern with the participation of some Councilmembers, questioning whether they were parties
of interest. He commented on an area that was interested in annexing to Mountlake Terrace.
Hearing no further comment, Mayor Haakenson closed the public hearing.
5. CITY COUNCIL DISCUSSION AND POTENTIAL ACTION ON THE FIRE DISTRICT 1
CONTRACT, OPTION 4.
COUNCILMEMBER ORVIS MOVED, SECONDED BY COUNCILMEMBER PETERSON, FOR
APPROVAL OF OPTION 4 (CONTRACTING FOR SERVICES WITH FIRE DISTRICT 1,
SELLING APPARATUS [ENGINES, AID CARS, AND EQUIPMENT], AND KEEPING FIRE
STATIONS, LAND AND TRANSPORT FEES, AND SIGNING THE CONTRACT WITH FIRE
DISTRICT 1.
Councilmember Orvis commented the initial proposal was to sell the land and via discussion the Council
decided although contracting with Fire District 1 was a good idea, selling the land was not. He clarified
under Option 4 the City retained the land and fire stations, sold the apparatus and contracted for fire
service personnel with Fire District 1. He was satisfied the service levels were guaranteed because
deployment was identified in the contract and in addition to meeting the City's service requirements, fire
stations must continue to be staffed in the manner they are today. The savings in 2010 will be over
$900,000. He was impressed with the improvements in service such as fewer holes in service due to fire
training, overhead that was service -related rather than administrative -related, the availability of CPR
classes and car seat checks, and the availability of a public liaison officer. With regard to increasing costs,
he felt the proposed contract had more restrictions on cost control than the City's own Fire Department.
He summarized the cost of fire service would increase regardless of whether the City had its own Fire
Department or contracted with Fire District 1.
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Mayor Haakenson clarified the contract, if approved, would be effective January 1, 2010.
Councilmember Peterson echoed Councilmember Orvis' comments, noting Edmonds was taking an
important step in regionalization. Edmonds was part of a larger community with regard to public safety
and other services. The contract would provide better service to the community and save the City money
as well as allow the City to work more closely with neighboring cities and jurisdictions on important
issues.
Councilmember Olson's aid read a statement from Councilmember Olson that stated she was voting for
Option 4 because it made the most sense after listening to all the experts. This seemed like a great
opportunity for the City.
Councilmember Wambolt commented he had been involved in the Fire District 1 discussions since they
began in May including meetings with Fire District 1, City staff, the Firefighters Union as well as several
discussions and public hearings at the City Council. He also spent a considerable amount of time
analyzing the numbers on his own. The questions he has raised since May have been satisfactorily
answered. He expressed support for Option 4 for two primary reasons; first it will reduce the City's
deficit over the next 7 year planning period by $10 million. Under Option 1 expenses will exceed
revenues by $21.1 million over 7 years; under Option 4 expenses will exceed revenues by only $10.4
million or $10.7 million less. The City's budget will still be in deficit and a levy lid lift will be required
in 2010. Second, service levels will be maintained and he believed gradually enhanced over the coming
years because firefighters would be better trained and morale would improve. He pointed out the
compound annual growth rate of expenses over the 7 year period under Option 1 was 4.08% versus 3.86%
with Option 4.
Council President Wilson commented he would support the motion. He commented the service level
issue was not compelling enough; the primary increase was eliminating holes in service due to training.
With regard to the financial benefit, he acknowledged the numbers pointed in a positive direction, noting
the numbers had varied over the past several months and he was hopeful the recent numbers were
accurate. The primary reason he supported the contract for service was to increase the morale of the Fire
Department employees. This was also an opportunity to place fire service on stable footing; in the future
any budgets cuts would be made to parks or police or a levy would be necessary. He concluded this was
not his ideal situation; he preferred to consider either a Fire District or reverse annex into Fire District 1.
He was hopeful the City did not regret this decision in 10 years.
Councilmember Bernheim commented there had been a lot of questions asked and answered, it had been
a great process and he was satisfied everyone was reaching a well -considered decision. He was confident
the level of service for residents would remain the same, a top priority even above the morale of the Fire
Department employees. With regard to regionalization, he was not convinced about the importance of
regionalization; he felt the City had an obligation to provide fire and police services. He expressed
concern that citizens lost complete voting power over the Fire District 1, a philosophical issue that had not
been adequately addressed. The City's fire service was being turned over to a contractor and voters in the
unincorporated areas of Snohomish County would elect Commissioners that would interpret the contract.
Councilmember Bernheim acknowledged fire service cost a great deal and annual increases have been
substantial. He pointed out much of the City's fiscal crisis was because tax income had not kept pace
with the cost of providing fire service. He preferred to keep the fire service in-house and continue to
manage it. He pointed out the firefighters union's primary reason for supporting the contract with Fire
District 1 was to stabilize funding. He noted the contract pegs overhead, equipment maintenance and
purchase of new equipment to labor costs which he feared would increase more than it would otherwise.
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He expressed concern that Fire District 1 may be artificially holding the price down, comparing it to the
FIOS offer of $29.95 for six months which obligated consumers without a guarantee regarding future
prices. He feared the City would be in dire straits in 10 years, worrying how to pay for the fire service
because the cost of the contract had increased.
Councilmember Bernheim concluded this issue originated due to the fiscal crisis and as an alternative to
the levy, not the need to improve the City's fire service. In his view the City was giving up control of its
fire service, a fundamental city responsibility to a Fire District whose Commissioners were elected by
voters outside the City without any guarantee of price control and it was only a stop gap measure.
VOTE ON THE MOTION: MOTION CARRIED (6-1), COUNCILMEMBER BERNHEIM
VOTING NO.
Tim Hoover, President, Edmonds Firefighters Local 1828, applauded the Council for vetting this issue
well. He commented regionalizing fire service had been 20 years in the making, an effort that had been
halted at the political level in the past. He commended the Council for putting politics aside, considering
the issue, doing their due diligence and reaching a decision. To the Edmonds citizens, Mr. Hoover
commented they did not take the Fire Department's 105 year history lighting. He expressed the Fire
Department's appreciation for the citizens' support over those 105 years. He thanked everyone who
provided public comment and looked forward to serving the community as a regional Fire Department for
the next 105 years.
6. REPORT TO WASHINGTON CONSORTIUM REGARDING THE TRANSFER OF CONTROL
OF VERIZON NORTHWEST INC. TO FRONTIER COMMUNICATION CORPORATION —
WORKSHOP.
Community Services/Economic Development Director Stephen Clifton explained tonight's meeting was
one of two scheduled meetings regarding the transfer of control from Verizon Northwest Inc. to Frontier
Communications Corporation. Tonight's public workshop was an opportunity for the Council to ask
questions and learn about the proposed franchise transfer. On November 2 the public will have an
opportunity to speak and the City Council will have an opportunity to take action. He introduced Verizon
representatives Raymond Deed, Doug Steading, and Milt Gomad and Frontier Communications Chairman
Ann Burr.
Mr. Clifton reviewed the history of the transfer:
• In August, 2008 - City authorized and granted a Franchise Agreement to Verizon Northwest Inc.
• May 13, 2009 - Verizon announced plans to divest its local wireline communications system to
Frontier Communications Corporation.
• May 19, 2009 - City received a Request for Transfer of Control (Verizon to Frontier).
• Set in motion certain federal requirements and deadlines:
o City (Franchise Authority) has 30 days in which to review Form 394 to determine whether all
necessary information has been provided and is complete.
o City Council has 120 days to take action on request.
o Determine if the Transferee is legally, technically, and financially capable to operate a
Franchise.
Next he reviewed transfer request actions:
• June, 2009 — A Multi -Jurisdictional Consortium was formed.
o Share in legal and technical expertise to analyze transfer of the franchise.
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City Council Agenda Item
Meeting Date: 01/24/2017
Fire District 1 Interlocal Agreement (45 min.)
Staff Lead: Jeff Taraday, City Attorney
Department: Administrative Services
Preparer: Scott Passey
Background/History
The City of Edmonds had its own fire department for approximately 105 years when the city council
voted on November 2, 2009 to enter into a long-term interlocal agreement (ILA) with Snohomish County
Fire District 1 (FD1) to provide fire and emergency medical services to the city. A copy of the ILA is
attached to this memo as Attachment D. FD1 began providing that service on January 1, 2010.
The Woodway Issue: For the first four years of the contract (2010-2013), FD1 also provided fire and EMS
service to Woodway under a contract. The ILA between FD1 and Edmonds allocated the cost
responsibilities for staffing fire stations 16, 17, and 20 (the Edmonds stations) as follows:
Edmonds = 77.79%
FD1 (because Esperance is within FD1's taxing district) = 13.08%
Woodway = 9.13%
Woodway, however, was not a party to the City's contract with FD1. So, the Woodway portion of the
above cost allocation might have been more of an assumption or aspiration than a reality. On January 1,
2014, Woodway stopped contracting with FD1 and began contracting with the Shoreline Fire District.
Woodway's switch to Shoreline created the prospect of a long-term financial deficit for the fire district's
operation of the Edmonds stations. That condition persists today, almost three years after Woodway
terminated its relationship with FD1. If the present staffing levels were to be continued into 2017,
Woodway's missing share of the cost of operating the Edmonds stations would be $706,266 in 2017
alone. Woodway's absence did not result in any layoffs or cost reductions. And Edmonds continued to
pay 77.79% as it had originally agreed to pay. This left the fire district responsible for 22.21% of the cost
of operating the Edmonds stations. On July 22, 2016, the fire district board adopted by motion a policy
"to seek through negotiation of the cost associated with the operations of all contract city fire stations."
The district cannot unilaterally change the 77.79% allocation of the costs to Edmonds. But we interpret
the board's motion to indicate that the current arrangement is not sustainable and that the ILA would
likely be terminated if the City refused to negotiate a different cost allocation.
The district is willing to allocate all of the tax revenue that it collects from Esperance ($1,117,150 in
2017) to the operation of the Edmonds stations. If Edmonds takes responsibility for the remainder while
also adopting the proposed service changes, Edmonds' allocation of the cost of operating the Edmonds
stations would 83.06%. If Edmonds takes responsibility for the remainder but does not make any
changes to the service, Edmonds' allocation of the cost of operating the Edmonds stations would be
85.55%.
Packet Pg. 175
The Retroactive Invoice Issue: In August of 2014, having recently executed a collective bargaining
agreement with the firefighters union, IAFF local 1828, the District sent the City of Edmonds a $1.67
million invoice for retroactive labor costs under the new CBA. The invoice was retroactive to January 1,
2013. The invoice caused some controversy. And that controversy caused the City to take a close look at
its ILA with FD1. The city council ultimate agreed to pay the invoice on January 27, 2015.
Fitch & Associates Analysis: As part of its effort to thoroughly analyze the FD1 ILA, the City engaged
Fitch & Associates to review the service provided by the District and suggest area where the City might
want to make changes. Steve Knight from Fitch & Associates made a presentation to the city council on
February 23, 2016. The presentation and discussion lasted for about 50 minutes. Fitch & Associates also
prepared an executive summary and data report which were completed in April 2016. Among various
recommendations, Fitch analyzed the status quo as well as several options that the City could consider
in determining whether to make changes to the status quo. On December 13, 2016, the City Council
selected Alternative 2 as the basis to finalize negotiations with the District.
Alternative 2
0 3 firefighters at each station;
0 1 paramedic at each station (1 of the 3 firefighters)
§ Total paramedics on duty citywide = 3
Terms of the Proposed ILA: Alternative 2 has several advantages over the other alternatives including
the status quo. Alternative 2 employs more paramedics than any of the other alternatives, including the
status quo. It also distributes them geographically throughout the city by assigning one paramedic to
each station instead of having all the paramedics operate out of station 17. This should allow at least
one paramedic to respond more quickly to 911 calls by reducing travel time to the incident. Alternative
2 also saves the city a significant amount of money compared to the status quo. The 2017 cost of
Alternative 2 is $7,427,818. The status quo would cost an additional $1,361,275.
Key Deal Points of the ILA: In addition to the staffing mix discussed above, we have highlighted below,
several deal points that we find significant about the proposed ILA. The complete ILA is set forth in
Attachment A. Note that the language of the ILA is still being refined and none of these deals points
should be considered approved by either party at this point.
Woodway (see Section 14): Because the city is essentially being asked to absorb the 9.13% that
the parties had hoped would be paid by Woodway, the district is agreeing to allow the city to
subcontract the district's services to Woodway in hopes of the city being able to recoup some of
that lost revenue at some point in the future.
Negotiation Thresholds (see Section 2.2.1): It is anticipated that call volume will eventually
increase to the point where it may become necessary to add service or make other changes. For
that reason, the parties have agreed upon three metrics that the parties will monitor on an
ongoing basis, any one of which would trigger a new round of negotiations when the metric
exceeds the threshold set forth in the agreement. The metrics have been named Unit Utilization
Factor (UUF); Neighboring Unit Utilization Factor (NUUF); and Transport Balance Factor (TBF).
Each of these is defined in Exhibit E of the ILA with a mathematical calculation.
Esperance Offset (see Sections 4.5, 4.6, and definitions): The parties were not able to identify
the source or methodology behind the 13.08% cost share that was allocated to FD1 for service
of Esperance. Instead of continuing to use what now seems like an arbitrary percentage, the ILA
Packet Pg. 176
contemplates simply that all the FD1 tax revenue from Esperance would be allocated to offset
the cost to Edmonds of operating the Edmonds stations.
City Retains Authority to Set Level of Service In Most Circumstances (see Sections 2.2.2 through
2.2.4 : Language has been added to clarify that the City retains the legislative discretion to
establish the level of service for Edmonds in most circumstances.
Turnout Time (see Section 2.4.1): The City will continue to pursue improvements in turnout
time. While the District does not commit to making improvements in turnout time, it does
commit to understanding what prevents it from making improvements.
Retroactive Invoices (see Section 4.2.2): The City will receive timely invoices even in years for
which the CBA has not yet been finalized, in which case the invoices will set forth reliable
estimates of the eventual Contract Payment. This will allow the City to set money aside and plan
for the forthcoming retroactive invoices.
Staff Recommendation
We recommend that the City Council authorize the Mayor to execute the proposed ILA.
Attachments:
Revised and Restated ILA
120116 Cross Staffed
ILA redlined against 2016-12-02
COE FD1 ILA 2009
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EDMONDS CITY COUNCIL APPROVED MINUTES
January 24, 2017
ELECTED OFFICIALS PRESENT
Dave Earling, Mayor
Thomas Mesaros, Council President
Michael Nelson, Councilmember
Adrienne Fraley-Monillas, Councilmember
Diane Buckshnis, Councilmember
Dave Teitzel, Councilmember
Neil Tibbott, Councilmember
ELECTED OFFICIALS ABSENT
Kristiana Johnson, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Phil Williams, Public Works Director
Shane Hope, Development Services Director
Scott James, Finance Director
Mary Ann Hardie, HR Director
Frances Chapin, Arts & Culture Program Mgr
Rob English, City Engineer
Kernen Lien, Senior Planner
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Andrew Pierce, Legislative/Council Assistant
Jerrie Bevington, Camera Operator
Jeannie Dines, Recorder
The Edmonds City Council meeting was called to order at 7:00 p.m. by Mayor Earling in the Council
Chambers, 250 5"' Avenue North, Edmonds. The meeting was opened with the flag salute.
2. ROLL CALL
City Clerk Scott Passey called the roll. All elected officials were present with the exception of
Councilmember Johnson.
COUNCILMEMBER FRALEY-MONILLAS MOVED, SECONDED COUNCILMEMBER
BUCKSHNIS, TO EXCUSE COUNCILMEMBER JOHNSON. MOTION CARRIED
UNANIMOUSLY.
3. APPROVAL OF AGENDA
COUNCILMEMBER TEITZEL MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS,
TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED
UNANIMOUSLY.
4. APPROVAL OF CONSENT AGENDA ITEMS
COUNCIL PRESIDENT MESAROS MOVED, SECONDED BY COUNCILMEMBER
BUCKSHNIS, TO APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY.
The agenda items approved are as follows:
1. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES OF JANUARY 17, 2017
2. APPROVAL OF COUNCIL MEETING MINUTES OF JANUARY 17, 2017
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Harbor Square. Another of the students' recommendations was tree box filters including recommended
locations. Tree box filters are helpful because they are underground, do not disturb the sidewalks and
allow water to go into the soil and roots and be filtered before entering the stormwater system. Another
recommendation was a large bioswale by Highway 104 and porous pavement as well as native plant
revegetation. Earth Corp is already doing some revegetation around the marsh. She encouraged anyone
with information about incentives, grants or rebates that would be helpful in getting this done at Harbor
Square to contact SOM.
6. ACTION ITEM
1. FIRE DISTRICT 1 INTERLOCAL AGREEMENT
City Attorney Jeff Taraday explained the Interlocal Agreement with FD1 is coming to Council for
consideration and action. He reviewed information provided in the Council packet:
Attachment A: Clean proposed version of Interlocal Agreement
Attachment B: Station Costing Model (revised today)
Attachment C: Redlined version of Interlocal Agreement showing changes made since 12/02/16
Attachment D: Existing Interlocal Agreement
He highlighted significant revisions made since the Council last reviewed the Interlocal Agreement:
• Station Costing Model (Attachment C): Revised to reflect 2017 Esperance assessed value
• Three formulas, 1) Unit Utilization factor, 2) Neighboring Unit Utilization factor and 3)
Transport Balance Factor, which are assessed periodically to determine whether to renegotiate the
Interlocal Agreement, were moved to Exhibit E.
o If formulas need to be revised in the future; easier to revise if in an exhibit
• Section 2.2.1: Added a negotiation threshold, Esperance Offset drops by 10% or more over any
consecutive three-year period.
o District's revenue significantly affected by assessed valuation; significant drop in assessed
value results in reduced revenue. In times of significant drops in AV, District may need to lay
off staff (usually administrative staff).
• Sections 2.2.3 and 2.2.4: most difficult pieces of entire agreement; address what happens when a
reopener occurs
o The District proposes mitigation factors and the City proposes mitigating factors/changes and
if the parties do not reach agreement, the City gets to select the remedial measure.
■ Selection is subject to mediation if the District is unhappy with the City's selection but
not arbitration. Arbitrator could not force a particular level of service
- Exceptions:
1) If parties agree on remedial measure but not on the cost, the cost of the remedial
measure can be subject to arbitration
2) If the District does not like the City's selection, in an extreme case, the District
could terminate the contract. If that happens, triggers a 2-year wind up period.
During 2-year wind-up period, the District would be able to choose the remedial
measure and the parties would share the incremental cost of the remedial
measure. Unlikely to reach that point, more likely would agree on remedial
measure.
Section 2.3: The Council requested language prohibiting 72 hour shifts in Edmonds. FD1's labor
lawyers concerned about strength of that language. Language in Section 2.3 states the City prefers
firefighters not work 72-hour shifts in Edmonds.
o District leadership does not have complete control over this issue. Will need to be negotiated
with the union and could be the subject of interest arbitration
Section 14: City has the right to subcontract fire and EMS services to Woodway
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o The District requires the City consult with them and accept input prior to entering into a
subcontract with Woodway.
o No change in the contract payment unless City requests additional staff. Requesting
additional staff reopens Interlocal Agreement.
o Historically the City served Woodway with the existing three stations.
o Whether or not the City is serving Woodway, Interlocal Agreement is still subject to same
thresholds (unit utilization factor).
Section 19.5: Allows Mayor and Council President to agree on a change to the formulas. Any
other amendment to the agreement would come to City Council.
o Example: Formulas contemplate Lynnwood and FD1 are two different jurisdictions. If
Lynnwood and FD1 enter into a regional fire authority (RFA), the formulas may need to be
tweaked to reflect the two entities are now one entity.
If the Council agrees with the proposed Interlocal Agreement, Mr. Taraday requested a motion to
approve. FD 1 confirmed if the Interlocal Agreement was approved by Council tonight, they would be
able to make the change by February 1, 2017. If the Agreement is not approved tonight, the date will be
delayed.
Mayor Earling asked about the FD1 Board's meeting to consider the Interlocal Agreement. Mr. Taraday
answered assuming the Council approves the Interlocal Agreement tonight, the District Board will have
opportunity to take action at their meeting on Thursday.
Councilmember Nelson thanked Mr. Taraday for the time and effort he has put into the agreement,
commenting he was not a fan of it. He referred to Section 3.1, use of City fire stations, a new
development in this agreement that has not been talked about, yet reading this agreement, that appears to
be the next priority. He read Section 3.1, "The parties acknowledge that none of these three fire stations
are ideally located and that the City could be better served by two ideally located fire stations" and asked
where that idea came from. Mr. Taraday answered it definitely came from Fitch & Associates and District
leadership shares the opinion about the poor location of the fire stations.
Councilmember Nelson referred to language in Section 3.1 that the location of the three stations,
"contributes to slower turnout times." Mr. Taraday said some the City's fire stations are old; if a new fire
station were built, it would be laid out differently in light of current regulations. The District has
developed an extensive capital facilities plan that included timing personnel exiting the stations. Some
stations have challenges that do not allow firefighters to exit as quickly as they could if they were ideally
designed.
Councilmember Nelson recalled seeing reference to that in the Fitch report. He referred to a map that
showed moving Stations 16 and 20 five to six blocks and eliminating Station 17. He expressed concern
with eliminating a fire station and saying response time to downtown Edmonds would increase when
there is no downtown fire engines or paramedic. Mr. Taraday answered it was conceivable that new fire
stations could be built/relocated and still have three. A full study has not been done about that issue; this
is at the very conceptual level. Because there was thought that maybe it could be done with two stations,
it was included in the Interlocal Agreement. The number of fire stations and the number of units or
firefighters are completely independent. If the Agreement is approved, there will be 9 firefighters working
24/7 in Edmonds. There could be nine firefighters working in two stations instead of three stations. If the
travel times were adequate, there may be operational advantages to having nine firefighters in two station.
He emphasized this was at the very conceptual level and really had not been extensively reviewed.
Councilmember Buckshnis referred to definitions in the existing contract that refer to Firefighter/EMS
Personnel and the new contract states only Firefighters. She asked if all Firefighters were EMS personnel.
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Mr. Taraday relayed the definition of Firefighter, "full-time compensated employees, captains,
firefighters emergency medical technicians and/or paramedics."
Councilmember Buckshnis observed Sections 4.3 and 4.4 were moved to Exhibit E. Mr. Taraday
answered Sections 4.3 and 4.4 were relocated in the December draft; the definitions were moved to
Exhibit E. Section 4.4, Adjustment Date Not Met, is now in Section 4.2.2.
Councilmember Buckshnis asked if any FD1 Commissioners participated in the negotiations. Mr.
Taraday answered Commissioners Meador and Board Chair McGaughey were present for most of the
negotiations. Councilmember Buckshnis observed the Agreement still includes an annual presentation as
well as quarterly meetings. Mr. Taraday said the quarterly meetings are with representatives of the
Council; the Council President may want to appoint representatives to attend quarterly meetings.
Councilmember Teitzel referred to Section 2.3, Shift Arrangements, which states the City prefers
personnel not work 72 hour shift due to fatigue issues. However, the last sentence in that section states,
"The District commits that it will undertake in good faith, pursuant to Chapter 41.45 RCW, to negotiate
successfully for those arrangements, to be implemented." He expressed concern the statement indicated
the District may not be successful in achieving this. Mr. Taraday agreed, explaining the District does not
have complete control over this issue and would need to bargain it. If they are not able to reach
agreement, the issue can be taken to interest arbitration to have an arbitrator to rule that 72-hour shifts
should not be allowed. There are comparable jurisdictions that the District could reference to justify its
case; for example Lynnwood does not allow 72-hour shifts. In the end, it is not something the District can
do unilaterally and would need to bargain it and it was subject to interest arbitration under State law.
Councilmember Teitzel suggested removing "successfully" because although the District commits to
undertake in good faith, it may not happen. Including "successfully" presumes it will be successful in
achieving the goal of the negotiation. Mr. Taraday said he interprets the sentence as the District will try to
reach an agreement using their best efforts and good faith. Councilmember Teitzel said if the City
Attorney felt the language was acceptable and the other party knows what it meant, he was comfortable.
Mr. Taraday said he was comfortable with the existing language.
Councilmember Fraley-Monillas referred to Sections 3.1, Use of City Fire Stations, recalling FD1
Commissioners told the Council a few years ago that the fire stations were not in the best location and if
they had unlimited amounts of money, they would build new fire stations in different places but it was
talked about as a 20 year goal. She asked if there were any current plans to reduce the number of fire
stations. Mr. Taraday answered the extent of the plan is in the document; it is an idea at this point.
Certainly, if money were no object, it would be great to have ideally located fire stations but there is a
cost to that. It would be up to the City Council to decide if they were interested in taking that on.
Councilmember Fraley-Monillas said since it is a theory, it may have been better not to include that
section. Mayor Earling said he has no interest or intent to explore the relocation of fire stations in the
City. He viewed it much like the Edmonds multimodal station near the Port which is unlikely to happen
for 2-3 decades. Although the language is included in the Agreement, no one is interested in pursuing it.
Councilmember Fraley-Monillas said including the language in the Agreement draws attention to it. Mr.
Taraday said the language in the Agreement looks into the future; it is the type of agreement that may be
in effect for decades and tries to anticipate as many issues as possible.
COUNCIL PRESIDENT MESAROS MOVED, SECONDED BY COUNCILMEMBER TEITZEL,
THAT THE CITY COUNCIL APPROVE THE INTERLOCAL AGREEMENT FOR FIRE AND
EMERGENCY MEDICAL SERVICES AS PRESENTED BY MR. TARADAY.
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Councilmember Nelson commented there is a difference in what he read in the report and what he sees
happening on the ground. He recently spent a second day in the field with the professionals who provide
fire and EMS care, not the number crunchers, but the first responders who treat citizens. What he saw was
concerning; in just one day, there were five requests to send Edmonds units north to cover other stations
because the rest of FD1 was unavailable. The hope is that other stations can cover Edmonds, but they
can't. He relayed hearing on the fire radio dispatch in response to battalion chief's request for another
paramedic, "Medic 14 not available, cross -staffed." He clarified that meant the one paramedic at that
station was not available because he was out on a fire call. This is what happens when the paramedics are
split up all over the City, asking them to respond to fire as well as medical calls. That response will be
heard over and over in Edmond with these cuts because 70% of calls are basic life support (BLS), not
advanced life support (ALS). Paramedics will be busy responding to BLS calls when ALS calls come in.
Councilmember Nelson commented, in addition, twice that morning all four Edmonds fire units were out
on calls and not available to respond to any additional calls in Edmonds. What will happen when only
three Edmonds units will be available with thee cuts? He believed everyone wants the best fire service but
doing more with less should be a last resort when it comes to public safety, especially while every other
City department is growing. There is a difference between not wanting to pay more and needing to pay
more. Healthcare demands are increasing every year and much of it has shifted squarely on first
responders. He has heard, "we're backed into a corner, we have no choice," commenting we always have
a choice. If the Council really wanted to, they could find the funding.
Councilmember Nelson questioned what other contract services the City has, a fair question if the primary
motivation is financial. For example, why does the City spend $42,000/month to contract for legal
services when the City could hire an in-house City Attorney. Nine in ten residents surveyed last year felt
safe in Edmonds and want safety to be a top priority in the coming years. He believed this agreement
would jeopardize their safety; two fewer firefighters and EMTs on duty means less people to respond to
emergencies He asked that the Council wait and find a different way to fund fire costs, put a fire/EMS
levy forward if necessary and not make these cuts to these vital services, prioritize saving lives over
saving money.
MOTION CARRIED (5-1), COUNCILMEMBER NELSON VOTING NO.
Mayor Earling recognized the hours Mr. Taraday and Finance Director Scott James spent on the
Agreement, commented it had been a pleasure to work with them. He was provided several briefings and
had an opportunity for input but the work they did and the cooperation from the FD1 lawyer, while heated
sometimes, resulted in a very positive outcome. Mr. Taraday commented they learned a lot.
Mayor Earling declared a brief recess.
7. STUDY ITEMS
SHORELINE MASTER PROGRAM (SMP)
Senior Planner Kemen Lien explained this is the continuation of the SMP update. The City Council sent
proposed alternatives to Ecology in October 2016 and January 10, 2017, Ecology responded to Edmonds.
Ecology representatives, David Pater and Joe Burcar, are here to present their response.
Joe Burcar, SEA Section Manager, NW Regional Office, Department of Ecology, reviewed:
• Chronology
o June 27, 2016 Ecology issued conditional approval with several required changes and one
recommended change.
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EDMONDS CITY COUNCIL APPROVED MINUTES
December 13, 2016
ELECTED OFFICIALS PRESENT
Dave Earling, Mayor
Kristiana Johnson, Council President
Michael Nelson, Councilmember
Adrienne Fraley-Monillas, Councilmember
Diane Buckshnis, Councilmember
Dave Teitzel, Councilmember
Thomas Mesaros, Councilmember
Neil Tibbott, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
N. Bickar, Police Officer
Phil Williams, Public Works Director
Carrie Hite, Parks, Rec. & Cult. Serv. Dir.
Patrick Doherty, Econ. Dev & Comm. Serv. Dir
Shane Hope, Development Services Director
Scott James, Finance Director
Dave Turley, Assistant Finance Director
Kernen Lien, Senior Planner
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Jerrie Bevington, Camera Operator
Jeannie Dines, Recorder
The Edmonds City Council meeting was called to order at 7:00 p.m. by Mayor Earling in the Council
Chambers, 250 5"' Avenue North, Edmonds. The meeting was opened with the flag salute.
2. ROLL CALL
City Clerk Scott Passey called the roll. All elected officials were present.
3. APPROVAL OF AGENDA
Council President Johnson requested Items 4.4, Board & Commission Reappointments, and Item 5.2,
Dale Hoggins Proclamation, be postponed to a future meeting. Councilmember Teitzel requested Item
7.3, Revision to the January 3, 2017 Extended Agenda, be added to the agenda. City Clerk Scott Passey
advised the Extended Agenda is a planning tool and requests can be submitted to him.
COUNCIL PRESIDENT JOHNSON MOVED, SECONDED BY COUNCILMEMBER
BUCKSHNIS, TO APPROVE THE AGENDA, POSTPONING ITEMS 4.4, BOARD &
COMMISSION REAPPOINTMENTS, AND ITEM 5.2, DALE HOGGINS PROCLAMATION, TO
A FUTURE MEETING. MOTION CARRIED UNANIMOUSLY.
4. APPROVAL OF CONSENT AGENDA ITEMS
COUNCIL PRESIDENT JOHNSON MOVED, SECONDED BY COUNCILMEMBER
BUCKSHNIS, TO APPROVE THE CONSENT AGENDA AS AMENDED. MOTION CARRIED
UNANIMOUSLY. The agenda items approved are as follows:
1. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES OF DECEMBER 6, 2016
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services are cut and EMTs and paramedics are shifted around so they are not available downtown, he
questioned what happened the next time someone walked in needing help. He recognized the electeds
have a tough job building and balancing a budget, but figured the last thing they would do would be to cut
public safety. He was ashamed and embarrassed and said there are other ways to cut the fat. He
questioned the Council raising taxes and then cutting fire service, questioning what was next — raising
water rates and telling him he can only use five gallons a day. Edmonds is growing and more services are
needed; the Council should look to the future and add firefighters, EMTs and equipment, not make cuts to
balance the budget. He was not in favor of raising taxes and preferred the Council figure out to make the
money work. As a business owner outside Edmonds, he suggested some fat could be cut from the City's
second floor.
7. ACTION ITEMS
AWARD OF EDMONDS VETERAN'S PLAZA PROJECT
Parks & Recreation Director Carrie Hite requested the Council award the bid to K-A Construction for
construction of the Veteran's Plaza. The Council packet contain a memo outlining previous action,
current bids that ranged from $290,000 - $472,000 and engineer's estimate of $285,000. She recalled the
Council bids previously rejected bid a few months ago at staffs requests when bids were $450,000 -
$700,000. The citizen committee has been working hard to raise money to construct the Veteran's Plaza;
to date they have raised $505,000. A donation in the amount of $4500 was received in the last two days as
well as commitments for $16,000, reducing the deficit of $67,000 to $47,000. Committee Co -Chair Maria
Montolvo has indicated a donor has committed $50,000 if it is needed. The Committee assures they are
committed to raising the rest of the funds and would like to have the bid awarded so that construction can
begin in January with the project completed in time for Memorial May.
Ron Clyborne, Edmonds, Co -Chair, Veterans Plaza Committee, representing the Edmonds Veterans
of Foreign Wars, American Legion and Vietnam Veteran of America, as well as all veterans past, present
and future, relayed their excitement about building this park plaza to honor and remember all veterans
past present and future.
COUNCILMEMBER MESAROS MOVED, SECONDED BY COUNCILMEMBER FRALEY-
MONILLAS, TO AWARD THE CONTRACT FOR THE EDMOND VETERAN'S PLAZA TO K-A
CONSTRUCTION AND AUTHORIZE A 10% MANAGEMENT RESERVE FOR UNFORESEEN
CONDITIONS DURING CONSTRUCTION.
Councilmember Tibbott said after reviewing the drawings, he was impressed with receiving a bid that
meets the objectives. He was supportive of the bid award and looked forward to completing the project
next year.
Councilmember Buckshnis said bravo, recalling the herculean effort to raise $8500 for the K-9 statue. She
thanked the veterans and other donors, commenting the plaza will be fabulous and she looks forward to its
completion. Mr. Clyborne recalled a Marine Corp saying, "when the going gets tough, the tough get
going." The community got it done, and have a plan for any discrepancy that arises. He pointed out
fundraising began approximately seven months ago and raised $475,000. Fundraising stopped because it
was believed there was enough but was restarted when more money was needed, raising another $45,000.
He assured any discrepancy could be handled.
Councilmember Nelson commented although he was sure the discrepancy could be handled, but if it
couldn't, he was certain the City would find a way to help out. He thanked Mr. Clyborne and all the
veterans for their service. He was sorry the Veteran's Plaza could be done sooner and looked forward to
its completion.
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MOTION CARRIED UNANIMOUSLY.
2. POTENTIAL ACTION ON THE FIRE DISTRICT 1 INTERLOCAL AGREEMENT
Mr. Taraday explained this is a follow-up to last week's presentation. He reminded the Council what the
project with Fitch Associates was tasked with considering:
• If you were designing the Edmond Fire Department from scratch today, based on the data that
you have today, what would you design?
• How many firefighters would you plan to employ?
• Of those, how many would be paramedics?
Factors to consider include:
Geography of the City and FD1
o Map identifying the stations that Edmonds pays to operate 16, 17 and 20 and the other FD1
and Lynnwood stations.
Type of demand for service
o Primary demand is EMS
■ EMS 55.2%
■ EMS-ALS:30.3%
■ Fire related 9.8%
■ Service 4.6%
■ Special Ops 0.2%
Frequency of demand for service
o Unit hour utilization by unit analysis indicates using 1/3 of the capacity provided by 11
firefighters in 3 stations today = 0.10 utilization rate
0 0.30 = IAFF standard utilization rate
o Consultant concluded actual usage is 0.10%, indicating there is a lot of capacity available in
the system
Equity among the various neighborhoods
o Currently only 2 paramedics for entire City, operating in the same unit at Station 17
o Currently the next closest paramedics are at Lynnwood Station 14 and Mountlake Terrace
Station 19
o Takes only one paramedic call to completely wipe out paramedic services in the City
■ If two heart attacks happen at the same time, the second one waits for either Lynnwood
or Mountlake Terrace to respond
o Under Mayor Earling's recommended proposal, Alternative 2, paramedic proximity improved
with one paramedic located at Stations 16, 17 and 20 as part of a cross -staffed unit
■ Allows for the possibility of three dispatches requiring a paramedic capability
■ Paramedics often double dispatched, but it is not always necessary
- Dispatcher can decide whether double dispatch necessary
Means to evaluate the service over time
o Utilization of 0.25% at any one of three station is the threshold to trigger negotiations with
FD1 to bring utilization rate to a more reliable rate.
Cost (last but not least)
o $1.36 million difference in cost between current staffing and the recommended proposal
Mr. Taraday explained the issue of cost is frustrating for the City and probably for FD1 because neither
party is fully in control of what they pay firefighters because are subject to interest arbitration which
means FD 1 cannot say how much they will pay firefighters. FD 1 does not have the same ability to control
costs that a typical employer has; under State law, labor unions such as IAFF have a lot of power to set
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compensation levels according to what other agencies are paying. As a result, it costs a lot to maintain a
Fire Department.
Mr. Taraday highlighted the proposed action:
• Motion to direct City attorney to bring back for final action an ILA that contemplates use of Fitch
Alternative 2.
o ILA not ready for approval yet; FD1 and the City still have work to do.
o Helpful for both negotiating teams to get direction/confirmation that the Council supports the
proposed alternative staffing model
■ If the Council does not support the proposed alternate, that will change the negotiations.
COUNCILMEMBER MESAROS MOVED, SECONDED BY COUNCILMEMBER TIBBOTT, TO
DIRECT THE CITY ATTORNEY TO BRING BACK FOR FINAL ACTION AN ILA THAT
CONTEMPLATES THE USE OF FITCH ALTERNATIVE 2.
Councilmember Mesaros commented tonight the Council heard testimony from citizens about the
importance of emergency medical services. He supports the proposal because it increases EMS services,
increasing from two paramedics to three. Several audience members commented on how quickly
emergency services arrived and he pointed out if that were a paramedic call, a second call may have to
wait for a unit from Lynnwood or Mountlake Terrace; this solve that problem.
Councilmember Buckshnis recalled in 2009 Lora Petso, Adrianne Fraley-Monillas and she were citizen
advocates opposed to selling the City's Fire Department to FDL They were later selected to assist with
selecting the consultant who would help the Council understand. FD1 Commissioners have said they will
sever the contract with Edmonds if Edmonds does not pay Woodway's share of the cost. A very diligent
and pragmatic process has taken approximately 14 months to complete. The Fitch report is a fresh set of
eyes. FD 1's report, done in February 2016, says about the same thing as Fitch's report. If citizens are
interested in a public safety levy, she will lead that charge, commenting that is what should have been
done in 2009.
Councilmember Fraley-Monillas said one of objections when the previous Council and Mayor sold the
Fire Department was that the cost would eventually be higher. Although it was easy to say the savings
was only $1.36 million, she questioned where cuts could be made to provide those funds — police, roads?
She pointed out certain revenue sources must be used for certain expenditures. Fire and Police are paid
from the General Fund, a huge cost to the City. The first -year savings are $1.36 million. FD1 firefighters
haven't negotiated their contract this year and she expected costs to increase next year. The City needs to
have some control while still providing a good or same level of service that has been provided in the past.
Councilmember Fraley-Monillas asked who Mr. Taraday has been negotiating with and whether it was
with the labor union or the FD1 Commission. Mr. Taraday answered the negotiating team was two FD1
Commissioners, FD1 Chief, Assistant Chief and FD1's attorney. Councilmember Fraley-Monillas asked
who negotiated with the union. Mr. Taraday answered FD1 leadership. Councilmember Fraley-Monillas
asked if the FD1 Commissioner had discussed Alternative 2 with Local 1828. Mr. Taraday answered he
did not think there had been a formal conversation, certainly union membership was aware of the
proposal. FD1 does not need union permission to make this change.
Councilmember Fraley-Monillas observed there was potential that staffing issues, layoffs, etc. could be
addressed during FD1 and Local 1828' negotiations. Mr. Taraday answered when FD1 and the union
bargain a contract, many issues are considered, not the least of which is compensation. He reiterated
compensation was driven by comparable fire agencies. FD1 may have aspirations to pay a certain amount,
but in the end under State law they pretty much have to pay what the comps show. Although the City is
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limited in increasing the levy 1%/year, the interest arbitrators are not limited and can and do award more
than a 1% increase in compensation. The system is set up in a manner that costs will exceed revenue.
For Councilmember Fraley-Monillas, Mr. Taraday said under the City's current arrangement with FD1,
the City pays for certain minimum staffing levels. FD 1 can assign additional staff to the Edmonds stations
but that does not commit Edmonds to pay for the additional staff. Councilmember Fraley-Monillas asked
if FD I would need to return to the City if they decided to add staff to the Edmonds fire stations. Mr.
Taraday said he watched the FDI Board meeting on Wednesday; it is extremely unlikely that the Board
would assign staff to Edmonds stations without Edmonds committing to pay for it. Councilmember
Fraley-Monillas said she was disturbed by the lack of communication between the Commission and their
labor union, envisioning this may not have been as dramatic if there had been better communication.
Councilmember Tibbott requested staff describe the increase in the EMS levy, where those funds come
from, how they are used, and why that is not enough to cover the current level of service. Finance
Director Scott James responded the 2017 EMS levy is $3,9790,000; the cost for EMS services far
surpasses that levy amount. The EMS levy cannot be raised without a vote. Councilmember Tibbott
observed approximately $4 million is the most that can be raised via the EMS levy and the additional
amount comes from other sources. Mr. James said the cost of Alternative 1 is $7,400,000 which includes
fire service, Fire Marshal, Fire Inspector, apparatus replacement, etc. As Mr. Taraday indicated,
approximately 85% of the services provided are EMS. Applying that 85% to the total cost, approximately
$6 million is for medical -related responses.
Councilmember Tibbott summarized taxes have been raise the maximum allowed by law. Mr. James
agreed, they had been raised to the maximum amount without a vote. He explained EMS is limited to
$050/$1000 assessed value by State law; the 2017 levy will be approximately $0.48/$1000 which is still
not enough to cover EMS services.
Councilmember Tibbott referenced the tax increase voters in Snohomish County approved for fire
protection. Mr. James explained FDI citizens approved an increase; Edmonds is not in FD1 so that
increase does not affect City residents. Residents of Esperance are affected by the increase as are other
properties in FD 1 outside of Edmonds. Councilmember Tibbott observed the new ILA with FD 1 would
allow the City to receive funds from Esperance to offset costs. Mr. James said the $7.4 million includes
all costs for the three stations, less the EMS taxes generated by the Esperance area, $1,117,000. The
remainder, $4,727,000 is paid by the City of Edmonds.
Mr. Taraday pointed out under the original agreement with FD1, 13.08% of the three -station cost was
allocated to Esperance; if that were applied to the new levy amount, the $1,117,000 the City receives to
offset the cost via the Esperance property tax revenue would not be enough to pay for 13.08% of the
status quo system delivery model, essentially meaning Edmonds would be subsidizing Esperance
fire/EMS services. Under Alternative 2, the property tax revenue received from Esperance more or less
equals the 13.08% share.
Councilmember Tibbott asked about the revenue source for the former Medic 7 stationed at Stevens
Hospital. Mr. James answered it was his understanding it was the EMS levy and compensation from the
partner cities. He offered to email Councilmembers that information.
Councilmember Teitzel pointed out there have been comments that service in Edmonds will be cut but it
was his understanding there will be no cuts; the 2 FTEs from 11 to 9 would be reallocated elsewhere in
FDL Mr. Taraday agreed, pointing out FDI operates 12 fire stations, 3 of which are in Edmonds. It was
his understanding there is enough need in the employment applicant pool that the proposed changes could
be absorbed elsewhere in FD 1 and there would not be any layoffs.
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Councilmember Teitzel asked about FD1's plans to reallocate those two position and whether they would
possibly allocate one to the Mountlake Terrace fire station thereby improving response time on an ALS
call in the Lake Ballinger area. Mr. Taraday relayed his understanding Station 19 currently has 3
firefighters on duty at a time. He asked if Councilmember Teitzel's question was whether FD 1 might
increase that to 4. Councilmember Teitzel answered possibly. Mr. Taraday answered the discussions with
FD 1 leadership have not gotten into that level of detail. FD 1 is the expert on how to deploy crews.
Councilmember Teitzel asked if the two reallocated firefighters could potentially be used to improve
mutual aid response from a station outside Edmonds to an Edmonds call. Mr. Taraday said he could not
speculate regarding how FD1 would reassign those firefighters. Edmonds will not lose any paramedics,
the two existing paramedics will be in different units and a third paramedic will be added.
Councilmember Teitzel observed when the original FD 1 model was developed, Woodway was part of it.
In January 2014 Woodway joined Shoreline Fire and their call demand was shifted to Shoreline. He asked
if the departure of Woodway created excess capacity especially in Stations 17 and. Mr. Taraday did not
know how much call volume was associated with Woodway but whatever that volume was, its absence
represents a reduction in demand.
Councilmember Nelson pointed out there are currently three paramedics on duty in the City of Edmonds
at times, one at Station 20 and the two at Station 17. Mr. Taraday agreed that occasionally happens.
Councilmember Nelson commented because he likes to do his homework, he met with FD1 Chief
Reading, Lynnwood Fire Chief Cockrum, rode on the fire rescue boat and fire engine 16 and responded to
multiple medical calls. He toured the City's oldest and most populated buildings, learning their unique
risks to fire danger. He researched the National Fire Protection Associations standards and even the
consultants' reports for other cities. The Council may think the consultant give them everything they need
to know to make cuts but he questioned what they really knew about the information presented like the
recommendation to remove the downtown fire engine and have less firefighters at night, the graph that
indicates most emergency calls do not happen at night. For example there are very few fire calls at night.
He looked this up and compared it to the national average and it matches. However, something the
consultant's graphs do not show that the national graph do is that although 20% of all fires happen at
night, they account for 52% of all home fire fatalities. He questioned whether the Council really wanted
to downgrade the fire service from a report that downplays fire dangers and suggested telling that to the
families of the four people who died in fires in Everett last winter, the mother who lost her three children
to a fire in Centralia this March, the 15 business owners in downtown Bothell who lost everything this
summer.
Councilmember Nelson continued, the City's firefighter are heroes, but they are not superheroes; they are
mere mortals called upon to do extraordinary tasks. They cannot do their job to protect us with one hand
tied behind their back. One person can do CPR chest compressions 120 times/minute for only so long
before they physically tire out and have to stop; stopping means death. Another person has to replace
them; it is a physically demanding job to save lives. Our firefighters cannot keep us safe if they do not
have a sufficient amount of people and equipment. So are we really enhancing our fire services. The
International Association of Fire Chief s website has webinars on best practices and new developments
from experts. He listed titles of webinars, Track Fire Department Training with a Purpose, Statistical
Methods in Fire Service, Community Risk Reduction, Critical Success Factors for Fire and Rescue
Leaders, Must -Have Policies for Every Fire Department, Fire Prevention Risks in Local Communities and
Critical Questions Every Fire Chief Should Ask Their City/County Managers, a webinar by the
consultants, Stephen Knight and Bruce Moeller, where they state the most important questions for a fire
chief involve understanding the economic and political realities facing your agency, understanding the
economic motivators for requests for efficiencies, developing a framework for navigating the economic
realities of change in your agency. He pointed out that was who the Council was basing the type of fire
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service the community needs; their job is to give cities cover to make cuts. That is why it matters how the
problem is framed.
Councilmember Nelson said if the Council thinks we should operate as a business, which some
Councilmembers do, then looking for efficiencies is perfectly logical. The Finance Director says this
makes good business sense. The fire consultant looks for return on investment and the City Attorney cite
financial savings. But if the Council is looking for efficiencies as part of a business model, every city
department would fail looking through that lens. As a professor of economics in Forbes Magazine
recently wrote, does it makes sense to run government like a business? The short answer is no. Efficiency
in the private sector means profit. The problem is that not everything profitable is of social value and not
everything of social value is profitable. The Army, Navy, Air Force, Marine Corp, Police Department,
Fire Department, libraries, parks, public schools are social value yet they could not exist if they were
required to be profitable. Imagine maintaining the military by selling subscriptions door-to-door. Profit is
the realm of business while unprofitable but socially useful tasks are the responsibility of government.
Somewhere along the way the Council has forgotten what its role is. The Council's function is not
maintain a profit for shareholder; its role is to protect citizens from all injuries however small, large,
likely or unlikely. It has always been expensive to save lives and it always will be.
Councilmember Nelson continued, there is a reason the City Council is tasked with this choice, not the
FD 1 board, not the fire chief, not the consultants. The Council must decide the level of safety for the
community, how much a life is worth to protect. He asked whether this proposal was really the best way
forward for fire service. He believed it was not and believed cutting the number of firefighters and having
only three emergency vehicles available instead of four was very risky. He believed increasing demands
on the paramedics and sharing with neighboring cities will not benefit Edmonds. He believed not holding
FD 1 administration accountable to respond to emergencies with the minimum amount of people within a
specific time like every other city in the country is inexcusable. He believed Edmonds could do better,
find a better way to pay for the best fire service the City can afford. He believed the Council should
prioritize saving lives over saving money and hoped the Council would join him in opposing these cuts.
Council President Johnson recalled testimony about families concerned about protecting their loved ones
and concerns about safety and agreed safety was the number one priority. As her parents aged, she called
the Fire Department on several occasions, many times because she needed assistance picking her parent
up from the floor and fortunately four trips to the hospital that were considered basic life support. One
dreadful call required advanced life support and every second meant the difference between life and
death. She appreciated the work firefighters do and she was a happy customer. Having said that, she
believed having three paramedics cross -trained with firefighters was better than one two -paramedic team.
For that reason she will support the proposal with the idea it will be monitored and possibly there could
be a levy in the future or a different combination of personnel.
Councilmember Buckshnis said she wished Councilmember Nelson was here in 2009 when the City sold
the Fire Department. She emphasized there was a reopener in the ILA. Although Fitch found there was an
underutilization, FD1 is doing a good job. If the City maintains the status quo, FD1 Commissioners have
said they will sever the contract. The City and FD 1 both had reports prepared and both say about the same
thing. If the community is interested in a levy, she will help. She noted one of the issues was firefighters
want a 72-hour work day and some Councilmember do not support that.
MOTION CARRIED (6-1), COUNCILMEMBER NELSON VOTING NO.
Mayor Earling declared a brief recess. Councilmember Nelson left the meeting at 8:59 p.m.
8. STUDY ITEMS
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EDMONDS CITY COUNCIL APPROVED MINUTES
Special Meeting
December 6, 2016
ELECTED OFFICIALS PRESENT
Dave Earling, Mayor
Kristiana Johnson, Council President
Michael Nelson, Councilmember
Adrienne Fraley-Monillas, Councilmember
Diane Buckshnis, Councilmember
Dave Teitzel, Councilmember
Thomas Mesaros, Councilmember
Neil Tibbott, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Al Compaan, Police Chief
Phil Williams, Public Works Director
Carrie Hite, Parks, Rec. & Cult. Serv. Dir.
Patrick Doherty, Econ. Dev & Comm. Serv. Dir
Shane Hope, Development Services Director
Scott James, Finance Director
Mary Ann Hardie, HR Director
Dave Turley, Assistant Finance Director
Rob Chave, Planning Manager
Rob English, City Engineer
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Jerrie Bevington, Camera Operator
Jeannie Dines, Recorder
The Edmonds City Council meeting was called to order at 6:01 p.m. by Mayor Earling in the Council
Chambers, 250 5t' Avenue North, Edmonds. The meeting was opened with the flag salute.
2. ROLL CALL
City Clerk Scott Passey called the roll. All elected officials were present.
PRESENTATION
1. PRESENTATION ON PARLIAMENTARY PROCEDURE
This item was delayed to a future meeting.
4. APPROVAL OF AGENDA
COUNCIL PRESIDENT JOHNSON MOVED, SECONDED BY COUNCILMEMBER
BUCKSHNIS, TO APPROVE THE AGENDA WITH THE FOLLOWING CHANGES: MOVE
ITEM 10.2, 2017 LEGISLATIVE AGENDA, TO NEW ITEM 6.3, AND ITEM 9.1, ADOPTION OF
THE 2017 BUDGET & USE OF REAL ESTATE EXCISE TAX FUNDS, TO FOLLOW ITEM 6.3.
MOTION CARRIED UNANIMOUSLY.
5. APPROVAL OF CONSENT AGENDA ITEMS
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on the single track. Double tracks would allow trains to go both directions at the same time, resulting in
the activation of a horn for trains traveling north and southbound at the same time. How often that would
occur would require further study but he did not anticipate the number of horns would increase. The
location of the horns will work with double tracking.
Councilmember Teitzel asked whether input had been sought from other communities on Puget Sound
that have installed trackside warning systems. Mr. Williams answered several have been installed near
Lakewood; they are very happy with their operation. Councilmember Teitzel how asked how to ensure
train engineers did not blow their horn manually where entering a zone with a trackside warning system.
Mr. Williams said under FRA rules, engineers have the right to blow their horn if they see fit to do so.
Likely the only time that would happen is if they passed the whistle board and the signal system was not
working or there was something on the track. They are not obliged to do so and are encouraged not to
unless they feel it is necessary. Councilmember Teitzel concluded there would not be the same number of
manual horn blasts plus the trackside warning signals. Mr. Williams said a manual horn would be a rarity,
not a normal activity.
Councilmember Fraley-Monillas asked Council President Johnson why she wanted to postpone action for
a week. Council President Johnson said in general, a public hearing is an opportunity to get public input.
Councilmembers also collect information via other methods and delaying a week after the public hearing
provides the Council extra time before making a decision. Although no one spoke at tonight's public
hearing, she and many others are concerned about the return of salmon to the marsh. She did not want to
offend any dog owners or dogs and realized the dog park was a community asset beyond Edmonds, but it
was important to have a thoughtful opportunity to consider whether the amendment is needed.
Consideration may need to be given to monitoring the water for pH. She sees a potential conflict between
dogs and salmon and wanted an extra week for the public to weigh in.
MOTION CARRIED (6-1), COUNCIL PRESIDENT JOHNSON VOTING NO.
Mayor Earling declared a brief recess.
2. PUBLIC HEARING ON THE FIRE DISTRICT 1 INTERLOCAL AGREEMENT
City Attorney Jeff Taraday commented the Interlocal Agreement with Fire District 1 (FD1) has been in
the works for some time. He introduced Finance Director Scott James and Dr. Stephen Knight, Fitch &
Associates, who was hired to advise the City. The Interlocal Agreement in the packet is the Mayor's
proposed amendment to the Interlocal Agreement with FD L The Council makes the decision whether to
proceed and there are other options if the Council is not satisfied with the Mayor's proposal.
As background, Mr. Taraday explained the City entered into an agreement with FD1 for fire and EMS
services in 2009 and service officially began January 1, 2010. For the first five years of that agreement,
neither party could terminate. Now the agreement is terminable by either party upon two year's notice. In
August 2014 the City received an invoice for $1.67 million attributable to a recently completed collective
bargaining agreement between FD 1 and the union. The agreement was retroactive to 2013 which resulted
in a large invoice. The invoice was somewhat of a surprise to the City; the City agreed to pay the invoice
but decided to take a closer look at fire service in general. As the City needed expertise to assist with that,
staff began researching fire and EMS consultants in April 2015; the City Attorney and Finance Director
invited five firms and a local fire chief to interview and narrowed consultants to three for interviews by
the Mayor and Councilmembers Buckshnis, Fraley-Monillas and Petso in May 2015 and ultimately Fitch
& Associates was selected to guide the City through this process.
Mr. Taraday explained the City and Fitch & Associates agreed on a scope of work and signed a contract
on June 17, 2015. Dr. Knight made a presentation to Council in February 2016 of several different
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options for configuring fire and EMS service including the status quo. Fitch & Associates finalized its
report in April 2016 and that information was used to begin discussions with FD1 this summer. He was
hopeful the Council would approve of the proposed Interlocal Agreement and take final action next week.
Mr. Taraday displayed a map of FD1, identifying the three fire stations previously operated by City of
Edmonds until the City began contracting with FD1 in 2010, Stations 16, 17 and 20. Because the City
contracts with FD1, the City is essentially being served by an entity with a much larger area so
occasionally Station 19 and Lynwood Station 14 also serve the City. The primary sources of service are
Stations 16, 17 and 20. He described the status quo:
• Station 16: cross staffed engine and aid unit (EMT), total 3 staff members
• Station 17: cross staffed engine and aid unit (EMT) plus a dedicated paramedic unit with 2
paramedics, total 5 staff
• Station 20: cross staffed engine and aid unit (EMT), total 3 staff members
• Total staff on duty citywide 24/7: 11 including 2 paramedics
Mr. Taraday said one of the questions that prompted the City to consider if service improvements could
be made was "What if two ALS calls occur at same time?" He referred to the map of stations, identifying
the paramedic unit at Station 17, no paramedics at Station 16 or 20, explaining with two paramedics on
the same unit, one call wipes out the City's paramedic capabilities which was not viewed as a good
system design. Most of FD1 has a paramedic at each station.
Another question the City considered was how busy are Edmonds fire stations under the status quo? Mr.
Taraday displayed a Unit Hour Utilization by Unit chart, included in Fitch & Associates report to the
City, that measured the unit hour utilization for service at the three Edmonds stations. The utilization
threshold established by the International Association of Firefighters is 0.30; Edmonds stations are at 0.10
or lower utilization, which basically says the current fire stations are not that busy. He assured this was
not criticism of FD1 or firefighters, they do a great job which was confirmed by Fitch & Associates. This
analysis appears to indicate there is some excess capacity. The Interlocal Agreement established 0.25 unit
utilization as a negotiation threshold for when the contract could be revised. Over time it is assumed call
volumes will continue to increase to a point where service needs to be added to ensure firefighters are not
too busy.
Mr. Taraday explained Alternative 1, converting the 24-hour Medic 17 to a peak hour unit, is not being
pursued as this issue is being litigated between FD1 and the union. The union is opposed to part-time
paramedic units and want all paramedic units to work 24-hour shifts.
Alternative 3, which removed the engine from Station 17, reducing the number of engines in Edmonds
from 3 to 2, is also not being pursued. The City has a three -engine capability today and will have three
engine capability under the Mayor's proposed agreement.
Mr. Taraday reviewed Alternative 2, the recommended proposal:
• Station 16: Engine/medic — 3 staff
• Station 17: Engine/medic — 3 staff
• Station 20: Engine/medic — 3 staff
• Total staff on duty citywide 24/7: 9 including 3 paramedics
He displayed a pie chart illustrating the number of incidents, pointing out 30.3% of all calls to FD1 are
EMS/ALS. It was felt the City would be better served by adding paramedic to all stations. In addition to
the advantage of adding a paramedic to each station, there is a financial advantage of going from 11 total
staff to 9, a savings of $1.36 million in 2017. If the City wanted to retain the status quo, another $1.36
million would need to be identified in the budget. He clarified the additional $1.36 million to retain the
status quo includes an assumption that FD1 would no longer be willing to continue with the current
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arrangement where the City only pays 77.79% of the cost of staffing Edmonds stations. Under the
original Interlocal Agreement with FD1, the cost of operating the three stations was planned to be split
per the following formula:
• Edmonds: 77.79%
Woodway: 9.13
Esperance (FD1): 13.08%
Mr. Taraday reviewed several issues addressed in the agreement:
Woodway
Woodway no longer contracts with FD1 so the revenue that was contemplated in the original agreement is
not being paid by Woodway. It could be argued that is FD1's problem, not Edmonds'. That is true in the
short term but the contract is terminable by FD1 upon two years' notice. FD1 leadership team has made it
clear to the City's negotiating team that the current 77.79% is not sustainable or acceptable going
forward. Technically FD1 probably could be forced to honor that arrangement for two years; however, it
would be invite a different relationship with FD1 and likely result in a notice of termination shortly
thereafter, requiring the parties to return to the bargaining table and a similar proposal. No one wants
there to be a question about who is providing fire service long term; the prospect of a terminal notice
should not be entertained with any seriousness. The FD1 negotiating team has agreed that if Edmonds can
bring Woodway back, the City has the right to subcontract with Woodway. He clarified the FD1 Board
has not yet approved the proposed agreement.
Negotiation Thresholds
The agreement also includes negotiation thresholds that identify when to renegotiate, 1) unit utilization
factor (0.20), 2) neighboring unit utilization factor (how often is Edmonds getting service from Station 14
or 19 or other stations) and 3) transport balance factor (outside Edmonds FD1 unit responds to Edmonds
and transports but does not receiving transport fee).
Out of Balance Transport Fees
The proposed agreement includes a provision if transport fees are out of balance, a portion is withheld
until balanced.
Esperance Offset
Under the original agreement FD1 paid 13.08% to service that area. FD1 is willing to transfer all the
fire/EMS tax revenue collected in this unincorporated area to Edmonds via an offset in the City's payment
to FD 1.
City Retains Authority to Set Level of Service
Language has been added to clarify that the City always retains the legislative discretion to establish the
level of service for Edmonds.
Turnout Time
Fitch & Associates recommended reducing the turnout time in Edmonds stations closer to the national
standard. FD1's standard is 2:15 which is not being met; FD1's turnout time is 2:51. District leadership is
interested in improvement but there are potential financial impacts to improving turnout time. Once a
dollar amount is determined, that information can be presented to the Council and FD1 and the City can
discuss who bears that cost and/or if the turnout standard should be changed.
Retroactive Invoices
The City will receive an invoice on September 1 that establishes a reliable estimate of the eventual
contract payment.
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Outstanding Issues
The agreement includes language in Section 2.3 that FD1 may not be able to agree to. The current
firefighters' shift is 24 hours and the schedule is one day on, one day off, one day on and five days off.
Firefighters may trade days which results in straight 72 hour shifts. This was an issue for the City's
negotiating team due to public safety concerns with working a 72-hour shift. Language in the contract
states staff in Edmonds can only work a maximum 48-hour shift and if necessary, work a third day in
another jurisdiction. This may need to be bargained and because the union does not want to give up the
ability to have a 72-hour shift, FD 1 may not be able to agree to this provision in the agreement.
Mayor Earling opened the public participation portion of the public hearing. Mayor Earling relayed that
Council President Johnson, Mr. Taraday and he agreed to allow 30 minutes for testimony; due to the
number of audience members present, he asked how many audience members planned to testify. In
addition to 3 on the sign -in sheet, 8-9 indicated they wished to speak. Mayor Earling advised each would
be allowed 3 minutes to testify.
Laura Johnson, Edmonds, thanked the Council for reviewing emergency services to ensure the
community is covered with superior service. As the mom of an EpiPen child, emergency services and
response time are vital. Before taking camping trips, they locate emergency services and the hospital and
have altered plans based on their availability. One of the deciding factors in purchasing a home in
Edmonds was the proximity to emergency services and the hospital. The decision made in 2009 to
contract with FD 1 was beneficial to the City; during 2009 negotiations, the Council made it clear they
would not accept lowering the level of service, even as the City cut other costs due to the recession. After
reading the proposal, she wondered what had changed. Rather than analyzing if a prudent decision was
made in 2009, the review is geared toward cutting costs. Option 2 is a 20% reduction in FTE, going from
11 to 9, although it is packaged as enhancing service through cost cutting. She supported enhancement
which may include reallocation of ALS personnel but enhancement via cost cutting reduction in personnel
is rhetoric that has been tried before, often resulting in less than positive results. In this case, less than
positive results could mean delayed response time and possibly death. Edmonds is growing, increasing
the demand on emergency services and adding traffic which increases response time. The City is in a
good financial position but that will not always be the case and she respected future planning. Cuts should
begin at the bottom with less serious services, not at the top with vital life-saving services. The City
currently has superior service including a 64% heart attack survival rate, one of the top in the nation. She
understood that Option 2 adds additional life-saving personnel but it cuts three fire/BLS trained personnel
which will have an effect on service. She concluded this was not an enhancement, it was a reduction, a
reduction she was not comfortable with and one she urged the Council to reconsider.
Sally Merk, Edmonds, a downtown resident for 29 years, expressed support for maintaining and
possibly increasing fire station personnel. As Mr. Hoover noted in his comments to My Edmonds News,
this pre-2001 standard is very inadequate. In 1997, she called 911 after her husband appeared to be having
a heart attack, administering CPR while her 4-year old watched. The medic unit arrived 7 minutes later to
her home 2'/z blocks from Station 17 because they were at another call. Going back to those standards
could increase the risk of lives lost and another 4-year could lose a parent.
Brian Borofka, Edmonds, said his brother-in-law is a firefighter and he appreciates the training, skills
and risk firefighters take. Having said that, he referred to a letter to Council expressing his and his wife's
support for Alternative 2. After reading the materials prepared by Mr. Taraday and Mr. James and
reviewing the Fitch report, they believe Alternative 2 provides a precautionary approach that provides an
adequate level of service as well as a monetary reduction. An in -home survivor of cardiac arrest, he
assured he did not make that recommendation lightly. Looking at the risks and the needs the City faces,
he and his wife recommend moving forward with Alternative 2.
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David Williness, Edmonds, City of Kirkland firefighter, relayed Option 2 is a bad choice for the City.
The City currently has four emergency response units in service; the recommendation is to reduce that to
three, a significant reduction in available emergency resources. He was satisfied with either a dedicated
medic unit or spreading medics between units, however reducing the four unit system to three units was a
bad idea. This staffing change affects his family's ability to receive emergency medical and fire
suppression services as well as affects firefighters in the City. Not having enough firefighters at a fire
makes it more dangerous for the responding firefighters. He expressed support for maintaining current or
increasing staffing levels. As an Edmonds taxpayer, he would put his dollars behind that support.
A. J. Johnson, representing the firefighters, said when a study is commissioned and the original question
is how to cut costs in public safety instead of what is the best public safety service we can afford, the
result is a flawed study. Over the last week, he has corresponded with most Councilmembers and he
appreciated their responses. However when Councilmembers reply that the proposed plan is an increase
in service, he said they were 100% wrong. Edmonds' population as well as call volumes have increased
over the past six years. He questioned the choice to cut public safety services, pointing out that as cities
around Edmonds are planning for future population growth and trying to meet the needs of their citizens
by adding staff to their Fire Departments, Edmonds is doing the exact opposite. Edmonds' location on
Puget Sound is unique because another jurisdiction cannot respond from the west, making it very
important to appropriately staff the downtown station. FD1 is proud of having one of the highest cardiac
arrest survival rates. Fire personnel are not against single medic staffing but they are opposed to reducing
staffing from 11 to 9. He urged the Council to reconsider.
Drew Gardner, Edmonds, a firefighter/EMT on Whidbey Island, was shocked and saddened to learn
about the proposed fire and medical service cuts the Mayor proposed. His department on Whidbey Island
serves a population less than half Edmonds' population; they have two fully staffed medic units as well as
engines and aid units that operate within the district 24/7/365. Over the last four years, the department has
had a 25% increase in calls due to increasing residential population, similar to Edmonds and the rest of
Western Washington. Their department is considering ways to add more positions to meet the increase in
call volume and meet the community's needs. He urged the Council to think about Edmonds citizens'
needs first; reducing first responder staffing is not an appropriate solution in balancing the City's budget.
The City needs fire and medical services staffing maintained at current levels or increased at Stations 16,
17 and 20 to best serve the citizens of Edmonds. As a taxpayer, he urged the Council to consider his
comments.
Jolanda Matheson, Edmonds, referred to her email to Council stating her concern and appreciated the
responses from Councilmembers Buckshnis and Mesaros. Although the proposal increases paramedics
from two to three, she was concerned about the reduction in EMTs from six to three. She viewed this as a
decrease in service and she did not understand why it would be done when the City's revenues are better
than they were six years ago.
Jim Matheson, Edmonds, said he served on the National Academy of Science Study of the Fukushima
Daiichi nuclear disaster. Fukushima Daiichi played the statistics; statistically a tsunami would not happen
so they did not prepare. A reactor to the north that prepared for disaster was undamaged and people
sheltered there when the town was destroyed by a tsunami. He expressed concern with the methodology,
relaying that at Fukushima Daiichi three reactors melted down; fire engines could not drive across the
yard due to debris. Instead of a statistical response, he preferred to see disaster testing. He referred to a
lecture at the library regarding the Cascadia Fault and suggested researching what would be needed in the
event of an earthquake or train disaster. He feared being blindsided by a disaster when the study only
considered business as usual. He referred to the Oakland fire and the amount of resources that would
require. He suggested the recommendation be pressure tested against possible disaster scenarios to see
which configuration performed best.
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Blaire Lynn Scrouse, Edmonds, explained they moved to Edmonds 8'/z years ago from West Virginia
because their son required extensive medical coverage; services unavailable on the east coast were
available at Children's. Her son has 13 different diagnoses including autism and loves the Fire
Department. When they came to this area, they did not expect to stay long; the last five years have been in
Edmonds. When looking for a house, they drew a 20-minute circumference around Children's Hospital.
They spent the next two years in an ambulance, at Children's emergency room, living at Children's or
living in fear when they went out. Moving from Mountlake Terrace which has a great fire department,
they were told how wonderful the Edmonds Fire Department was. She suggested the Council imagine a
child having a seizure lasting over 10 minutes and no longer breathing and the ambulance, paramedics
and firefighters cannot get their quick enough. She emphasized the importance of the Fire Department and
the disservice the Council is doing to the community. She tells people to come to Edmonds because she
believes it's a great place to live but the Council needs to prove they believe it's a great place to live by
not making this proposed change.
Susanna Martini, Edmonds, said she relies on the Fire and Police Departments to help her whenever
something goes wrong. She and her 9-year old daughter were proud to live in Edmonds and although she
does the best she can in her wheelchair, she could not image a life without the support of the Fire
Department. She lives on 3rd Avenue and drove her wheelchair to tonight's meeting. She urged the
Council to look into their hearts and think about raising taxes; she assured she and other taxpayers would
be willing to pay more to support the Fire Department. Firefighters mitigate the public's trauma and she
could not image how strong they have to be to deal with other human being's life and death and major
traumas. As an Edmonds resident, she urged the Council to think about what is happening and keep these
wonderful firefighters in Edmonds.
Strom Peterson, Edmonds, said when he was on the Council in 2009, citizens' number one priority was
not to reduce service in Edmonds. The Council heard that and worked with FD1 and Local 1828 to ensure
service was not reduced and that has proven to be an excellent model to date. Reorganizing staff within
stations is one thing, but reducing the number of staff from 11 to 9 is a reduction in service. After
spending a day training with firefighter, he saw the incredible amount of human power required for even
simplest call. The trains through the City represent impending disaster on the waterfront as does increased
traffic, homelessness, drug addiction and mental health. Cutting public safety is a disservice to the
firefighters as well as the citizens of Edmonds and the surrounding jurisdictions that the City has
interlocal agreements with. He was impressed by the speakers tonight who give a personal and historic
perspective. As the Council looks at the long term, he suggested looking at the possibility of future
regionalization of fire service. If/when those negotiations happen, Edmonds needs to be negotiating from
a position of strength, ensuring Edmonds has the fire service the City wants and the citizens demand.
Mayor Earling declared brief recess.
10. STUDY ITEMS
1. DISCUSSION ON THE FIRE DISTRICT 1 INTERLOCAL AGREEMENT
Mr. Taraday advised that FD 1 Board Chair FD 1 Jim McGaughey and Assistant Chief Brad Reading were
present as resources.
Councilmember Teitzel asked the difference between an EMT and a paramedic with regard to what they
can/cannot do in an advance life service incident such as a severe coronary. Dr. Knight said basic life
support (BLS) EMT can provide lower level acuity treatment plan such bandaging, stopping bleeding,
CPR, etc. Across the country, the trend is to allow BLS to provide greater levels of care than they could
20 years ago. A paramedic provides advanced life support (ALS) and critical interventions such as
inserting respiratory tubes, intratracheal intubation, pharmaceutical medicines and IVs, shocking patients,
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etc., A paramedic provides more capabilities than BLS; the higher the acuity or the more serious a
medical event is, the greater the need for intervention at the paramedic level.
Councilmember Teitzel provided a scenario of someone in north Meadowdale having a critical medical
event and an EMT is dispatched who does not have capability for injections, defibrillation, etc. and
dispatching a paramedic from Station 17 would take several minutes. Dr. Knight said defibrillation can
even be done by a lay person now automatic external defibrillators. The general premise is if a patient
needs ALS care in a timely manner, EMTs would be unable to provide that. However, under the current
system, plenty of treatment can be provided prior to the paramedic level. Councilmember Teitzel
commented response time of a medic is improved via a better distribution of paramedics and they could
cover BLS as well as ALS functions better than they are today. Dr. Knight agreed the overall coverage for
ALS would be vastly improved with a three station model.
Councilmember Mesaros referred to comments during public testimony regarding the ability to raise taxes
to provide more resources to maintain or increase resources for fire services. Finance Director Scott
James explained the deadline to raise property taxes for 2017 was November 30.
Councilmember Mesaros provided a scenario where the paramedic unit at Station 17 is on a call and an
issue arises in downtown Edmonds requiring ALS. Currently Station 14 or 19 would respond; he asked
their typical response time for paramedic support. Mr. Knight said that information is in the report but it
will be longer than with the current station plan. Councilmember Mesaros assumed that response time
would be greatly improved if there were paramedics at Station 16 and 20. Dr. Knight agreed.
Councilmember Mesaros referred to an email he received indicating an Edmonds citizen had gotten a
response from Shoreline; he was unaware the City had an interlocal agreement with Shoreline to provide
service in south Edmonds. Mr. Taraday explained Edmonds has auto aid agreements with all surrounding
jurisdictions except Woodway who does not have any fire/EMS services. Councilmember Mesaros asked
how often Edmonds provides support for other cities. Mr. Taraday agreed there are times when that
occurs; the question is with all the paramedics concentrated at Station 17, they are not as able to quickly
provide service further east. He assumed the City's paramedic response to other jurisdictions may be
limited by virtue of where paramedics are currently located. He suspected by distributing paramedics
evenly with one at each station, Edmonds would be in a better position reciprocate for ALS responses to
neighboring jurisdictions the same as Lynnwood and Mountlake Terrace (FD1 Station 19) does with their
paramedics.
Councilmember Mesaros asked if there was a map of EMS calls in a year. Mr. Taraday advised there was
a map for 2014 available at City Hall.
Councilmember Nelson asked who was on the negotiating team for FED1. Mr. Taraday answered the
team has been Board Chair McGaughey, Commissioner Meador, Chief Cockrum, Assistant Chief
Reading, and FD 1's attorney. Councilmember Nelson asked who was on the City's negotiating team. Mr.
Taraday answered it has been primarily himself and Mr. James with consultation with Mayor Earling and
Dr. Knight. Councilmember Nelson asked Mr. Taraday if he had any firefighting experience Mr. Taraday
answered absolutely not. Councilmember Nelson asked Mr. James if he had any firefighting experience.
Mr. James said he did not. Councilmember Nelson observed the City was relying on Dr. Knight for
firefighting experience. Mr. Taraday said when they felt any fire expertise was needed, they consulted
with Dr. Knight. Board Chair McGaughey and Commissioner Meador are also former firefighters.
Councilmember Nelson said they are looking out FD1's interests. Mr. Taraday said they are looking out
for FD1's interests at a certain level but all firefighters are interested in protecting public safety. For
example, when Alternative 3 was originally proposed, the District essentially refused to pursue it.
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Councilmember Nelson asked Dr. Knight if he was a medical doctor. Dr. Knight responded he was not;
his Doctorate is in curriculum and instruction with a minor in research and measurement, his Masters is in
public administration, Bachelors in fire and safety engineering and he was a firefighters in St. Petersburg,
Florida for 22 years. Councilmember Nelson commented the negotiations had been pursued privately with
no Councilmembers present.
Councilmember Nelson asked who showed up when an ALS call was received near Station 16 and Station
16 was available. Mr. Taraday answered Station 16 would be dispatched because it is the closest vehicle
and if it was an ALS call, a second unit from Station 17 if they were available. Councilmember Nelson
observed currently there were four units in the City; under the proposal there would be three units. With
one paramedic call, staffing was down to one available unit. Mr. Taraday answered it depends on whether
one or two units are dispatched. Councilmember Nelson asked if the standard was to have two paramedics
respond. Mr. Taraday answered it was standard if they are available and he recalled one of the FD1
negotiators said 90% of the time one paramedic is sufficient and only in a rare instance are two
paramedics needed versus a paramedic and 1-2 EMTs. Councilmember Nelson asked if standard policy
was to dispatch two paramedics. Mr. Taraday answered that is the standard for a medic call but it is not
required.
Councilmember Nelson provided another scenario, a BLS call near Station 16 for a broken arm and
Station 16 is available and asked who responds. Mr. Taraday answered under the new proposal, Station
16 would be dispatched. Councilmember Nelson observed under that scenario, a paramedic is responding
to a BLS call, leaving two stations to respond to an actual ALS call. Councilmember Nelson summarized
these scenarios illustrate the impact of reducing the units from four to three. Mr. Taraday said in the most
recent scenario, there would still be two paramedics available. Currently if there Station 17 paramedics
respond to a call, there are no paramedics available in the City; one ALS call wipes out the entire
paramedic crew. Councilmember Nelson pointed out under the proposal, ALS units would be responding
to BLS calls in Edmonds as well as in Lynnwood, Mountlake Terrace, and Brier, whereas now Station 17
is out of the way, inconvenient and responds primarily to Edmonds. Mr. Taraday explained FD1
dispatches according to automatic vehicle locator, always sending the closest unit.
Mayor Earling appreciated that Councilmember Nelson wanted detailed information but it appeared he
was grilling the lawyer. He welcomed general questions but not the debate that would result from trying
to poke holes in the agreement. Councilmember Nelson pointed out Mr. Taraday is an attorney. Mr.
Taraday welcomed the inquiry, assuring no one was trying to hide any of the details about the proposed
change. Councilmember Nelson was asking important questions and he had no problem answering them.
Councilmember Buckshnis said she was part of the consultant selection team; the reason for hiring a
consultant was to have someone help the City understand. She asked the credentials of the people that
helped develop options, prepare the report, etc. She assured then-Councilmember Petso, Councilmember
Fraley-Monillas and she left no stone unturned regarding qualifications when interviewing. Dr. Knight
said he began as a firefighter/paramedic and worked his way up the ranks through division chief of
training, division chief of operations and division chief of EMS during his career and retired as an
assistant chief. St. Petersburg is a quasi -metro size department, running about 60,000 calls a year, an ISO
Class I department that is going through accreditation. He also worked for the accreditation group for the
Commission on Fire Accreditation International through the Center of Public Safety Excellence for about
10 years while still with the fire service completing his degrees. He has been doing consulting full-time
for approximately three years.
Other members of the team that assisted include Dr. Bruce Moller, originally a police officer outside
Chicago, who became the fire chief for Broward County, Florida which merged 13 different
municipalities and the ambulance system, then a fire chief of a city similar to Edmonds' size, then serving
as the city manager for 5-6 years before becoming assistant county administrator over public safety in
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another large county with a population of 1 million and 70 fire stations. The quantitative analysis was
done by Dr. Gong Wong who has a PhD in operations research, finance was done by one of the budget
director personnel from Miami Dade Fire Rescue and Guillermo Fuentes, the partner who oversaw the
study, ran Montreal's EMS system, the 5th largest system in the world.
Councilmember Buckshnis pointed out Edmonds was not Dr. Knight's first client. Dr. Knight said in
accreditation and consultant he has done studies for approximately 30 cities and counties. Fitch &
Associates currently has 13 projects in motion and has been doing public safety consulting for 30 years,
has done work in all 50 states, 12 countries and every continent except Antarctica. Councilmember
Buckshnis said Fitch's executive summary and data report is included in the packet. She clarified the City
can no longer do the status quo because the status quo includes Woodway (Exhibit C) and Edmonds
likely will be out of FD1 in two years. Mr. Taraday relayed the FD1 Board passed a motion last summer
indicating they intended to negotiate all the contract cities in a manner to recoup the full cost of the
service. He suggested Board Chair McGaughey could answer that question.
Councilmember Buckshnis asked the amount of Woodway's share that the City would take on. Mr. James
answered the contract gives the City the ability to subcontract with Woodway. Councilmember Buckshnis
pointed out that was not an issue yet because Woodway would need two years to get out of their contract
with Shoreline. If the Council moves forward with an alternative, the City must pay Woodway's share,
approximately $983,000. Mr. James said the cost is based on 2014 because FD1 has not settled the
contract with its labor unit. The current estimate is $800,000 and he estimated the status quo would be in
the high $800,000s.
Councilmember Buckshnis commented Alternative 2 was actually a hybrid, recalling an alternative was
considered where firefighters would stabilize and FD1 would provide transport. Mr. Taraday said that was
a supplemental medic unit that FD1 was originally considering. FD1 still needs to get over a hurdle with
the union who is opposed to less than 24 hour shifts and does not want to allow peak hour medic units.
Councilmember Fraley-Monillas asked who in management negotiates for the teamsters for Edmonds.
Mr. Taraday answered HR Director Hardie and Sharon Cates, Lighthouse Law Group. Public Works
Director Phil Williams said he also participates. Councilmember Fraley-Monillas asked whether Ms.
Cates or Ms. Hardie had experience working in the sewage treatment plant. Ms. Hardie said no.
Councilmember Fraley-Monillas said negotiators depend on the people they are negotiating with to get
information. She asked who negotiates for the Police Department. Ms. Hardie said she currently serves as
the lead, Ms. Cates, Chief Compaan and Assistant Chief Lawless also participate. Councilmember Fraley-
Monillas asked if Ms. Cates or Ms. Hardie had any experience with animal control. Ms. Hardie answered
not that she was aware of. Councilmember Fraley-Monillas asked if the chiefs had ever done animal
control. Ms. Hardie answered it was possible. Councilmember Fraley-Monillas asked how staff
determined the best way to negotiate a contract; did they assume what the animal control officer did or
did they find out from the other side. Ms. Hardie answered it is a process, working with the management
team as well as the union.
Councilmember Fraley-Monillas said the City will never have people in negotiations who have done
every job. She appreciated Dr. Knight's ability to answer questions and provide technical information. It
was her understanding the fire commissioners have been very helpful to the City in providing
information. She asked whether the City negotiates the effects of a reorganization with Local 1828. Mr.
Taraday answered no, the City does not have a contract with Local 1828, FD1 does. Councilmember
Fraley-Monillas asked who negotiates with Local 1828. Mr. Taraday answered it was his understanding
negotiations was done by a lawyer but he was unaware who was on the negotiating team.
Councilmember Fraley-Monillas assumed FD1 commissioners have some experience in fire services. Mr.
Taraday answered two commissioners do. Councilmember Fraley-Monillas observed when FD1 is
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negotiating with Local 1828, there is some experience at the table. Mr. Taraday assumed one of the chiefs
or one of the commissioners is involved in negotiations but he did not know anything about their
negotiation process or who was on the team. Councilmember Fraley-Monillas summarized it is not
abnormal in a negotiation process for one side not to have experience in every aspect.
Council President Johnson recalled Mr. James stating Woodway's cost was in the high $800,OOOs and it
was previously stated FD1 was not interested in carrying that cost and all the costs must be covered by the
contract cities. She felt it was a burden for Edmonds to cover the cost of another jurisdiction, Woodway.
The proposal includes a provision whereby if Woodway returns to FD1, Edmonds could collect their
contribution. Woodway would need two years to end their current contract with Shoreline. She asked if
there had been any discussion about sharing the cost of Woodway with FD1 during the interim so it is not
entirely the City's burden. That would result in a significant savings for Edmonds, up to $400,000/year.
Mr. Taraday responded the primary focus in the negotiation was to contract for the right to subcontract to
Woodway. That was felt to be an appropriate tradeoff given the additional cost the City was being asked
to incur. There are other ways to approach problem and find a solution. He displayed the map of FD 1 and
the three Edmonds stations, pointing out the only FD1 territory anywhere near these three stations is
Esperance. The ask would be to for FD 1 to pay a share of these three stations which exceeds the amount
attributable to Esperance. The City's strategy was to focus on trying bring Woodway back and acquire the
right through negotiations to subcontract to Woodway so that Edmonds is in the driver's seat and has a
higher likelihood of bringing the Woodway dollars back to help finance the three stations.
Council President Johnson appreciated that in the long run but in the short term, it could cost the City
$1.6 million ($800,000/year for the 2 years until Woodway gets out of their contract with Shoreline) to
pay for service Woodway is not receiving. Mr. Taraday responded under Alternative 2, Woodway's share
was $602,000/year. The City has the ability to stand on the existing contract rights and see what happens.
Council President Johnson recalled Mr. Taraday saying that would result in the same negotiations. Mr.
Taraday agreed that was his prediction. Council President Johnson accepted his analysis but was
interested in reducing the cost so it was not a burden to Edmonds. One of the ways would be to share it
with FD1 over the next two years. Mr. Taraday said that is essential what the City would be doing if a
decision was made to stand on the existing contract rights.
Council President Johnson asked if there was something in between that would only cost Edmonds half
the amount to subsidize Woodway. Mr. Taraday said that was not pursued in negotiations, the focus in
negotiations was the right to subcontract to Woodway. The City has the right to stand on the contract
language and theoretically ride it out for two years. What happens at the end of two years is unknown; he
did not foresee FD 1 would let that ride for two years. Council President Johnson understood the team
negotiated the right for Woodway funds go into Edmonds General Fund but Woodway cannot do that
without defaulting on their agreement with Shoreline. As a result, the cost of Woodway's contribution
would be borne entirely by Edmonds for the next two years. Mr. Taraday agreed, commenting it could be
argued that was appropriate given the areas served by Stations 16, 17 and 20.
Mr. Taraday pointed out these issues dovetail nicely in that the City's utilization rate is currently quite
low. The thinking was it would take some time to bring Woodway back but meanwhile, given these unit
utilization rates, the City could pursue Alternative 2 while Woodway is brought back and the utilization
will slowly increase. He anticipated by the time utilization rates reached the point where capacity needed
to be added, it was likely Woodway would be back and essentially whatever service was needed could be
added with Woodway's revenues to help pay for it.
Council President Johnson asked the cost to Edmonds for the next two years to pay Woodway's portion.
Mr. Taraday answered their share of the station labor costs under Alternative 2 are $602,000/year.
Council President Johnson commented that was almost the cost of reorganizing Station 17.
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Councilmember Nelson referred to the comparison of labor contracts to this interlocal agreement,
pointing out that was comparing apple to oranges. Labor contracts and job classifications are not
comparable to the type of fire service the City wants, fire engines and paramedic and how they operate,
call times, turnout times, etc. He referred to Mr. James' October 2014 comments in My Edmonds News
that Edmonds has a unique service model that other cities do not, a dedicated paramedic unit. Dedicated
paramedic unit costs more and it's possible Edmonds could receive the same level service without the
extra expense. That's good common sense. Councilmember Nelson pointed out Mr. James was talking
about getting rid of Medic 17 before Fitch conducted the study and now the recommendation was to get
rid of Medic 17. Mr. James explained when the City received the retro bill, it opened the door for
discussion about how to mitigate this huge cost. FD 1 offered to change the paramedic service, indicating
there was no study showing the levels of service Edmonds was providing. When Edmonds signed the
contract with FD1, it was a prescriptive move, the existing levels of service. He recalled Medic 7 was
originally operated through Stevens Hospital; when Medic 7 disbanded, Edmonds took on the paramedic
service without benefit of a study substantiating the need for a dedicated paramedic unit at Station 17.
Then -Chief Widdis acknowledged without benefit of a study, the City may be over capacity and one way
to save money would be to reallocate the paramedic to three stations, essentially disbanding 17.
Councilmember Nelson said the primary reason this idea came up was the cost. Lynnwood has a
dedicated paramedic; FD1 has a dedicated paramedic unit, Medic 11, the busiest medic in the district; and
King County has world renowned Medic 1. Mr. James said the demands in those areas are different than
Edmonds. He referred to standards of coverage in the contract, FD1 has been unable to meet many of the
fire response standards, and the contact indicates FD1 will work on those standards. Mr. Taraday said
those standards have historically not been met by the City's Fire Department or by FD1. He was unclear
where those standards came from as they do not appear to be realistic, similar to FD1's adopted standard
turnout time of 2:15 and their actual is 2:41. There is always an effort to reach the standard but they are
frequently not met and he did not have an explanation for that.
Councilmember Nelson observed the contract was proceeding with the idea that the standards for fire
response have not been met in the past and there are no plans to meet them in the future. Mr. Taraday said
FD1 will do the best job possible to respond quickly. Councilmember Nelson pointed out there is nothing
holding them accountable. Mr. Taraday said there was discussion about moving to performance based
standards; one of Fitch's overarching recommendations was instead of prescribing the number of
positions, to move to a pay for performance based standard. Everyone thought that was a good idea but a
lot of work would be required to develop a realistic performance based standard, one that was so
consistently achievable that if it was not met, there would be a financial consequence. The parties are not
in position to do that now but no one is abandoning that effort and ultimately want to get to that.
Councilmember Nelson wanted to reach that sooner than later.
Councilmember Nelson said the issue has always been about cost. In reading the Fitch study he
repeatedly saw phrases such as realize savings, original cost productions, financial beneficial, fiscal
analysis, value based analysis, explore fiscal efficiencies, no cost option, equivalent value, at no cost,
minimal no cost options, provide the greatest return on investment, contain costs, reduction in
expenditures, significant fiscal benefit, fiscal advantage, cost free. He compared the report to a stock
prospective due to the number of references to return on investment. He was concerned the primary issue
seemed to be cost. He referred to the cost for Woodway, $1.36 million and the $700-800,000 Edmonds
would be on the hook for. Mr. Taraday referred to Exhibit C that would apply under proposed Alternative
2. Woodway's share of station staffing cost was calculated by multiplying Station Staffing Cost,
$6,601,270, by 9.13%. Woodway's share of the total is calculated by multiplying the total
Suppression/EMS Contract Cost $8,231,586 by 9.13%. He agreed it was a lot of money.
Councilmember Nelson proposed a scenario, in two years Woodway no longer contracts with Shoreline
and agrees to subcontract with Edmonds and asked how much money that represented. Mr. Taraday said
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the City gets to decide; he anticipated it would be slightly less than what Shoreline charges Woodway
today. Councilmember Nelson commented that large amount may only exist for 1-2 years and it would be
significant less to have the status quo assuming the City subcontracts with Woodway. Mr. Taraday said
his assumption was not necessarily that the City would fully recoup what was formally known as
Woodway's share, the 9.13%, because that may not be a price Woodway was willing to pay. He
suggested Edmonds would be in a position to drive a bargain that Woodway would be hard pressed to
refuse.
Councilmember Tibbott referred to the UHU chart and asked how current it was. Dr. Knight answered
2014. Councilmember Tibbott asked if there was any indication of increase in the past two years. Dr.
Knight answered overall growth was fairly flat in the last two years, less than 2%. He acknowledged two
years was a short snapshot. Typically Fire Department's increase 3-5%/year nationally so 5% is a more
reasonable projection. Councilmember Tibbott asked if Woodway was part of the service area in 2014.
Dr. Knight answered no.
Councilmember Tibbott asked how the proposed configuration of ALS at three stations compared to other
stations in FD1. Board Chair McGaughey answered with the exception of Station 11 in the far north, FD1
has a paramedic and EMTs at every station. Councilmember Tibbott asked how many firefighters that
represented. Assistant Chief Reading said every station has a minimum of one paramedic, a captain, and
an EMT, sometimes two paramedics depending on staffing. Station 11 near Mariner High School has five
staff, a dedicated medic unit with a minimum one EMT and one paramedic and an engine with three
people including one medic. Station 10 and 21 have peak activity units 12 hours/day to assist with call
load and they each have a paramedic and a firefighter. Councilmember Tibbott asked how FD1 was able
to have 12-hour shifts at those stations. Assistant Chief Reading answered with great difficulty, they are
currently bargaining that with the labor group.
Councilmember Tibbott asked how well Alternative 2 would service Edmonds as it related to having ALS
distributed around the City and response times. Assistant Chief Reading answered distributing paramedics
among stations is done in the rest of the district and the Commission feels that is a better way to provide
the service. Conversely, any time a unit is eliminated, it reduces staffing within the City.
Councilmember Tibbott commented there would also be a reduction in the service area. Assistant Chief
Reading advised Woodway has not been part of the service area since 2012. Councilmember Tibbott
commented the City is looking for a way to right size forces. Distributing ALS services may be a way to
serve the City in a superior way. Assistant Chief Reading said ALS at every station is the way FD1 is
configured and they feel it provides a good level of service. The City's service level is determined by the
City Council and FD 1 tells the City how much that costs.
Councilmember Tibbott was concerned about the possibility of increased population particularly if
Woodway returned. Of the three existing stations, two appear to be in great locations and one is not the
best. He asked which of the three would be the best location for a fourth unit or was there another location
for a fourth unit. Assistant Chief Reading said near Stevens Hospital would be a good location for a
medic unit, either a peak unit or a full-time unit due to the call load in that area.
Assuming continued growth of residential and commercial on Highway 99, Councilmember Tibbott
asked what future service requirement could be anticipated in 5-10 years. Assistant Chief Reading said
there are openers in the contract as Edmonds grows. One of the issues with taller development is ladder
response and dedicated ladders. Edmonds has a cross -staffed ladder aid car at Station 20. There may be a
need for a dedicated later at some point in the south end to help with high-rises.
Councilmember Fraley-Monillas commented she was elected on the first day the City no longer owned its
Fire Department. She agreed the issue was cost; hiring Fitch & Associates was the result of the City's
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receipt of a $1.9 million bill and the Council's interest in determining whether there was a better way of
doing business. Early discussions included the City restarting its own Fire Department and the associated
costs, contracting with another Fire Districts such as Lynnwood. Where the discussion finally landed was
figuring out what to do and maintaining FD1. The biggest issue is Woodway and she was unsure the
contract would have been renegotiated if Woodway had not left. FD1 negotiated a contract with
Woodway that allowed them an easy out. There were no provisions in the contract that Edmonds would
pick up the cost of Woodway if they left. Woodway leaving also impacted the $1.9 million bill the City
received.
One of the options is a public safety levy to fund the Fire and Police Departments. Cuts have been made
to the Police Department in the past and before FD 1 took over the Fire Department, there were cuts to the
Fire Department due to a lack of funds to pay for services. Costs are increasing; labor costs are
approximately 80% of the Fire and Police Department budgets. She anticipated the only way to cover the
increasing cost was a public safety levy. In the past, the City put a three-part levy on the ballot; all three
failed because the City did a poor job publicizing them. The City needs to find ways to provide public
safety, roads, and basic necessities such as stormwater and water via a public safety levy. If the City
wants rich services in police or fire, there needs to be a funding mechanism. Citizens are not paying
enough in taxes to afford really good, safe, secure public safety.
Councilmember Buckshnis said to her it was not about the financial analysis but understanding how
firefighters work. In 2009 she was a citizen proponent of not selling the City's Fire Department to FDL
She disagreed the Fitch report read like a prospectus; it talks about the number of Edmonds incidents,
percentage of fire incidents, average calls, what firefighters do. This is a very emotional situation and
because she is not a firefighter, she needed to understand how hard firefighters work, the number of calls,
etc. The annual reports FD1 provides do not provide the details that the Fitch report provided. She
encouraged the public to read Fitch's final report which provides the Council the tools to make good
decisions. Councilmember Buckshnis pointed out FD1's attorney is also present tonight. She assured this
has been a collaborative effort for a long time; the Council is trying to trying to figure out the best thing
for the City and the firefighters in the short and long term.
Councilmember Teitzel relayed he was impressed with FD1 and the quality of service they provide. If the
Council approved the reduction of two staff in Alternative 2, he asked whether those individuals could be
reassigned within FD1 or would there be a reduction in head count at FD1. Mr. Taraday said his
understanding is those positions are easily absorbed elsewhere in the District and no one would lose their
job as a result of this change.
Mayor Earling asked whether staff planned to meet with the FD1 representatives again before next week.
Mr. Taraday said no meeting is scheduled, but he anticipated some edits from FD1 on the last draft.
Assuming the City Council is in favor of this proposal, ideally final action would be taken next week. He
requested the Council provide a sense of whether they wanted to continue with Alternative 2 and staff
will bring the agreement back next week for a motion on the contract and any amendments. It was his
understanding FD1 has requested the Council reach agreement so the new agreement could be effective
January 1, 2017. Mr. Taraday suggested Councilmembers pose any technical fire response type questions
tonight as Dr. Knight will not be present next week.
Dr. Knight commented as an outsider to the process, he commended the Council for their transparent,
open process. The team worked with City staff, met with Councilmembers, worked with Chief Widdis to
ensure FD1 had advance notice of anything that was presented publicly, and a presentation was made to
the FD1 Board. The reported looked at the services, applauded FD1 on providing high level services and
found no deficiencies in the service delivery models, but identified potential opportunities for changing
the status quo. He recognized this change was challenging and emotional. The Council could be assured it
had been done in a highly professional and transparent manner.
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8.1.k
COUNCILMEMBER MESAROS MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS,
TO EXTEND THE MEETING UNTIL 10:30 P.M. MOTION CARRIED UNANIMOUSLY.
Councilmember Fraley-Monillas asked whether it was absolutely imperative that the agreement be in
place by January 1, 2017. Mr. Taraday said he could not speak for what FD1 would do if the agreement
was not in place this month. A fair amount of the details in the agreement assume service starts under the
new model on January 1, 2017 so significant redrafting would be required if it did not. He discouraged
delaying the approval of the agreement for a few weeks without a compelling reason and was uncertain
what additional information would be needed as the report was quite thorough. He understood it was a
difficult decision. Councilmember Fraley-Monillas preferred to have a discussion with Council about a
public safety levy anticipating a levy could be completed in a year. Mr. Taraday asked if Councilmember
Fraley-Monillas' thought was to proceed with the levels in Alternative 2 and if a levy passed, the City
could add service. If the levy did not pass, the voters will be saying they do not want to pay for a higher
level of service. Councilmember Fraley-Monillas agreed that was her thinking.
Mr. Taraday said a final draft will be presented to Council for possible action next week.
3. 2016 4TH QUARTER BUDGET AMENDMENT
Mr. James reviewed the 4th Quarter Budget Amendment:
6 Decision Packages
o Additional costs identified in the replacement of Frances Anderson Center band shell -
$62,275
o Bond refunding savings - $367,000
o Deputy City Clerk out of class pay - $4,120
o Waterfront Access Study - $50,000
o City did not receive a grant from Snohomish County Tourism — $40,000
o Economic Impact Study of the arts in Edmonds - $20,000
$888,526 in revenues
$1,032,008 in expenditures
$143,482 decrease in fund balance
COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCILMEMBER TEITZEL,
TO APPROVE THE 4TH QUARTER BUDGET AMENDMENT. MOTION CARRIED
UNANIMOUSLY.
4. PROSECUTOR'S CONTRACT RENEWAL
Human Resources Director Mary Ann Hardie advised the current contract expired at the end of 2015 with
a 1-year extension to December 31, 2016. HR along with Sharon Cates, Lighthouse Law Group, has been
negotiating the prosecutor's contract with Zachor Thomas. This will renew the contract for two years with
a $50,000 increase in 2017 and a $58,000 increase in 2018. Procedural changes in the court, in the
indigent defense standards, and caseloads has result in increased prosecution service costs. It is further
recommended that the City publish an RFP for prosecutor services by the end of 2017 or early 2018.
Councilmember Mesaros recalled when the City renewed the City Attorney's contract, a process for
evaluating their performance was established. He suggested doing the same for the prosecuting attorney
and to include the evaluation system in the RFQ. Ms. Hardie agreed.
Councilmember Tibbott said one of the messages he heard was the system has changed and there are
more requirements. New information tonight was the State Supreme Court requires the defense attorney
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8.1.1
SOUTH COUNTY FIRE
ANNUAL COMPLIANCE REPORT
CITY OF EDMONDS
2020
BACKGROUND
On November 28, 2006, the City of Edmonds City Council adopted Resolution No. 1133,
adopting the performance, policy, standards, and objectives outlined in the Washington
State Legislature Substitute House Bill 1756, as the Edmonds Fire Department's emer-
gency resource deployment and response time objectives.
On November 2, 2009, the City of Edmonds City Council approved an Interlocal Agree-
ment with Snohomish County Fire District 1 (SCFD1) transferring Fire and Emergency
Medical Services responsibilities to SCFD 1. NOTE: As of October 1, 2017, Snohomish
Countv Fire District 1 became South Countv Fire (RFA) and is referred to as South
County Fire in this compliance report. Section 2.5 of the Interlocal Agreement requires
South County Fire to report to the City performance standards as identified in RCW
35.103. The following constitutes this reporting requirement:
2020 COMPLIANCE REPORT CONTENTS
As required by SHB 1756, the 2020 Compliance Report includes four Sections:
• Section 1: Edmonds Municipal Code Chapter 2.12 Fire Department.
• Section 2: South County Fire Policy Statements.
• Section 3: Comparison of 2019 response times to each adopted response stand-
ard.
• Section 4: An explanation of why Council -adopted standards were not met, the
predictable consequences of failing to meet adopted standards, and
steps necessary to correct deficiencies in order to achieve compli-
ance.
SECTION1.........................................................................................2
SECTION2.........................................................................................3
SECTION3.........................................................................................4
SECTION4.........................................................................................8
Packet Pg. 205
8.1.1
SECTION 1
EDMONDS MUNICIPAL CODE
Chapter 2.12
FIRE DEPARTMENT
Sections:
2.12.010 Fire service.
2.12.020 Pre-existing rights and obligations not impaired.
2.12.010 Fire Service.
Fire service is provided to residents of the City of Edmonds by and through a contract with South
County Fire. Whenever any reference is made in the provisions of the Edmonds City Code (ECC)
or Edmonds Community Development Code to "fire chief," "fire marshal," "fire department," or any
other reference to a firefighter or fire services, such term shall include, for the provision of admin-
istrative or other day-to-day fire services, to reference the fire chief, fire marshal and firefighting
services performed for the City by contract by South County Fire.
A. The officials of South County Fire, when performing services by contract to the citizens of
the City of Edmonds and to the city in its corporate capacity, shall exercise any and all
rights, duties, obligations and responsibilities in accordance with the provisions of this code
to the same extent and in the same manner as if performed by an employee of the City.
B. Employees of South County Fire shall not be entitled to any wage or benefit provision of
this code, including but not limited to Chapters 2.06 and 2.35 ECC. The Edmonds civil ser-
vice system shall remain in effect, but no employee of South County Fire shall have re-
course to the Civil Service Commission following the termination date of fire department
employees by the City. [Ord. 3762 § 2, 2009].
2.12.020 Pre -Existing Rights and Obligations Not Impaired.
The City Council's determination to contract or not contract for fire services with South County
Fire and the provisions of this chapter shall not impair any existing vested right or vested obliga-
tion created under the provisions of state law or under Chapter 2.50 ECC, Firemen's Relief and
Pension System, Chapter 2.60 ECC, Reserve Fire Fighters' Relief and Pensions Act, Chapter
2.70 ECC, Retirement System, and Chapter 10.30 ECC, Disability Board, as well as the City's
MEBT plan. The rights of any person under such system vested prior to the transfer of fire service
responsibility by contract shall remain in full force and effect and are not impaired by either such
or the adoption of this chapter. [Ord. 3762 § 2, 2009].
2
Packet Pg. 206
8.1.1
SECTION 2
POLICY STATEMENTS
The Fire Department maintains written policy statements that establish the
following:
1. The existence of the Fire Department is verified by Municipal Code 2.12.
X meets requirement does not meet
2. Services that the Fire Department is required to provide are addressed in the Inter -
local Agreement for Fire and Emergency Medical Services.
X meets requirement does not meet
3. The basic organizational structure of the Fire Department is as depicted in the SCF
Organizational Chart approved by the Fire Chief.
X meets requirement does not meet
4. The number of Fire Department employees on duty daily in 2019, at the Edmonds
stations, is 9 personnel as outlined in the Interlocal Agreement for Fire and Emer-
gency Services, and as adopted by South County Fire Board of Fire Commissioners
as part of the 2019 SCF Budget.
X meets requirement does not meet
5. The functions Fire Department employees are expected to perform are listed in the
Interlocal Agreement for Fire and Emergency Medical Services, and in the 2020
South County Fire Budget.
X meets requirement does not meet
Packet Pg. 207
8.1.1
SECTION 3
STANDARDS of RESPONSE COMPARISON (STANDARD OF COVER)
To measure the ability to arrive and begin mitigation operations before the critical events
of "brain death" or "flashover" occur, the Fire Department is required to establish re-
sponse -time objectives and compare the actual department results on an annual basis
against the established objectives. The comparison began in 2007 with a comparison of
the established response objectives against actual 2006 response times for the levels of
response. This year, actual 2020 response time data is compared against the originally
established, Council -adopted 2006 standard. The following section provides the compar-
ison:
Turnout time for all emergency incidents:
Turnout Time Standard: The Fire Department has adopted a turn out time
standard of 2:45, which the department should meet 90 percent of the time.
Actual Department Comparison for the Year 2020: The Fire Department did
meet the turn out time objective 90 percent of the time; 90 percent of the Fire
Department incidents experienced a turn out time of 2:34 minutes/seconds.
2A. Response time of the first -arriving Engine Company to a fire suppression
Inrident-
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:30 for the arrival of the first engine company at a fire sup-
pression incident, which the department should meet 90 percent of the time.
Actual Department Comparison for the Year 2020: The Fire Department did not
meet the response time objective 90 percent of the time; 90 percent of fire sup-
pression incidents had the first engine arrive at the scene within 6:50
minutes/seconds of response time.
2B. Response time for the deployment of full first -alarm assignment to a residential
fire suppression incident:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 7:45 for the arrival of the full complement of a first alarm re-
sponse to a residential fire suppression incident, which the department should
meet 90 percent of the time. The Fire Department has adopted a first alarm re-
sponse of 15 firefighters.
Actual Department Comparison for the Year 2020: The Fire Department did not
meet the full deployment response time objective 90 percent of the time; 100
percent of fire suppression incidents had the full deployment of first alarm re-
sponding personnel and equipment arrive at the scene within 8:39
minutes/seconds of response time. There were 4 incidents in 2020 (5:00, 6:49,
7:25, and 8:39).
4
Packet Pg. 208
8.1.1
2C. Response time for the deployment of full first -alarm assignment to a commer-
cial fire suppression incident:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 9:00 for the arrival of the full complement of a first alarm re-
sponse to a commercial fire suppression incident, which the department should
meet 90 percent of the time. The Fire Department has adopted a first alarm re-
sponse of 18 firefighters.
Actual Department Comparison for the Year 2020: The Fire Department did not
meet the full deployment response time objective 90 percent of the time; 100
percent of fire suppression incidents had the full deployment of first alarm re-
sponding personnel and equipment arrive at the scene within 12:00
minutes/seconds of response time. There were 3 incidents in 2020 (8:07, 9:44,
and 12:00).
3. Response time of the first -arriving unit with a first responder (BLS) or higher -
level capability to an emergency medical incident:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 5:15 for the arrival of the first emergency medical unit with ap-
propriately trained personnel on board (BLS) to an emergency medical inci-
dent, which the department should meet 90 percent of the time.
Actual Department Comparison for the Year 2020: The Fire Department did not
meet the response time objective 90 percent of the time; 90 percent of emer-
gency medical incidents had the first -arriving first responder (BLS) arrive at the
scene within 6:31 minutes/seconds of response time.
4. Response time for the arrival of an advanced life support (two Paramedics) unit
to an emergency medical incident:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:45 for the arrival of an Advanced Life Support unit with ap-
propriately trained personnel (two Paramedics) on board to an ALS emergency
medical incident, which the department should meet 90 percent of the time.
Actual Department Comparison for the Year 2020: The Fire Department did
meet the response time objective 90 percent of the time; 90 percent of emer-
gency medical incidents had the Advanced Life Support (two Paramedics) unit
arrive at the scene within 6:13 minutes/seconds of response time.
5A1. Response time of the first -arriving apparatus with appropriately trained and
equipped Hazardous Materials Operations level personnel onboard to a haz-
ardous materials incident:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:30 for the arrival of the first unit with appropriately trained
and equipped Hazardous Materials Operations level personnel on board to a
Packet Pg. 209
8.1.1
hazardous materials incident, which the department should meet 90 percent of
the time.
Actual Department Comparison for the Year 2020: The Fire Department did not
meet the response time objective 90 percent of the time. 100 percent of haz-
ardous materials incidents had trained and equipped Hazardous Materials Op-
erations level personnel arrive at the scene within 11:01 minutes/seconds of
response time. There were 4 incidents in 2020 (2:47, 4:08, 6:20, and 11:01).
5A2. Response time of the first -arriving apparatus with appropriately trained and
equipped Hazardous Materials Technician level personnel onboard to a haz-
ardous materials incident:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 12:00 for the arrival of the first unit with appropriately trained
and equipped Hazardous Materials Technician level personnel onboard to a
hazardous materials incident, which the department should meet 90 percent of
the time.
Actual Department Comparison for the Year 2020: The Fire Department did
meet the response time objective 90 percent of the time; 90 percent of hazard-
ous materials incidents had trained and equipped Hazardous Materials Techni-
cian level personnel arrive at the scene within X:XX minutes/seconds of re-
sponse time. There were zero incidents in 2020.
5B1. Response time of the first -arriving apparatus with appropriately trained and
equipped Technical Rescue Operations level personnel on board to a technical
rescue incident:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:30 for the arrival of the first unit with appropriately trained
and equipped Technical Rescue Operations level personnel on board to a
technical rescue incident, which the department should meet 90 percent of the
time.
Actual Department Comparison for the Year 2020: The Fire Department did not
meet the response time objective 90 percent of the time; 90 percent of tech-
nical rescue incidents had trained and equipped Technical Rescue Operations
level personnel arrive at the scene within 7:13 minutes/seconds of response
time.
5B2. Response time of the first -arriving apparatus with appropriately trained and
equipped Technical Rescue Technician level personnel on board to a technical
rescue incident:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 12:00 minutes for the arrival of the first unit with appropriately
trained and equipped Technical Rescue Technician level personnel on board to
6
Packet Pg. 210
8.1.1
a technical rescue incident, which the department should meet 90 percent of
the time.
Actual Department Comparison for the Year 2020: The Fire Department did not
meet the response time objective 90 percent of the time; 100 percent of tech-
nical rescue incidents had trained and equipped Technical Rescue Operations
level personnel arrive at the scene within 15:45 minutes/seconds of response
time. There were four incidents in 2020. (14:09, 14:54, 13:37, and 15:45)
6. Response time of the first -arriving apparatus with appropriately trained and
equipped Marine Rescue and Firefighting personnel on board to a marine inci-
dent:
Response Time Standard: The Fire Department has adopted a response/travel
time standard of 6:30 for the arrival of the first unit with appropriately trained
and equipped Marine Rescue and Firefighting personnel on board to a marine
incident, which the department should meet 90 percent of the time.
Actual Department Comparison for the Year 2020: The Fire Department did not
meet the response time objective 90 percent of the time; 100 percent of marine
incidents had trained and equipped firefighting personnel arrived at the scene
within 10:24 minutes/seconds of response time. There were four incidents in
2020. (00:40, 06:42, 05:07, and 10:24)
7
Packet Pg. 211
8.1.1
SECTION 4
COUNCIL -ADOPTED STANDARDS NOT MET
SHB 1756 requires an explanation when Council -adopted standards are not met, the
predictable consequences of failing to meet the adopted standards, and the steps nec-
essary to correct deficiencies in order to achieve compliance.
PERFORMANCE STANDARDS NOT MET
The Council -Adopted 2006 performance standards that were not met in 2020 are:
2A. Response time of the first -arriving Engine Company to a fire suppression
Incident:
Established: 6:30
Actual: 6:50
2B. Response time for the deployment of full first -alarm assignment to a residential
fire suppression incident
Established: 7:45
Actual: 8:39
2C. Response time for the deployment of full first -alarm assignment to a commer-
cial fire suppression incident:
Established: 9:00
Actual: 12:00
3. Response time of the first -arriving unit with a first responder (BLS) or higher -
level capability to an emergency medical incident:
Established: 5:15
Actual: 6:31
5A1. Response time of the first -arriving apparatus with appropriately trained and
equipped Hazardous Materials Operations level personnel onboard to a haz-
ardous materials incident:
Established: 6:30
Actual: 11:01
5131. Response time of the first-arrivina aDparatus with aDDroDriately trained and
equipped Technical Rescue Operations level personnel on board to a technical
rescue incident:
Established: 6:30
Actual: 7:31
8
Packet Pg. 212
8.1.1
5B2. Response time of the first-arrivina aaoaratus with aoarooriately trained and
equipped Technical Rescue Technician level personnel on board to a technical
rescue incident
Established: 12:00
Actual: 15:45
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8.1.m
EDMONDS CITY COUNCIL
VIRTUAL ONLINE MEETING
APPROVED MINUTES
March 23, 2021
ELECTED OFFICIALS PRESENT
Mike Nelson, Mayor
Susan Paine, Council President
Adrienne Fraley-Monillas, Councilmember
Kristiana Johnson, Councilmember
Luke Distelhorst, Councilmember
Diane Buckshnis, Councilmember
Vivian Olson, Councilmember
Laura Johnson, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Michelle Bennett, Acting Police Chief
Shane Hope, Development Services Director
Kernen Lien, Environmental Programs Mgr.
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Dave Rohde, GIS Analyst
The Edmonds City Council virtual online meeting was called to order at 7:00 p.m. by Mayor Nelson. The
meeting was opened with the flag salute.
2. LAND ACKNOWLEDGEMENT
Councilmember Olson read the City Council Land Acknowledgement Statement: "We acknowledge the
original inhabitants of this place, the Sdohobsh (Snohomish) people and their successors the Tulalip Tribes,
who since time immemorial have hunted, fished, gathered, and taken care of these lands. We respect their
sovereignty, their right to self-determination, and we honor their sacred spiritual connection with the land
and water."
3. ROLL CALL
City Clerk Scott Passey called the roll. All elected officials were present, participating remotely.
4. PRESENTATION
1. INTELLECTUAL/DEVELOPMENTAL DISABILITIES AWARENESS MONTH
PROCLAMATION
Mayor Nelson read a proclamation proclaiming the month of March as Intellectual/Developmental
Disabilities Awareness month in Edmonds, Washington, and asking its residents to recognize and include
in all activities our community members with intellectual and developmental disabilities.
Chris Brandt, AtWork!, thanked the City for recognizing that people with intellectual and developmental
disabilities have much to contribute to Edmonds by proclaiming March Intellectual/Developmental
Disabilities Awareness Month. AtWork! has supported over 300 people in getting good jobs that matched
Edmonds City Council Approved Minutes
March 23, 2021
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Packet Pg. 214
8.1.m
their strengths and abilities. In the last couple of years, AtWork! has expanded to provide services in
Snohomish County and are working hard to support people with disabilities who live here to be fully
included as equal citizens and are looking forward to doing more work in Edmonds. They get people jobs
and support them to utilize their talents to be top notch employees and help businesses get their essential
work done.
Ms. Brandt explained during the pandemic, job coaches supported people with disabilities, many of whom
are essential workers in grocery stores, restaurants and other small businesses, to keep their jobs, to learn
how to use PPE and to learn new techniques for pandemic safety and protocols. Now that the state is phase
3, AtWork! is supporting more people returning to work every day and working with local businesses to
identify their needs and match them with the interests, strengths and dreams of persons with disabilities
who really want to work hard to make a difference in addition to helping communities build inclusive
workforces. As Edmonds proclaims, being included, making a contribution, and having a full and
meaningful life are important to everyone. AtWork! supports people with disabilities to find their place
within the community where they can be part of things, a club, a senior center, a volunteer group, an
employer, a business, and they are excited to continue to find those places in Edmonds and to bring the
robust richness of opportunity, relationships, inspiration and hope that true inclusivity promises.
Shayne Nagel, Director, ARC Snohomish County, was honored and thankful for this opportunity by
Mayor Nelson and Edmonds City Council. ARC is the resource of first choice for individuals with
developmental disabilities and their families regardless of their disability and at all stages of life. There are
10 ARCs in Washington State and 650 around the country. In Washington State, ARCS fiscal investment
ranks 41 st in the country, so the support that individuals receive is not great. Many people do receive support,
but there are also 1200 people waiting for help. The proclamation is a great step towards Edmonds looking
at the importance of people with developmental disabilities and providing support to them. ARC provides
many resources and support to families desperate to receive support services. The support ARC provides is
important for every member of the family including siblings, mom, dad, etc. which is why the proclamation
is so important. She raised her daughter who has severe autism in Edmonds and while it felt there would
never be a chance for her to be independent, they finally got there and she is doing well. Her daughter was
why she got involved with ARC and to ensure in Edmonds and across the county and country that
opportunities are being provided to the most vulnerable.
Councilmember Fraley-Monillas explained her son Dominic, now 29 years old, continues to lives at home
because placement is currently not an option because there is there isn't a placement option for someone
with his skills. She appreciated the City recognizing Intellectual Disabilities Month, and that the City plans
to look for opportunities for people with intellectual disabilities to work for the City. Her son is currently
cleaning COVID; he is good at it and it works well for him. She appreciated the City and the community
looking at creating more jobs for people with intellectual disabilities. She noted the Cheesemonger was
always good at hiring people with intellectual disabilities, but the owners, Maria Montalvo and Strom
Peterson, are closing their shop. She had high hopes that other businesses in Edmonds would be interested
in having people with intellectual disabilities work for them. She thanked Mayor Nelson for the
proclamation, commenting it shines a light on the people with disabilities in the City. She commented her
son pays attention to the issues and votes.
Ms. Nagel commented independence is important but it is also important to feel included in your
community. She suggested when you see a family or a parent, ask if they need a hand. Ms. Brandt suggested
saying hi, how are you doing today?
5. JOINT MEETING
1. ANNUAL JOINT MEETING - SOUTH COUNTY FIRE BOARD OF COMMISSIONERS
Edmonds City Council Approved Minutes
March 23, 2021
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8.1.m
Thad Hovis, Fire Chief, South County Fire, said he appreciated the Council having the proclamation on the
agenda, recognizing this important issue affects many in the local communities; he and two other chiefs
have children with lifelong developmental disabilities. He introduced Assistant Chiefs Jason Isotalo and
Mike Fitzgerald; Deputy Chiefs John Chalfant, Bob Eastman, and David Wells; IT Manager Mike
Vermeulen; HR Director Sandra Hollenbeck; and South County Fire Board of Commissioners Greg Urban
(Chair), Chris Teofilak (Vice Chair), Drew Burnett, David Chan, Jim Kenny and Bob Meador.
(Commissioner Mark Laurance was not present.).
Chief Hovis explained tonight's presentation will provide answers the Council asked during the
presentation of the 2020 annual report and the 2020 City of Edmonds annual compliance report last month
as well as a brief update on COVID-19 vaccination efforts in Edmonds. He reviewed:
• Vaccination Update
o Adult family homes: All 23 adult family homes that SCF was assigned in Edmonds are fully
vaccinated with first and second doses.
o Homebound individuals: South County Fire, in partnership with the City of Edmonds Human
Services and Parks, Recreation and Cultural Services divisions identified homebound
individuals. More than 30 homebound residents have been vaccinated and more to follow in
the coming weeks.
o Today we assisted the National Guard to vaccinate more than 60 residents at Ballinger Court
senior living.
o Up next: We will conduct pop-up clinics, in partnership with Homage, at Plaza 44 and other
older adult communities in the City of Edmonds.
SCF staff responded to questions asked at the February 23, 2021 presentation:
How many female firefighters are employed by South County Fire? How does that compare with the
national average?
SCF HR Director Sandra Hollenbeck reviewed:
Diversity Overview
o Progress since the formation of the RFA.
■ Increase in female firefighters
■ Increase in firefighters of color
■ Increase in overall diversity: sexual orientation, religion, national origin, age, disabilities,
etc.
o Low turnover rates among uniformed staff*
■ 92% of departures have been for retirement or medical
■ 1 female and no non -white employees have departed for reasons other than medical.
o Firefighters Hires
FD1: 2014-2017
(prior to formation of RFA
South County Fire
since formation of SCF
-5% female
-12% female
-10% non -white
-21% non -white
■ FD1 - 2014-2017
- White, male - 95%
- Non -white, female - 5%
■ SCF - Since 2017
- White, male -70%
- Non -white, female - 30%
o South County Fire vs. National Average
SCF Firefighters National Avg
Career Firefighters
Edmonds City Council Approved Minutes
March 23, 2021
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Packet Pg. 216
8.1.m
7% female 4% female
10% non -white 18% non -white
o Captains/MSOs
■ Female compared to non -white
- 2017
• 1.5% female
• 0% non -white
• 6% female
• 4.5% non -white
o Continuous Efforts
■ Continue analysis
■ Source b Candidate Pool *Interviews *Hired
■ Track new hire level of success
■ Analyze, modify, test again
o Leadership and promotions
Chief Hovis recognized the elected Board of Commissioners for their support of the diversity initiative and
the work done by Ms. Hollenbeck and her team.
When does Edmonds assist with response to hell) other stations outside the citv? Please show the number
of exchanges of services between cities.
• Neighboring Unit Utilization Factor (NUUF)
2018
2019
2020
Mountlake Terrace
133%
130%
157%
Lynnwood
202%
210%
252%
RFA
148%
162%
197%
o Neighboring fire units respond into Edmonds more than Edmonds units respond into
neighboring jurisdictions
■ Mountlake Terrace units: 57% more into Edmonds
■ Lynnwood units: 152% more into Edmonds
■ RFA units: 97% more into Edmonds
Deputy Chief Bob Eastman explained in the updated agreement signed in 2017, a matrix was added that
calculates the total time in seconds that a unit is on responses within the City of Edmonds and takes the
units within the City, Stations 16, 17 and 20, and calculates the total time those units were on task within,
for example, the geopolitical boundaries of Mountlake Terrace to develop a ratio. The same is done for
Lynnwood and since the RFA was added, the difference between the City of Edmonds units coming into
the RFA and the RFA units going into the City of Edmonds. Part of the renegotiated contract with Edmonds
was a reduction of two responders on duty and a dedicated medic unit. His understanding, although he was
not part of the negotiations, was Lynnwood was an independent fire department at the time, and there was
an effort made to ensure decisions made did not negatively impact the City of Lynnwood and there needed
to be a way to measure that. It is not at the incident level, but the time units spend on task. The RFA units
were added because one station can predominately be a unit that comes in to support an Edmonds station
just due to proximity. Dispatch sends the closest appropriate unit based on GPS and Automatic Vehicle
Location (AVL) regardless of jurisdiction or station service area to best serve citizens.
Deputy Chief Eastman acknowledged the Lynnwood number in the above comparison is very high but in
SCF's opinion, that does not tell the whole story which is why the RFA number was added. When looking
at the number of units Edmonds has and the number of units the RFA has, some of that is to be expected
when there is an incident that requires a lot of equipment. Edmonds has three units and three staffed stations;
Edmonds City Council Approved Minutes
March 23, 2021
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Packet Pg. 217
8.1.m
commercial structure fires, residential fires, rescues, and the most critical ALS patients are staff intensive.
Commercial and residential fires require 15 and 18 people on scene and the most critical ALS patients need
11 people on scene. He summarized NUUF can be confusing, other things have to be considered in
conjunction with it as it is just one piece of a bigger puzzle.
How does Edmonds compare to other cities and RFA stations on response times?
Deputy Chief Eastman reviewed:
• Station Response Times
o Percentage of all calls within 8 minutes or less 2018, 2019, 2020
10
11
12
13
14
15
16
17
18
19
20
21
22
23
2018
69.13
78.14
71.15
73.84
83.45
82.44
78.31
82.08
69.68
68.26
70.64
76.17
71.53
69.69
2019
69.23
77.29
67.48
74.13
80.73
82.71
72
79.73
72.58
66.80
69.5
71.5
72.3
6598
2020
56.42
66.19
54.37
62.18
68.1
75.13
56.4
63.32
58.56
54.41
52.17
59.19
60.37
57.4
o Response time percentages dipped in 2020 due to change in dispatch criteria. SCF has returned
to the rapid method of dispatch.
o Numbers are expected to return to 2018 and 2019 levels in 2021.
• Response time on 90 percent of calls in this category
10
11
12
13
14
15
16
17
18
19
20
21
22
23
2018
9:55
9:15
9:45
9:35
8:39
8:55
9:10
8:53
9:54
10:09
9:56
9:29
9:47
10:05
2019
9:59
9:25
9:49
9:13
8:58
9:02
9:36
9:16
9:47
10:22
9:51
9:45
10:03
10:49
2020
10:37
10:907
10:39
10:20
9:55
9:24
10:33
10:17
10:31
10:54
11:02
10:38
10:31
11:16
o Response times are somewhat related to where stations are located
o Some stations have better response time
■ For example Lynnwood Station 15 is in the center of Lynwood in a high density area and a lot
of calls are within close proximity to the station
o Some stations have slightly longer response times
■ For example Station 23 has slightly longer response times because it is located in a more
residential area.
• Response times
o Percentage of calls within 8 minutes or less in 2020
Brier
Edmonds
Lynn
MLT
County
51.97%
56.19%
73.05%
55.67%
60.31%
■ Numbers in 2020 are approximately 10-15% lower due to COVID A
■ Anticipate higher percentage within 8 minutes in 2021
o espouse times on 90 percent of calls in this category in 2020
Brier
Edmonds
Lynn
MLT
County
11:02
10:40
9:40
10:43
10:32
■ Numbers in 2020 are 30-60 seconds longer due to COVID
■ Anticipate reduction in times in 2021
Standards in the contract are not being met. Is there a plan to address this?
Chief Hovis displayed a map of the stations in Edmonds with staffing prior to January 2017: daily station
staffing of 11
• 3 fire stations within Edmonds
o Station 16 (196t1i)
■ Houses an engine, battalion chief and aid unit
■ 4 personnel on duty including 3 firefighter jump crew/cross staffed
o Station 20 (Esperance)
■ Houses ladder truck cross -staffed with aid unit
■ Backup engine
o Station 17 (downtown)
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Packet Pg. 218
8.1.m
■ 5 personnel on duty
- 2 person dedicated medic unit
- 3 person jump/cross staffed crew that staffed engine or aid car depending on which
was dispatched
o Marine Unit at Port
• Daily staffing in Edmonds decreased under the current contract, dropping from 11 to 9
o With change in contract in 2017, paramedics in paramedic unit redeployed to all three fire
stations, 16, 17 and 20
Under the current ILA and the contract revised in 2017, the initial term between Edmonds and SCF is 20
years so the contract extends to 2030. To change it would require conferring to address those issues. Fire
station locations cannot be moved; personnel could be added to stations.
Chief Hovis displayed a map of the stations in the RFA, explaining a lot of changes have been made within
the RFA in areas that are not under contract. FD1 used Citygate and Associates in the past to do a staffing
analysis. Since the formation of RFA, staffing has been raised in Lynnwood and unincorporated areas. He
identified "big houses" in the RFA, stations that house a lot of firefighters. Some stations have 5, 6, 7 or 8
personnel but those are not in Edmonds. When units are dispatched via the countywide dispatch agency,
they are dispatched based on AVL which sends the closest unit to the emergency, they generally come from
the bigger stations. Two more personnel have been added at Station 14, 10 and 11 so the daytime staffing
is 62 and nighttime is 56.
As someone who grew up in 20700 block of 86t1i Place West, Chief Hovis pointed out there is no Woodway
fire department, they contract with Shoreline and there is no fire station in Woodway and there is no fire
service coming from the west. To address staffing issues, have more personnel available when calls come
in, and decrease overall response times equates to personnel, availability and apparatus. With the Sound
Transit Link extension and development occurring in Mountlake Terrace, and Station 19 getting very busy,
Mountlake Terrace has had some initial conversations with SCF about what increased staffing would look
like in Mountlake Terrace.
Chief Hovis explained SCF has formed an Intergovernmental Committee composed of SCF staff, three fire
commissioners and the local union president. The committee was formed due to the RFA's interest in the
contract cities, Brier, Edmonds and Mountlake Terrace, formally joining the RFA just as the City of
Lynnwood did in 2017 when the RFA was formed. He and one commissioner from the intergovernmental
committee have had an initial meeting with the executive of each contract city to relay the RFA's great
interest in the city joining the RFA. That meeting was to get a better understanding of each city's current
or future interest in joining the RFA rather than contracting for service like Brier and Mountlake Terrace
have done since 2005 and like Edmonds has done since 2010. The RFA will be having discussions later in
2021 and in 2022 with the cities of Brier and Mountlake Terrace because their initial 20-year contracts end
in 2024. The RFA's desire is for both cities to formally join the RFA by 2024 or earlier. Although the City
of Edmonds' initial 20-year contract term ends in 2030, the RFA looks forward to having these same
discussions with the City of Edmonds well before 2030 if the City is interested in doing so.
Chief Hovis recognized the valued partnership between the two organizations for the past 11 years. He
thanked Edmonds for virtually hosting SCF tonight. As someone who has spent the majority of his life in
Edmonds and grew up here, he appreciates the leadership at the Council and Mayor levels and what they
are to the City.
Councilmember Distelhorst expressed appreciation for all SCF was doing with regard to vaccinations in
the City and all the other programs as well as for their thorough and comprehensive presentations. He
thanked Ms. Hollenbeck for her presentation and the data based on questions asked at SCF's previous
presentation. He asked if the percentages were based on the 283 uniformed firefighters. Ms. Hollenbeck
Edmonds City Council Approved Minutes
March 23, 2021
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Packet Pg. 219
8.1.m
said overall hiring is based on the candidate pool and the MSO/captains is the percentage of captains and
MSOs but overall it is based on the 283 firefighters.
Councilmember Buckshnis thanked the commissioners for attending and Chief Hovis for the presentation.
She referred Chief Hovis' response to her email and her discussions with him and City Attorney Jeff
Taraday today. She recalled in 2009, before she was on the Council, standards for the contract were
developed by former Fire Chief Tomberg, former Councilmember Plunkett and others. She recalled when
personnel was changed based the 2017 Fitch report, the intent was to reanalyze the standards in a year or
so based on new data and the new contract but that was not done. It may be advantageous to develop a
committee to look at the standards to determine if they are still relevant or need to be changed. She asked
Chief Hovis his thoughts on that. Chief Hovis agreed continuously analyzing the needs of the community,
especially 11 years after the initial agreement, there was no better time than the present. He will leave what
that looks like to the Council and Mayor and it could be discussed internally with SCF and commissioners.
Councilmember Olson thanked SCF for their presentation and for answering questions in advance. With
regard to the cost reduction of 9.13% for the Town of Woodway, she said it made sense that there was an
offset and Woodway was paying that at one time, but now that Woodway is not being serviced by SCF,
why should Edmonds absorb the price Woodway used to pay when there is no service provided to
Woodway. Deputy Chief Eastman reiterated he was not part of the negotiations when the agreement was
renegotiated in 2017, but his understanding was that in those conversations, the 9.13% was attributed to
Woodway during the initial agreement, the reduction in the three station cost went away and the only
reduction now in the contract is Esperance, the unincorporated area protected by Station 20 and the 9.13%
is no longer a reduction in the three station cost. The flip side was the City of Edmonds wanted the ability
to subcontract to the Town of Woodway in the future and if that was successful, there would be an exchange
of dollars. The City would collect those funds, not the RFA (or FD 1 at the time) and it would not be
considered a change in service delivery responsibility, SCF would automatically do it as part of the
agreement. He was unaware of the conversations that drove that.
Chief Hovis said Mr. Taraday was part of those negotiations and could be a resource for the Council.
Councilmember Olson summarized even if it hadn't been a good deal, the deal was already negotiated and
therefore a moot point. Chief Hovis agreed since the Town of Woodway has elected to get their fire service
from King County Fire District 4, known as Shoreline Fire Department.
Council President Paine thanked SCF for the level of detail in their presentation. She observed the labor
contract was resolved at the end of last year and asked when the next labor agreement was coming up and
how would that impact the contract. Chief Hovis advised the impacts once those contracts are negotiated
are listed in the current ILA. Negotiations will begin with IFF Local 1828 later this month and into April
for a successor agreement. The prior agreement was through December 31, 2020. Council President Paine
asked him to keep the City posted. Chief Hovis assured he would.
Councilmember K. Johnson thanked all the fire commissioners and fire staff who took the time to attend
the virtual meeting, noting she appreciated the cooperation between the agencies. Chief Hovis commented
he and Commissioner Chan enjoy serving with Councilmember K. Johnson on the Sno9l l Board.
Chief Hovis introduced Karl Fitterer, Assistant Fire Marshal, and Melissa Blankenship, Executive Assistant
to the Board of Commissioners, and thanked them for their efforts.
Commissioner Chan commented the violence in last two weeks makes him sick to his stomach. The top
priority of government service is to protect and keep citizens safe. When he was sworn in as a fire
commissioner, he promised to do his best to protect the safety of all his constituents in South County Fire
including the residents of contract cities like Edmonds. The recent harassments and attacks on Asian
Americans have been extremely dangerous and upsetting. Public servants and elected officials can no longer
Edmonds City Council Approved Minutes
March 23, 2021
Page 7
Packet Pg. 220
8.1.m
be silent and tolerate hate crimes. He asked everyone to join him in denouncing these acts of violence, to
give support and comfort to Asian Americans within the community who are now living in fear. Standing
up to racists and bullies is not political, it is just human decency and our obligation. He asked attendees to
raise their hands and promise to speak out against all violence.
6. APPROVAL OF AGENDA
COUNCILMEMBER FRALEY-MONILLAS MOVED, SECONDED BY COUNCIL PRESIDENT
PAINE, TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED
UNANIMOUSLY.
7. AUDIENCE COMMENTS
Mayor Nelson invited participants and described the procedures for audience comments.
Denise & Mark [no last name given] said it has been a disappointing week for the City. The citizens of
Edmonds lost a dedicated professional in Chief Lawless. As Councilmembers Fraley-Monillas and
Distelhorst run campaigns to retain their seats on Council, she said many people will question their
leadership and decision -making on behalf of the citizens. Elected officials are supposed to represent citizens
and many spoke out loud and clear about who they wanted for their chief but their ears were closed. She
wished them good luck with their campaigns.
Jim Ogonowski, Edmonds, a former Citizens Housing Commissioner, thanked the City for the opportunity
to serve on the CHC and said he learned a lot. He thanked his fellow commissioners; a diverse membership
that served the City well. However, he was disappointed in the process used to reach the CHC's
recommendations. The CHC used a legislative process to solve problem, a process that was foreign to him
and that he did not think served the commission very well. It was a tool in the City's toolbox that is used
all the time but if there is only a hammer in the toolbox, everything looks like nail. He felt the CHC was
using a hammer to solve something that was not a nail and didn't really know what problem they were
trying to solve. Personally, he would have created a vision statement for the City, developed a set of guiding
principles or values as a starting point and then the process would be subservient to that vision. The CHC
ended up with non-integrated ideas and no clear goal of what they were trying to achieve. The legislative
process was misused, the CHC was siloed into committees that prevented cross -collaboration in public
meetings. A true legislative process documents majority and minority opinions that are sent forward out of
the commission. That was not done so the Council is left with a set of recommendations without any of the
background data or information available to the CHC. He invited the Council to reach out to him, he has
plenty of recommendations as the process moves forward.
(Written comments submitted to PublicComment@Edmondswa.gov are attached.)
8. APPROVAL OF THE CONSENT AGENDA ITEMS
COUNCILMEMBER FRALEY-MONILLAS MOVED, SECONDED BY COUNCIL PRESIDENT
PAINE, TO APPROVE THE CONSENT AGENDA.
Councilmember K. Johnson requested Item 8.3 be removed from the Consent Agenda.
COUNCILMEMBER FRALEY-MONILLAS MOVED, SECONDED BY COUNCILMEMBER
OLSON, TO APPROVE THE REMAINDER.
3. REPORT ON BIDS AND AWARD CONSTRUCTION CONTRACT FOR THE 2021
OVERLAY PROGRAM
Edmonds City Council Approved Minutes
March 23, 2021
Page 8
Packet Pg. 221
8.1.n
From:
Jeff Taradav
To:
Falk. Nicholas
Subject:
FW: Data that has been provided by SCF
Date:
Thursday, October 21, 2021 5:03:19 PM
Attachments:
imaae001.ono
E17 2020 Responses 2000 to 0800.pdf
E20 2020 Responses 0800 to 2000.pdf
E20 2020 Responses 2000 to 0800.pdf
M16 2020 Responses 0800 to 2000.pdf
M16 2020 Responses 2000 to 0800.pdf
M17 2020 Responses 0800 to 2000.pdf
M17 2020 Responses 2000 to 0800.pdf
M20 2020 Responses 0800 to 2000 2.pdf
M20 2020 Responses 0800 to 2000.pdf
M20 2020 Responses 2000 to 0800.pdf
SCF 2020 Apparatus to Edmonds 0800 to 2000.pdf
SCF 2020 Apparatus to Edmonds 2000 to 0800.pdf
E16 2020 Responses 0800 to 2000.pdf
E16 2020 Responses 2000 to 0800.pdf
E17 2020 Responses 0800 to 2000.pdf
1 of 4 for 10/26 public hearing.
Jeff Taraday
600 Stewart Street, Suite 400
Seattle, WA 98101
Phone: 206-273-7440
E-mail: ieffPlighthouselawgroup.com
THIS MESSAGE IS PRIVATE AND PRIVILEGED. IF YOU ARE NOT THE PERSON MEANT TO RECEIVE
THIS MESSAGE, PLEASE DELETE IT AND PLEASE DO NOT COPY OR SEND IT TO ANYONE ELSE.
From: "Eastman, Robert" <rEastman@southsnofire.org>
Date: Thursday, October 21, 2021 at 7:52 AM
To: Jeffrey Taraday <jeff@lighthouselawgroup.com>, Michael Nelson Edmonds
<michael.nelson@edmondswa.gov>
Cc: "Hovis, Thad" <tHovis@southsnofire.org>, Richard Davis <rdavis@chmelik.com>
Subject: Data that has been provided by SCF
Mayor Nelson & Mr. Taraday,
We are sending you the information and data that we have provided in our previous meetings,
because of the size of some of the documents we will need to send in a few emails. This data is the
maps that show the day/night responses.
Packet Pg. 222
South County Fire
8.1.n
E16 Responses 0800 to 2000 Hours
L'
E16 Responses 0800 to 2000
2020 CAD Data
625 Responses
• E16 2020 Responses 0800 to 2000
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
FIREQUADRANT_SNO911
sRivers, Lakes, and Streams
S Puget Sound
South County Fire
Edmonds
Mountlake Terraoe
Woodway
.d on May 20, 2 Packet Pg. 223
South County Fire
E16 Responses 2000 to 0800 Hours
L'
E16 Responses 2000 to 0800
2020 CAD Data
234 Responses
• E16 2020 Responses 2000 to 0800
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
FIREQUADRANT_SNO911
sRivers, Lakes, and Streams
S Puget Sound
South County Fire
Edmonds
Mountlake Terraoe
Woodway
.d on May 20, 2 Packet Pg. 224
South County Fire
E17 Responses 0800 to 2000 Hours
N
10 4 1',
•
L'
E17 Responses 0800 to 2000
2020 CAD Data
514 Responses
• E17 2020 Responses 0800 to 2000
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
FIREQUADRANT_SNO911
sRivers, Lakes, and Streams
S Puget Sound
South County Fire
Edmonds
Mountlake Terraoe
Woodway
.d on May 20, 2 Packet Pg. 225
South County Fire
E17 Responses 2000 to 0800 Hours
L
E17 Responses 2000 to 0800
2020 CAD Data
242 Responses
• • E17 2020 Responses 2000 to 0800
• Fire Stations
• �' / - Highways & Interstates
• - Major Roads
Streets
FIREQUADRANT_SNO911
• s Rivers, Lakes, and Streams
S Puget Sound
South County Fire
• Edmonds
Mountlake Terraoe
Woodway
.d on May 20, 2 Packet Pg. 226
South County Fire
E20 Responses 0800 to 2000 Hours
N
L'
E2O Responses 0800 to 2000
2020 CAD Data
•
662 Responses
• E20 2020 Responses 0800 to 2000
• Fire Stations
- Highways & Interstates ,
• - Major Roads
Streets
FIREQUADRANT_SNO911
sRivers, Lakes, and Streams
S Puget Sound
South County Fire
Edmonds
Mountlake Terraoe
Woodway
��J--�T%—'Iap_createdonMay20,2o Packet Pg. 227
South County Fire
•
E20 Responses 2000 to 0800 Hours
L'
E20 Responses 2000 to 0800
2020 CAD Data
289 Responses
• •
• E20 2020 Responses 2000 to 0800
• Fire Stations
/ - Highways & Interstates ,
• • - Major Roads
Streets
FIREQUADRANT_SN0911
sRivers, Lakes, and Streams
• f Puget Sound
• E'�] South County Fire
Edmonds
Mountlake Terraoe
Woodway
�MapereatedonMay 20,2o Packet Pg. 228
South County Fire
M16 Responses 0800 to 2000 Hours
0-
M16 Responses 0800 to 2000
2020 CAD Data
916 Responses
• M16 2020 Responses 0800 to 2000
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
FIREQUADRANT_SN0911
SRivers, Lakes, and Streams
S Puget Sound
South County Fire
® Edmonds
Mountlake Terrace
Woodway
.d on May 20, 2 Packet Pg. 229
South County Fire
M16 Responses 2000 to 0800 Hours
e:&W
M16 Responses 2000 to 0800
2020 CAD Data
575 Responses
• M16 2020 Responses 2000 to 0800
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
FIREQUADRANT_SNO911
SRivers, Lakes, and Streams
S Puget Sound
South County Fire
® Edmonds
Mountlake Terrace
Woodway
.d on May 20, 2 Packet Pg. 230
South County Fire
M17 Responses 0800 to 2000 Hours
L'
I
Mor
M17 Responses 0800 to 2000
2020 CAD Data
807 Responses
• M17 2020 Responses 0800 to 2000
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
FIREQUADRANT_SN0911
SRivers, Lakes, and Streams
S Puget Sound
South County Fire
® Edmonds
Mountlake Terrace
Woodway
.d on May 20, 2 Packet Pg. 231
South County Fire
M17 Responses 2000 to 0800 Hours
L'
•
M17 Responses 2000 to 0800
2020 CAD Data
393 Responses
• M17 2020 Responses 2000 to 0800
• Fire Stations
— Highways & Interstates
— Major Roads
Streets
FIREQUADRANT_SNO911
SRivers, Lakes, and Streams
S Puget Sound
South County Fire
® Edmonds
Mountlake Terrace
Woodway
.d on May 20, 2 Packet Pg. 232
South County Fire
M20 Responses 0800 to 2000 Hours
L'
M2O Responses 0800 to 2000
2020 CAD Data
1192 Responses
• M20 2020 Responses 0800 to 2000
• Fire Stations
/ - Highways & Interstates
• - Major Roads
Streets
• FIREQUADRANT_SNO911
• S Rivers, Lakes, and Streams
S Puget Sound
South County Fire
® Edmonds
•
Mountlake Terrace
Woodway
.d on May 20, 2 Packet Pg. 233
South County Fire
M20 Responses 0800 to 2000 Hours
L'
M2O Responses 0800 to 2000
2020 CAD Data
1192 Responses
• M20 2020 Responses 0800 to 2000
• Fire Stations
/ - Highways & Interstates
• - Major Roads
Streets
• FIREQUADRANT_SNO911
• S Rivers, Lakes, and Streams
S Puget Sound
South County Fire
® Edmonds
•
Mountlake Terrace
Woodway
.d on May 20, 2 Packet Pg. 234
South County Fire
M20 Responses 2000 to 0800 Hours
N
•
L'
M2O Responses 2000 to 0800
2020 CAD Data
698 Responses
• M20 2020 Responses 2000 to 0800
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
FIREQUADRANT_SNO911
SRivers, Lakes, and Streams
S Puget Sound
South County Fire
® Edmonds
Mountlake Terrace
Woodway
.d on May 20, 2 Packet Pg. 235
r
South County Fire
SCF Apparatus Responses to Edmonds
0800 to 2000 Hours
N
L'
SCF Apparatus Responses
to Edmonds - 0800 to 2000
2020 CAD Data
1929 Responses
• CAD 2020 Apparatus into Edmonds0800 to 2000
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
FIREQUADRANT_SNO911
SRivers, Lakes, and Streams
S Puget Sound
South County Fire
[rj Edmonds
Mountlake Terrace
Woodway
.d on May 20, 2 Packet Pg. 236
r
South County Fire
SCF Apparatus Responses to Edmonds
2000 to 0800 Hours
N
•
L'
SCF Apparatus Responses
to Edmonds - 2000 to 0800
2020 CAD Data
675 Responses
• SCF 2020 Apparatus into Edmonds 2000 to 0801
• Fire Stations
-Highways & Interstates ,
• - Major Roads
Streets
FIREQUADRANT_SNO911
SRivers, Lakes, and Streams
�y S Puget Sound
`} South County Fire
[rj Edmonds
Mountlake Terrace
Woodway
Map created on May 20, 20 Packet Pg. 237
8.1.0
From:
Jeff Taradav
To:
Falk. Nicholas
Subject:
FW: Data that has been provided by SCF
Date:
Thursday, October 21, 2021 5:03:25 PM
Attachments:
imaae001.pna
Edmonds 2020 - E16 2020 Responses by Grid.pdf
Edmonds 2020 - E17 2020 Responses by Grid.pdf
Edmonds 2020 - E20 Responses by Grid.pdf
Edmonds 2020 - M16 2020 Responses by Grid.pdf
Edmonds 2020 - M17 Responses by Grid.pdf
Edmonds 2020 - M20 2020 Responses by Grid.pdf
Edmonds 2020 Incident Locations and Tvoe.pdf
Edmonds 2020 - Apparatus Dispatched and Arrived to Edmonds.odf
Edmonds 2020 - Apparatus Dispatched to Edmonds.pdf
2 of 4 for 10/26 public hearing.
Jeff Taraday
600 Stewart Street, Suite 400
Seattle, WA 98101
Phone: 206-273-7440
E-mail: Jeff(@lighthouselawgroup.com
THIS MESSAGE IS PRIVATE AND PRIVILEGED. IF YOU ARE NOT THE PERSON MEANT TO RECEIVE
THIS MESSAGE, PLEASE DELETE IT AND PLEASE DO NOT COPY OR SEND IT TO ANYONE ELSE.
From: "Eastman, Robert" <rEastman@southsnofire.org>
Date: Thursday, October 21, 2021 at 7:53 AM
To: Jeffrey Taraday <jeff@lighthouselawgroup.com>, Michael Nelson Edmonds
<michael.nelson@edmondswa.gov>
Cc: "Hovis, Thad" <tHovis@southsnofire.org>, Richard Davis <rdavis@chmelik.com>
Subject: RE: Data that has been provided by SCF
Mayor Nelson & Mr. Taraday,
The overall responses in the City.
e
Packet Pg. 238
South County Fire
City of Edmonds
Apparatus Dispatched into Edmonds
From Stations Outide of the City.
N
W F
s
W 8.1.0
1 • Aid Unit
O Air Unit
O CRP
ODecon, Rescue, Hazmat
- • Engine
• King Co Units MA
OLadder
• • Medic Unit
MSO
2020 Incidents - 6952 Apparatus Dispatched 1
From Outside of Edmonds and Arrived On Scene ,
Highways & Interstates
Major Roads
Streets
Rivers, Lakes, and Streams
• Puget Sound
• South county Fire
Edmonds
Mountlake Terrace
Woodway
_• MapereatedonMay9,2021 Packet Pg. 239
South County Fire
City of Edmonds
Apparatus Dispatched into Edmonds
From Stations Outide of the City.
N
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s
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8.1.o
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1
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-f' 2020 Incidents - 8742 Apparatus Dispatchec i
From Outside of Edmonds
Highways & Interstates
Major Roads
Streets
Rivers, Lakes, and Streams
• Puget Sound
• South County Fire
Edmonds
Mountlake Terrace
Woodway
• Map created on May 9, 2021 Packet Pg. 240
South County Fire
City of Edmonds
Engine 16 Responses by Grid
N
w e
s
EF404
1
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•
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8.1.o
2020 Inci encl— s1—
0 E16 2020 Responses
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
O FIREQUADRANT_SNO911
sRivers, Lakes, and Streams
f Puget Sound
iV South County Fire
0 Edmonds
Mountlake Terrace
Woodway
1
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LL
DF
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6
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Map created on May 9, ,,I Packet Pg. 241
South County Fire
City of Edmonds
Engine 17 Responses by Grid
N
w e
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252 EF25
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-
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• Engine 17 2020 Responses
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
O FIREQUADRANT_SNO911
sRivers, Lakes, and Streams
f Puget Sound
South County Fire
0 Edmonds
Mountlake Terraoe
Woodway
1
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Map created on May 9, 2,,, Packet Pg. 242
South County Fire
City of Edmonds
Engine 20 Responses by Grid
N
w e
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11
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DF
1
508
8.1.o
2020 Incidents
E20 2020 Responses
• Fire Stations
- Highways & Interstates
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O FIREQUADRANT_SNO911
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S Puget Sound
South County Fire
''2rr Edmonds
Mountlake Terrace
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TF059
3
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�I I— I �� i ! �r l�l� - VMO� L L, . created o���2i J Packet Pg. 243
South County Fire
City of Edmonds
Medic16 Responses by Grid
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• M16 2020 Responses
• Fire Stations
— Highways & Interstates
— Major Roads
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O FIREQUADRANT_SNO911
sRivers, Lakes, and Streams
f Puget Sound
iV South County Fire
0 Edmonds
Mountlake Terraoe
Woodway
1
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Map created on May 9, 2021 1 Packet Pg. 244
South County Fire
City of Edmonds
Medic 17 Responses by Grid
N
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Packet Pg. 245
8.1.0
South County Fire 2020Ind a„s
City of Edmonds DF65
• Fire Stations
Medic 20 Responses by Grid 0 M202020 Responses
- Highways & Interstates
N - Major Roads
W E 5DF
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O FIREQUADRANT_SNO911
S A, Rivers, Lakes, and Streams
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t , Edmonds
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1
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TF008 F008 0 11 BFd
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1 /i Map ted on May 9, 2021 Packet Pg. 246
South County Fire
City of Edmonds
Incident Locations for 2020
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Packet Pg. 247
Map created on May 6, 2021
8.1.p
From:
Jeff Taradav
To:
Falk. Nicholas
Subject:
FW: Data that has been provided by SCF
Date:
Thursday, October 21, 2021 5:03:33 PM
Attachments:
imaae001.ina
Edmonds 2020 - Edmonds Stations Transports.pdf
Edmonds 2020 - Edmonds Transports in SCF Area.pdf
Edmonds 2020 - Transport by SCF - Count by Grid.pdf
Edmonds 2020 - Transports by Other SCF Stations.pdf
3 of 4 for 10/26 public hearing.
Jeff Taraday
600 Stewart Street, Suite 400
Seattle, WA 98101
Phone: 206-273-7440
E-mail: ieffPlighthouselawgroup.com
THIS MESSAGE IS PRIVATE AND PRIVILEGED. IF YOU ARE NOT THE PERSON MEANT TO RECEIVE
THIS MESSAGE, PLEASE DELETE IT AND PLEASE DO NOT COPY OR SEND IT TO ANYONE ELSE.
From: "Eastman, Robert" <rEastman@southsnofire.org>
Date: Thursday, October 21, 2021 at 7:54 AM
To: Jeffrey Taraday <jeff@lighthouselawgroup.com>, Michael Nelson Edmonds
<michael.nelson@edmondswa.gov>
Cc: "Hovis, Thad" <tHovis@southsnofire.org>, Richard Davis <rdavis@chmelik.com>
Subject: RE: Data that has been provided by SCF
Mayor Nelson & Mr. Taraday,
Maps on the transports.
:••
Packet Pg. 248
South County Fire
City of Edmonds
Transports by Edmonds Stations
This Includes 120 Transports from the Esperance Area
N
WE
s
r
1 8.1.p 1
2020 Incidents - 397 Transports Outside of City
• Edmonds Stations -Transports in City of Edmonds (2517)
• Edmonds Stations -Transport Outside of Edmonds (397)
• Transports in Esperance
• Fire Stations
- Highways & Interstates
Major Roads
Streets
S Puget Sound
O FIREQUADRANT_SNO911
SRivers, Lakes, and Streams
South County Fire
Edmonds
Mountlake Terrace
Woodway
•
PI
Map created on May 7,202,1 Packet Pg. 249
Quth County Fire
City of Edmonds
Transports by Edmonds Stations,
Outide of the City of Edmonds
N
w e
s
LF456
EF456
AB807
e
LF207
8.1.p
2020 Incidents - 397 Transports
AB908 A6909
ABs10 B
Including Esperance
Count by Grid
AB 11
: Edmonds Stations -Transport Outside of Edmonds (391
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AB858
AB859
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A 61
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� Packet P . 250
Map created on May_7, 2021 g
South County Fire
City of Edmonds
FBI,
8.1.p
Transports by SCF Stations Not
Located In Edmonds by Grid
N
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s
I,
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1
7
406
• LF�2
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2020 Incidents -446 Transports
Count by Grid
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
SPuget Sound
FIREQUADRANT_SN0911
Rivers, Lakes, and Streams
South County Fire
10 Edmonds
0 Mountlake Terrace
0 Woodway
• SCF Stations -Transports in City of Edmonds (466)
Map acedonMay7,2021J Packet Pg. 251
South County Fire
City of Edmonds
Transports by SCF Stations Not Located In Edmonds
L►
r
2020 Incidents - 446 Transports
By Stations Outside of Edmonds
SCF Stations -Transports in City of Edmonds (466
• Fire Stations
- Highways & Interstates
- Major Roads
Streets
SPuget Sound
FIREQUADRANT_SN0911
Rivers, Lakes, and Streams
South County Fire
10 Edmonds
0 Mountlake Terrace
0 Woodway
SCF Stations -Transports in City of Edmonds (466)
Map created on May7, 2021 Packet Pg. 252
8.1.q
From: Jeff Taradav
To: Falk. Nicholas
Subject: FW: Data that has been provided by SCF
Date: Thursday, October 21, 2021 5:04:01 PM
Attachments: imaae001.ona
Edmonds additional data for meeting on 7212021.xlsx
Edmonds meeting 7212021.pptx
4 of 4 for 10/26 public hearing.
Jeff Taraday
600 Stewart Street, Suite 400
Seattle, WA 98101
Phone: 206-273-7440
E-mail: ieffPlighthouselawgroup.com
THIS MESSAGE IS PRIVATE AND PRIVILEGED. IF YOU ARE NOT THE PERSON MEANT TO RECEIVE
THIS MESSAGE, PLEASE DELETE IT AND PLEASE DO NOT COPY OR SEND IT TO ANYONE ELSE.
From: "Eastman, Robert" <rEastman@southsnofire.org>
Date: Thursday, October 21, 2021 at 7:56 AM
To: Jeffrey Taraday <jeff@lighthouselawgroup.com>, Michael Nelson Edmonds
<michael.nelson@edmondswa.gov>
Cc: "Hovis, Thad" <tHovis@southsnofire.org>, Richard Davis <rdavis@chmelik.com>
Subject: RE: Data that has been provided by SCF
Mayor Nelson & Mr. Taraday,
This is the information that was provided 7.21.2021
Packet Pg. 253
8.1.q
STA 10
109
3.26%
3.52%
64
2.57%
2.21%
98
4.01%
2.96%
0.00%
0.00%
0.00%
0.00%
1
0.03%
0.00%
36
1.71%
2.13%
1
1.41%
1.55%
1
0.97%
1.06%
3
7.46%
4.39%
0.00%
0.00%
18
1.48%
1.44%
331
2.27%
2.16%
STA 11
6
0.20%
0.36%
3
0.11%
0.13%
2
0.08%
0.01%
1
0.14%
0.05%
0.00%
0.00%
0.00%
0.00%
1
0.03%
0.05%
0.00%
0.00%
0.00%
0.00%
2
3.23%
1.01%
0.00%
0.00%
0.00%
0.00%
15
0.10%
0.11%
STA 12
0.00%
0.00%
1
0.04%
0.00%
2
0.12%
0.04%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
3
0.03%
0.01%
STA 14
444
13.07%
12.75%
456
17.67%
19.14%
490
18.94%
18.80%
88
9.48%
8.37%
3
33.30%
21.19%
61
3.43%
1.86%
1337
61.15%
61.83%
11
17.01%
14.51%
53
62.02%
59.66%
6
13.19%
10.91%
0.00%
0.00%
470
40.37%
47.24%
3419
22.98%
23.67%
STA IS
2220
69.41%
71.03%
1522
58.58%
58.07%
1339
55.37%
62.40%
90
10.92%
6.78%
5
55.58%
74.87%
48
2.89%
2.20%
227
10.27%
8.79%
35
68.61%
78.22%
6
7.63%
4.50%
7
12.56%
21.76% 5
83.35%
61.74%
354
30.65%
26.05%
5858
40.66%
39.69%
STA 16
45
1.43%
1.20%
58
2.27%
2.09%
45
1.77%
1.61%
42
4.53%
4.03%
0.00%
0.00%
90
5.08%
4.23%
435
19.85%
21.23%
0.00%
0.00%
18
19.57%
23.81%
2
2.41%
5.19%
0.00%
0.00%
142
11.16%
10.46%
877
5.89%
6.25%
STA 17
6
0.18%
0.05%
13
0.44%
0.47%
20
0.94%
0.51%
22
2.51%
1.90%
0.00%
0.00%
35
2.03%
1.45%
41
2.06%
1.62%
0.00%
0.00%
1
1.04%
2.21%
8
15.69%
4.38%
0.00%
0.00%
18
1.58%
1.46%
164
1.18%
0.88%
STA 18
172
4.73%
4.69%
172
6.98%
6.50%
209
8.27%
6.15%
157
16.58%
17.99%
0.00%
0.00%
148
7.92%
8.35%
12
0.53%
0.57%
6
12.98%
5.72%
1
1.35%
2.70%
5
7.33%
13.49%
0.00%
0.00%
31
2.95%
1.09%
913
6.13%
SAM
STA 19
134
4.16%
3.47%
148
5.72%
5.53%
136
5.39%
3.27%
408
42.81%
45.62%
1
11.12%
3.94%
1194
63.92%
70.15%
58
2.47%
1.81%
0.00%
0.00%
0.00%
0.00%
2
4.56%
1.43% 1
16.65%
38.26%
94
7.77%
7.60%
2166
14.67%
16.23%
STA 20
18
0.53%
0.50%
IS
0.53%
0.51%
22
1.00%
0.60%
Ill
11.94%
14.60%
0.00%
0.00%
265
14.33%
11.03%
37
1.72%
1.69%
0.00%
0.00%
7
7.43%
6.06%
0.00%
0.00%
0.00%
0.00%
27
2.24%
2.62%
502
3.40%
3.19%
STA 21
36
1.04%
0.50%
57
2.34%
1.86%
36
1.47%
1.26%
6
0.62%
0.25%
0.00%
0.00%
2
0.14%
0.11%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
4
7.48%
2.79%
0.00%
0.00%
8
0.69%
0.09%
149
1.04%
0.64%
STA 22
37
1.11%
1.13%
50
1.95%
2.36%
37
1.42%
1.42%
5
0.31%
0.3]%
0.00%
0.00%
3
0.11%
0.37%
1
0.04%
0.01%
0.00%
0.00%
0.00%
0.00%
4
5.66%
8.59%
0.00%
0.00%
3
0.34%
0.08%
140
0.92%
0.94%
STA 23
26
0.73%
0.69%
19
0.60%
1.01%
28
1.07%
0.94%
0.00%
0.00%
0.00%
0.01%
1
0.02%
0.24%
2
0.09%
0.19%
0.00%
0.00%
0.00%
0.00%
2
5.25%
1.25%
0.00%
0.00%
8
0.70%
1.79%
86
0.54%
0.62%
Other
6
0.16%
0.16%
5
0.19%
0.12%
5
0.16%
0.03%
1
0.17%
0.04%
0.00%
0.00%
2
0.10%
0.01%
2
0.08%
0.09%
0.00%
0.00%
0.00%
0.00%
8
15.18%
24.82%
0.00%
0.00%
1
0.07%
0.08%
30
0.19%
0.15%
STA 10
130
4.05%
4.11%
101
3.99%
4.50%
116
4.97%
4.43%
2
0.20%
0.14%
0.00%
0.00%
1
0.07%
0.01%
32
1.62%
1.71%
0.00%
0.00%
0.00%
0.00%
2
4.02%
0.32%
0.00%
0.00%
34
2.32%
3.56%
423
2.94%
2.86°%
STA 11
4
0.14%
0.02%
3
0.10%
0.15%
3
0.14%
0.14%
1
0.11%
0.01%
0.00%
0.00%
0.00%
0.00%
1
0.06%
0.01%
0.00%
0.00%
0.00%
0.00%
1
1.66%
0.17%
0.00%
0.00%
1
0.06%
0.01%
14
0.10%
0.06%
STA 12
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
0.11%
0.03%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
0.01%
0.00%
STA 14
431
13.28%
12.61%
452
16.5]%
1].55%
40]
1].03%
15.63%
43
3.59%
5.01%
0.00%
0.00%
29
1.80%
1.09%
11
65.21%
66.77% 1
20.1%
21.64%
1 49.96%
41.56%
3
5.97%
80.03%
3
37.05%
98.10%
492
33.85%
38.48%
3111
21.38%
24.14%
STA 15
2197
67.68%
69.64%
1538
56.51%
57.34%
1349
56.61%
64.01%
82
7.15%
6.39%
1 111%
11.1%
52
3.23%
1.97%
201
11.61%
10.63% 2
59.13%
55.07%
1 1.1%
58.44%
6
12.19%
2.09%
4
52.62%
1.73%
413
21.1
25.41%
16
40.14%
39.12%
STA 16
59
1.86%
1.71%
81
3.06%
2.34%
77
3.21%
2.30%
71
6.46%
7.1
0.00%
0.00%
59
3.50%
2.96%
280
13.98%
14.18% 1
20.09%
16.29%
0.00%
0.00%
4
7.99%
2.52%
0.00%
0.00%
287
20.42%
20.02%
919
6.33%
5.51%
STA 17
9
0.30%
0.46%
12
0.43%
0.48%
17
0.71%
0.45%
17
1.50%
2.01%
0.00%
0.00%
26
1.50%
0.67%
42
2.17%
1.85%
0.00%
0.00%
0.00%
0.00%
2
3.52%
0.38%
0.00%
0.00%
40
2.66%
1.95%
1.
1.11%
0.88%
STA IS
152
4.82%
4.9]%
220
8.30%
6.77%
161
7.31%
5.14%
170
15.19%
14.13%
0.00%
0.00%
145
9.1%
9.19%
12
0.1%
0.1%
0.00%
0.00%
0.00%
0.00%
4
8.02%
2.25%
1
10.32%
0.1]%
47
3.16%
2.02%
919
6.46%
5.31%
STA 19
121
3.68%
3.35%
136
4.93%
4.4]%
76
3.2]%
2.33%
436
1.27%
41.61%
0.00%
0.00%
1112
67.07%
71.25%
45
2.43%
1.91%
0.00%
0.00%
0.00%
0.1%
6
12.26%
1.16%
0.00%
0.00%
62
4.15%
3.92%
1994
13.71%
15.62%
STA 20
21
0.62%
O.R%
25
0.96%
0.87%
20
0.85%
0.50%
274
25.22%
22.4]%
0.00%
0.00%
225
13.52%
12.63%
53
2.87%
1.]2%
0.00%
0.00%
0.00%
0.00%
5
9.81%
1.58%
0.00%
0.00%
49
3.43%
3.94%
672
4.68%
3.96%
STA 21
53
1.65%
1.04%
64
2.43%
2.86%
53
2.36%
2.00%
1
0.09%
0.05%
0.00%
0.00%
1
0.05%
0.21%
4
0.20%
0.39%
0.00%
0.00%
0.00%
0.00%
6
13.04%
5.22%
0.00%
0.00%
6
0.42%
0.07%
188
1.33%
1.13%
STA 22
26
0.84%
0.83%
58
2.16%
2.17%
26
1.12%
0.90%
3
0.30%
0.21%
0.00%
0.00%
2
0.13%
0.02%
1
0.06%
0.00%
0.00%
0.00%
0.00%
0.00%
2
3.97%
0.40%
0.00%
0.00%
7
0.55%
0.22%
125
0.99%
0.66%
STA 23
31
0.96%
0.4]%
15
0.51%
0.3]%
45
1.91%
1.85%
0.00%
0.00%
0.00%
0.00%
1
0.07%
0.00%
3
0.14%
0.28%
0.00%
0.00%
1.01%
0.00%
1
1.5]%
1.71%
0.00%
0.00%
6
0.38%
OA2%
102
0.69%
0.62%
Other
4
0.13%
0.03%
6
0.24%
0.14%
12
0.51%
0.41%
I
0.11%
0.01%
0.00%
0.00%
0.00%
0.00%
1
0.04%
0.06%
0.00%
0.00%
0.00%
0.00%
]
15.98%
1.47%
0.00%
0.00%
2
0.15%
0.03%
331
0.24%1
0.13%
STA 30
115
1.791%
4.17%
111
4.17%
4.11%
131
5.17%
4.71%
0.00%
0.00%
1
1.011
1.00%
27
1.31%
1.61%
4
6.95%
4.87%
33
2.50%
3.18%
423
2.89%
3.05%
STA 11
10
0.29%
0.16%
9
0.33%
0.24%
5
0.21%
0.08%
3
0.26%
0.1]%
3
0.16%
0.09%
0.00%
1.1%
2
3.35%
1.38%
0.00%
0.00%
32
0.21%
0.11%
STA 12
0.00%
0.00%
2
0.08%
0.28%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
1.68%
0.07%
0.00%
O.W%
3
0.02%
0.03%
STA 13
0.00%
0.00%
0.00%
0.00%
1
0.04%
0.00%
0.00%
N.
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
0.01%
0.00%
STA 14
370
10.92%
10.54%
353
14.16%
12.46%
374
14.73%
11.63%
52
4.50%
4.12%
37
2.12%
2.11%
1207
60.11
60.70%
6
9.26%
11.33%
397
30.33%
32.11%
2796
19.02%
18.60%
STA 15
2363
69.97%
71.66%
1466
58.84%
59.19%
1"7
57.07%
64.45%
68
5.77%
8.60%
36
2.09%
1.66%
225
11.41%
12.13%
30
I5.76%
14.65%
336
26.09%
23.36%
S9S1
40.67%
42.22%
STA 16
56
1.65%
1.16%
61
2.02%
S7
2.26%
1.82%
83
6.99%
6.04%
83
4.72%
4.32%
347
17.81%
18.70%
1
1.43%
1.06%
323
1.19%
23.1%
1011
1.91%
6.13%
STA 17
22
0.65%
0.41%
16
0.49%
0.67%
0.43%
17
0.70%
0.53%
29
2.46%
1.74%
27
1.62%
0.84%
41
2.09%
1.67%
11
17.71%
8.23%
49
3.78%
3.12%
212
1.47%
0.94%
STA 18
186
5.47%
5.53%
216
8.58%
7.25%
233
9.18%
7.79%
169
14.37%
13.54%
130
7.55%
8.47%
14
0.70%
0.63%
2
3.16%
10.28%
33
2.48%
2.77%
983
6.69%
6.17%
STA 19
109
3.19%
2.79%
126
5.05%
4.77%
107
4.25%
3.54%
459
38.80%
41.25%
1131
65.69%
69.36%
43
2.16%
1.58%
2
3.16%
2.20%
60
4.54%
4.72%
2036
13.89%
15.46%
STA 20
21
0.64%
0.61%
20
0.81%
1.53%
25
1.00%
0.11%
31
26.1
23.94%
265
15.S1%
12.61%
61
3.16%
2.66%
6
9.76%
21.41%
56
4.36%
1..
763
5..%
4.49%
STA 21
40
1.18%
0.96%
51
2.02%
2.57%
51
1.89%
1.81%
3
0.2]%
0.25%
1
1.05%
0.15%
4
1.21%
0.16%
5
1.25%
5.99%
5
0.,
0.60%
160
1.07%
1.03%
STA 22
42
1.21%
1.30%
41
1.61%
3.08%
43
1.68%
1.26%
4
0.35%
0.34%
3
0.18%
0.39%
1
0.05%
0.01%
3
4.96%
2.73%
3
0.25%
0.56%
140
0.94%
1.05%
STA 23
36
1.05%
0.72%
21
0.84%
0.83%
41
1.57%
1.33%
0.00%
0.00%
1
0.05%
0.00%
2
0.10%
0.01%
5
7.98%
13.47%
3
0.21%
0.10%
1091
0.73%1
0.61%
STA 10
75
3.01%
3.04%
91
3.84%
1.01%
23
1.96%
2.88%
101
3.85%
3.56%
2
0.11%
0.20%
12
1.88%
1.72%
2
0.11%
0.20%
14
1.78%
2.58%
19
2.00%
2.85%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
13
1.44%
1.57%
352
2.39%
2.68%
STA 11
4
0.17%
0.04%
10
O43%
1.42%
2
0.18%
0.02%
3
0.11%
0.00%
1
0.09%
0.20%
0.00%
0.00%
0.00%
0.00%
1
0.13%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
21
0.15%
0.17%
STA 12
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
0.04%
0.09%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.'
1
0.01%
0.02%
STA 14
314
12.87%
12.58%
281
11.84%
12.30%
532
45.78%
48.06%
371
14.00%
13.95%
50
4.19%
5.61%
88
13.39%
11.51%
36
2.22%
1.86%
41
53.25%
56.12%
627
1.01%
66.05%
0.00%
0.00% 1
30.79%
77.8]%
0.00%
0.00%
332
37.20%
41.97%
3032
20.68%
21.55%
STA 15
1670
68.03%
69.09%
1397
59.77%
57.52%
189
16.28%
11.73%
1580
59.83%
64.36%
63
5.37%
4.67%
430
65.38%
68.53%
22
1.40%
1.19%
89
11.56%
10.58%
90
9.26%
1.14%
1 101.01%
10101%
0.00%
0.00%
11 162%
61.91%
217
23.97%
21.11
5759
39.20%
1.81%
STA I6
50
2.09%
1.64%
49
2.12%
2.00%
269
23.27%
22.53%
57
2.19%
2.32%
91
7.89%
6.0]%
6
0.90%
0.49%
73
4.61%
4.73%
169
22.26%
22.16%
164
16.92%
15.86%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
215
23.96%
23.01%
1143
7.91%
6.89%
STA 17
19
0.80%
0.63%
12
0.51%
0.36%
39
3.36%
2.11
10
0.38%
0.17%
32
2.71
2.59%
5
0.76%
0.14%
26
1.66%
0.17%
26
3.37%
2.96%
Il
1.14%
1.04%
0.00%
0.00% 2
69.21%
22.13%
0.00%
0.00%
33
3.61%
2.72%
215
1.48%
0.99%
STA 18
122
4.89%
5.04%
197
].87%
8.27%
IH
1.54%
1.28%
256
9.]2%
].22%
182
15.60%
15.48%
47
7.09%
7.85%
123
7.67%
8.51%
11
1.43%
1.45%
9
1.92%
0.94%
0.00%
0.00%
0.00%
0.00%
1 7.69%
8.90%
IS
1.72%
1.91%
971
6.58%
6.08%
STA 19
98
4.01%
3.40%
150
6.44%
6.25%
48
4.16%
3.43%
125
4.69%
3.51%
436
37.41%
40.65%
42
6.37%
4.99%
117
6].16%
69.16%
26
3.41%
1.93%
16
1.16%
1.14%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
36
3.88%
4.09%
2044
13.95%
14.12%
STA 20
13
0.53%
0.55%
22
0.95%
0.81%
32
2.79%
20
0.76%
0.80%
14
25.91
22.91
9
1.37%
0.75%
238
14.10%
12.1
25
3.28%
1.91%
26
2.70%
2.92%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
31
3.45%
3.01%
720
4.89%
3.74%
STA 21
36
1.48%
1.5]%
78
3.32%
2.91%
2
0.16%
0.97%
0.1%
52
1.97%
1.91%
2
1.16%
1.1%
8
1.13%
1.76%
1
1.01%
0.01%
2
1.27%
1.14%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
0.12%
0.03%
192
1.23%
1.19%
STA 22
28
1.14%
1.07%
46
1.95%
1.33%
0.00%
0.00%
34
1.28%
0.19%
3
0.26%
0.39%
6
1.11%
0.61%
4
1.1
0.16%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1 7.69%
22.20%
1
0.10%
0.03%
123
0.83%
0.63%
STA 23
22
0.88%
1.24%
15
0.63%
1.14%
2
0.18%
5.26%
30
1.13%
1.15%
2
0.19%
0.68%
5
0.71%
1.26%
0.00%
0.00%
2
0.25%
0.27%
2
0.20%
0.15%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
2
0.24%
0.17%
821
0.SS%1
1.04%
STA 10
62
2.47%
2.46%
63
3.34%
3.06%
54
1.97%
2.00%
112
4.88%
4.42%
1
0.09%
0.03%
10
2.52%
2.96%
1
0.06%
0.09%
44
3.04%
2.86%
0.00%
0.00%
2
4.64%
1.80%
0.00%
0.00%
0.00%
0.00%
1 100.00%
100.00%
0.00%
0.00%
0.00%
0.00%
1
6.25%
0.58%
351
2.53%
2.52%
STA Il
2
0.09%
0.03%
13
0.71%
0.53%
3
0.10%
0.06%
5
0.21%
0.03%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
2
0.14%
0.20%
0.00%
0.00%
3
7.38%
3.92%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
28
0.20%
0.11%
2
0.02%
STA 12 2 0.09% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
0.00%
STA 13
1
0.04%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
0.25%
0.01%
1
0.07%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
3
0.02%
0.00%
3099
22.23%
STA 14 350 14.20% 13.74% 214 I1.50% 12.60% 1260 45.90% 50.21% 352 15.03% 15.26% 32 3.07% 5.24% 56 13.84% 14.74% 32 2.13% 2.22% 780 53.29% 54.60% 5 84.35% 95.82% 3 7.03% 6.87% 5 100.00% 100.00% 3 75.42% 94.9]% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3 18.75% 48.71%
23.17%
STA 15
1681
67.72%
69.04%
1121
60.04%
56.61%
464
16.83%
14.31
1295
55.29%
59.11%
50
4.78%
4.67%
254
62.22%
65.16%
13
0.85%
0.86%
III
12.55%
12.13%
0.00%
0.00%
27
64.61%
64.94%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
3
60.00%
81.05%
0.00%
0.00%
5
31.25%
10.13%
5098
36.56%
37.33%
1188
8.49%
STA 16 51 2.01% 1.7]% 41 2.20% 1.96% 638 23.1]% 21.5]% 57 2.43% 2.15% 50 5.13% 4.18% 10 2.40% 2.33% 43 2.83% 2.3]% 290 19.76% 20.45% 1 15.65% 4.18% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3 18.74% 8.12%
7.51%
STA 1]
9
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0.25%
11
0.61%
0.35%
72
2.65%
2.67%
I6
1.69%
O.47%
17
1.62%
1.37%
1
0.25%
0.55%
18
1.20%
1.12%
41
2.81%
2.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
6.25%
2.37%
186
1.34%
1.07%
980
7.01%
STA I8 151 6.02% 6.25% 164 8.79% 10.49% 44 1.60% 1.69% 279 11.89% 10.11 118 11.16% 11.76% 35 8.71% 7.1% 131 8.69% 9.13% 13 0.11% 0.1% 0.00% 0.00% 3 6.91% 8.12% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1 20.00% 15.08% 0.00% 0.00% 1 6.25% 10.99%
6.91%
STA 19
84
3.39%
3.22%
109
5.11%
6.14%
96
3.50%
3.28%
91
3.89%
2.90%
440
42.05%
40.97%
IS
4.42%
2.03%
1045
69.59%
R.08%
34
2.31%
2.16%
0.00%
0.00%
2
4.64%
9.1%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1 100.00%
100.00%
2
12.50%
19.11%
1922
13.91%
14.45%
713
5.14%
STA 20 19 0.76% 0.72% 21 1.14% 1.55% 89 3.26% 3.13% 23 1.00% 1.OS% 292 27.91% 26.69% 3 0.]3% 1.17% 214 14.32% 12.02% 50 3.44% 3.48% 0.00% 0.00% 1 2.34% 0.05% 0.00% 0.00% 1 24.58% 5.03% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
4.35%
STA 21
26
1.06%
0.71%
63
3.36%
3.89%
13
0.4]%
0.56%
38
1.62%
1.1
1
0.10%
0.16%
5
1.24%
0.86%
0.00%
0.00%
5
0.34%
0.17%
0.00%
0.00%
1
2.45%
4.51%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1
20.00%
3.87%
0.00%
0.00%
0.00%
0.00%
IS3
1.10%
0.98%
106
0.76%
STA 22 26 0.90% 25 1.34% 1.54% 2 0.08% 0.08% 44 1.87% 1.45% 0.00% 0.00% 6 1.49% 1.31% 3 0.20% 0.11% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
0.70%
STA 23
IS
0.06%
0.60%
0.76%
14
0.78%
0.75%
7
0.25%
0.28%
23
0.98%
0.92%
0.00%
0.00%
6
1.47%
1.34%
0.00%
0.00%
19
1.35%
1.63%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
84
0.61%
0.]5%
Other
3
0.12%
0.14%
6
0.30%
0.54%
6
0.21%
0.13%
5
0.20%
0.04%
2
0.18%
0.94%
2
0A8%
0.08%
1
0.06%
0.03%
1
0.07%
0.01%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
26
0.18%
0.15%
Packet Pg. 254
How many calls?.
2015 2016 2017 2018 2019 2020
Source: Snohomish County 911 data 1
Packet Pg. 255
What type of calls?.
2016po
2017M
2018M
2019r-
2020
BLS
2965
2975
3008
2983
2628
ALS
1598
1488
1772
1727
1647
Structure Fire
21
31
41
40
29
Fire Other
505
555
481
484
413
Other
205
166
253
252
260
Grand Total
5294
5215
5555
5486
4977
a
Source: Snohomish County 911 data 2
Packet Pg. 256
Response times
Percentage of calls within
8 minutes or less
82.14%
2016
2017
F
2018 2019 2020
Source: Snohomish County 911 data
Packet Pg. 257
Neighboring Unit Utilization Factor
280%
2016 2017 2018 2019 2020
■ Mountlake Terrace ■ Lynnwood RFA
Source: Snohomish County 911 data
Packet Pg. 258
NUUF
2016 2017 2018 2019 2020
Mountlake Terrace 147.20% 135.30% 133.07% 130.28% 157.24%
Lynnwood 199.20 % 148.30% 202.06 % 210.41% 280.36%
RFA 141.81 % 135.22% 147.61 % 161.60% 196.61%
Packet Pg. 259
Transport Balancing Factor
2016 2017 2018 2019 2020
Source: Snohomish County 911 data
Packet Pg. 260
9.1
City Council Agenda Item
Meeting Date: 10/26/2021
Non -Represented Employee COLA 2022
Staff Lead: Jessica Neill Hoyson
Department: Human Resources
Preparer: Jessica Neill Neill Hoyson
Background/History
Per City Policy the Mayor will recommend the adjustment of the salary schedule for non -represented
employees to the City Council for approval as part of the budget process.
ear.
Staff Recommendation
<Type or insert text here>
Narrative
The Mayor has recommended a non -represented COLA of 3% for 2022 as part of the initial budget
development. Due to the development of the Consumer Price Index (CPI) after the budget was
submitted, the median COLA being provided by comparators, and the increase in the State minimum
wage, It is recommended that Council consider an additional 1% adjustment to occur on July 1, 2022 in
order to keep wages aligned with inflation. The 3% COLA will impact the budget by approximately
$151,668 and the additional 1% on July 1st would cost $25,270 based on current employee data. The
attached presentation provides information as to the supporting data for the recommendation and will
be presented by HR to Council.
Attachments:
Proposed 2022 Wage Adjustment Presentation
Packet Pg. 261
9.1.a
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Packet Pg. 262
Personnel Policies - Chapter 5
Compensation
Annual Salary Adjustments
Personnel Policy 5.10 NON -REPRESENTED EMPLOYEES' ANNUAL SALARY
ADJUSTMENTS
The Mayor will recommend the adjustment of salary schedule for non -represented
employees to the City Council for approval as part of the budget process.
2021 Wage Adjustments for Represented
Groups
► Currently the AFSCME and Teamsters collective bargaining agreements are not
settled for 2022
The EPO Law Support Contract has a 3% COLA agreed to for 2022.
► The EPOA Commissioned contract is settled for 2022 but as this is a
OWL
represented group that has binding arbitration, taking this group's wage
adjustments into consideration for the non -represented employees would not
be appropriate.
Other Data points
Using "comparator" organizations is often the standard in establishing
compensation and has been used by Edmonds for both represented and non -
represented employees
Using the Consumer Price Index for Urban wage earners in the
Seattle/Tacoma/Bellevue area is also used as data point to establish
compensation levels.
9.1.a
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Using CPI-L-1 (and not CPI-v
The CPI is calculated for two population groups: All Urban Consumers (CPI-U)
and Urban Wage Earners and Clerical Workers (CPI-W). The CPI-U represents
about 93 percent of the total U.S. population and is based on the
expenditures of all families living in urban areas. The CPI-W is a subset of the
CPI-U and is based on the expenditures of families living in urban areas who
meet additional requirements related to employment: more than one-half of
the family's income is earned from clerical or hourly -wage occupations. The
CPI-W represents about 29 percent of the total U.S. population.
Because the CPI-U population coverage is more comprehensive, it is used in
most wage adjustment calculations.
9.1.a
Table A. Seattle -Tacoma -Bellevue, WA, CPl-U 2-month and 12-month percent changes, all items index, not seasonally adjusted
2017
2018
2019
2020
2021
Month
2-month
12-month
2-month
12-month
2-month
12-month
2-month
12-month
2-month
12-month
February
1.0
3.4
0.8
3.3
0.7
2.7
1.0
2.5
1.2
1.7
April
0.8
3.1
0.8
3.3
0.5
2.4
-0.6
1.3
1.1
3.4
June
0.8
3.0
0.8
3.3
0.7
2.3
0.2
0.9
2.2
5.5
August
-0.2
2.5
-0.3
3.1
0.6
3.2
1.4
1.6
1.1
5.2
October
0.5
3.0
0.4
3.1
-0.6
2.2
-0.1
2.1
December
0.5
3.5
0.2
2.8
0.3
2.2
-0.4
1.4
Packet Pg. 268
Washington State Minimum Wage
Increase for 2022.
Washington State minimum wage will increase to $14.49 in 2022
This is an increase of 5.83%
State law requires an automatic annual inflation adjustment based on the
Consumer Price Index for Urban Wage Earners and Clerical Workers (CPI-W) _
for the August to August period.
What was proposed and what ham
occurred
At the time the budget was submitted, June to June numbers for the CPI-U
was not yet available.
The non -rep wage adjustment proposed was based on the first half of 2021
CPI-U, which was 3%
Since then, the June to June numbers have been released which places the
CPI-U at 5.5%
What occurred with the CPI-U in 2020
and what COLA was provided.
In 2020, a 2% wage adjustment was proposed in the budget for 2021 for non -
represented employees.
This was based of off the first half of 2020 CPI-IJ, which was 1.8%
The June to June numbers for 2020 realized a CPI-IJ of 0.9%
This means the 2021 adjustment outpaced price inflation by 1.1
Recommendation
Current proposed COLA in the 2022 budget is for a 3% wage adjustment.
This will cost $151,668 for 2022
Taking in to account last year's COLA which was higher than 2020 price
inflation the 3% COLA would still lag behind current inflation by 1.4%.
The median wage adjustment estimated to be provided by our comparator
organizations is 4%.
Council may want to consider additional wage adjustments in 2022
Recommend consideration of a mid year adjustment (July 1st) of an additional 1
A mid -year adjustment will keep salary levels more current with inflation but minimize
the budget impact in 2022.
Cost for a mid -year 1 % adjustment would be $25,279
9.1.a
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Packet Pg. 273
9.2
City Council Agenda Item
Meeting Date: 10/26/2021
Municipal Court Annual Report
Staff Lead: Judge Whitney Rivera
Department: City Clerk's Office
Preparer: Nicholas Falk
Background/History
The Municipal Court provides an annual report to the City Council in the first quarter of each year. Due
to the COVID-19 Pandemic, this report was postponed until October.
Staff Recommendation
For information only.
Narrative
n/a
Attachments:
Court Annual Report Presentation
Court Decision Package Budget Report
Packet Pg. 274
Edmonds Municipal Court
2021 ANNUAL REPORT
Significant changes in the legal landscape
Blake decision and SB 5476
Possession of a controlled substance is now a misdemeanor
Places an emphasis on therapeutic court models and diversion
Equal protection litigation in Thurston County for DWLS 3 and SB 5226
Gelinas decision, reviewing over 600 bench warrants previously issued,
and changes to CrRLJ 3.4
Significant changes at EMC
New judge and 3 new clerks
1W
Achievements
Omar Gamez named 2021
Probation Officer of the Year by
the Washington State
Misdemeanant Probation
Association
Expanded the classes offered by
the EMC Probation Department to
include MRT in addition to DV-MRT
Coping with the COVID-I 9 Pandemic
Safely conducted jury trials starting in May 2021
Hybrid of remote and in -person for hearings other than jury trials
Washington Supreme Court Fifth and Extended Order Regarding Court
Operations
Probation offering DV-MRT and MRT classes remotely
Clerk window reopened in July 2021 during courtroom hours
9.2.a
Ks] 0te"
+�= —
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#
Packet Pg. 280
Looking Forward
Passport processing restarts November 1, 2021
EMC Relicensing Program begins November 2, 2021
Walk-in calendar twice a month on Tuesday mornings
Unified Payment (UP) Program
Anyone with an outstanding infraction encouraged to come
EMC Community Court tentatively restarts January 11, 2022 at CHC
Edmonds
Edmonds Municipal Court
2022 BUDGET REQUESTS
2022 Budget Request
�- .t
f�, -
Edmonds Municipal Court is requesting approval of our 2021 reorganization for the 2022 budget
2021
Reorganization Summary
Create an Assistant Court Administrator position;
Add a Clerk position to help with the relicensing program
and other clerk functions;
Reclassify the Court Administrator; and
Change the elected judge from 0.75 FTE to 1 FTE.
2022 Decision Packages
Assistant Court Administrator and backfill a Clerk - $98,458.66
Additional Clerk position - $69,553.44
Reclassify Court Administrator - $31,430.76
Change elected judge from 0.75 to 1.0 FTE - $65.,565.20
Questions
gIDPBdgtRpt Decision Package Budget Report
9/14/2021 1:48:25PM City of Edmonds
9.2.b
Decision Package: 230-22001 - Create Assistant Court Admin Position
Date Budget Year
08/23/2021
2022
Group Version Priority Duration Approval Status
jespinoza 0 1 Ongoing
Item Description
This Decision Package is to create a new Assistant Court Administrator Position
Justification
Edmonds Municipal Court is, for many members of our community, the face of the city. Any person who receives a parking
infraction, a traffic infraction, or a criminal citation for a misdemeanor or gross misdemeanor interacts with Edmonds
Municipal Court. Edmonds Municipal Court works every day to provide access to justice. In order to continue our work,
correct past inequities, and staff positions to appropriately reflect the workload, the Court requests that City Council approve
the following request:
Edmonds Municipal Court is the only court in Snohomish County that does not currently have an Assistant Court
Administrator. Many duties that are preformed when filling in for the Court Administrator are HR related and cannot be done
by a union represented position.
In order to be in compliance with the State Auditor and Administrative Office of the Courts (AOC) recommendations, EMC
needs at least two levels to audit and track financial transactions. All courts in the county have at least two exempt levels
monitoring and auditing court accounting of staff and Judicial Information System entries.
This work is done by exempt personnel in other courts that are in compliance with the State's recommendations. This new
structure would put EMC in compliance with the State Auditor and AOC recommendations. The new positions would also
create a fair labor practice of a non -represented position supervising, monitoring, and auditing the work of union positions.
This Assistant Court Administrator will provide succession planning, depth, and continuity of government in emergency
situations.
The individual who will become the Assistant Court Administrator, if approved, will vacate the Lead Clerk position. EMC is
requesting that this position be backfilled. This Clerk would be responsible for front counter payment processing, accounts
receivable, collection payments, time pay agreements, mail payments, and online payments.
Describe All Fundinci Sources
General Fund
Describe Future or On oin Costs
Asst Admin with benefits +$123,133.56
Backfill Court Clerk with benefits +$69,553.44
2022 Budget Lead Position with Benefits-$94,228.34
Difference Needed for 2022 Request=$98,458.66
Project Status (if applicable)
N/A
FISCAL DETAILS
Operating Expenditures
001.000.23.512.50.11.00 SALARIES
Total Operating Expenditures
Total Expenditures
Net Budget
2022
98,458.66
98,458.66
98,458.66
98,458.66
Packet Pg. 287
gIDPBdgtRpt Decision Package Budget Report 9 2 b
9/14/2021 1:48:25PM City of Edmonds
Decision Package: 230-22002 - Create an Additional Court Clerk Position
Date Budget Year Group Version Priority Duration Approval Status
08/23/2021 2022 jespinoza 0 2 Ongoing
Item Description
Create an Additional Court Clerk Position
Justification
Edmonds Municipal Court is, for many members of our community, the face of the city. Any person who receives a parking
infraction, a traffic infraction, or a criminal citation for a misdemeanor or gross misdemeanor interacts with Edmonds
Municipal Court. Edmonds Municipal Court works every day to provide access to justice. In order to continue our work,
correct past inequities, and staff positions to appropriately reflect the workload, the Court requests that City Council approve
the following request:
EMC is also requesting to create an additional Clerk position. Staff at EMC have been overwhelmed in their workload,
resulting in overtime hours being used in 2020 and 2021. Compared to resourcing from comparable cities, EMC has three to
eight fewer staff position.
Additionally, EMC will be creating and implementing a new driving while license suspended program. This program will
greatly reduce the need for individuals to be criminally charged for failure to pay fines of traffic penalties. This program will
help achieve the goals of Resolution No. 1460, which passed unanimously by the Edmonds City Council, and includes
assisting eligible drivers in getting relicensed.
Describe All Funding Sources
General Fund
Describe Future or Ongoing Costs
$69, 553.44
Project Status {if applicable)
N/A
FISCAL DETAILS
Operating Expenditures
001.000.23.512.50.11.00 SALARIES
Total Operating Expenditures
Total Expenditures
Net Budget
2022
69,553.44
69, 553.44
69,553.44
69,553.44
Packet Pg. 288
gIDPBdgtRpt Decision Package Budget Report
9/14/2021 1:48:25PM City of Edmonds
9.2.b
Decision Package: 230-22003 - Reclassify the Court Administrator
Date Budget Year Group Version Priority Duration Approval Status
08/23/2021 2022 jespinoza 0 3 Ongoing
Item Description
Reclassify the Court Administrator
Justification
EMC is, for many members of our community, the face of the city. Any person who receives a parking infraction, a traffic
infraction, or a criminal citation for a misdemeanor or gross misdemeanor interacts with Edmonds Municipal Court.
Edmonds Municipal Court works every day to provide access to justice. In order to continue our work, correct past inequities,
and staff positions to appropriately reflect the workload, the Court requests that City Council approve the following request:
General Rule (GR) 29 governs judicial branch operations and administration. Pursuant to GR 29, all operation and
administrative duties for any business -related matter may be delegated by the judicial officer to a Court Administrator. This
includes personnel, budget administration, functions, and operations. GR 29 also provides that all duties set forth in the rule
cannot be delegated to the legislative or executive branches of government.
Edmonds Municipal Court (EMC) has a Court Administrator per GR 29. The Court Administrator is responsible for all
functions of the court. The Court Administrator is appointed by and reports directly to the Presiding Judge. The Court
Administrator is held to a comparable standard in duties, roles, knowledge, and expertise as other city department heads.
This request is being made to the City Council because of the disparity between the pay grade for the Court Administrator
and the work performed. The Court Administrator must have in-depth institutional knowledge and an understanding of court
procedures and applicable laws. There has been a shift across the State to increase Court Administrator compensation and
recognize the specialized nature of this position. A Court Administrator will be required by court rule to undergo continuing
education.
Because the Court Administrator must have wide-ranging knowledge and all -encompassing skills to carry out her extensive
duties and responsibilities, this change is necessary to achieve equity and parity. The Court Administrator role has
traditionally employed women in the role and labor market data reflects a disparity in pay relative to gender. Given the
elevated duties of this position, EMC requests that the Council approve reclassifying the Court Administrator position to
NR-20 to bring pay equity into alignment internally. Here is a sample of Court Administrator compensation in comparable
cities:
City Low End Salary High End Salary
Shoreline" $170,119 $214,589
Kent $126,732 $198,456
Tukwila $124,608 $162,024
Lynnwood $119,743 $171,120
Mountlake Terrace* $105,849 $149,582
Marysville $104,973 $131,703
Des Moines$101,652 $124,788
Issaquah $99,867$135,469
Kirkland $98,822$127,536
Bothell $97,281$124,375
Bremerton $94,200$115,008
Edmonds (current) $93,283$125,008
Puyallup $85,284$109,152
" Shoreline and Mountlake Terrace contract with King and Snohomish counties. Salary shown is the Court Administrator for
those counties.
Describe All Funding Sources
General Fund
Describe Future or Ongoing Costs
2022Admin position with benefits budgeted $141,831.12
Reclassify Admin position with benefits $173,261.88
Packet Pg. 289
giDPBdgtRpt Decision Package Budget Report
9/14/2021 1:48:25PM City of Edmonds
Difference needed for 2022 budget $31,430.76
Proiect Status [if applicable]
N/A
FISCAL DETAILS 2022
Operating Expenditures
001.000.23.512.50.11.00 SALARIES
Total Operating Expenditures
Total Expenditures
Net Budget
31,430.76
31,430.76
31,430.76
31,430.76
Packet Pg. 290
gIDPBdgtRpt Decision Package Budget Report
9/14/2021 1:48:25PM City of Edmonds
9.2.b
Decision Package: 230-22004 - Increase Municipal Court Judge from .75 to 1.0 FTE
Date Budget Year Group Version Priority
08/23/2021 2022 jespinoza 0 4
Item Description
Increase the Municipal Court Judge position from 0.75 FTE to 1.0 FTE
Justification
Duration Approval Status
Ongoing
EMC is, for many members of our community, the face of the city. Any person who receives a parking infraction, a traffic
infraction, or a criminal citation for a misdemeanor or gross misdemeanor interacts with Edmonds Municipal Court.
Edmonds Municipal Court works every day to provide access to justice. In order to continue our work, correct past inequities,
and staff positions to appropriately reflect the workload, the Court requests that City Council approve the following request:
Throughout this request, the term Judicial Needs Estimation (JNE) is used. The JNE is used by courts throughout the entire
State of Washington as one measure of a court's workload.
The Administrative Office of the Courts (AOC) creates the JNE based on an algorithm that takes into account case filings
and hearings held. AOC determines the needs for each court based on the statistics from the court's case management
system called Judicial Information System (JIS).
The data used to calculate the JNE is generated by the Caseloads of the Courts of Washington. However, the caseload
tables used to calculate the JNE do not comprise a complete workload report. The caseload statistics do not reflect
administrative activities, non -case activity, and off -bench case activity.
Moreover, the JNE generated by AOC for Edmonds Municipal Court does not include search warrants or weekend jail
booking reviews. Edmonds Municipal Court currently does not have sufficient staff to enter the search warrant statistics into
JIS, which means that this work is not reflected in the caseload statistics and therefore not represented in the JNE.
Moreover, the JNE does not reflect a presiding judge's duties.
The JNE is the accepted measure of a court's caseload, even if it is not representative of a complete workload report for the
reasons discussed above. The workload of the court impacts the number of staff required to serve our citizens.
As discussed above, the JNE generated by AOC estimates the judicial needs for EMC to be 1 FTE. The JNE and caseload
statistics do not reflect administrative activities, non -case activity, and off -bench case activity. The JNE does not include
search warrants or weekend jail booking reviews.
The number of search warrants issued each year are as follows:
2018 - 109 search warrants;
2019 - 97 search warrants;
2020 - 101 search warrants; and
" 2021- If numbers remain consistent throughout the remainder of the year, there will be approximately 108 search
warrants.
EMC currently does not have sufficient staff to enter the search warrant statistics into JIS. This means that this work is not
reflected in the caseload reports and therefore not represented in the JNE. If our requests for staffing are approved, EMC
could work towards ensuring that search warrants are entered into JIS so that they are reflected in the future JNE. Lastly, the
JNE does not reflect a presiding judge's duties.
Moreover, EMC expects that a number of legislative changes, including changing possession of a controlled substance from
a felony to a simple misdemeanor, will likely impact the JNE moving forward. We expect an uptick in caseload activity as we
reopen following the shutdowns from the COVID-19 pandemic.
Lastly, under the Washington State Supreme Court Emergency Order, which is still in effect, bench warrants for failures to
appear in court may only issue upon a consideration of factors including whether a warrant is necessary for the immediate
preservation of public or individual safety. Because many criminal offenses that come through EMC do not meet this factor,
Packet Pg. 291
gIDPBdgtRpt Decision Package Budget Report
9/14/2021 1:48:25PM
City of Edmonds
bench warrants have been authorized but held for administrative review. Once the Washington State Supreme Court
Emergency Order is lifted, we expect approximately 350+ bench warrants to issue. The arrests that inevitably will result from
effectuating these warrants will also impact EMC's workload.
Describe All Fundinq Sources
General Fund
Describe Future or Ongoing Costs
2022 Judge position with benefits budgeted $172,845.28
Full time Judge position with benefits $238,410.48
Difference needed for 2022 budget $65,565.20
Proiect Status (if aoplicable)
N/A
FISCAL DETAILS 2022
Operating Expenditures
001.000.23.512.50.11.00 SALARIES
Total Operating Expenditures
Total Expenditures
Net Budget
65, 565.20
65, 565.20
65, 565.20
65, 565.20
Packet Pg. 292
9.3
City Council Agenda Item
Meeting Date: 10/26/2021
Presentation of Proposed 2022-2027 Capital Facilities Plan (CFP) & Capital Improvement Program (CIP)
Staff Lead: Rob English, Phil Williams, Angie Feser & Shannon Burley
Department: Engineering
Preparer: Rob English
Background/History
Staff Recommendation
Hold public hearing on November 1, 2021.
Narrative
The 2022-2027 Capital Facilities Plan (CFP) and Capital Improvement Program (CIP) are being presented
in a different format this year. In previous years, the CFP and CIP were separate documents and
projects in the CIP were organized by the City's financial funds. This year, staff combined the CFP and
CIP into one document with project lists that identify Capital Facility projects and project information
sheets for all projects and programs.
The Public Works and Utilities Department proposed 2022-2027 CFP/CIP is included as Attachment 1.
The Parks, Recreation & Cultural Services Department proposed 2022-2027 CFP/CIP is included as
Attachment 2. The presentations from Public Works & Utilities (Attachment 3) and the Parks,
Recreation & Cultural Services Department (Attachment 4) are attached.
BACKGROUND:
The City's Capital Facilities Plan (CFP) Element is updated annually and identifies capital projects for at
least the next six years, which support the City's Comprehensive Plan. CFP projects are capital
improvement projects that expand existing facilities/infrastructure or provide new capital facilities in
order to accommodate the City's projected population growth in accordance with the Growth
Management Act. Thus, capital projects that preserve existing capital facilities are not CFP projects.
These preservation projects are part of the six -year capital improvement program (CIP) along with
capital facility plan projects that encompass the projected expenditure needs for all city capital related
projects.
Attachments:
Attachment 1 - Public Works & Utilities Proposed 2022-2027 CFP-CIP
Attachment 2 - Parks Proposed 2022-2027 CFP-CIP
Attachment 3 - Public Works 2022-2027 CFP-CIP Presentation
Attachment 4 - Parks CFP-CIP Presentation
Packet Pg. 293
Packet Pg. 294
9.3.a
Index
TRANSPORTATION & UTILITY PROJECT MAP ..................................................... 2
FACILITIES & WWTP PROJECT MAP.......................................................................
3
TRANSPORTATION PROJECT LIST........................................................................4-6
TRANSPORTATION PROJECT SHEETS.............................................................
..7-64
WATER PROJECT LIST..........................................................................................65-66
WATER PROJECT SHEETS....................................................................................67-69
STORMWATER PROJECT LIST............................................................................70-71
STORMWATER PROJECT SHEETS......................................................................72-81
SEWER PROJECT LIST...........................................................................................82-83
SEWER PROJECT SHEETS.....................................................................................84-88
FACILITIES PROJECT LIST...................................................................................89-90
FACILITIES PROJECT SHEETS...........................................................................91-108
WASTEWATER TREATMENT PLANT PROJECT LIST.................................109-110
WASTEWATER TREATMENT PLANT PROJECT SHEETS...........................111-114
CIP-CFP COMPARISON(2021-2027).................................................................115-118
Packet Pg. 295
1
-11. 1 C"
Public Works & Utilities Department
TRANSPORTATION &
PW D-04�
UTILITY PROJECTS �� � WT-28
Projects
o Sewer
o Stormwater
• Street/Intersection Project
o Non -Motorized Transportation Project
o Water
Sewer
Street/Intersection Project
Non -Motorized Transportation Project
PWT-05 PWT-17
• •
PWT-24
•
PWT-03
•
PWT-09
I
PWT-12
F7=
PWT-35
PWT-ZPWT-16
PWT-19
•
PWT-11
PWT-1/
A�.�
-13 IPWT-14
M
31
- o
PWS-11
PAM m
MMWr��<fflw PWT-10
* Site specific projects only. Citywide/annual citywide projects not shown. PWT-43 10 PWT
9.3.a
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FACILITIES &
In ,�yo WWTP PROJECTS
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9.3.a
TRANSPORTATION
a
Packet Pg. 298
Transportation Projects
9.3.a
#
CFP
PROJECT
DP
2022
2023
2024
2025
2026
2027
TOTAL
TOTAL
TOTAL
#
(2022-2027)
(2028-42)
Project Cost
Preservation / Maintenance Proiects
PWT-01
lAnnual Street Preservation Program
76
$1,500,000
$1,500,000
$1,500,000
$1,386,000
$1,650,000
$1,650,000
$9,186,000
$0
$9,186,00C
PWT-02
84th Ave. W Overlay from 220th St. SW to 212th St. SW
84
$5,780
$0
$0
$0
$0
$0
$5,780
$0
$5,78C
PWT-03
76th Ave. W Overlay from 196th St. SW to Olympic View Dr.
78
$1,663,723
$0
$0
$0
$0
$0
$1,663,723
$0
$1,663,722
PWT-04
Main St. Overlay from 6th Ave. to 9th Ave.
$0
$157,000
$780,000
$0
$0
$0
$937,000
$0
$937,00C
PWT-05
Puget Dr. @ OVD Signal Upgrades
$0
$0
$0
$80,000
$450,000
$0
$530,000
$0
$530,OOC
PWT-06
Signal Upgrades - 100th Ave @ 238th St. SW
$0
$0
$0
$150,0001
$700,000
$0
$850,000
$0
$850,OOC
PWT-07
Main St. @ 3rd Signal Upgrades
sol
sol
$0
$0
$100,0001
$350,0001
$450,000
$0
$450,OOC
Safetv / Canacity Analvsis
PWT-08
X
228th St. SW from Hwy 99 to 95th PI. W Corridor
$0
$0
$0
$1,000,000
$1,700,000
$12,000,000
$14,700,000
$0
$14,700,OOC
PWT-09
X
Hwy 99 Revitalization & Gateway Project - Stage 2
80
$7,660,000
$0
$0
$0
$0
$0
$7,660,000
$0
$7,660,00C
PWT-10
X
Hwy 99 Revitalization & Gateway Project - Stage 3
81
$640,000
$3,200,000
$1,930,000
$16,000,000
$10,752,000
$0
$32,522,000
$0
$32,522,OOC
PWT-11
X
Hwy 99 Revitalization & Gateway Project - Stage 4
82
$400,000
$2,000,000
$3,000,000
$3,167,000
$16,000,000
$16,434,000
$41,001,000
$0
$41,001,00C
PWT-12
X
Hwy 99 Revitalization & Gateway Project - Stage 5
$0
$0
$0
$0
$2,080,000
$4,964,000
$7,044,000
$37,971,000
$45,015,00(
PWT-13
X
Hwy 99 Revitalization & Gateway Project - Stage 6
$0
$0
$0
$0
$0
$0
$0
$20,217,000
$20,217,00C
PWT-14
X
Hwy 99 Revitalization & Gateway Project - Stage 7
$0
$0
$0
$0
$0
$0
$0
$38,142,000
$38,142,00C
PWT-15
X
Hwy 99 Revitalization & Gateway Project - Stage 8
$0
$0
$0
$0
$0
$0
$0
$35,242,000
$35,242,00C
PWT-16
X
Hwy 99 Revitalization & Gateway Project - Stage 9
$0
$0
$0
$0
$0
$0
$0
$20,072,000
$20,072,00C
PWT-17
X
SR 524 196th St. SW / 88th Ave. W - Intersection Improvements
$0
$0
$0
$238,000
$216,000
$720,000
$1,174,000
$0
$1,174,00C
PWT-18
X
Main St. @ 9th Ave. Intersection Improvements
$0
$0
$0
$176,000
$1,000,000
$0
$1,176,000
$0
$1,176,OOC
PWT-19
X
76th Ave. W @ 220th St. SW - Intersection Improvements
83
$276,902
$387,4391
$725,000
$6,881,000
$0
$0
$8,270,3411
$0
$8,270,341
PWT-20
SR-104 Adaptive System
86
$150,000
$260,000
$0
$1,955,000
$0
$0
$2,365,000
$0
$2,365,OOC
PWT-21
X
SR-104 @tooth Ave W. Intersection & Access M mt m rovements
$0
$0
$0
$160,000
$931,000
$0
$1,091,000
$0
$1,091,00C
PWT-22
X
SR-104 @ 95th PI. W Intersection Improvements
$0
$0
$0
$80,000
$450,000
$0
$530,000
$0
$530,OOC
PWT-23
X
SR-104 @ 238th St. SW Intersection Improvements
$0
$0
$0
$213,000
$1,219,000
$0
$1,432,000
$0
$1,432,OOC
PWT-24
X
Olympic View Dr. @ 76th Ave. W Intersection Improvements
$0
$0
$0
$0
$0
$0
$0
$1,266,000
$1,266,OOC
PWT-25
X
84th Ave. W (212th St. SW to 238th St. SW)
$0
$0
$0
$0
$0
$0
$0
$16,622,000
$16,622,OOC
PWT-26
X
SR-104 @ 76th Ave. W Intersection Improvements
$0
$0
$0
$481,000
$2,750,000
$0
$3,231,000
$0
$3,231,OOC
PWT-27
X
Olympic View Dr. @ 174th St. SW Intersection Improvements
$0
$0
$0
$0
$0
$0
$0
$671,000
$671,OOC
PWT-28
175th St Sope Repair
$0
$1,000,000
$0
$0
$0
$0
$1,000,000
$0
$1,000,OOC
PWT-57
2022 Guardrail Program
95
$20,180
$0
$01
$0
$0
$0
$20,180
$0
$20,18C
PWT-58
2022 Traffic Signal Upgrades
88
$30,280
$0
sol
sol
$0
$0
$30,2801
$0
$30,28(
Non -motorized transportation Proiects
4-
0
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PWT-29
X
232nd St. SW Walkway from 100th Ave. to SR-104
$0
$0
$0
$0
$206,000
$1,183,000
$1,389,000
$0
$1,389,00C
PWT-30
X
236th St. SW Walkway from Madrona Elementary to 97th Ave. W
$0
$0
$0
$0
$227,000
$1,267,000
$1,494,000
$0
$1,494,OOC
PWT-31
X
236th St. SW Walkway from Hwy. 99 to 76th Ave. W
$0
$0
$0
$0
$0
$0
$0
$1,831,000
$1,831,00C
PWT-32
X
84th Ave. W Walkwayfrom 238th St. SW to 234th St. SW
$0
$0
$0
$0
$150,000
$640,000
$790,000
$0
0)
$790,OOC t
PWT-33
X
80th Ave. W Walkway from 212th St. SW to 206th St. SW
$0
$0
$0
$209,000
$209,000
$2,476,000
$2,894,000
$0
$2,894,00C R
PWT-34
X
80th Ave. W Walkway from 188th St. SW to Olympic View Dr.
$0
$0
$0
$597,000
$2,339,000
$0
$2,936,000
$0
$2,936,OOC r
PWT-35
I X
1218th St. SW Walkway from 76th Ave. W to 84th Ave. W
1 $0
$0
$0
$0
$240,000
$1,350,000
$1,590,000
$0
$1,590,00C Q
PWT-36
X
Walnut St. Walkway from 6th Ave. S to 7th Ave S
$0
$0
$0
$265,000
$0
$0
$265,000
$0
$265,00C +'
C
PWT-37
X
216th St. SW Walkway from Hwy. 99 to 72nd Ave W
$0
$0
$0
$200,000
$0
$0
$200,000
$0
$200,00C tv
PWT-38
Citywide Pedestrian Enhancements Project
85
$10,000
$0
$0
$0
$0
$0
$10,000
$0
$10,OOC t
PWT-39
X
Citywide Bicycle Improvements Project
79
$1,562,390
$0
$0
$0
$0
$0
$1,562,3901
$0
$1,562,39C V
O
PWT-40
X
Maplewood Dr. Walkway from Main St. to 200th St. SW
$0
$0
$0
$201,000
$201,000
$2,300,000
$2,702,000
$0
$2,702,00C
PWT-41
I X
195th PI. W Walkway from 224th St. SW to 220th St. SW
$0
$0
$0
$120,000
$668,000
$0
$788,000
$0
$788,00C Q
PWT-42
X
I Railroad St. Walkway from Dayton St. to Main St. / SR-104
$0
$0
$0
$170,000
$754,000
$0
$924,000
$0
$924,00(
PWT-43
X
SR-104 76th Ave. W Non -Motorized Trans Improvements
$0
$0
$0
$0
$0
$0
$0
$1,294,000
$1,294,000
PWT-44
X
Downtown Lighting Improvements
$0
$0
$0
$300,0001
$1,200,000
$0
$1,50,0 000
PWT-45
X
SR-104 Walkway: HAWK to Pine/Pine from SR-104 to 9th
$0
$0
$0
$327,0001
$327,0001
$2,636,000
$3,290,000
Packet Pg. 299
Transportation Projects
9.3.a
#
CFP
PROJECT
DP
2022
2023
2024
2025
2026
2027
TOTAL
TOTAL
TOTAL
#
(2022-2027)
(2028.42)
Project Cost
PWT-46
X
191st St. SW Walkway from 80th Ave. W to 76th Ave. W
$0
$0
$0
$0
$0
$0
$0
$678,000
$678,OOC
PWT-47
X
104th Ave. W / Robinhood Lane Walkway from 238th St. SW to 106th
$0
$0
$0
$0
$0
$0
$0
$1,060,000
$1,060,OOC
PWT-48
X
80th Ave. W Walkway from 218th St. SW to 220th St. SW
$0
$0
$0
$0
$0
$0
$0
$324,000
O
$324,OOC
PWT-49
X
84th Ave. W Walkway from 188th St. SW to 186th St. SW
$0
$0
$0
$0
$0
$0
$0
$328,000
$328,OOC O
PWT-50
X
238th St. SW Walkway from Hwy. 99 to 76th Ave. W
$0
$0
$0
$0
$0
$0
$0
$1,285,000
$1,285,OOC
PWT-55
X
Elm Way Walkway from 8th Ave. S to 9th Ave. S
93
$901,780
$0
$0
$0
$0
$0
$901,780
$0
$901,78C C
PWT-56
X
2022 Pedestrian Safety Program
87
$20,185
$0
$0
$0
$0
$0
$20,185
$0
$20,18E bl
Ferry Projects
i
d
PWT-51
Fx IFerry Storage Improvements from Pine St. to Dayton St.
$0
$0
$0
$357,000
$0
$0
$357,000
$0
$357,00 11
Traffic Calming
I;
PWT-52
ITraffic Calming Program
11 94 1 $33,1301
$18,0001
$18,0001
$18,0001
$18,0001
$18,00011
$123,130
$0
$123,13C 11-
LL
Traffic Planning Projects
PWT-53
I
I Citywide ADA Transition Plan
I $0
$100,000
$0
$01
$0
$0
$100,000
$0
$100,OOC N
PWT-54
I
ITransportation Plan Update
77
1 $185,000
$0
$0
$0
$0
$0
$185,000
$0
$185,00 N
N
Total Projects $15,059,350
$8,622,439
$7,953,000
$34,731,000
$46,537,000
$47,988,000
$160,890,789
$177,003,000
$337,893,7K p
N
Funding Source
2022
2023
2024
2025
2026
2027
TOTAL
(2022-2027)
TOTAL
(2028.42)
TOTAL
(2022-2027)
Street Fund 112 - Gas Tax & Multi -modal revenue
$185,000
$131,000
$156,000
$150,000
$150,000
$150,000
$922,000
$0
$922,000
REET Fund 125
$835,199
$0
$0
$0
$0
$0
$835,199
$0
$835,199
REET Fund 126
$1,382,400
$1,596,000
$1,518,000
$1,518,000
$1,518,000
$1,518,000
$9,050,400
$0
$9,050,40C
Transportation Impact Fees
$60,000
$75,609
$343,750
$145,000
$500,000
$0
$1,124,359
$0
$1,124,359
General Fund
$500,000
$0
$0
$0
$0
$0
$500,000
$0
$500,OOC
Stormwater Utility Fund 422
$371,272
$25,000
$5,000
$0
$0
$0
$401,272
$0
$401,272
Federal Grants
$936,428
$1,811,830
$1,343,250
$0
$0
$0
$4,091,508
$0
$4,091,50E
State Grants
$8,700,000
$3,700,000
$2,607,000
$0
$0
$0
$15007000
$0
$15,007,00C
Other
$2,073,211
$0
$0
$0
$0
$0
$2:073:211
$0
$2,073,211
Unsecured Funding
$0
$1,268,000
$1,975,0001
$32,918,0001
$44,369,0001
$46,320,00011
$126,850,0001
$177,003,0001
$303,853,OOC
V
Total Revenue $15,059,350 $8,622,439 $7,953,000 $34,731,000 $46,537,000 $47,988,000 $160,890,789 $177,003,000 $337,893,7K M
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6
Project Description
Annual pavement preservation program to maintain City streets.
Project Benefit
Maintains the City's pavement infrastructure and reduces the need for larger capital investment to rebuild City
steets.
Estimated Project Cost
$1,500,000/ year
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$225,000 $150,000 $150,000 $150,000 $200,000 $200,000
$1,275,000 $1,350,000 $1,350,000 $1,236,000 $1,450,000 $1,450,000
$1,500,000 $1,500,000 $1,500,000 $1,386,000 $1,650,000 $1,650,000
$150,000 $150,000 $150,000
$500,000
$500,000 $1,500,000 $1,500,000 $1,236,000 $1,500,000 $1,500,000
$500,000
$1,500,000 $1,500,000 $1,500,000 $1,386,000 $1,650,000 $1,650,000
7
Packet Pg. 301
212TH ST SVV
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2101m!k 3;
:. SR
maw
220TH.ST
Project Description
Pavement overlay of 84th Ave. W from 220th St. SW to 212th St. SW, with curb ramps upgrades, RRFB's at the
existing crosswalk in front of the Chase Lake Elementary School, and bike lane addition from 215th St. SW to
212th St. SW on both sides of the street. This project is funded through a secured Federal grant and local funds.
The project will be completed in fall 2021 and the funding in 2022 is necessary to close-out the project and
complete the grant documents.
Project Benefit
Improve pavement condition and active transportation safety along the corridor.
Estimated Project Cost
$1,130,000
Design
Right of Way
Construction
$5,780
Expense Total
$5,780
Street Fund 112 - Gas Tax & Multi -modal
REET Fund 125
REET Fund 126
$780
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
$5,000
State Grants
Unsecured Funding
Funding Source Total
$5,780
Packet Pg. 302
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191MI St SW
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Project Description
Pavement overlay of 76th Ave. W from 196th St. SW to Olympic View Dr. with pedestrian curb ramps upgrades,
RRFB's at the proposed crosswalk at 75th PI. W, and possible addition of a bike lane for the northbound
movement. This is a joint project funded by the Cities of Edmonds and Lynnwood, since the west half of the street
is in the City of Edmonds and the east half is in the City of Lynnwood.
Project Benefit
Improve pavement condition, install new Rapid Rectangular Flashing Beacons (RRFB's) for pedestrian safety and
upgrade pedestrian curb ramps to meet ADA standards. In addition to the existing southbound bike lane, the
project may add a new northbound bike lane as outlined in the City's Transportation Comprehensive Plan.
Estimated Project Cost
1,955,000
Design
Right of Way
Construction
$1,663,723
Expense Total
$1,663,723
Street Fund 112 - Gas Tax & Multi -modal
REET Fund 125
REET Fund 126
$274,195
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
$639,788
State Grants
Other
$749,740
Unsecured Funding
Funding Source Total
$1,663,723
Packet Pg. 303
G
Edmonds Polito and Orvic Pinyfleid
Municipal Court
Veteran's. Z
Playa LL!y Bell sr r_i
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IN A
Sno•Isla Frances Artdvrron Par
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Uavton S .
Christian,CrL
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Science
Church
Project Description
Pavement overlay along Main St. from 6th Ave. to 9th Ave. with pedestrian curb ramps upgrades and Rectangular
Rapid Flashing Beacons (RRFB's) at the existing pedestrian crosswalk at 8th Ave. The project will be funded with a
federal grant (funds available in 2023) and City funds for a local match.
Project Benefit
Improve pavement conditions on this segment of Main St., pedestrian safety with the addition of RRFB's, and
pedestrian accessibility with the ADA curb ramp.
Estimated Project Cost
$937,000
Design
$157,000
Right of Way
Construction
$780,000
Expense Total
$157,000
$780,000
Street Fund 112 - Gas Tax & Multi -modal re
$31,000
$156,000
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
$126,000
$624,000
State Grants
Unsecured Funding
Funding Source Total
$157,000
$780,000
Packet Pg. 304
10
a
C•
PU ET DR
Project Descriptio
The project consists of a complete signal rebuilt, with the removal of all vehicle head currently on spam wire and
conversion to standard traffic signal poles with mast arms. Vehicle detention will also be upgraded as part of this
project.
Project Benefit
his upgrade will provide safer roadway conditions since the vehicle heads aren't fixed while handing on those
wires. The new vehicle detection will guarantee that all vehicles will be detected.
Estimated Project Cost
$530,000
Design
$80,000
Right of Way
Construction
$450,000
Expense Total
$80,000
$450,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$80,000
$450,000
Funding Source Total
$80,000
$450,000
Packet Pg. 305
11
1' S Vr
2381h St SW
Faith f� F
Cornrnunity <
Church
Project Description
Install new traffic signal and vehicle detection system.
Project Benefit _V
The existing traffic signal is near the end of its anticipated service life.
Estimated Project Cost
$850,000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
23sth Si
$150,000
$700,000
$150,000 $700,000
$150,000 $700,000
$150,000 $700,000
ir
23 7th F'
Packet Pg. 306
12
Orackom
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Railroad `'Sf
Si�CiC►t r �ti. � � '
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4k- City Hall Playa
Oell S
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Project Description
Install new traffic signal and vehicle detection system.
Project Benefit 79
The existing traffic signal is near the end of its anticipated service life.
Estimated Project Cost
$450,000
Design
$100,000
Right of Way
Construction
$350,000
Expense Total
$100,000
$350,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$100,000
$350,000
Funding Source Total
$100,000
$350,000
Packet Pg. 307
13
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Project Description
Widen 228th St. SW from Hwy. 99 to 95th PI. W to three lanes (with center two-way left turn lane), with curb and
gutter, sidewalk, and bike lanes.
Project Benefit
This project would improve active transportation safety and traffic flows along this corridor. Community Transit
will evaluate the possibility of creating a new east -west bus route along 228th St. SW, if this project moves
forward (connecting Edmonds Transit Station to Mountlake Terrace Transit Station).
Estimated Project Cost
$14,700,000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$1,000,000 $700,000
$1,000,000
$12,000,000
$1,000,000 $1,700,000 $12,000,000
$1,000,000 $1,700,000 $12,000,000
$1,000,000 $1,700,000 $12,000,000
14
Packet Pg. 308
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244TH ST S
232-THS1-,T*—
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LU
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>236TH-ST SW
244TI J ET SLV
Project Description
Installation of raised landscaped median along Highway 99 corridor from 244th St. SW to 212th St. SW, addition
of"Gateway" signage on both ends of the corridor, and a new pedestrian HAWK signal just north of 234th St. SW.
The project is funded from state funds provided by the Connecting Washington Transportation program.
Project Benefit
The conversion of the center two-way left turn lane to a landscaped raised median will improve corridor safety
along this Highway of Regional Significance (HRS), with an Average Daily Traffic (ADT) of — 35,000 vehicles per
day. The new HAWK signal will provide a signalized pedestrian crossing between the existing traffic signals at
238th St and 228th St.
Estimated Project Cost
9,033,000
Design
Right of Way
Construction
$7,660,000
Expense Total
$7,660,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
$7,660,000
Unsecured Funding
Funding Source Total
$7,660,000
A
15
Packet Pg. 309
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244TH 0 SW
z
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IF. I*I 15� SW a 4ilk
.,
UkK�,BJ4Ll,lhIGER WAY �`��AIY� L,4�{E �k,�,.d1N0EF 1
Project Description
The Stage 3 Highway 99 project limits are from 244th St SW to 238th St. SW. The project will construct wider
sidewalks with a planter strip, new street lighting, improved stormwater facilities, targeted utility replacements,
potential undergrounding of overhead utilities, landscaping and other softscape treatments. The Design and right
of way phases are funded through secured Connecting Washington funds.
Project Benefit
Improve aesthetics, safety, and user experience along this segment of the Hwy 99 corridor.
Estimated Project Cost
$32,522,000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$640,000 $2,000,000 $712,000
$1,200,000 $1,218,000
$16,000,000 $10,752,000
$640,000 $3,200,000 $1,930,000 $16,000,000 $10,752,000
$640,000 $3,200,000 $1,875,000
$55,000 $16,000,000 $10,752,000
$640,000 $3,200,000 $1,930,000 $16,000,000 $10,752,000
16
Packet Pg. 310
.4
F i; T se w
222hd Si 5W
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isP, y
r
Project Description
fit P1a sw
int41
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The Stage 4 Highway 99 project limits are from 220th St SW to 224th St. SW. The project will construct wider
sidewalks with a planter strip, new street lighting, improved stormwater facilities, targeted utility replacements,
potential undergrounding of overhead utilities, landscaping and other softscape treatments. The intersection of
Highway 99 and 220th St. will be widened to add capacity and improve the level of service. The Design and right
of way phases are funded through secured Connecting Washington funds, a federal grant and local transportation
impact fees.
Project Benefit
Improve aesthetics, safety, and user experience. In addition, future economic development would be improved
Estimated Project Cost
$41,001,000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$400,000 $1,500,000 $1,500,000 $688,000
$500,000 $1,500,000 $2,479,000
$16,000,000 $16,434,000
$400,000 $2,000,000 $3,000,000 $3,167,000 $16,000,000 $16,434,000
$1,232,000 $348,000
$400,000 $500,000 $732,000
$268,000 $1,920,000
$400,000 $2,000,000 $3,000,000
$3,167,000 $16,000,000 $16,434,000 Q
$3,167,000 $16,000,000 $16,434,000
Packet Pg. 311
17
Project Description
Along Hwy 99 from 216th St SW to 212th St. SW, the project will include wider sidewalks with a planter strip, new
street lighting, better stormwater management, targeted utility replacements, potential undergrounding of
overhead utilities, landscaping and other softscape treatments to identify the area as being in Edmonds.
Project Benefit
Improve aesthetics, safety, and user experience. In addition, future economic development will be improved
along the corridor.
Estimated Project Cost
$45,015,000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$1,580,000 $2,013,000 $1,000,00
$500,000 $2,951,000 $1,000,00
$35,971,OC
$2,080,000 $4,964,000 $37,971,00
$2,080,000 $4,964,000 $37,971,OC
$2,080,000 $4,964,000 $37,971,00
is
Packet Pg. 312
SPERANCE --
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Project Description
TA �+
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iFp• �7 SW�.
I�• EMEM
Along Hwy 99 from 238th St. SW to 234th St. SW, the project will include wider sidewalks with a planter strip,
new street lighting, better stormwater management, targeted utility replacements, potential undergrounding of
overhead utilities, landscaping and other softscape treatments to identify the area as being in Edmonds.
Project Benefit
Improve aesthetics, safety, and user experience. In addition, future economic development would be improved
along the corridor.
Estimated Project Cost
$20,217,000
n
Design
$2,146,OC
Right of Way
$1,433,OC
Construction
$16,638,OC
Expense Total
$20,217,00
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$20,217,OC
Funding Source Total
$20,217,00
Packet Pg. 313
19
ESPERANCE
5-.A
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228 TH ST SW
i
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Project Description
Along Hwy 99 from 234th St. SW to 228th St. SW, the project will include wider sidewalks with a planter strip,
new street lighting, better stormwater management, targeted utility replacements, potential undergrounding of
overhead utilities, landscaping and other softscape treatments to identify the area as being in Edmonds.
Project Benefit
Improve aesthetics, safety, and user experience. In addition, future economic development would be improved
along the corridor.
Estimated Project Cost
$38,142,000
n
Design
$4,013,OC
Right of Way
$5,354,OC
Construction
$28,775,OC
Expense Total
$38,142,00
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$38,142,OC
Funding Source Total
$38,142,00
Packet Pg. 314
20
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Project Description
y�R
t 0 It
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226TH iL sw
Along Hwy 99 from 228th St. SW to 224th St. SW, the project will include wider sidewalks with a planter strip,
new street lighting, better stormwater management, targeted utility replacements, potential undergrounding of
overhead utilities, landscaping and other softscape treatments to identify the area as being in Edmonds.
Project Benefit
Improve aesthetics, safety, and user experience. In addition, future economic development would be improved
along the corridor.
Estimated Project Cost
$35,242,000
Design
$3,596,OC
Right of Way
$2,439,OC
Construction
$29,207,OC
Expense Total
$35,242,00
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$35,242,OC
Funding Source Total
$35,242,00
Packet Pg. 315
21
A
Project Description
Along Hwy 99 from 220th St. SW to 216th St. SW, the project will include wider sidewalks with a planter strip,
new street lighting, better stormwater management, targeted utility replacements, potential undergrounding of
overhead utilities, landscaping and other softscape treatments to identify the area as being in Edmonds.
Project Benefit
Improve aesthetics, safety, and user experience. In addition, future economic development would be improved
along the corridor.
Estimated Project Cost
$20,072,000
Design
$1,866,OC
Right of Way
$2,036,OC
Construction
$16,170,OC
Expense Total
$20,072,00
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$20,072,OC
Funding Source Total
$20,072,00
Packet Pg. 316
22
seventh Day d
�i
Adventist
Church sa
1 6tn St SW
7 96TH ST SW
PU D
-Q
Sub
LLJ
Station
co
N .
Maplewood
Hill Park
oa
Project Descriptio
Install traffic signal at the intersection of 196th St. SW @ 88th Ave. W. The modeling in the 2009 Transportation
Plan indicated that restricting northbound and southbound traffic to right -turn -only (prohibiting left -turn and
through movements) would also address the deficiency identified at this location through 2025. This is same
alternative as one concluded by consultant in 2007 study but not recommended by City Council. This could be
implemented as an alternate solution, or as an interim solution until traffic signal warrants are met. The existing
LOS is F (below City Standards: LOS D). This project was ranked #6 in the Roadway Project Priority in the 2015
Transportation Plan.
Project Benefit
Improve traffic flow characteristics and safety at the intersection. The improvement would modify LOS to A, but
increase the delay along 196th St. SW.
Estimated Project Cost
$1,174, 000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$238,000
$216,000
$720,000
$238,000 $216,000 $720,000
$80,000
$158,000 $216,000 $7
Packet Pg. 317
23
Funding Source Total
geil St
RAW I
Anderson
Center
Field
MAIN St
U7
LLI
�; .�.��:.;�� -• Imo.,
Yost Park
A
Project Description
Installation of a traffic signal or mini -roundabout. The project ranked #4 in the Roadway Project Priority of the
2015 Transportation Plan.
Project Benefit
The existing intersection is stop -controlled for all approaches and the projected intersection LOS in 2035 is LOS F
(below the City's concurrency standards: LOS D). The installation of a traffic signal would improve the intersection
delay to LOS B.
Estimated Project Cost
$1,176,000
Design
$176,000
Right of Way
Construction
$1,000,000
Expense Total
$176,000
$1,000,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
$500,000
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$176,000
$500,000
Funding Source Total
$176,000
$1,000,000
Packet Pg. 318
24
INCO
219th St S;W
0
ea
Lo
I
STARBUCKS
21919
0TH ST SW
h w
IL
r 7514
P IWO �
221st PI SW
ESPEI?ATE LYNWOOD
Project Description
Reconfigure eastbound lanes to a left turn lane and through / right turn lane. Add eastbound and westbound
dedicated left turn lanes with a protected -permitted phase. Provide right turn overlap for westbound movement
during southbound left turn phase. (Additional improvements include wider sidewalk, bike lanes, and various
utility improvements (invluding potential conversion overhead utility lines to underground). ROADWAY PROJECT
PRIORITY #1 in 2015 Transportation Plan).
Project Benefit
Reduce the intersection delay and improve the LOS. The projected LOS in 2035 would be improved from LOS F to
LOS D. Improve active transportation conditions for pedestrians and bicycle riders.
Estimated Project Cost
$8,270,341
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Water Utility Fund 421
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$276,902 $287,439 $50,000
$100,000 $675,000
$6,881,000
$276,902 $387,439 $725,000 $6,881,000
$60,000
$75,609
$343,750
$21,062
$25,000
$5,000
$15,840
$15,000
$5,000
$180,000
$271,830
$371,250
$6,881,000
$276,902 $387,439 $725,000 $6,881,000
Packet Pg. 319
25
AIYMr 147 '.' m4h' ga
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A¢ss Dr
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—
71
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•Jilihr l �7+1
vi
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Project Description
Jr*■ 3 *ro�t
VIA "Imp
ic
ro
ON" mrr`
4'"3Tna9iSy�� {
'rlts.rt�oa�T�w M . ti
N
Installation of an Adaptive System along SR-104 from 236th St. SW to 226th St. SW (total of five traffic signals
along this stretch / spaced — % mile from each other). No signal communication currently exists between any of
the existing traffic signals.
Project Benefit
Improve traffic flows along this regional corridor with a current Average Daily Traffic (ADT) of — 25,000 vehicles
per day.
Estimated Project Cost
$2,365,000
Design
$150,000
$260,000
Right of Way
Construction
$1,955,000
Expense Total
$150,000
$260,000
$1,955,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
$45,000
REET Fund 126
$78,000
$264,000
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
$105,000
$182,000
State Grants
Unsecured Funding
$1,691,000
Funding Source Total
$150,000
$260,000
$1,955,000
Packet Pg. 320
26
QFC
PCC NATURAL
MARKET
0
76 G.as
WALGREEN'S
PARIIINO
BABE{
EDMO DS
WAY
eQ o Q Q
0 co *r w a
Gy
ev o
BANK � a°� a°iw
4co M o, a�a � aak
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IVAR'
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G
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BARTELL'S
—
Project Description
Implement Westgate Circulation Access Plan, install mid -block pedestrian crossing along 100th Ave. W, improve
safety to access the driveways within proximity to the intersection, and re -striping of 100th Ave. W with the
potential addition of bike lanes. This project was identified in the SR-104 Completed Streets Corridor Analysis
(completed in 2015).
Project Benefit
Improve access and safety at the intersection and improve active transportation safety.
Estimated Project Cost
$1,091,000
Design
$160,000
Right of Way
Construction
$931,000
Expense Total
$160,000
$931,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$160,000
$931,000
Funding Source Total
$160,000
$931,000
Packet Pg. 321
27
`7t + k
A
a
PV D
Sub Station
2281h Sr SVV
CL
C�
7L -
I ]I s
i di i3:
LN i
u
y
28TH ST S1
Vh�estgate
�Cliapgl
Project Description
Upgrade all ADA Curb Ramps; and add C-Curb for access management. This project was identified in the SR-104
Complete Streets Corridor Analysis (completed in 2015).
Project Benefit
Improve intersection safety for pedestrians and vehicles.
Estimated Project Cost
$530,000
Design
$80,000
Right of Way
Construction
$450,000
Expense Total
$80,000
$450,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$80,000
$450,000
Funding Source Total
$80,000
$450,000
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LU
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w
Packet Pg. 322
28
38TH ST %:
x
ICareen
Presbyter
Church,
Project Description
Install traffic signal. This project was identified in the SR-104 Complete Street Corridor Analysis (completed in
2015).
Project Benefit
Improve vehicular and pedestrian safety.
Estimated Projec ost
$1,432,000
Design
$213,000
Right of Way
Construction
$1,219,000
Expense Total
$213,000
$1,219,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$213,000
$1,219,000
Funding Source Total
$213,000
$1,219,000
Packet Pg. 323
29
Seaview Park '0st Office
L� LU
ia5lh PI SW >
l�
:d
i
Jr 7841h PI SW 4FF i
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C
D01) c
OLYMP(c v,6VV
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Lynndals Park
Project Description
Install traffic signal (the intersection currently stop controlled for all movements). (ROADWAY ROJECT PRIORITY in
2015 Transportation Plan: #11).
Project Benefit
The improvement will reduce the intersection delay. The projected Level of Service is LOS F in 2035, which is
below the City's concurrency standards (LOS D). The project will improve the Level of Service to LOS B.
Estimated Project Cost
$1,266,000
Design $213,OC
Right of Way
Construction
$1,053,OC a
Expense Total
$1,266,00
Street Fund 112 - Gas Tax & Multi -modal re
REST Fund 125
s
REET Fund 126
G
Transportation Impact Fees
General Fund
i
Stormwater Utility Fund 422
s
Federal Grants
Y
State Grants
Unsecured Funding
$1,266,OC i
Funding Source Total $1,266,00
Packet Pg. 324
30
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LU
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220TFI ST SW-
".
7
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14
s
s
3
Project Descriptio
Widen 84th Ave. W to (3) lanes with curb, gutter, bike lanes, and sidewalk on each side of the street. (part of this
project was ranked #6 in the Long Walkway list of the 2015 Transportation Plan).
Project Benefit
Improve traffic flow, access and active transportation uses by installing a center two way left turn lane, sidewalks,
bike lanes and street lighting.
Estimated Project Cost
$16,622,000
Design $2,122,OC
Right of Way
Construction
$14,500,OC
Expense Total
c
$16,622,00
Street Fund 112 - Gas Tax & Multi -modal re
?
REET Fund 125
s
REET Fund 126
G
Transportation Impact Fees
General Fund
i
Stormwater Utility Fund 422
s
Federal Grants
Y
State Grants
Unsecured Funding
$16,622,OC i
Funding Source Total $16,622,00
Packet Pg. 325
31
Seattle 243rit PI S
Z Baptist
�r !!-: � Church Lake
°' aLLJ r' Ballinger
EDMONDS WAY LASE BALLINGE
R 4A
A
Project Description
Add a second westbound left turn lane along SR-104. This project was identified in the SR-104 Complete Street
Corridor Analysis (completed in 2015).
Project Benefit
Improve access, safety and delay at the intersection.
Estimated Project Cost
$3,231,000
Design
$481,000
Right of Way
Construction
$2,750,000
Expense Total
$481,000
$2,750,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
$65,000
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$416,000
$2,750,000
Funding Source Total
$481,000
$2,750,000
Packet Pg. 326
32
/17
OkVDA LE B
17,W1 St S)~')
7
K
rd St SW
173rd p1 SVV
1740 St SW
5t. Thomas
Moore school
Project Description
Widen Olympic View Dr. to add a northbound left turn lane for 50' storage length. Shift the northbound lanes to
the east to provide an acceleration lane for eastbound left turns. Install traffic signal to increase the LOS and
reduce intersection delay. (ROADWAY PROJECT PRIORITY in 2015 Transportation Plan: #13)
Project Benefit
Improve intersection efficiency and safety of drivers accessing either street.
Estimated Project Cost
$671,000
A
Design
$109,OC
Right of Way
Construction
$562,OC
Expense Total
$671,00
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$671,OC
Funding Source Total
$671,00
Packet Pg. 327
33
Project Descriptio
— a
The project will stabilize the roadway subgrade and embankment and rebuild the damaged pavement on 175th
St. SW.
Project Benefit r
Repair roadway and stabilize slope embankment.
Estimated Project Cost
$1,000,000
Design
Right of Way
Construction
$1,000,000
Expense Total
$1,000,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$1,000,000
Funding Source Total
$1,000,000
Packet Pg. 328
34
SPER.ANCE
Eti
0 \)VNN4
x
'A, e
Project Description
Install sidewalk along 232nd St. SW from 100th Ave. W to SR-104. This project ranked #3 in the Long Walkway List
of 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$1,389,000
Design
$206,000
Right of Way
Construction
$1,183,000
Expense Total
$206,000
$1,183,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$206,000
$1,183,000
Funding Source Total
$206,000
$1,183,000
Packet Pg. 329
35
F
.._v--,F
Flementary
II'd F.T.
Project Descriptio
Install sidewalk with curb and gutter along 236nd St. SW from Madrona Elementary to 97th Ave. W. This project
ranked #4 in Long Walkway list of the 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$1,494,000
Design
$227,000
Right of Way
Construction
$1,267,000
Expense Total
$227,000
$1,267,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$227,000
$1,267,000
Funding Source Total
$227,000
$1,267,000
N.
A
36
Packet Pg. 330
:`T6:1i7 �.:1
A
Project Description
Install sidewalk along 236th St. SW from Hwy 99 to 76th Ave. W. This project ranked #10 in Long Walkway List of
the 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$1, 831,000
Design
$264,OC
Right of Way
Construction
$1,567,OC
Expense Total
$1,831,00
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$1,831,OC
Funding Source Total
$1,831,00
Packet Pg. 331
37
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Project Description A
Install sidewalk along 84th Ave. W from 238th St .SW to 234th St. SW, with curb and gutter. This project ranked
#5 in the Long Walkway List of the 2015 Transportation Plan.
Project Benefit 1W
This project would improve pedestrian safety.
Estimated Project Cost
$790,000
Design
$150,000
Right of Way
Construction
$640,000
Expense Total
$150,000
$640,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$150,000
$640,000
Funding Source Total
$150,000
$640,000
Packet Pg. 332
(YNNWOOD`,,,,, 1,
EDMONDS
Project Description
Install sidewalk along 80th Ave. W from 206th St. SW to 212th St. SW with curb and gutter. This project ranked
#1 in Long Walkway List of the 2015 Transportation Plan.
Project Benefit
The improvements will improve active transportation safety (including for school kids due to proximity of several
schools).
Estimated Project Cost
$2,894,000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$209,000 $209,000
$2,476,000
$209,000 $209,000 $2,476,000
$209,000 $209,000 $2,476,000
$209,000 $209,000 $2,476,000
39
Packet Pg. 333
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c
I� bi
LYNNWOOD
I 01h P1
s
Project Description
Install sidewalk along 80th Ave. W from 188th St. SW to OVD. This project ranked #13 in Long Walkway List of the
2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$2,936,000
Design
$597,000
Right of Way
Construction
$2,339,000
Expense Total
$597,000
$2,339,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$597,000
$2,339,000
Funding Source Total
$597,000
$2,339,000
Packet Pg. 334
40
Chase Lake Elementary
Chase Lake
School
}
Edmonds
Church of'CGod
.' i 6tlt St 54V Edmonds Woodway High :
School 5voadisI G
Edmond i
LLJ
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a u
r
N 0
4
A
0TH ST SW
Project Description
Install sidewalk along 218th St. SW from 76th Ave. W to 84th Ave. W with curb and gutter. This project ranked #2
in Long Walkway List of the 2015 Transportation Plan.
Project Benefit
The improvements will improve pedestrian safety.
Estimated Project Cost
$1,590,000
Design
$240,000
Right of Way
Construction
$1,350,000
Expense Total
$240,000
$1,350,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$240,000
$1,350,000
Funding Source Total
$240,000
$1,350,000
Packet Pg. 335
41
BECK'S
GPEGORY
THE MAMNER
LU COMMODORE �
a
Lu y
l�u � � � � — i w � -- MA
alp
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Project Description
Install sidewalk on the south side of Walnut St. from 6th Ave. S to 7th Ave. S.
Project Benefit
This project will improve pedestrian safety along this stretch.
Estimated Project Cost
$265,000
Design
$40,000
Right of Way
Construction
$225,000
Expense Total
$265,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$265,000
Funding Source Total
$265,000
Packet Pg. 336
42
4NT
N
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'
t
rS
I�
Swedish
F_dmil ndc
216?11 st SW
EDMONDS
MEDICAL
PAIILlOIV
1605
KRUGE:R
CLINIC
=N'S
E F�
MCDONALD'S
VALUE Q
VILLAGE
Project Descriptio
Install 150' sidewalk on north side of 216th St. SW from Hwy. 99 to 72nd Ave. W (completing a missing link on
north side of 216th St. SW). This project ranked #3 in the Short Walkway List (from 2015 Transportation Plan).
Project Benefit
To provide a safe and desirable walking route.
Estimated Project Cost
$200,000
Design
$20,000
Right of Way
Construction
$180,000
Expense Total
$200,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$200,000
Funding Source Total
$200,000
43
Packet Pg. 337
Project Description
Complete pedestrian crossing enhancements with the installation of RRFB's at (7) intersections (Walnut St. @ 8th
Ave. S, SR-524 @ Brookmere, 106th Ave. W @ 229th PI. SW, Main St. @ Olympic Ave., 76th Ave W @ 206th St.
SW, Dayton @ 2nd Ave. S, and Dayton St. @ Private Drive ), a new traffic signal at SR-104 @ 232nd St. SW, and a
HAWK signal at SR-524 @ 84th Ave. W. Design, right of way and construction phases are funded through a
federal grant, TIB state grant and local funds.
Project Benefit
Improve pedestrian safety by increasing driver yielding compliance for pedestrians waiting to cross at a marked
crosswalk and safer crossing along SR-104 and SR-524 with higher speeds and longer crossing distances through
signal and HAWK signal.
Estimated Project Cost
$2,145,000
Design
Right of Way
Construction
$10,000
Expense Total
$10,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
$820
REET Fund 126
$2,230
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
$310
Federal Grants
$6,640
Other
Unsecured Funding
Funding Source Total
$10,000
Packet Pg. 338
Project Description
Installation of bike lanes or sharrows along various street segments as identified on the Proposed Bike Facilities
map of 2015 Transportation Plan. Bike lanes or sharrows will be added along 100th St. SW / 9th Ave. from 244th
St. SW to Walnut St, Bowdoin Way from 9th Ave. to 84th Av., 228th St. SW from 80th Ave. to 78th Ave., and 80th
Ave. from 228th St. SW to 220th St. SW.
Project Benefit
This project will create new bike connections to various destination points throughout the City (such as schools,
parks, Downtown, Sound Transit Station...). Sound Transit awarded the grant to fund improvements that will
provide more convenient access so that more people can use Sound Transit services.
Estimated Project Cost
2,100,000
Design
Right of Way
Construction
$1,562,390
Expense Total
$1,562,390
Other
$1,323,471 $0 $0 $0 $0
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
$238,919
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$1,562,390 $0 $0 $0 $0
45
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MAIN ST
Project Description
Construct sidewalk on Maplewood Dr. from Main St. to 200th St. SW (— 2,700'). A sidewalk currently exists on
200th St. SW from Main St. to 76th Ave. W, adjacent to Maplewood Elementary School (rated #18 in the Long
Walkway list of the 2015 Transportation Plan).
Project Benefit
Create pedestrian connection between Maplewood Elementary School on 200th St. SW and Main St., by
encouraging kids to use non -motorized transportation to walk to / from school.
Estimated Project Cost
$2,702,000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$201,000 $201,000
$2,300,000
$201,000 $201,000 $2,300,000
$201,000 $201,000 $2,300,000
$201,000 $201,000 $2,300,000
Packet Pg. 340
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Project Description
Install sidewalk along 95th PI. W from 224th St. SW to 220th St. SW with curb and gutter. This project ranked #8 in
the Long Walkway List of the 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
Design
$120,000
Right of Way
Construction
$668,000
Expense Total
$120,000
$668,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$120,000
$668,000
Funding Source Total
$120,000
$668,000
Packet Pg. 341
47
Puget Sound
Fishing Fli@r
Oiyrn p i c
Beach Park
R4astroo m '01A
k
Washington Stag Ferry
Bracketts Terminal
Landing
South `^
4�
Railroad
Station
"r , 1 "
4.I/ Post Office
Air - 4b, ah, i
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City of Edmonds
Trooltment Plant
Project Description
Install new and wider sidewalk along Railroad Ave from Dayton St. to SR-104.
Eta
Project Benefit
Improve active transportation safety along Railroad Ave from Dayton St. to SR-104, key stretch since connects to
various destination points (such as Waterfront Center, Port of Edmonds, Downtown Edmonds, WSDOT Ferry
Terminal...).
Estimated Project Cost
$924,000
Design
$170,000
Right of Way
Construction
$754,000
Expense Total
$170,000
$754,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$170,000
$754,000
Funding Source Total
$170,000
$754,000
Packet Pg. 342
Seattle
.. flap#ist
Church W Lake
Ballinger
OAI
b WA Y
�
FDMONDS WAIF LACE BALUN
GER WAY
Project Descripti
ila
Extend bike lanes within proximity of the intersection in northbound and southbound directions. Install APS on all
corners and new ADA curb ramps.
Project Benefit
Improve active transportation safety along this section of the Interurban Trail and across SR-104.
Estimated Project Cost
$1, 294,000
Design
$238,OC
Right of Way
Construction
$1,056,OC
Expense Total
$1,294,00
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$1,294,OC
Funding Source Total
$1,294,00
Packet Pg. 343
or_
Project Description
Installation of street lights along various streets within Downtown Edmonds.
Project Benefit
This project will add new street lighting in Downtown to improve pedestrian safety at night.
Estimated Project Cost
$1,500,000
Design
$300,000
Right of Way
Construction
$1,200,000
Expense Total
$300,000
$1,200,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$300,000
$1,200,000
Funding Source Total
$300,000
$1,200,000
Packet Pg. 344
50
Edmonds
Marsh �
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Project Description
Installation of sidewalk with ADA curb ramps along SR-104 from the HAWK signal to Pine St and along Pine St
from SR-104 to 9th Ave S
Project Benefit
This project will improve pedestrian connectivity between the residential areas along 3rd Ave. S to Downtown
Edmonds and City Park.
Estimated Project Cost
$3,290,000
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$327,000 $327,000
$2,636,000
$327,000 $327,000 $2,636,000
$327,000 $327,000 $2,636,000
$327,000 $327,000 $2,636,000
51
Packet Pg. 345
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Park
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Project DescriptiAom
Install sidewalk along 191th St. SW from 80th Ave. W to 76th Ave., with curb and gutter. This project ranked #8 in
Long Walkway List of the 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$678,000
Design
$100,00
Right of Way
Construction
$578,00
Expense Total
$678,00
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$678,OG
Funding Source Total
$678,00
Packet Pg. 346
52
4 LA
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23Nh WI SW
Edmonds
Memorial
Com etery
Salem
Edmonds Lutheran
Helghts Church
K-12
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Project Description
Install sidewalk along 104th Ave. W from 238th ST. SW to 106th Ave. W, with curb and gutter. This project ranked
#10 in the Long Walkway List of the 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$1,060,000
Design
$160,00
Right of Way
Construction
$900,00
Expense Total
$1,060,00 '
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$1,060,00 '
Funding Source Total
$1,060,00
Packet Pg. 347
53
46, "
1�
•wow-
2i9trt St Sw
. No
0TH ST SW
Edmonds Church of God
Project Description
Install sidewalk along 80th Ave. W from 218th ST. SW to 220th ST. SW, with curb and gutter. This project ranked
#7 in the Short Walkway List of the 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$324,000
Design
$59,OC
Right of Way
Construction
$265,OC
Expense Total
$324,00 '
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$324,OC
Funding Source Total
$324,00
Packet Pg. 348
54
4Ln
Seavi vw
Elern@ntai
I-B61h St SW
r f
1871h St sw
Op
Project Description
Install sidewalk along 84th Ave. W from 188th St. SW to 186th St. SW., with curb and gutter. This project ranked
#5 in Short Walkway List of the 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$328,000
Design
$50,OC
Right of Way
Construction
$278,OC
Expense Total
$328,00 '
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$328,OC
Funding Source Total
$328,00
Packet Pg. 349
55
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Ballinger
Park
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Project Description
Install sidewalk along 236th St. SW from Hwy 99 to 76th Ave. W. This project ranked #10 in Long Walkway List of
the 2015 Transportation Plan.
Project Benefit
This project would improve pedestrian safety.
Estimated Project Cost
$1,285,000
Design $187,OC i
Right of Way
Construction
$1,098,OC
Expense Total
$1,285,00 °
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
s
Transportation Impact Fees
c
General Fund
Stormwater Utility Fund 422
=
Federal Grants
i
s
State Grants
i
Unsecured Funding
$1,285,OC <
Funding Source Total
$1,285,00 i
Packet Pg. 350
56
Pugel Sound
s
i4M1yt [an'19t 6apon , k5 . i C
-Cot',. � t ,
-11 +41de['SSell
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Edmonds Marsh
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N
Project Description
Modify existing lane channelization on SR104 to add vehicle storage for ferry users.
Project Benefit
Reduce conflicts between ferry storage and access to local driveways.
Estimated Project Cost
$357,000
Design
Right of Way
Construction
$357,000
Expense Total
$357,000
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
$357,000
Funding Source Total
$357,000
Packet Pg. 351
57
Project Description
Install traffic calming devices (such as Radar Feedback signs, speed cushions, or other elements).
Project Benefit
Reduce vehicle speeds on City streets that qualify under the City's Traffic Calming Policy.
Estimated Project Cost
$33,130 for 2022
Design
Right of Way
Construction
Expense Total
Street Fund 112 - Gas Tax & Multi -modal
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$33,130
$18,000
$18,000
$18,000
$18,000
$18,000
$33,130
$18,000
$18,000
$18,000
$18,000
$18,000
$33,130
$18,000
$18,000
$18,000
$18,000
$18,000
$33,130 $18,000 $18,000 $18,000 $18,000 $18,000
M
Packet Pg. 352
Project Description
The Plan identifies all existing ADA deficiencies within the City Right of Way (such as non -compliant ADA curb
ramps, tripping hazards within sidewalk, non -compliant ADA driveways, and signalized intersection without
Audible Pedestrian Signals (APS).
Project Benefit
Inventories and prioritizes ADA issues in the City right of way.
Estimated Project Cost
$100,000
Design
$100,000
Right of Way
Construction
Expense Total
$100,000
Street Fund 112 - Gas Tax & Multi -modal re
$100,000
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$100,000
Packet Pg. 353
59
Project Description
Update the City's long range transportation plan.
Project Benefit
Estimated Project Cost
$185,000
Design
$185,000
Right of Way
Construction
Expense Total
$185,000
Street Fund 112 - Gas Tax & Multi -modal re
$185,000
REET Fund 125
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$185,000
Packet Pg. 354
Ln
Sea Vista p5.
7#h and w
Elm Paris Q
2
I`
DTI ST SW
. o
Project Description
The walkway project is ranked #6 on the short walkway list from the 2015 Transportation Plan. The project will
install approximately 700 feet of new sidewalk, six pedestrian curb ramps and modify the existing stormwater
system on Elm Way between 8th Ave. S and 9th Ave. S.
Project Benefit
The project will improve pedestrian safety and provide a missing link of sidewalk on Elm Way between 8th Ave
and 9th Ave.
Estimated Project Cost
Design
Right of Way
Construction
$901,780
Expense Total
$901,780
Street Fund 112 - Gas Tax & Multi -modal
REET Fund 125
REET Fund 126
$551,880
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
$349,900
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$901,780
A
61
Packet Pg. 355
Project Description Jw
Addition of Rectangular Rapid Flashing Beacons (RRFB) and/or flashing LED lights around regulatory signs at
selected locations throughout the City.
Project Benefit
Improve safety at pedestrian crossings.
Estimated Project Cos
$20,000/year
Design
Right of Way
Construction $20,185
Expense Total $20,185
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
REET Fund 126 $20,185
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total $20,185
62
Packet Pg. 356
Project Description
Install guardrails along selected stretches throughout the City with steep drop-off and other safety issues.
Project Benefit
Improve safety of City transportation system.
Estimated Project Cost
$20,000/year
Design
Right of Way
Construction
$20,180
Expense Total
$20,180
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125
$20,180
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total
$20,180
63
Packet Pg. 357
Project Description
Upgrade traffic signal equipment at selected signalized intersections with new equipment within signal cabinet,
new vehicular detection, new vehicle heads, and/or new pedestrian heads.
Project Benefit
Improve reliability of traffic signal operation.
Estimated Project Cost
$30,000/year
Design
Right of Way
Construction $30,280
Expense Total $30,280
Street Fund 112 - Gas Tax & Multi -modal re
REET Fund 125 $30,280
REET Fund 126
Transportation Impact Fees
General Fund
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Funding
Funding Source Total $30,280
Packet Pg. 358
64
9.3.a
WATER
c
a
m
r
u
m
U-
r
.Q
U
N
O
N
N
N
O
N
N
N
O
O_
O
L
4-
0
C
O
Y
L
IL
U
d
LL
U
r-
N
O
N
N
N
O
N
N
N
O
Q
O
L
r
06
N
Y
L
O
V
IL
a
Packet Pg. 359
65
9.3.a
Water Proiects
#
CFP
PROJECT
OP
#
2022
2023
2024
2025
2026
2027
TOTAL
(2022-2027)
TOTAL
(2028-42)
TOTAL
Project Cost
PWW-01
Phase 12 Annual Replacement Program 2022
50
$2,159,412
$0
$0
$0
$0
$0
$2,159,412
$2,159,412
PWW-02
Phase 13 Annual Replacement Program 2023
46
$486,661
$3,389,788
$0
$0
$0
$0
$3,876,449
$3,876,449
PWW-03
Phase 14 Annual Replacement Program 2024
$0
$506,128
$3,525,379
$0
$0
$0
$4,031,507
$4,031,507
PWW-04
I
I Phase 15 Annual Replacement Program 2025
$0
$0
$526,373
$3,666,379
$0
$0
$4,192,7521
$4,192,752
PWW-05
Phase 16 Annual Replacement Program 2026
$0
$0
$0
$547,428
$3,813,034
$0
$4,360,462
$4,360,462
PWW-06
Phase 17 Annual Replacement Program 2027
$0
$0
$0
$0
$569,325
$3,965,555
$4,534,880
$4,534,880
PWW-07
Phase 18 Annual Replacement Program 2028
$0
$0
$0
$0
$0
$592,098
$592,098
$592,098
PWW-08
2022 Waterline Overlays
49
$175,000
$0
$0
$0
$0
$0
$175,000
$175,000
PWW-09
Yost & Seaview Reservoir Assessment
47
$505,000
$0
$0
$0
$0
$0
$505,000
$505,000
Total Projects $3,326,073 $3,895,916 $4,051,752 $4,213,807 $4,382,359 $4,557,653 $24,427,560 $0 $24,427,560
Funding Source
2022
2023
2024
2025
2026
Y027
TOTAL
TOTAL
TOTAL
(2022-2027)
(2028-42)
Water Fund - 421
$3,326,073
$3,895,916
$4,051,752
$4,213,807
$4,382,359
$4,557,653
$24,427,560
$24,427,560
Total Revenue $3,326,073 $3,895,916 $4,051,752 $4,213,807 $4,382,359 $4,557,653 $24,427,560 $0 $24,427,560
Packet Pg. 360
66
1
Project Description
Per the approved 2017 Water Comprehensive Plan, the projects will replace/maintain pipe and related
appurtenances at various locations throughout the City due to old age, being undersized, need to increase flow or
pressure, or more prone to breakage due to its material properties.
Project Benefit
Maintain a high level of drinking water quality, improve overall system reliability, decrease probability of
breakages and leakage, improve fire flows, and decrease overall day to day maintenance costs.
Estimated Project Cost
$2.9 to $4.5 million/year
Design
$486,661
$506,128
$526,373
$547,428
$569,325
$592,098
Right of Way
Construction
$2,159,412
$3,389,788
$3,525,379
$3,666,379
$3,813,034
$3,965,555
Expense Total
$2,646,073
$3,895,916
$4,051,752
$4,213,807
$4,382,359
$4,557,653
Water Fund 421
$2,646,073
$3,895,916
$4,051,752
$4,213,807
$4,382,359
$4,557,653
Funding Source Total
$2,646,073
$3,895,916
$4,051,752
$4,213,807
$4,382,359
$4,557,653
Packet Pg. 361
67
Project Description
Road pavement overlays to cover areas of roadways that were excavated and patched in previous years as part of
the Waterline Replacement Projects.
Project Benefit
Improve overall pavement condition in locations that were excavated and patched due to Waterline Replacement
Projects.
Estimated Project Cost
$175,000
Design $30,000
Right of Way
Construction $145,000
Expense Total $175,000
Water Fund 421 $175,000
Funding Source Total $175,000
Packet Pg. 362
185th P[ SW
a
W
S
Am so.
—
18fa1h PI SW
view
00
4Q
00
Water Tank
r
�
Project Description
Per the approved 2017 Water Comprehensive Plan, the project will replace/maintain pipe and related
appurtenances at various locations throughout the City due to old age, being undersized, need to increase flow or
pressure, or more prone to breakage due to its material properties. This work is being done to provide an in
detail evaluation of the condition of our two underground potable water storage reservoirs. Findings will be used
to determine costs and next steps for any future needed maintenance or repairs.
Project Benefit
Maintain a high level of drinking water quality, improve overall system reliability, decrease probability of
breakages and leakage, improve fire flows, and decrease overall day to day maintenance costs.
Estimated Project Cost
TBD
Design
Right of Way
Construction $505,000
Expense Total $505,000
Water Fund 421 $505,000
Funding Source Total $505,000
Packet Pg. 363
9.3.a
STORMWATER
a
Packet Pg. 364
70
9.3.a
Stormwater Projects
# �CFP PROJECT DP 2022 2023 2024 2025 2026 Y027 TOTAL TOTAL TOTAL
# (2022-2027) (2028-42) Project Cos
Edmonds Marsh Estuary Restoration Related Projects
PWD-01 X Edmonds Marsh Water Quality Improvements 55 1 $190,000 $1,230,840 $0 $0 $0 $0 $1,420,840 $0 $1,420,8,
PWD-02 X I Edmonds Marsh/Willow Creek Daylighting - Design & Construction 1$0 $600,0001 $600,0001 $8,000,0001 $8,000,0001 $0 $17,200,00011 $0 $17,200,0(
Perrinville Creek Basin Projects
PWD-03 Perrinville Creek Flow Management Projects 60 $121,542 $100,000 $100,000 $100,000 $100,000 $100,000 $621,542 $0 $621,5,
PWD-04 X Lower Perrinville Creek Restoration (Phase 1) 53 $550,000 $150,000 $2,800,000 $0 $0 $0 $3,500,000 $0 $31500,0(
PWD-05 X Seaview Park Infiltration Facility Phase 2 59 $555,000 $0 $0 $0 $0 $0 $555,000 $0 $555,0(
Storm Drainage Improvement Projects
PWD-06
Lake Ballinger Regional Facility Design Phase
$300,000
$250,000
$0
$0
$0
$0
$550,000
$0
$550,0(
PWD-07
X
Ballinger Regional Facility Construction Phase
�61
$0
$0
$6,000,000
$0
$0
$0
$6,000,000
$0
$6,000,0(
PWD-08
Green Street & Rain Gardens
$400,000
$600,000
$0
$0
$0
$0
$1,000,000
$0
$1,000,0(
Annually Funded Proiects
PWD-09
12022 SD Overlays
57
$60,000
$0
$0
$0
$0
$0
$60,000
$0
$60,0(
PWD-10
Phase 3 Annual Storm Replacement Project (2022)
58
$1,450,000
$0
$0
$0
$0
$0
$1,450,000
$0
$1,450,0(
PWD-11
Phase 4 Annual Storm Replacement Project (2023)
52
$312,000
$1,622,400
$0
$0
$0
$0
$1,934,400
$0
$1,934,4(
PWD-12
Phase 5 Annual Storm Replacement Project (2024)
$0
$324,480
$1,687,296
$0
$0
$0
$2,011,776
$0
$2,011,7,
PWD-13
Phase 6 Annual Storm Replacement Project (2025)
$0
$0
$337,460
$1,754,786
$0
$0
$2,092,246
$0
$2,092,2,
PWD-14
Phase 7 Annual Storm Replacement Project (2026)
$0
$0
$0
$350,9581
$1,824,977
$0
$2,175,935
$0
$2,175,9<
PWD-15
Phase 8 Annual Storm Replacement Project (2027)
$0
$0
$0
$0
$364,9961
$1,897,9761
$2,262,972
$0
$2,262,9
PWD-16
I
I Phase 9 Annual Storm Replacement Project (2028)
1$0
$0
$0
$0
$0
$379,596
$379,596
$0
$379,55
Compliance Related Projects
p—w—p--i —7F I Storm and Surface Water Comprehensive Plan 11 58 1 $300,000 $0 $0 $0 $0 $0 $300,000 $0 $300,0(
4-
0
C
O
r.+
C
N
Of
d
L
IL
IL_
U
IL
LL
<.i
ti
N
O
N
N
N
O
N
N
N
O
a
O
a
(n
d
Total Projects $4,238,542 $4,877,720 $11,524,756 $10,205,744 $10,289,973 $2,377,572 $43,514,307 $0 $43,514,3C 06
Funding Source
2022
2023
2024
2025
2026
2027
TOTAL
(2022-2027)
TOTAL
(2028-42)
TOTAL
Stormwater Utility Fund 422
$ 2,457,292
$ 2,363,880
$ 3,774,756
$ 4,205,744
$ 4,289,973
$ 2,377,572
$ 19,469,217
$
$ 19,469,21
Federal Grants
$ -
$ -
$ -
$ -
$ -
$
$ -
$
$
State Grants
$ 671,250
$ 723,840
$ -
$ -
$ -
$
$ 1,395,090
$
$ 1,395,09
Unsecured Grants
$ 1,110,000
$ 1,790,000
$ 7,750,000
$ 6,000,000
$ 6,000,000
$
,5,0
$
$ 22,650,00
Total Revenue
�$L43,',1"4,v3u07
$ 4,238,542
$ 4,877,720
$ 11,524,756
$ 10,205,744
$ 10,289,973
$ 2,377,572
$
$ 43,514,30
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Packet Pg. 365
Edmonds Marsh
RJniup Qf, O
Edmonds Marsh
Project Descriptio
Feasibility documents for the Willow Creek Daylighting project identified some areas of concern for water quality
of stormwater entering the Marsh. Additionally, new research has identified a chemical in tire production causing
pre -spawn mortality in salmon, further cementing the linkage between vehicle traffic and poor water quality for
fish habitat. By improving the water quality inputs of stormwater, the future marsh can provide better habitat for
the return of salmon to the marsh. This project was previously included in the 2021 budget as only a "Phase 1"
project specific to the west side of SR-104. However, with additional funding identified, staff propose to expand
this effort to provide water quality mitigation for all discharges directly into the marsh form SR-104 and Harbor
Square.
Project Benefit
Improve water quality of stormwater discharging into the Edmonds Marsh from the west portions of SR-104
located near the marsh. The improvements will provide better habitat for the return of salmon to the marsh.
Estimated Project Cost
$1,500,000
Design $190,000 $10,000
Right of Way
Construction $1,220,840
Expense Total $190,000 $1,230,840
Stormwater Utility Fund 422 $104,500
Federal Grants
State Grants $30,000 $536,340
Unsecured Grants $160,000 $590,000
Funding Source Total $190,000 $1,230,840
Packet Pg. 366
72
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Project Description
14aish as it cximud in I D 41
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The project will daylight Willow Creek and help begin restoration of historic conditions in the Marsh. The project
has three sub -components including (1) daylighting Willow Creek through the existing Unocal property, (2)
daylighting of the Willow Creek through Marina Beach Park (top of bank to top of bank), and (3)
excavation/reestablishment of tidal channels within the existing Marsh. The project includes significant re -
vegetation and mitigation within the Marsh to improve habitat conditions. The current cost estimate for the
project includes all flood walls and berms associated with daylighting the creek but does not include Marina
Beach park improvements beyond the top of bank. The project is a component of the PROS plan (comprehensive
plan) for open space, habitat and fulfills goals #1, #3 and #4. Total project cost is estimated around $17.2 million
and future funding sources are yet to be identified; however, grant funding of roughly 75% of the project cost is
tentatively planned.
Project Benefit
The daylighting of Willow Creek and subsequent redevelopment of Marina Beach park (not included) will help
reverse the negative impacts to Willow Creek and Edmonds Marsh that occurred when Willow Creek was piped in
the early 1960s. This project will provide habitat for salmonids, including juvenile Chinook. The project will also
help reduce the flooding problem at the intersection of SR-104 and Dayton Street. This project is a priority in the
Edmonds PROS plan.
Estimated Project Cost
$17, 200, 000
Design
Right of Way
Construction
Expense Total
Stormwater Utility Fund 422
Federal Grants
Unsecured Grants
$600,000 $600,000
$8,000,000 $8,000,000
$600,000 $600,000 $8,000,000 $8,000,000
$150,000 $150,000 $2,000,000 $2,000,000
$450,000 $450,000 $6,000,000 $6,000,000
$600,000 $600,000 $8,000,000 $8,000,000
Funding Source Total
73
Packet Pg. 367
Project Descriptio
Reducing scouring flows in order to reduce sediments load in Perrinville Creek was identified in a previous basin
report completed in 2015 as a critical element of restoring this creek which has been significantly impacted by
urban development. The projects funded by this program are incremental steps toward recovering this stream
run as adequate fish habitat. These effort have become even more critical given recent challenges around the
Perrinville Creek outfall area. This program is a fund for implementing projects within the Perrinville Creek basin
to reduce scour flows in the creek. It allows staff flexibility to respond to ad -hoc opportunities such as rain garden
cluster projects, or ensure matching funds are available for chasing grant applications for flow reductions projects.
Project Benefit
The project will reduce peak flows in Perrinville creek, improve fish passage and decrease creek bed scour during
peak flow events.
Estimated Project Cost
$100,000/year
Design
$10,000
$10,000
$10,000
$10,000
$10,000
$10,000
Right of Way
Construction
$111,542
$90,000
$90,000
$90,000
$90,000
$90,000
Expense Total
$121,542
$100,000
$100,000
$100,000
$100,000
$100,000
Stormwater Utility Fund 422
$121,542
$100,000
$100,000
$100,000
$100,000
$100,000
Federal Grants
State Grants
Unsecured Grants
Funding Source Total
$121,542
$100,000
$100,000
$100,000
$100,000
$100,001
Packet Pg. 368
74
Project Description
The City has struggled to manage the undersized outfall system at Perrinville Creek; the current combination of
creek alignment, sedimentation, and undersized culverts creates several issues which make the creek
unsustainable as a natural system. The concern must be addressed from the bottom of the creek up in order to
sequence the relief of the numerous concerns correctly. A future phase would replace the culvert under Talbot
Road as well. The improvements are needed to relieve current flooding, ease City maintenance needs, and
provide better and more sustainable fish habitat. This project will build on any interim improvements which staff
are able to complete in 2021. The project would include a new culvert under BNSF right-of-way which is fully
compliant with current flood management and fish passage regulations. The project will include many
stakeholders and likely include a minimum 2-year design and development phase before being ready for
construction.
Project Benefit
The project will reduce City maintenance needs in the future and improve fish passage.
Estimated Project Cost
$5,500,000
Design
Right of Way
Construction
Expense Total
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Grants
Funding Source Total
$550,000 $100,000
$50,000
$2,800,000
$550,000 $150,000 $2,800,000
$550,000 $150,000 $2,800,000
$550,000 $150,000 $2,800,000
75
Packet Pg. 369
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Project Descriptio 20
Reducing scouring flows in order to reduce sediments load in Perrinville Creek was identified in a previous basin
report completed in 2015 as a critical element of restoring this creek which has been significantly impacted by
urban development. The project is an incremental step toward recovering this stream run as an adequate fish
habitat. The grant for this project has already been secured. This project proposes construction of an infiltration
system in Seaview Park, almost identical to the successful Phase 1 project which was completed in 2019, in order
to infiltrate more runoff in the Perrinville Creek basin.
Project Benefit
Decrease peak storm flows in the Perrinville Creek basin to help normalize flows within Perrinville Creek and
decrease potential of scour within the Creek.
Estimated Project Cost
$742,000
Design
$60,000
Right of Way
Construction
$495,000
Expense Total
$555,000
Stormwater Utility Fund 422
$138,750
Federal Grants
State Grants
$416,250
Unsecured Grants
Funding Source Total
$555,000
76
Packet Pg. 370
Mathay
Ballinger
Park W
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Project Descriptiois
Lake Ballinger suffers from urban flooding & seasonal algae blooms along with other water quality impairments.
The Highway 99 corridor is an area of high development, including a future City project which will require
stormwater mitigation. By creating a regional facility, the City can improve the stormwater mitigation achieved
by development, addressed stormwater mitigation needs for the future Highway project, and treat runoff from
one of the City bigger pollution generating areas. The City can drastically improve Lake Ballinger water quality.
The project proposes to implement water quality and flow control improvements at City -owned Mathay-Ballinger
Park as green stormwater infrastructure (GSI) which would significantly benefit the Lake ecology and habitat
conditions and enhance a valued neighborhood, but underutilized, park. This phase is limited to design and
production of plans and specifications; construction phase will be tracked as separate project (to ease and
simplify grant management/reporting).
Project Benefit
The project proposes to implement water quality and flow control improvements at City -owned Mathay-Ballinger
Park as green stormwater infrastructure (GSI) which would significantly benefit the Lake ecology and habitat
conditions and enhance a valued neighborhood, but underutilized, park.
Estimated Project Cost
$550,000
Design
$300,000
$250,000
Right of Way
Construction
Expense Total
$300,000
$250,000
Stormwater Utility Fund 422
$75,000
$62,500
Federal Grants
State Grants
$225,000
$187,500
Unsecured Grants
Funding Source Total
$300,000
$250,000
Packet Pg. 371
77
Mathay
Ballinger
Park
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Project Description
Lake Ballinger suffers from urban flooding & seasonal algae blooms along with other water quality impairments.
The Highway 99 corridor is an area of high development, including a future City project which will require
stormwater mitigation. By creating a regional facility, the City can improve the stormwater mitigation achieved
by development, addressed stormwater mitigation needs for the future Highway project, and treat runoff from
one of the City bigger pollution generating areas. The City can drastically improve Lake Ballinger water quality.
This phase is limited to the construction phase and will be tracked as separate project (to ease and simplify grant
management/reporting)
Project Benefit
The project proposes to implement water quality and flow control improvements at City -owned Mathay-Ballinger
Park as green stormwater infrastructure (GSI) which would significantly benefit the Lake ecology and habitat
conditions and enhance a valued neighborhood, but underutilized, park.
Estimated Project Cost
$6,000,000
Design
Right of Way
Construction
$6,000,000
Expense Total
$6,000,000
Stormwater Utility Fund 422
$1,500,000
Federal Grants
State Grants
Unsecured Grants
$4,500,000
Funding Source Total
$6,000,000
Packet Pg. 372
Project Descriptio
City forays into green stormwater infrastructure elements have been limited, but with good success. Continuing
to implement such projects will allow us to proactively make improvements to the conditions of the City drainage
system and will help reduce flooding. This project proposes to implement green stormwater elements, such as
rain garden and bioretention, throughout the City. Staff will leverage opportunities with other projects,
communication with property owners, and historical knowledge/experience to identify and selected locations
where green infrastructure can be implemented with relative ease or efficiency. Staff proposes to implement this
effort as a series of small work projects over the next several years.
Project Benefit
Improvements to the City drainage systems using raingardens and green infrastructure resulting in reduced
flooding and a reduction to peak stormwater flows.
Estimated Project Cost
$1,000,000
Design
$75,000
$100,000
Right of Way
Construction
$325,000
$500,000
Expense Total
$400,000
$600,000
Stormwater Utility Fund 422
Federal Grants
State Grants
Unsecured Grants
$400,000
$600,000
Funding Source Total
$400,000
$600,000
Packet Pg. 373
79
Project Description
Road pavement overlays to cover areas of roadways that were excavated and patched in previous years as part of
the Annual Storm Maintenance Projects.
Project Benefit
Improve overall pavement condition in locations that were excavated and patched due to the Annual Storm
Replacement Projects.
Estimated Project Cost
$60,000
Design
$9,000
Right of Way
Construction
$51,000
Expense Total
$60,000
Stormwater Utility Fund 422
$60,000
Federal Grants
State Grants
Unsecured Grants
Funding Source Total
$60,000
Packet Pg. 374
Project Description
Annual storm drain replacement/maintenance projects. Projects propose to replace or rehab storm drain
infrastructure in several locations throughout the City. Locations of work identified by City crews and staff via
first had knowledge or video inspection results. Much of Edmonds stormwater infrastructure is past its lifespan
and requires routine replacement or repair in order to preserve the function of the storm drain system. Failure to
conduct annual maintenance projects will increase chances of a storm drain system failure.
Project Benefit
Improve system reliability and capacity, decrease breakages, and decrease overall day to day maintenance costs
Estimated Project Cost
$1.8 to $2.3 million/year
Design
$312,000
$324,480
$337,460
$350,958
$364,996
$379,596
Right of Way
Construction
$1,450,000
$1,622,400
$1,687,296
$1,754,786
$1,824,977
$1,897,976
Expense Total
$1,762,000
$1,946,880
$2,024,756
$2,105,744
$2,189,973
$2,277,572
Stormwater Utility Fund 422
$1,762,000
$1,946,880
$2,024,756
$2,105,744
$2,189,973
$2,277,572
Funding Source Total
$1,762,000
$1,946,880
$2,024,756
$2,105,744
$2,189,973
$2,277,572
Packet Pg. 375
9.3.a
Sewer Proiects
#
CFP
PROJECT
DP
#
2022
2023
2024
2025
2026
2027
TOTAL
(2022-2027)
TOTAL
(2028-42)
TOTAL
Project Cost
PWS-01
Phase 9 Annual Sewer Repl/Rehab/Improvements, (2022)
65
$1,606,550
$0
$0
$0
$0
$0
$1,606,550
$1,606,550
PWS-02
Phase 10 Annual Sewer Repl/Rehab/Improvements (2023)
62
$336,074
$1,889,212
$0
$0
$0
$0
$2,225,286
$2,225,286
PWS-03
Phase 11 Annual Sewer Repl/Rehab/Improvements (2024)
$0
$349,517
$1,964,780
$0
$0
$0
$2,314,297
$2,314,297
PWS-04
Phase 12 Annual Sewer Repl/Rehab/Improvements (2025)
$0
$0
$363,498
$2,043,372
$0
$0
$2,406,8701
$2,406,870
PWS-05
Phase 13 Annual Sewer Repl/Rehab/Improvements (2026)
$0
$0
$0
$378,038
$2,125,107
$0
$2,503,145
$2,503,145
PWS-06
Phase 14 Annual Sewer Repl/Rehab/Improvements (2027)
$0
$0
$0
$0
$393,160
$2,210,111
$2,603,271
$2,603,271
PWS-07
Phase 15 Annual Sewer Repl/Rehab/Improvements (2028)
$0
$0
$0
$0
$0
$408,886
$408,886
$408,886
PWS-08
1
12021 SS Overlays
64
$60,000
$0
$0
$0
$0
$0
$60,000
$60,000
PWS-09
I
I Citywide CIPP Sewer Rehabilitation Phase 4
63
$482,258
$0
$0
$0
$0
$0
$482,258
$482,258
PWS-10
I
IAnnual Citywide CIPP Sewer Rehabilitation
$0
$501,549
$521,6111
$542,475
$564,174
$586,741
$2,716,550
$2,716,550
PWS-11
1
1 Lake Ballinger Sewer
$0
$1,000,0001
$5,000,000
$0
$0
$0
$6,000,000
$6,000,000
Total Projects $2,484,882 $3,740,278 $7,849,889 $2,963,885 $3,082,441 $3,205,738 $23,327,113 $0 $23,327,113
Funding Source
2022
2023
2024
2025
2026
2027
TOTAL
TOTAL
TOTAL
(2022-2027)
(2028-42)
Sewer Fund -423
$2,484,882
$3,740,278
$7,849,889
$2,963,885
$3,082,441
$3,205,738
$23,327,113
$23,327,113
Total Revenue $2,484,882 $3,740,278 $7,849,889 $2,963,885 $3,082,441 $3,205,738 $23,327,113 $0 $23,327,113
Packet Pg. 377
83
Project Description
Per the approved 2013 Sewer Comprehensive Plan, the projects will replace pipe and related appurtenances at
various locations throughout the City due to old age, being undersized, need to increase capacity, or more prone
to breakage due to its material properties.
Project Benefit
Improve system reliability and capacity, decrease infiltration and inflow, decrease breakages, and decrease
overall day to day maintenance costs.
Estimated Project Cost
$2.0 to $2.6 million/year
Design
$336,074
$349,517
$363,498
$378,038
$393,160
$408,886
Right of Way
Construction
$1,606,550
$1,889,212
$1,964,780
$2,043,372
$2,125,107
$2,210,111
Expense Total
$1,942,624
$2,238,729
$2,328,278
$2,421,410
$2,518,267
$2,618,997
Water Fund 423
$1,942,624
$2,238,729
$2,328,278
$2,421,410
$2,518,267
$2,618,997
Funding Source Total
$1,942,624
$2,238,729
$2,328,278
$2,421,410
$2,518,267
$2,618,997
Packet Pg. 378
Project Description
Road pavement overlays to cover areas of roadways that were excavated and patched in previous years as part of
the Sanitary Sewer Replacement Projects.
Project Benefit
Improve overall pavement condition in locations that were excavated and patched due to Sanitary Sewer
Replacement Projects.
Estimated Project Cost
$60,000
Design
$12,000
Right of Way
Construction
$48,000
Expense Total
$60,000
Water Fund 423
$60,000
Funding Source Total
$60,000
Packet Pg. 379
Project Description
Per the approved 2013 Sewer Comprehensive plan and current video inspections of sewer mains, the project will
line existing sewer mains that are subject root intrusion, infiltration and inflow, and damage that can be repaired
by this trenchless method.
Project Benefit
Improve system reliability and capacity, decrease infiltration and inflow, decrease breakages, and decrease
overall day to day maintenance costs.
Estimated Project Cost
$482,258
Design
$72,338
Right of Way
Construction
$409,920
Expense Total
$482,258
Water Fund 423
$482,258
Funding Source Total
$482,258
Packet Pg. 380
Project Description
Per the approved 2013 Sewer Comprehensive plan and current video inspections of sewer mains, the project will
line existing sewer mains that are subject root intrusion, infiltration and inflow, and damage that can be repaired
by this trenchless method.
Project Benefit
Improve system reliability and capacity, decrease infiltration and inflow, decrease breakages, and decrease
overall day to day maintenance costs.
Estimated Project Cost
$500,000 to $590,000/year
Design
$75,232
$78,241
$81,371
$84,626
$88,011
Right of Way
Construction
$426,317
$443,370
$461,104
$479,548
$498,730
Expense Total
$501,549
$521,611
$542,475
$564,174
$586,741
Water Fund 423
$501,549
$521,611
$542,475
$564,174
$586,741
Funding Source Total
$501,549
$521,611
$542,475
$564,174
$586,741
Packet Pg. 381
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Project Description
Per the approved 2013 Sewer Comprehensive plan and current video inspections of sewer mains, the sewer pipe
along Lake Ballinger will require additional flow capacity in the near future. These improvements are needed to
account for population growth, reduce Infiltration and Inflow from the pipe and improve maintenance and
emergency access for this major trunk system.
Project Benefit
Improve system reliability and capacity, decrease infiltration and inflow, and decrease overall day to day
maintenance costs. Improved access will help ease maintenance and access for emergencies, which will further
decease any chance of potential sewer spills into Lake Ballinger.
Estimated Project Cost
$6,000,000
Design
Right of Way
Construction
Expense Total
Water Fund 423
Funding Source Total
$1,000,000
$5,000,000
$1,000,000 $5,000,000
$1,000,000 $5,000,000
$1,000,000 $5,000,000
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Packet Pg. 382
FACILITIES
WA -
Packet Pg. 383
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9.3.a
Facilities Proiects
#
CFP
PROJECT
OP
#
2022
2023
2024
2025
2026
2027
TOTAL
(2022-2027)
TOTAL
(2028-42)
TOTAL
Project Cost
PWF-01
Boys and Girls Club
$36,151
$38,034
$27,733
$37,453
$32,077
$15,101
$186,549
$0
$186,549
PWF-02
Cemetery Building
$455
$1,954
$2,094
$8,414
$3,377
$818
$17,112
$0
$17,112
PWF-03
City Hall
$171,463
$279,064
$323,246
$150,000
$70,949
$108,628
$1,103,350
$0
$1,103,350
PWF-04
I
I Fishing Pier
1 $10,320
$9,991
$2,971
$2,9181
$5,628
$1,043
$32,870
$0
$32,870
PWF-05
I Frances Anderson Center
$143,925
$130,593
$298,378
$98,892
$20,934
$113,029
$805,751
$0
$805,751
PWF-06
IFS 16
$24,970
$47,689
$1,591
$69,388
$30,107
$31,631
$205,377
$0
$205,377
PWF-07
I FS 17
$39,935
$81,545
$225,547
$144,830
$27,575
$122,245
$641,678
$0
$641,678
PWF-08
I FS 20
$16,960
$20,000
$16,274
$94,248
$69,782
$23,765
$241,029
$0
$241,029
PWF-09
IHistoric Log Cabin
$7,903
$80,000
$888
$546
$1,361
$6,469
$97,167
$0
$97,167
PWF-10
I Historical Museum
$12,121
$13,0891
$15,000
$10,000
$4,6211
$10,199
$65,029
$0
$65,029
PWF-11
Library
$45,000
$105,1751
$150,902
$53,325
$45,038
$35,000
$434,441
$0
$434,441
PWF-12
Meadowdale Club House
$26,083
$13,426
$6,365
$7,985
$4,446
$1,159
$59,464
$0
$59,464
PWF-13
Old Public Works
$55,635
$107,743
$24,308
$25,000
$25,000
$24,519
$262,205
$0
$262,205
PWF-14
Parks Maint. Building
$130,631
$15,789
$40,320
$9,349
$5,177
$69,228
$270,495
$0
$270,495
PWF-15
Public Safety
$340,180
$50,967
$445,276
$55,169
$151,481
$515,071
$1,558,144
$0
$1,558,144
PWF-16
Public Works O&M
$80,000
$126,570
$218,643
$80,315
$79,348
$43,821
$628,697
$0
$628,697
PWF-17
WadeJames Theater
$21,697
$18,600
$99,077
$43,880
$115,734
$21,872
$320,860
$0
$320,860
PWF-18
Yost Pool House
$25,0001
$65,5701
$26,128
$8,409
$19,127
$30,389
$174,623
$0
$174,623
Total Projects $1,188,429 $1,205,800 $1,924,741 $900,120 $711,762 $1,173,988 $7,104,840 $0 $7,104,840
Funding Source
2022
2023
2024
2025
2026
2027
TOTAL
(2022-2027)
TOTAL
(2028-42)
TOTAL
Fund 001 (Repair & Maint, Prof Services)
$388,076
$111,454
$126,656
$117,964
$106,361
$122,520
$973,031
$0
$973,031
Fund 016 (2021 Facilities Bond)
$800,353
$1,094,345
$1,798,085
$48,325
$0
$0
$3,741,108
$0
$3,741,108
Fund 016 (non -bond proceeds)
$0
$0
$0
$30,453
$0
$0
$30,453
$0
$30,453
Unsecured Funding
$0
$0
$0
$703,3791
$605,401
$1,051,4671
$2,360,2471
$0
$2,360,247
Total Revenue $1,188,429 $1,205,799 $1,924,741 $900,121 $711,762 $1,173,987 $7,104,839
$0 $7,104,839
LI
Packet Pg. 384
a
Project Description
This building built in 1900 was the original field house for Edmonds High School. The property located at Civic
Field and is not part of the large Civic Field Park restoration project. The building is solely operated by the
Snohomish County Boys and Girls Club in partnership with the City's Parks and Recreation department. The
building has significant need for major renovations if it is expected to be in operation for another 10 years.
Renovation and deferred maintenance may eclipse the building value in its current location.
Projects: Exterior plumbing access, Window replacement, Roof replacement, Siding replacement, ADA Access,
Plumbing replacement, Front entry door replacement, Fire Alarm System new installation, Fire Sprinkler updates,
Baseboard heating replacement
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$186,549
Construction\Professional Services
$36,151
$38,034
$27,733
$37,453
$32,077
$15,101
Expense Total
$36,151
$38,034
$27,733
$37,453
$32,077
$15,101
Fund 001 (Repair & Maint, Prof Services)
$6,000
$6,000
$7,000
$7,000
$7,000
$7,000
Fund 016 (2021 Facilities Bond)
$30,151
$32,034
$20,733
Fund 016 (non -bond proceeds)
$30,453
Unsecured Funding
$25,077
$8,101
Funding Source Total
$36,151
$38,034
$27,733
$37,453
$32,077
$15,101
Packet Pg. 385
91
Project Descriptio M
This small structure houses the Edmonds Cemetery funerary services and the cemetery Sextant office. The
building is in relatively good condition and has little deferred maintenance backlog. Minor security and
communications updates will be needed as technology dictates.
Projects:
Minor repair and maintenance
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$455
$1,954
$2,094
$8,414
$3,377
$818
$455
$1,954
$2,094
$8,414
$3,377
$818
$455
$1,954
$2,094
$2,000
$2,000
$818
$6,414 $1,377
$455 $1,954 $2,094 $8,414 $3,377
92
Packet Pg. 386
lla
Project Description
City Hall was built in 1979 and was operated as a private business office center until the City purchased and
renovated the building in the 1990s. The City has operated Edmonds City Hall from this location since the
renovations were completed. The building is in near original condition and is in need of substantial repair and
maintenance.
Projects: Solar utilization and cool roof engineering scope, HVAC upgrades and equipment replacements,
Electrical Service replacement, Plumbing and drain pipe replacement, Restroom remodels w/gender neutral
consideration, Center Stairway Code updates and replacement, Lobby remodel, Main Entry Awning re -glazing,
Interior Painting, ADA accessibility improvements, Whole building generator installation
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$1,103,350
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$171,463
$279,064
$323,246
$171,463
$279,064
$323,246
$15,000
$15,000
$18,000
$156,463
$264,064
$305,246
$171,463 $279,064 $323,246
$150,000
$70,949
$108,628
$150,000
$70,949
$108,628
$18,000
$20,000
$20,000
$132,000 $50,949 $88,628
$150,000 $70,949 $108,628
93
Packet Pg. 387
...
Project Description
The Pier was recently renovated and is generally in good condition. The Beach Ranger Office is a 1200 square foot
office and restroom facility located near the east end of the pier. There are season programs and visitor support
functions that operate out of this facility.
Projects:, Electrical panel and pier electrical feed replacement, Minor repairs and maintenance
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$32,870
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$10,320
$9,991
$2,971
$2,918
$5,628
$1,043
$10,320
$9,991
$2,971
$2,918
$5,628
$1,043
$5,000
$5,000
$2,971
$2,918
$2,500
$1,043
$5,320
$4,991
$3,128
$10,320
$9,991
$2,971
$2,918
$5,628
$1,043
Packet Pg. 388
Project Description
The Frances Anderson Center is housed in the 1928 Edmonds elementary school building. This building serves as
the Parks, Recreation, Cultural and Human Services offices and is on the City's Historic Register. The Building is
nearly 55,000 square feet and is home to several permanent tenants including, Main Street Kids daycare,
Edmonds Montessori, Sno-King Youth Organization and the Olympic Ballet practice space and offices. The building
serves as the City's main recreation center offering arts, athletic and cultural programing year round. Due to the
age and high usage of the building there are many building systems that are in need of replacement or restoration.
Projects: Replacement of Heating Boilers with Electric alternatives that will add ventilation, cooling and heating,
Replacement of all exterior doors (24 ea), New, ADA accessible door closures, New Windows (historically
appropriate), Interior painting Classrooms , Plumbing drainage collector, Gym Floor, Drinking fountains ADA
compliant, Restroom remodels (w/ gender neutral consideration), Replacement of all plumbing fixtures,
Replacement of several common area and classroom flooring, Addition of building security card readers , Building
HVAC controls to maximize efficiency, Fire Alarm replacement, Fire Sprinkler replacement, Elevator refresh and
code updates
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$805,751
Construction\Professional Services
$143,925
$130,593
$298,378
Expense Total
$143,925
$130,593
$298,378
Fund 001 (Repair & Maint, Prof Services)
$20,000
$20,000
$25,000
$98,892
$20,934
$113,029
$98,892
$20,934
$113,029
$25,000
$15,000
$30,000
Fund 016 (2021 Facilities Bond) $123,925 $110,593 $273,378
95
Packet Pg. 389
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
Project Description
9.3.a
$73,892 $5,934 $83,029
$143,925 $130,593 $298,378 $98,892 $20,934 $113,029
This facility is operated by South Snohomish County Fire and Rescue and was built in 2003 and has a building area
of 10,700 square feet. The building is in fair condition and will require some infrastructure updates or
replacements to remain operationally ready for the needs of the City.
Projects: Roll -up bay door replacements, HVAC unit replacements, Gutter and drainage repair or replacements,
Building Controls updates , Interior painting and flooring
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$205,377
Construction\Professional Services
$24,970
$47,689
$1,591
$69,388
$30,107
$31,631
Expense Total
$24,970
$47,689
$1,591
$69,388
$30,107
$31,631
Fund 001 (Repair & Maint, Prof Services)
$5,000
$5,000
$1,591
$8,000
$8,000
$8,000
Fund 016 (2021 Facilities Bond)
$19,970
$42,689
Fund 016 (non -bond proceeds)
Unsecured Funding
$61,388
$22,107
$23,631
Funding Source Total
$24,970
$47,689
$1,591
$69,388
$30,107
$31,631
Packet Pg. 390
Project Description
This building is operated by South Snohomish County Fire and Rescue, was built in 1999 and has a building area of
9,800 square feet. This building has had some updates but will need some infrastructure upgrades to remain
operationally ready.
Projects: Bay Door replacements, Drainage updates, Electrical infrastructure updates, HVAC Chiller plant
replacement, Interior Painting and flooring
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$39,935
$81,545
$225,547
$144,830
$27,575
$122,245
$39,935
$81,545
$225,547
$144,830
$27,575
$122,245
$5,000
$5,000
$8,000
$8,000
$5,000
$5,000
$34,935
$76,545
$217,547
$136,830
$22,575
$117,245
$39,935
$81,545
$225,547
$144,830
$27,575
$122,245
97
Packet Pg. 391
Project Description
This building is the eldest of the City's three fire stations and is operated by South County Fire and Rescue. This
station serves Esperance and supports the other two fire stations in Edmonds. The building is 6400 square feet
and was built in 1990. The building has had significant updates to the exterior envelope and is in need of interior
and HVAC system updates.
Projects: New engine bay doors, Fire alarm system replacement, New property perimeter fencing, Storm water
drainage system, Interior painting and flooring
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$241,029
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$16,960
$20,000
$16,274
$16,960
$20,000
$16,274
$3,500
$3,500
$3,500
$13,460
$16,500
$12,774
$16,960 $20,000 $16,274
$94,248
$69,782
$23,765
$94,248
$69,782
$23,765
$5,000
$5,000
$5,000
$89,248 $64,782 $18,765
$94,248 $69,782 $23,765
Packet Pg. 392
Project Description
This Historic log cabin is home to the Edmonds Chamber of Commerce visitor center, the structure was a purpose
built cabin from the turn of the century. The structure is professionally maintained on a three year cycle by a log
cabin specialist and requires only minor maintenance and upkeep annually.
Projects: Front entry steps and railing, New thick cut shat roof
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$97,167
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$7,903
$80,000
$888
$546
$1,361
$6,469
$7,903
$80,000
$888
$546
$1,361
$6,469
$4,000
$1,000
$500
$546
$1,361
$500
$3,903
$79,000
$388
$5,969
$7,903
$80,000
$888
$546
$1,361
$6,469
Packet Pg. 393
Project Description
The 110 year old original Carnegie Library building is home to the Edmonds Museum. The building is on the State
of Washington Historic registry and has been well maintained over the last several years. Buildings of this age
require specialized maintenance and coordination with the state historic architect to maintain the historic status.
Structural stabilization and weatherproofing are the most significant priorities to maintain this facility.
Projects: Minor structural reinforcement , Entry facade masonry repair, Lower entry restoration, Heating boiler
replacement
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$65,029
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$12,121
$13,089
$15,000
$10,000
$4,621
$10,199
$12,121
$13,089
$15,000
$10,000
$4,621
$10,199
$12,121
$2,500
$2,500
$2,500
$2,000
$2,500
$10,589
$12,500
$7,500
$2,621
$7,699
$12,121
$13,089
$15,000
$10,000
$4,621
$10,199
100
Packet Pg. 394
Project Description
The Edmonds Library is operated by the Sno-Isle Library system with exception of the Second floor Plaza room
rental space. The library is a 19,000 square foot building built in 1982. The building hosts special event rentals and
daily Library programming and community services. This is one of the City's most heavily used buildings by the
public and has significant deferred maintenance needs, including the building fagade and plaza deck
waterproofing.
Projects: Window replacement, ADA access device upgrades or replacement, Gender inclusive public restroom
creation, Plaza room restroom/changing facilities, Plaza room A/V installation, Building masonry restoration or
building cladding, Exterior stairway restoration, HVAC ventilation fan replacement, Building breezeway remodel,
Building flooring replacement, Garage level drainage and stucco repairs, Exterior planter box replacement and
waterproofing, Staff restroom remodel
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$399,441
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$45,000
$105,175
$150,902
$53,325 $45,038
$45,000
$105,175
$150,902
$53,325 $45,038
$5,000
$5,000
$7,500
$5,000 $5,000
$40,000
$100,175
$143,402
$48,325
$40,038
$45,000 $105,175 $150,902 $53,325 $45,038
101
$35,000
$35,000
$5,000
$30,000
$ Packet Pg. 395
Project Description
This 4000 square foot facility was built in 1965 as a community theater facility and later was transformed into the
Meadowdale community club house. The building is currently owned and maintained by the City of Edmonds and
houses the City operated Meadowdale pre-school and the 1500 square foot Meadowdale club house rental
facility. This facility while dated has been well maintained and only requires minor maintenance and repairs.
Projects: Minor maintenance and repairs, Furnace replacement, Increased mechanical ventilation
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
Construction\Professional Services
$26,083
$13,426
$6,365
$7,985
$4,446
$1,159
Expense Total
$26,083
$13,426
$6,365
$7,985
$4,446
$1,159
Fund 001 (Repair & Maint, Prof Services)
$5,000
$3,500
$3,500
$3,500
$2,500
$1,159
Fund 016 (2021 Facilities Bond)
$21,083
$9,926
$2,865
Fund 016 (non -bond proceeds)
Unsecured Funding
$4,485
$1,946
Funding Source Total
$26,083
$13,426
$6,365
$7,985
$4,446
$1.1 �n
Packet Pg. 396
102
7
Project Description
This facility was built in 1965 to house the City's Public Works Department, the building was converted in 1995 to
tenant space and City storage, as well as Edmonds Police large evidence storage. This is a vital piece of property
adjacent to the Waste Water Treatment Plant, and could be converted for utility use if regulatory requirements
dictate. Building is primarily used as storage and will need some updates to maintain current operational
readiness.
Projects: HVAC updates, Role -up door replacement, Parking lot resurfacing
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$262,205
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$55,635
$107,743
$24,308
$55,635
$107,743
$24,308
$2,500
$5,000
$2,000
$53,135
$102,743
$22,308
$55,635 $107,743 $24,308
$25,000
$25,000
$24,519
$25,000
$25,000
$24,519
$2,000
$2,000
$2,000
$23,000 $23,000 $22,519
$25,000 $25,000 $24,519
103
Packet Pg. 397
Project Description
This facility was built in 1967 by Ed Huntley who at the time was the City Facilities supervisor. The 4800 square
foot facility now houses all City Facility Operations staff(11) and all of Park and Rec Parks Maintenance Staff(12+
seasonal help) This Facility is home to the City Carpentry Shop, Key Shop, City Flower program, Parks engine
repair shop and Parks and Facilities maintenance supply storage as well as Parks and Facilities Manager offices.
This Facility is near end of life and is undersized to support the departmental staffing that are assigned to this
facility.
Projects: Maintenance and Repair to maintain operational capacity
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$270,495
Construction\Professional Services
$130,631
$15,789
$40,320
$9,349
$5,177
$69,228
Expense Total
$130,631
$15,789
$40,320
$9,349
$5,177
$69,228
Fund 001 (Repair & Maint, Prof Services)
$5,000
$2,500
$5,000
$1,500
$1,500
$5,000
Fund 016 (2021 Facilities Bond)
$125,631
$13,289
$35,320
Fund 016 (non -bond proceeds)
Unsecured Funding
$7,849
$3,677
$64,228
Funding Source Total
$130,631
$15,789
$40,320
$9,349
$5,177
$69,228
Packet Pg. 398
104
owl
Project Description
The Public Safety building houses Edmonds Police Department, Edmonds Municipal Court and the City Council
Chambers. The building was built in 1999 encompassing 30,000 square feet of office, court and municipal
government uses. The building houses one of the City emergency operations centers, large police training,
simulator facilities and evidence processing and storage. The building has had minimal system updates over it's
life and has a significant amount of deferred maintenance and should be retrofitted with new fire sprinklers.
Projects: Boiler replacement, Air Handler and Outdoor ventilation unit replacements, Chiller plant replacement
study/scope, Auxiliary heating coil replacement, New solar plant installation, Parking lot reconfiguration to meet
current usage, Fire Sprinkler Installation, Interior hallway renovation and painting, Sleeping room remodel and
gender specific/neutral accommodations, Gender inclusive public restrooms, Operable windows is specific
locations, Roof replacement, Courts flat roof, Sally Port garage/processing remodel
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$1, 558,144
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
$340,180
$50,967
$445,276
$340,180
$50,967
$445,276
$285,000
$15,000
$20,000
$55,180
$35,967
$425,276
$55,169
$151,481
$515,071
$55,169
$151,481
$515,071
$15,000
$15,000
$20,000
$40,169 $136,481
$55,169 $151,481
$495,071
$5 Packet Pg. 399
Funding Source Total
$340,180 $50,967 $445,276
105
Project Description
This building built in 1995 houses four Public Works divisions and the auxiliary City Emergency Operations Center.
This building is 28,000 square feed and is capable of operations 24/7 during weather emergencies and natural
disasters. The building has significant deferred maintenance needs and infrastructure updates.
Projects: Vehicle yard leveling, HVAC unit replacements, Ventilation fan replacements, Fire Alarm system
replacement, Lobby remodel, Restroom remodel with gender inclusivity considerations, Electric Vehicle Charging
and maintenance infrastructure, Emergency Communications updates, Wireless network expansion, Interior
hallway flooring, Utility Bay HVAC replacement, Water main replacement (building connection), Window
replacement Offices and Conference rooms, Achieve storage room remodel
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$628,697
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$80,000
$126,570
$218,643
$80,315
$79,348
$43,821
$80,000
$126,570
$218,643
$80,315
$79,348
$43,821
$5,000
$8,500
$10,000
$5,000
$5,000
$5,000
$75,000
$118,070
$208,643
$75,315
$74,348
$38,821
$80,000
$126,570
$218,643
$80,315
$79,348
$43,821
106
Packet Pg. 400
Project Descriptio
This community theater was built by the Driftwood Players theater group in 1967 and was deeded to City
ownership at a later date. The facility is 6,300 quare feet in size and houses the Driftwood Players theatrical
performances and City meetings. The City's maintenance responsibilities are limited to large infrastructure,
parking lot, roofing and grounds.
Projects: Parking lot repair and recoating, Gutter/down spout replacement, Minor repair and maintenance
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$320,86u
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$21,697
$18,600
$99,077
$21,697
$18,600
$99,077
$2,000
$2,000
$5,000
$19,697
$16,600
$94,077
$21,697 $18,600 $99,077
$43,880
$115,734
$21,872
$43,880
$115,734
$21,872
$5,000
$5,000
$2,000
$38,880 $110,734 $19,872
$43,880 $115,734 $21,872
107
Packet Pg. 401
Project Description
This recreational facility houses the City's aquatic programing and some Parks and Recreation programs. Built in
1971 the pool house historically was only operated seasonally. The tenant run aquatic programing is currently
expanding to year round lap and team aquatic activities and will continue to support summer open swim
programing. The facility requires minimal maintenance to remain operational and is subject to tenant lease terms
of use.
Projects: Security updates, Roof replacement, Gutter replacement, Plumbing fixture updates, Operational repair
and maintenance
Project Benefit
Public owned facilities and properties are maintained to assure safe and property operating conditions and to
assure the protection of the physical asset throughout an expected lifespan. A well maintained facility creates a
safe work environment that is clean and sanitary which promotes workplace efficiency and confidence. Routine
and preventative maintenance reduces energy consumption and provides for building systems to operate as
designed during manufacturer expected lifespan.
Estimated Project Cost
$174, 623
Construction\Professional Services
Expense Total
Fund 001 (Repair & Maint, Prof Services)
Fund 016 (2021 Facilities Bond)
Fund 016 (non -bond proceeds)
Unsecured Funding
Funding Source Total
$25,000
$65,570
$26,128
$25,000
$65,570
$26,128
$2,500
$5,000
$2,500
$22,500
$60,570
$23,628
$25,000 $65,570 $26,128
$8,409
$19,127
$30,389
$8,409
$19,127
$30,389
$2,000
$2,500
$2,500
$6,409 $16,627 $27,889
$8,409 $19,127 $30,389
Packet Pg. 402
9.3.a
WASTEWATER
TREATMENT PLANT
.. -
109
Packet Pg. 403
9.3.a
WWTP Proiects
#
CFP
PROJECT
DP
#
2022
2023
2024
2025
2026
2027
TOTAL
(2022-2027)
TOTAL
(2028-42)
TOTAL
Project Cost
PWP-01
WWTP Annual Capital Replacement In-house Projects
$0
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$5,000,000
$14,000,000
$19,000,000
PWP-02
Carbon Recovery Project
67
$1,162,671
$0
$0
$0
$0
$0
$1,162,671
$0
$1,162,671
PWP-03
City Park Odor Scrubber
68
$297,121
$0
$0
$0
$0
$0
$297,121
$0
$297,121
PWP-04
I
I Nutrient Removal Project
1 $0
$1,000,0001
$5,000,000
$0
$0
$0
$6,000,000
$0
$6,000,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Projects $1,459,792 $2,000,000 $6,000,000 $1,000,000 $1,000,000 $1,000,000 $12,459,792 $14,000,000 $26,459,792
Funding Source
2022
2023
2024
2025
2026
2047
TOTAL
(2022-2027)
TOTAL
(2028-42)
TOTAL
Edmonds (Sewer Fund 423) (50.79%)
$741,428
$1,015,800
$3,047,400
$507,900
$507,900
$507,900
$6,328,328
$7,110,600
$13,438,928
Mountlake Terrace (23.17%)
$338,234
$463,400
$1,390,200
$231,700
$231,700
$231,700
$2,886,934
$3,243,800
$6.130,734
Olympic View Water Sewer District (16.55%)
$241,596
$331,000
$993,000
$165,500
$165,500
$165,500
$2,062,096
$2,317,000
$4,379,096
Ronald Sewer District (9.49%)
$138,5341
$189,8001
$569,4001
$94,9001
$94,9001
$94,9001
$1,182,4341
$1,328,6001
$2,511,034
Total Revenue $1,459,792 $2,000,000 $6,000,000 $1,000,000 $1,000,000 $1,000,000 $12,459,792 $14,000,000 $26,459,792
Packet Pg. 404
110
Project Description
This ongoing project is to ensure that critical infrastructure is maintained and replaced as needed. Project
expenditures may include, but are not limited to, variable frequency drives, pumps, motors, gear boxes,
conveyors or any WWTP equipment that needs replacement versus repair.
Project Benefit
This project ensure that the critical infrastructure is maintained and equipment is replaced in order to reduce risk
to the City.
Estimated Project Cost
$19,000,000
Design
$200,000
$200,000
$200,000
$200,000
$200,000
$2,800,OC
Right of Way
Construction
$800,000
$800,000
$800,000
$800,000
$800,000
$11,200,OC
Expense Total
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$14,000,00
Sewer Fund 423
$507,900
$507,900
$507,900
$507,900
$507,900
$7,110,6C ;
Mountlake Terrace
$231,700
$231,700
$231,700
$231,700
$231,700
$3,243,8C i
Olympic View Water Sewer District
$165,500
$165,500
$165,500
$165,500
$165,500
$2,317,OC
Ronald Sewer District
$94,900
$94,900
$94,900
$94,900
$94,900
$1,328,6C
Funding Source Total
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$14,000,00
Packet Pg. 405
ill
High Efficiency Blowers
Project saves: $33,9091yr, and
345 tons CO2, equivalent to:
36.6 home's energy I
799 barrels of
use For one year oil com med
Dewaterin
Project saves: $133,211iyr. and
537 tons C 0 r, equivalent to:
56.7 riome s e, ergy 1.243 barrels oFoil
u�afor one year I c,pn3mmd
Aeration & Blowers
Projects ayes, $3d,00yr. and
294 tons M, equivalent to:
87.3 home's energy 611 barrels of
use for oneyear I oil cDn5umed
Project Description
The Carbon Recovery Project replaces the aging Sanitary Sewage Sludge Incinerator with the Ecoremedy
Gasification Process. The multi -year project which was approved by City Council on July 7, 2020 is being delivered
through the State of Washington Energy Savings Performance Contracting program.
Project Benefit
Project benefits include a more sustainable approach to treating and disposing of biosolids by creating a
marketable biochar. The project will reduce overall energy requirements while producing a PFAS free (or greatly
reduced) end product. The project also includes a more robust odor scrubber and screenings management
enhancements which are designed to reduce operation and maintenance cost for our ratepayers while improving
odor in our surrounding community.
The Carbon Recovery Project is the final project that was envisioned within the Pathway to Sustainability.
Estimated Project Cost
$26,121,039
Design
Right of Way
Construction
$1,162,671
Expense Total
$1,162,671
Sewer Fund 423
$590,521
Mountlake Terrace
$269,391
Olympic View Water Sewer District
$192,422
Ronald Sewer District
$110,337
Funding Source Total
$1,162,671
112
Packet Pg. 406
Project Description
This project will remove and treat the hydrogen sulfide gas that is being released into the atmosphere from a City
owned sewer mainline and private roof vents in the area of Pine St and 2nd/3rd Ave S. The gas has a rotten egg
smell which results in numerous complaints from residents in the area. An activated carbon odor scrubber was
identified as the most efficient and effective method of capturing and destroying the nuisance odor.
Project Benefit
This project would formally address the ongoing problem and reduce odors in the area for residents and park
patrons.
Estimated Project Cost
$297,121
Design
Right of Way
Construction
$297,121
Expense Total
$297,121
Sewer Fund 423
$150,908
Mountlake Terrace
$68,843
Olympic View Water Sewer District
$49,174
Ronald Sewer District
$28,197
Funding Source Total
$297,122
Packet Pg. 407
113
Project Description
The State of Washington Department of Ecology will soon issue the General Permit for Nutrient Reduction. This
General Permit will be issued to all WWTP's who discharge into the Puget Sound and currently caps the WWTP
nutrient load. With the anticipation of the General Permit, the City has participated in a full scale pilot program
that began in August 2020. The pilot program has shown promise to meet the requirements of the General
Permit. This project is a place holder to fully develop a design and ultimately determine the cost of construction
and ongoing O&M expenses.
Project Benefit
This project will ensure a reduction in nutrients discharged by the WWTP into the Puget Sound while increasing
settleability and reducing effluent solids. Completion of the project will allow the City to meet the requirements
within the General Permit, accompanying NPDES Permit and to increase flows in order to maximum the rated
capacity of the WWTP.
Estimated Project Cost
$6,000,000
Design
$1,000,000
Right of Way
Construction
$5,000,000
Expense Total
$1,000,000
$5,000,000
Sewer Fund 423
$507,900
$2,539,500
Mountlake Terrace
$231,700
$1,158,500
Olympic View Water Sewer District
$165,500
$827,500
Ronald Sewer District
$94,900
$474,500
Funding Source Total
$1,000,000
$5,000,000
Packet Pg. 408
114
9.3.a
CIP- CFP
COMPARISON
(2021-2022)
Packet Pg. 409
115
UP / CIP COMPARISON (2021 TO 2022)
9.3.a
ADDED PROJECTS
Type
PROJECT NAME
CFP
DESCRIPTION
Transp
Hwy 99 Revitalization and Gateway - Stage 2
X
Hwy 99 Revitalization & Gateway project divided in different Stages
Transp
Hwy 99 Revitalization and Gateway - Stage 3
X
Hwy 99 Revitalization & Gateway project divided in different Stages
Transp
Hwy 99 Revitalization and Gateway - Stage 4
X
Hwy 99 Revitalization & Gateway project divided in different Stages
Transp
Hwy 99 Revitalization and Gateway -Stage 5
X
Hwy 99 Revitalization & Gateway project divided in different Stages
Transp
Hwy 99 Revitalization and Gateway - Stage 6
X
Hwy 99 Revitalization & Gateway project divided in different Stages
Transp
Hwy 99 Revitalization and Gateway - Stage 7
X
Hwy 99 Revitalization & Gateway project divided in different Stages
Transp
Hwy 99 Revitalization and Gateway - Stage 8
X
Hwy 99 Revitalization & Gateway project divided in different Stages
Transp
Hwy 99 Revitalization and Gateway - Stage 9
X
Hwy 99 Revitalization & Gateway project divided in different Stages
Parks
ADA Playground Upgrade Program
Annual Program to upgrade / replace plagrounds
Parks
Yost Pool Repair
Replacement of failing plaster at the pool
Water
Phase 18 Annual Replacement Program (2028)
Estimated future costs for waterline replacements.
Water
Yost & Seaview Reservoir Assessment
Reservoir assessment to determine upgrade needs and preliminary design
Water
2022 Waterline Overlays
Estimated future costs for road repairs due to waterline replacements.
Storm
Phase 9 Annual Storm Replacement Project (2028)
Estimated future costs for storm pipe replacements.
Storm
Lower Perrinville Creek Restoration Phase 1
Estimated future costs for 1st phase of Creek Restoration
Storm
2022 SD Overlays
Estimated future costs for road repairs due to storm replacements
Storm
Green Street & Rain Gardens
Estimated future costs for Citywide green infrastructure projects
Sewer
Phase 15 Sewer Replacement/Rehab/Improvements (2028)
Estimated future costs for sewer line replacements/rehab/impr.
Sewer
2022 SS Overlays
Estimated future costs for road repairs due to sewer line replacements.
Sewer
Citywide CIPP Sewer Rehab Phase 4
Estimated future costs for sewer project.
4-
0
C
O
c
O
d
d
a_
V
a
u_
U
N
O
N
N
N
O
N
CD
N
O
O_
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m
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06
N
Y
O
v
a
Q
Page 1 of 3 Packet Pg. 410
116
9.3.a
UP / CIP COMPARISON (2021 TO 2022)
REMOVED PROJECTS
Type
PROJECT NAME
UP
DESCRIPTION
Transp
Hwy 99 @ 220th St. SW Intersection Improvements
X
Removed / Included in Hwy 99 Revitalization & Gateway project - Stage 4
Transp
Hwy 99 @ 216th St. SW Intersection Improvements
X
Removed/ included in Hwy 99 Revitalization & Gateway project - Stage 9
Transp
Hwy 99 @ 212th St. SW Intersection Improvements
X
Removed / included in Hwy 99 Revitalization & Gateway project - Stage 5
Transp
Hwy 99 Pedestrian Improvements (SR-104 Off -Ramps)
X
Removed / included in Hwy 99 Revitalization & Gateway project Stage 2 & 3
Transp
Hwy 99 @ 234th St. SW Traffic Signal
X
Removed
Transp
Sunset Ave. Sidewalk
X
Removed
Transp
Walnut St. Walkway from 3rd Ave. S to 4th Ave. S
X
Completed
Transp
Dayton St. Walkway from 7th Ave.S to 8th Ave. S
X
Completed
Parks
Greenhouse Replacement
2021 Project
Water
2021 Waterline Overlays
Completed
Water
Dayton 3rd to 9th
Completed
Water
5 Corners Reservoir RecoatinR
Completed
Water
Phase 11 Annual Replacement Program (2021)
Completed
Storm
Dayton 3rd to 9th
Completed
Storm
Dayton St and Hwy 104 Drainage Improvements -Dayton Pump Station
Completed
Storm
2021 SD Overlays
Completed
Storm
Phase 1 Annual Storm Replacement Project (2020)
Completed
Sewer
Citywide CIPP Sewer Rehab Phase 2
Completed
Sewer
Phase 7 SS Replacement Project (2020)
Completed
Sewer
Phase 8 SS Replacement Project (2021)
Completed
Sewer
Dayton 3rd to 9th
Completed
Sewer
2021 SS Overlays
Completed
Sewer
LS#1 Metering and Flow Study
lCompleted
4-
0
C
O
c
O
d
d
a_
V
d
LL
U
r-
N
O
N
N
N
O
N
O
N
O
O_
O
L-
a.
m
r
06
0
Y
L
O
v
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Q
Page 2 of 3 Packet Pg. 411
117
9.3.a
UP / CIP COMPARISON (2021 TO 2022)
CHANGED PROJECTS
Type
PROJECT NAME
CFP
CHANGE
Transp
SR-104 Adaptive System
X
Moved up from 2023 to 2022
Transp
175th Slope Repair
Moved from Fund 126 to Fund 112
Transp
Elm Way Walkway from 8th Ave.S to 9th Ave. S
X
Construction funding added in 2022
Parks
4th Avenue Cultural Corridor
Postponed until 2025
Parks
Waterfront Walkway Completion
Moved to fund 125
Parks
Civic Park
X
Utilizing $2M from REET and not General Fund
Parks
Citywide Park Improvements / Capital Replacement Program
Increase in funding 2023-2027
O
C
O
c
O
m
d
V
d
LL
U
N
O
N
N
N
O
N
O
N
O
M
O
L
r
Y
W
Y
L
O
V
Q
Page 3 of 3 Packet Pg. 412
118
EDMONDSPARKS,
RECREATION & CULTURAL SERVICES
2022-2027 PROPOSED
CAPITAL FACILITIES PLAN &
CAPITAL IMPROVEMENT PROGRAM
6L.
. • ',��� � ay " • � r, • is
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9.3.b
EDMONDSPARKS,
RECREATION & CULTURAL SERVICES
October 13, 2021
Members of the City Council, Staff and Citizens of Edmonds,
It is an honor to present the 6-year Parks Capital Improvement Program (CIP). The CIP serves as a long-
range planning guide identifying parks capital projects and related funding sources, both secured and
unsecured. The CIP is updated each year and presented in conjunction with the budget. Capital
Improvement projects that are also included in the Capital Facilities Plan (CFP) which are identified in the
following document.
In 2022 the Parks, Recreation and Cultural Services Department will focus on the completion of the largest
ever City of Edmonds Parks Capital project, the redevelopment of the 8-acre Civic Center Playfields. There
are significant resources of staff time and funding invested in this project which began construction in
August 2021 and is schedule to be complete Winter 2022. In addition to Civic Center the department will
continue to focus on deferred maintenance of existing parks and recreation facilities, playground
renovations and upgrades and required maintenance at Yost Pool.
The updated Parks, Recreation and Open Space Plan (PROS) will be completed in early 2022. This
document, based largely on citizens priorities will guide future CIP plans. At this time, near future projects
include the re -development of Marina Beach Park ($1M in grant funding secured), and annually funds are
being set aside and accumulating for potential parkland and open space acquisition should the right
opportunity become available. The department is focused on providing an equitable distribution of access
to park and recreational facilities throughout the entire City.
Your Parks, Recreation and Cultural Services Department is proud to have served the citizens throughout
the COVID-19 pandemic, working to ensure residents and visitors had safe and enjoyable places to
recreate. With unprecedented usage of the city's parks system our priorities shifted to enhanced litter,
garbage and restroom sanitization however we are looking forward to returning to our list of deferred
maintenance and keeping the Edmonds Parks safe and enjoyable for all.
Sincerely,
,Ril�
Angie Feser
Edmonds Parks, Recreation & Cultural Services Director
425-771-0256
Angie.Feser@EdmondsWA.gov
Edmonds Parks, Recreation & Cultural Services • 600 Main Street, Edmonds, WA 98020
Page 1
Packet Pg. 414
9.3.b
2022 - 2027 SIX -YEAR PARKS CAPITAL IMPROVEMENT PROGRAM
CFP # PROJECT 2022 2023 2024 2025 2026 2027 6-YearToi
PARKS CIP/CFP PROJECTS
Civic Center Playfield
Redevelopment of 8-acre park consistent with Master Plan adopted in 2017;
X
PRK 1
add restrooms, walking track, landscaping, inclusive playground, improve
$ 9,755,742
$
$
$
$
$
$ 9,755,7
field and lighting, skate park, petanque grove, tennis and multi sports courts.
Marina Beach Park Improvements
Redevelop the park consistent with the Master Plan adopted in 2015;
X
PRK 2
Parking lot reconfiguration, overlooks, lawn areas, permanent restrooms,
$
$
$ 1,750,000
$ 1,500,000
$ 2,750,000
$
$ 6,000,0
upgrade play area, improve ADA Accessibility, add bridges over new
alignment of Willow Creek.
4th Avenue Cultural Corridor
Prioritized in the 2014 Community Cultural Plan and State certified Creative
PRK 3
District. Improvements encourage pedestrian traffic and provide visual
$
$
$
$ 1,000,000
$ 1,000,000
$ 6,000,000
$ 8,000,0
connection between ECA and downtown contributing to economic vitality.
Playground Upgrade Program
Annual upgrades of playground equipment and fall surfacing to provide
PRK 4
additional inclusive playgrounds/facilities providing access for children of all
$ 175,000
$ 175,000
$ 175,000
$ 175,000
$ 175,000
$ 175,000
$ 1,050,0
ages and abilities.
Yost Pool Repair
Regular maintenance to re -plaster the pool to replace and repair failing
PRK 5
plaster. Pool will be forced to close without repair.
$ 175,000
$
$ -
$
$
$
$ 175,0
Waterfront Walkway Completion
Connecting the waterfront walkway from Brackett's Landing North to Marina
PRK 6
Beach Park by adding missing section in front of the Ebb Tide Condominiums,
$
$
$ 500,000
$ 750,000
$
$
$ 1,250,0
to provide ADA improvements.
Edmonds Marsh Estuary Restoration (Willow Creek Daylighting)
X
PRK 7
Restoration of the Marsh to reconnect the Puget Sound within the Edmonds
$
$
$
$
$
$
$
Marsh and two fresh water creeks to provide fresh water / salt water estuary
and natural tidal exchange.
N
O
N
N
N
O
N
d
N
O
O_
O
L
a
O
C
O
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M
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Page 2
Packet Pg. 415
9.3.b
2022 - 2027 SIX -YEAR PARKS CAPITAL IMPROVEMENT PROGRAM
CFP
#
PROJECT
2022
2023
2024
2025
2026
2027
6-YearToi
Community Park & Athletic Complex - Phase II
X
PRK 8
In cooperation with the Edmonds School District, complete a community park
$
$
$
$
$
$
$
and athletic complex at Former Woodway High School to include lighting and
Parks & Facilities Maintenance and Operations Building
X
PRK 9
Replace and/or renovate deteriorating building in City Park. Project in
$
$
$
$
$
$
$
conceptual phase.
(A) SUBTOTAL PARKS CIP/CFP PROJECTS
$ 10,107,764
$ 177,023
$ 2,427,024
$ 3,427,025
$ 3,927,026
$ 6,177,027
$ 26,230,7
PARKS CIP PROGRAMS
Citywide Park Improvements / Capital Replacement Program
PRK A
This ongoing program allocates funds for the regular maintenance, repair and
$ 155,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 2,405,0
replacement of parks amenities, structures and equipment.
Beautification Program
This ongoing program allocates funds to support beautification. Specifically
PRK B
flower plantings, irrigation and mulch in areas such as corner parks, landscape
$ 21,000
$ 21,000
$ 21,000
$ 21,000
$ 21,000
$ 21,000
$ 126,0
Park and Open Space Acquisition Program
PRK C
To acquire land for future parks and open spaces as opportunities become
$ 1,099,000
$ 399,000
$ 399,000
$ 399,000
$ 399,000
$ 399,000
$ 3,094,0
available.
Debt Service and Interfund Transfers
PRK D
Debt service on Civic Park $1.6M bond (2021) and Interfund transfers to
$ 193,832
$ 123,000
$ 148,000
$ 173,000
$ 198,000
$ 198,000
$ 1,033,8
Engineering for Capital Project Support.
(B) SUBTOTAL - PARKS CIP PROGRAMS
$ 1,468,832
$ 993,000
$ 1,018,000
$ 1,043,000
$ 1,068,000
$ 1,068,000
$ 6,658,8
(C) TOTAL PARKS CIP/CFP EXPENDITURES (A+B) 1 $ 11,576,596 1 $ 1,170,023 1 $ 3,445,024 1 $ 4,470,025 1 $ 4,995,026 1 $ 7,245,027 1 $ 32,889,5
N
O
N
N
N
O
N
a)
N
O
O_
O
L
a
O
C
O
R
c
d
d
L
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Page 3
Packet Pg. 416
9.3.b
2022 - 2027 SIX -YEAR PARKS CAPITAL IMPROVEMENT PROGRAM
PARKS CIP REVENUE
2022
2023
2024
2025
2026
2027
6-Year Tot
Real Estate Excise Tax (REET) I - Fund 126
$ 900,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 1,900,0
Real Estate Excise Tax (REET) 11 - Fund 125
$ 3,500,000
$ 1,500,000
$ 1,500,000
$ 1,500,000
$ 1,500,000
$ 1,500,000
$ 11,000,0
Park Impact Fee's - Fund 332-100
$ 874,575
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 3,124,5
Tree Fund 143 - Land Acquisition
$ 199,000
$ 199,000
$ 199,000
$ 199,000
$ 199,000
$ 199,000
$ 1,194,0
Operating Contribution - General Fund
$ -
$
$
$ -
$ -
$
$
Investment Interest (3%)
$ 78,110
$ 39,793
$ 50,797
$ 31,381
$ 25,632
$ (539)
$ 225,1
Donations
$ 142,000
$
$
$ -
$ -
$
$ 142,0
Bond Proceeds
$ -
$
$
$ -
$
$
$
Secured Grants
$ 2,728,000
$
$
$ 1,000,000
$ -
$
$ 3,728,0
Unsecured Grants
$ -
$
$
$ 1,000,000
$ 1,600,000
$ 6,000,000
$ 8,600,0
(D) TOTAL PARKS CIP REVENUE
$ 8,421,685
$ 2,388, 993
$ 2,399,797
$ 4,380,381
$ 3,974,632
$ 8,348,461
$ 29,913,7.
Parks Fund 6-Year Overview
2022
2023
2024
2025
2026
2027
(E) Beginning Fund Balance (332 + 332-100)
$ 4,554,645
$ 1,399,734
$ 2,618,504
$ 1,573,276
$ 1,483,632
$ 463,238
(D) Revenue
$ 8,421,685
$ 2,388,793
$ 2,399,797
$ 4,380,381
$ 3,974,632
$ 8,348,461
(C) Expenditures
$ 11,576,596
$ 1,170,023
$ 3,445,024
$ 4,470,025
$ 4,995,026
$ 7,245,027
(G) Ending Fund Balance (E+D-C)
$ 1,399,734
$ 2,618,504
$ 1,573,276
$ 1,483,632
$ 463,238
$ 1,566,672
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Page 4
Packet Pg. 417
of Epp
Parks, Recreation, and Cultural Services
PARKS PROJECTS ,-- - -
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* Site specific projects only. Citywide/annual citywide projects not shown. Packet Pg. 418
Page 5
9.3.b
Parks, Recreation & Cultural Services
PRK 1: Civic Center Playfield
310 61h Ave. N — Downtown Edmonds
Project Summary: An 8-acre downtown park development supported by $3.47M in grant funding, $5.3M in bonds,
$1.3M in Park Impact Fees and $3.4M in Real Estate Excise Tax. This signature project broke ground in August
2021 and is slated for completion Winter 2022.
Project Justification: This is a multi -year design, fund development and construction project that is a very high
priority in the 2016 PROS plan. The Master Plan process was robust with extensive community input. Construction
began August 9, 2021 and is underway and 2022 funding necessary to complete the project.
Estimated Construction Cost: $13,758,000
2022
2023
0-
Planning & Design
Construction
$9,755,742
$9,755,742
Total Expenses
$9,755,742
$9,755,742
Real Estate Excise Tax II - Fund 125
$2,898,672
$2,898,672
Park Impact Fees - Fund 332-100
$1,352,620
$1,352,620
Bond Proceeds
$1,634,450
$1,634,450
Federal Grant (LWCF)
$500,000
$500,000
RCO State Grants
$850,000
$850,000
Snohomish County Grants
$450,000
$450,000
Verdant Grant
$170,000
$170,000
Hazel Miller Foundation Grant
$1,500,000
$1,500,000
State Appropriation / DOC Grant
$258,000
$258,000
Park Donations
$142,000
$142,000
Total Revenue
Unsecured Funding
$9,755,742
$9,755,742
Project Accounting #C536 & C551
Page 6
Packet Pg. 419
9.3.b
Parks, Recreation & Cultural Services
PRK 2: Marina Beach Park Improvements
470 Admiral Way, South of the Port of Edmonds
Project Summary: Park renovation to better serve the community as it accommodates the new alignment of
Willow Creek. The project will include parking lot reconfiguration, overlooks, lawn areas, potential concession
areas, permanent restrooms, upgraded play area, upgraded benches, picnic tables and BBQ's, improved ADA
accessibility, a loop trail system including two pedestrian bridges connecting the park across Willow Creek,
personal watercraft staging and launching area, bicycle racks, fencing, retaining the existing beach/ driftwood area
and off leash dog area and environmental education opportunities. The Marina Beach Master Plan includes
daylighting Willow Creek which requires removal of a 1,600' pipe that was placed in the early 1960's and is the
only exchange between the Puget Sound and the freshwater Edmonds Marsh Estuary. $1,000,000 in RCO grants
were awarded for this project in 2021.
Project Justification: Marina Beach Park is a highly used regional park. Through the City of Edmonds
Comprehensive Plan, Strategic Action Plan and the 2016 Parks, Recreation, and Open Space (PROS) Plan the
community identified the need to restore the adjacent Edmonds Marsh, and re-established for salmon habitat.
Improvements are intended to retain this site as an asset to the regional waterfront park system. This project is
intended to address sea level rise and will promote recreational tourism at both Marina Beach and the Marsh for
all generations to enjoy, learn about, and utilize as a wildlife sanctuary in an urban environment.
Estimated Cost: $6,000,000
Planning & Design
2022
2023
2024 2025
$600,000
2026
$600,000
Construction
$1,150,000 $1,500,000
$2,750,000 $5,400,000
Total Expenses
$1,750,000 $1,500,000
$2,750,000 $6,000,000
Real Estate Excise Tax II - Fund 125
$750,000
$1,000,000 $1,750,000
Fund 332 Balance + Park Impact Fees
$1,000,000 $500,000
$1,150,000 $2,650,000
Secured Grants
$1,000,000
$1,000,000
Total Revenue
Unsecured Funding
$1,750,000 $1,500,000
$2,150,000 $5,400,000
$600,000 $600,000
Project Accounting # C550
Page 7
Packet Pg. 420
9.3.b
Parks, Recreation & Cultural Services
PRK 3: 4th Avenue Cultural Corridor
41h Avenue from Main St. to the Edmonds Center for the Arts, Downtown
Project Summary: Final design of 4th Avenue Cultural Corridor to include site design and construction documents
for a safe, pedestrian friendly, and art enhanced corridor in the public right of way which provides a strong visual
connection along 4th Avenue N between Main Street and Edmonds Center for the Arts. Interim work on this
project since the concept was developed includes a 2015 temporary light artwork "Luminous Forest", as well as
preliminary design development through 2020-21. Funding for this project has not been secured at this time.
Project Justification: The corridor improvements in the public right of way will encourage pedestrian traffic and
provide a strong visual connection between the ECA and downtown retail. Improvements will enhance
connectivity as an attractive walking corridor and contribute to the economic vitality in downtown. The project
has been supported by the community in the 2014 Community Cultural Plan and in the goals and priorities for the
State certified Creative District.
Estimated Cost: $8,000,000
Planning & Design
2022
2023
2024
2025
$800,000
$800,000
Construction
$200,000
$1,000,000
$6,000,000
$7,200,000
Total Expenses
$1,000,000
$1,000,000
$6,000,000
$8,000,000
Real Estate Excise Tax II - Fund 125
Park Impact Fees - Fund 332-100
Operating contribution — general fund
Secured Grants
Total Revenue
Unsecured Funding
$0
$1,000,000
1 $0
$1,000,000
1 $0
$6,000,000
1 $0
$8,000,000
Project Accounting #C538
Page 8
Packet Pg. 421
9.3.b
Parks, Recreation & Cultural Services
PRK 4: Playground Upgrade Program
Project Summary: City of Edmonds owns, operates and maintains 15 playgrounds and only two of them are
considered fully inclusive and accessible (Seaview and Civic Parks). One of the Parks, Recreation and Cultural
Services Department initiatives is to continually update playgrounds which range in installation dates from 1985 -
2019. As part of these scheduled updates the department will work to enhance playgrounds to be inclusive versus
merely meeting ADA standards. In many cases this includes enhanced play surfacing and play equipment that
provide for children of all abilities.
The playground improvement prioritization is slated to be established at the conclusion and adoption of the 2022
PROS plan to determine an implementation strategy.
Project Justification: Playground upgrades are a necessary part of maintaining a safe play environment. With
playgrounds that are 35+ years old many will be scheduled for upgrades. Further, it is the goal of the City to ensure
that those upgrades include considerations for children of all physical and mental abilities and that these play
amenities are designed to be a welcoming and healthy experience for all.
Estimated Cost: $175,000 per year / $1,050,000 (6-year total)
2022
2023
2024
2025
2026
2027
Planning & Design
Construction
$175,000 $175,000
$175,000 $175,000
$175,000 $175,000
$1,050,000
Total Expenses
$175,000 $175,000
$175,000 $175,000
$175,000 $175,000
$1,050,000
Real Estate Excise Tax II - Fund 125
$175,000 $175,000
$175,000 $175,000
$175,000 $175,000
$1,050,000
Fund 332 Balance + Park Impact Fees
Secured Grants
Total Revenue
Unsecured Funding
$175,000 $175,000
$0
$175,000 $175,000
$175,000 $175,000 $1,050,000
$0
Page 9
Packet Pg. 422
9.3.b
Parks, Recreation & Cultural Services
PRK 5: Yost Pool Repair
96th Ave W & Bowdoin Way, Yost Park
Project Summary: Yost Pool was built nearly 50 years ago and continues to provide recreational opportunities for
many residents. In addition to teaching our youth water safety, the pool serves as an opportunity for community
members of all ages to lead healthy and active lifestyles. At this time, the pool needs a significant capital repair as
the plaster lining the inside of the pool is continuing to deteriorate, falling off the walls and detaching from the
bottom of the pool. The pool was re -plastered in 2001, 2011 and it is past due to re -plaster it again.
Project Justification: Typically, the plaster on the pool bubbles when it reaches its end of life, eventually breaking
open creating sharp edges which present a danger to the pool users and leads to future damage to existing plaster.
If the plaster repair is not completed, the pool will not be operational at a point in the near future.
Estimated Cost: $175,000
Planning & Design
i
Construction $175,000
$175,000
Total Expenses $175,000
$175,000
Real Estate Excise Tax II - Fund 125 $175,000
$175,000
Fund 332 Balance + Park Impact Fee's
Secured Grants
Total Revenue $175,000
Unsecured Funding $0
L $175,000
i
Page 10
Packet Pg. 423
9.3.b
Parks, Recreation & Cultural Services
PRK 6: Waterfront Walkway Completion — Ebb Tide Section
Beachfront in front of Ebb Tide Condominiums (200 Beach Place)
Project Summary: This would connect the waterfront walkway from Brackett's Landing North to Marina Beach
Park ensuring all individuals, including those with mobility challenges and those pushing strollers can safely enjoy
the waterfront. The final missing piece would be constructed in front of the Ebb Tide condominiums in the
easement owned by the City of Edmonds. The easement and walkway design are currently under legal review.
Project Justification: To provide public access along the waterfront for all individuals. Completion of the walkway
would meet ADA requirements and would support efforts to keep dogs off of the beaches. A top priority in the
2016 PROS plan is to open up beachfront access.
Estimated Cost: $1,250,000
i
Planning & Design
$125,000
1
$125,000
Construction
$375,000
1 $750,000
$1,125,000
Total Expenses
$500,000
$750,000
$1,125,000
Real Estate Excise Tax II - Fund 125
$500,000
$750,000
$1,125,000
Park Impact Fee's - Fund 332-100
Operating contribution — general fund
Secured Grants
Total Revenue
Unsecured Funding
$500,000
so
$750,000
$0
$1,125,000
$0
Page 11
Packet Pg. 424
9.3.b
Parks, Recreation & Cultural Services
PRK 7: Edmonds Marsh Estuary Restoration (Willow Creek Daylighting)
Edmonds Marsh - City of Edmonds Marsh and property owned by Unocal (Chevron Services Co.)
Project Summary: Reconnect the Puget Sound with the Edmonds Marsh restoring the natural tidal exchange. This
project will impact the existing Marina Beach Park and its proposed renovation including daylighting of Willow
Creek within the park. That project is identified and detailed a separate capital improvement project (PRK 2).
Project Justification: This project will fulfill the 2016 PROS plan goals and support Governor's Inslee's capital
budget for salmon recovery, culvert removal, water quality and water supply projects to expand and improve
salmon habitat. The marsh estuary restoration project will allow for and provide a natural tidal exchange, allow
Chinook salmon to again migrate into Willow Creek, support migratory birds and waterfowl, provide a natural
redistribution of saltwater -freshwater flora and fauna and address sea level rise impacts. In addition, it will
promote recreational tourism at both Marina Beach and the Marsh for all generations to enjoy, learn about, and
utilize as a wildlife sanctuary in an urban environment. The project has a stormwater component which will
require removal of tidal gates and a 1,600 pipe that was placed in the early 1960's as a connection between the
Puget Sound and the Edmonds Marsh.
Estimated Cost: TBD
Page 12
Packet Pg. 425
9.3.b
Land Acquisition
Planning & Design
Construction
Total Expenses
Real Estate Excise Tax II - Fund 125
Real Estate Excise Tax I — Fund 126
Fund 332 Balance + Park Impact Fee's
Bond Proceeds
Secured Grants
Tree Fund 143 — Land Acquisition
Park Donations
Operating Contribution — General Fund
Stormwater — Fund 422
Total Revenue
Unsecured Funding
Project Accounting #M070
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Page 13
Packet Pg. 426
9.3.b
Parks, Recreation & Cultural Services
PRK 8: Community Park & Athletic Complex Phase II (CFP Only)
23200 100`h Ave. W — Former Woodway High School
Project Summary: Two projects - Phase I lighting, Phase II renovation of existing underdeveloped athletic field
Project Justification: By adding lighting to the newly renovated Phase I year-round field, usage of the multi -use
facility would significantly increase. Phase II would renovate a currently poorly maintained and underutilized large
athletic field to provide community significantly more multi -sport use of an existing facility. This Athletic Complex
serves a densely populated area of more than 150,000 residents within 5-mile radius. Future maintenance costs
offset by user fees. Phase I was completed in 2015 for $4.2M, Phase II estimated at $6-8M.
Estimated Cost: $6-8M
2022 2023 2024
2025 2026 2027 Total
TotalConstruction
-------
Real Estate Excise Tax 11 - '125Bond
-------
Proceeds
Total
Unsecured Funding
-------
$6-8 M
Page 14
Packet Pg. 427
9.3.b
Parks, Recreation & Cultural Services
PRK 9: Parks & Facilities Maintenance Building (CFP Only)
600 3rd Avenue South — City Park
Project Summary: The 40+ year old maintenance building in City Park is reaching the end of its useful life and
needs major renovation or replacement and is currently too small to accommodate staff and needed work areas.
Project Justification: Parks and Facilities Divisions have long outgrown this existing facility and need additional
work areas and fixed equipment in order to more efficiently maintain City parks and Capital facilities.
Estimated Cost: $3 — 4M
Planning & Design
Construction
Total Expenses
Real Estate Excise Tax II - Fund 125
Park Impact Fees— Fund 332-100
Bond Proceeds
Operating Contribution — General Fund
Park Donations
Total Revenue
Unsecured Funding
I M
Page 15
Packet Pg. 428
9.3.b
Parks, Recreation & Cultural Services
PRK A: Citywide Park Improvements / Capital Replacement Program
Project Summary: The City of Edmonds owns, operates, and maintains 47 parks and open spaces consisting of
more than 230 acres and including a mile of Puget Sound beach and shoreline. Funding allocation for major
maintenance, replacements and small capital projects for the city-wide parks and recreation amenities including
paved and soft -surface trails, bridges, playgrounds, sports courts, athletic fields, skate park, Yost pool, restrooms,
pavilion, picnic shelters, fishing pier, lawn areas, parking lots, fencing, lighting, flower poles, monument and
interpretative signage and related infrastructure.
Project Justification: Insufficiently maintained parks and related assets lead to higher deferred maintenance costs,
increased city liability and decreased level of service and community satisfaction. The 2016 PROS Plan Goal #7 is
to provide a high quality and efficient level of maintenance for all parks and related public assets in Edmonds.
Estimated Cost: $2,405,000 (6-year total)
i
Repair & Maintenance
1 $105,000 $400,000 $400,000 $400,000
$400,000 $400,000 $2,105,000
Professional Services
$50,000
$50,000
$50,000
$50,000
$50,000
$50,000
$300,000
Total Expenses
$155,000 $450,000
$450,000
$450,000
$450,000 $450,000
$2,405,000
Real Estate Excise Tax II - Fund 125
$155000 $450,000
$450,000
$450,000
$450,000 $450,000
$2,405,000
Total Revenue
Unsecured Funding
$155,000 $450,000 $450,000 1 $450,000
1 $450,000 $450,000 $2,405,000
$0
Page 16
Packet Pg. 429
9.3.b
Parks, Recreation & Cultural Services
PRK B: Beautification Program
Project Summary: Beautification to include flower plantings, irrigation and mulch in multiple areas throughout
town for example: outdoor plazas, corner parks, the library, Frances Anderson Center, streetscapes, gateways
and hanging flower baskets.
Project Justification: Improve beautification and provide comprehensive adopted plan for beautification and
trees. This program is highly supported by volunteers in the community. Baskets and corner parks are sponsored
resulting in about $19,000 of contributions a year in additional funding.
Estimated Cost: $21,000 per year / $126,000 (6-year total)
Page 17
Packet Pg. 430
9.3.b
Parks, Recreation & Cultural Services
PRK C: Park and Open Space Acquisition Program
Project Summary: Acquisition of land when feasible that will benefit citizens and support the priorities identified
in the PROS plan. $700,000 is currently reserved for park land and open space acquisition. These funds were
accumulated in 2019, 2020 and 2021. There is no request to purchase a specific property at this time.
Project Justification: There are large areas of Edmonds where the Parks, open space and recreation facilities level
of service is below adopted standards; particularly on the Hwy 99 corridor. This is a priority in the PROS plan.
Estimated Cost: TBD, funds accumulated in preparation for land acquisition opportunities total $3,094,000 over
6 years.
Land — Park Facilities
Total Expenses
Real Estate Excise Tax I - Fund 126
$900,000 $200,000 $200,000 $200,000 $200,000 $200,000
$1,900,000
Tree Fund 143 - land acquisition
$199,000 $199,000 $199,000 $199,000 $199,000 $199,000
$1,194,000
Total Revenue $1,099,000 $399,000 1 $399,000 1 $399,000 1 $399,000 1 $399,000) 1
Unsecured Funding � I
$3,094,000
Page 18
Packet Pg. 431
9.3.b
CIP/CFP COMPARISON 2021-2022
Fund Project Name CFP Description
New Projects Added
125
Playground Upgrade Program
Annual upgrades of playground equipment and fall surfacing to provide additional
inclusive playgrounds / facilities providing access for children of all ages and abilities.
125
Yost Pool Repair
Regular Maintenance to re -plaster the pool to replace and repair the failing plaster. Pool
will be forced to close without repair.
Projects Removed
125 Greenhouse Replacement 2021 Project
Projects Changed
125
4th Avenue Cultural Corridor
Postponed until 2025
125
Waterfront Walkway Completion
Moved to fund 125
125
Civic Center Playfield
X
Utilizing $2M from REET and not the General Fund
125
Citywide Park Improvements / Capital Replacement Program
Increase in funding 2023-2027
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Page 19 Packet Pg. 432
9.3.c
Capital Facilities Plan (CFP) &
Capital Improvement Plan (CIP)
City Council — October 26, 2021
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9.3.c
CFP & CIP Format Changes
Combined CFP & CIP Document
Packet Pg. 434
9.3.c
CFP & CIP Format Changes
Public Works & Utilities Department
TRANSPORTATION &
UTILITY PROJECTS "°°
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Public Works & Utilities Department
TRANSPORTATION &
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Projects
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Packet Pg. 435
9.3.c
CFP & CIP Format Changes
rCapital
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Project List
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2022
2023
2024
2025
2026
2027
TOTAL
(20 7)
Preservation / Maintenance Proiects
PWT-01
Nnnual Street Preservation Program
76
$1,500,000
$1,500,000
$1,500,000
$1,386,000
$1,650,000
$1,650,OOC
$9,186,OOC
$24,750,00
PWT-02
34th Ave. W Overlay from 220th St. SW to 212th St. SW
84
$5,780
$0
$0
$0
$
$
$5,78
$
PWT-03
76th Ave. W Overlay from 196th St. SW to Olympic View Dr.
78
$1,663,723
$0
$0
$0
$
$
$1,663,72
$
PWT-04
Main St. Overlay from 6th Ave. to 9th Ave.
$0
$157,000
$780,000
$0
$
$
$937,00
$
PWT-05
-Puget Dr. @ OVD Signal Upgrades
$0
$0
$0
$80,0001
$450,00
$
$530,00
$
PWT-06
i nal Upgrades - 100th Ave 238th St. SW
$0
$0
$0
$150,0001
$700,00
$
$850,00
$
PWT-07
Main St. 3rd Signal Upgrades
$0
$0
$0
$0
$100,00
$350,00
$450,00
$
Safety/ Capacity Analysis
PWT-08 X 28th St. SW from Hwy 99 to 95th PI. W Corridor
PWT-09 X lHwy 99 Revitalization & Gateway Project - Stage 2
PWT-10 X lHwv 99 Revitalization & Gatewav Proiect - Staoe 3
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9.3.c
CFP & CIP Format Changes
New Project Sheets
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Parks, Recreation & Cultural Services
PRK lCivic Center Playfielcl
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9.3.c
Public Works & Utilities —Transportation
2022 Preservation Projects
2022 Pavement Preservation Program DP#76($1.5M)
• 6 Lane Miles
• 10 New ADA Ramps
76th Ave Overlay DP#78($1.6M)
• 1961h St to Olympic View Dr
• City of Lynnwood
• 2.8 Lane Miles (1.4 in Edmonds)
• 15 New ADA Ramps (10 in Edmonds)
84th Ave Overlay Project Close-out DP#84($5k)
Packet Pg. 438
9.3.c
Public Works & Utilities —Transportation
2022 Safety &Capacity Projects
• Hwy 99 Revitalization/Gateway DP#80($7.6M)
• Hwy 99 2441"St-238t"St Stage 3 DP#81($640K)
• Hwy 99 224t"St-220t"St Stage 4 DP#82($400K)
• 76t" Ave/2201" St Intersection DP#83($276K)
• SR-104 Adaptive System DP#86 ($150K)
• Traffic Signal Upgrades DP#88($30K)
• Guardrail Program DP#95($20K)
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9.3.c
Public Works & Utilities —Transportation
2022 Active Transportation Projects & Planning
• Citywide Bicycle Improvements DP#79($1.5M)
• Citywide Pedestrian Improvement DP#85($10K)
• Pedestrian Safety Program DP#87($20K)
• Design Assistance for Concrete Crews DP#89($20k)
• Elm Way Walkway DP#93($901K)
• Traffic Calming Program DP#94($33K)
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9.3.c
Public Works & Utilities — Utilities
2022 Water Utility
• 2023 Replacement Program DP#46($486K)
• Yost & Seaview Reservoir Assessment DP#47($505K)
• Waterline Overlays DP#49($175K)
• 2022 Replacement Program DP#50($2.1M)
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9.3.c
Public Works & Utilities — Utilities
2022 Stormwater Utility
• 2023 Replacement Program DP#52($312K)
• Lake Ballinger Regional Facility DP#54($300K)
• Edmonds Marsh Water Quality Impr DP#55($190K)
• Stormwater Overlays DP#57($60K)
• 2022 Replacement Program DP#58($1.45M)
• Perrinville Creek Basin Projects
• Lower Perrinville Creek Restoration DP#53($550K)
• Seaview Park Infiltration Ph 2 DP#59($555K)
• Perrinville Creek Flow Mgmt DP#60($121K)
• Green Street & Rain Gardens DP#61($400K)
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9.3.c
Public Works & Utilities — Utilities
2022 Sewer Utility
• 2023 Replacement Program DP#62($336K)
• Cured in -place pipe rehabilitation DP#63($482K)
• Sewerline Overlays DP#64($60K)
• 2022 Replacement Program DP#65($1.6M)
2022 WWTP
• Carbon Recovery Project DP#67($1.16M)
Packet Pg. 443
9.3.c
Public Works & Utilities — Facilities
• Boys &Girls Club
• Cemetery Building
• Historic Museum
• Library
• City Hall • Meadowdale Club House
• Fishing Pier • Old Public Works
• Frances Anderson Center • Parks Maintenance Bldg
• Fire Station 16
• Fire Station 17
• Fire Station 20
• Historic Log Cabin
• Public Safety
• Public Works O&M
• Wade James Theater
• Yost Pool House
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9.3.c
CIP/CFP Schedule
July
• City staff begins development of capital budgets
August/September
• Submit proposed Capital budget to Finance
• Prepare draft UP and CIP
October
• Planning Board (October 13tn)
• City Council Presentation (October 26tn)
• Planning Board Public Hearing (October 27tn)
November/December
• City Council Public Hearing (November 15t)
• Adopt CFP into the Comprehensive Plan (December 141n)
Packet Pg. 445
9.3.c
Questions
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9.3.d
Parks 2022-2027 CIP / UP
Complete 2022 Parks, Recreation &
Open Space (PROS) Plan Update
Complete Civic Park Redevelopment
Deferred Maintenance/Capital
QQplacement Program
-epare for Future Large Projects
Land Acquisition
Marsh Restoration
Marina Beach Park
PROS Plan Priorities
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Parks, Recreation & Cultural Services
Planning Timeline 2021
1st QTR
2nd QTR
Parks Capital Projects/Contracted Work
JAN FEB I MAR
APR MAYJ JUN
Civic Park Complex
cc
Yost Park - Civic Water Mitigation (2022)
Waterfront Redevelopment
X
Fishing Pier Repair
X
Olympic Beach Pathway
Olympic Beach Parking Lot
Gateway Sign Installation
Haines Wharf Slide Repairs
New Property Clean-up/Securing
Greenhouse Replacement
Cemetery Columbarium
Veteran's Kiosk Removal
Brackett's North Restroom Refurb
Park Maintenance/Major Maintenance
Yost Park Bridges Repair
Waterfront Redevelopment Signage
X
Museum Art Panel Installation
X
Hiring Staff (8)
X
Brackett's Landing North - Anchor Removal
X
City Park Pedestrian Safety Project
Veteran's Plaza Sculpture
Yost Pool Startup/Maintenance
X
Spray Pad Startup/Maintenance
Portico Panel Installation
X
Brackett's North Entrance Gate Refurb
Flower Basket / Corner Park Planting
Veterans Plaza Flag Pole Sleeve Install
Flower Pole Order / Replace (5)
Library Bookdrop Removal
Dayton Street Project Landscaping
Holiday Light Installation
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2016 Parks, Recreation & Open Space Plan (PROS) Goals Q
• Collaborative efforts to meet recreation and cultural needs o
• Interconnected park system that includes cultural identity and natural environm c
• Preserve and expand shoreline r-
• Natural resource land for habitat conservation, recreation & environmental edul - ° gn
• Promote a healthy, active and engaged community through recreation =
• Provide an engaged and vibrant community through arts and cultural opportuni U
• High quality maintenance of parks and related amenities a`
2022 Parks, Recreation & Open Space Plan (PROS)
• Adoption February 2022
• Recommended CIP/CFP
• City Comp Plan — reference
•
Parks Project List
• Deferred maintenance
• Small capital projects
• Nearly 30 projects
Grant Funding eligibility
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9.3.d
2022-2027 Parks CIP/CFP Project Distribution
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PRK-03 PRK-01
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PRK-05
PRK-07 •
PRK-02 •
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9.3.d
Parks 2021-2027 CIP - New Format
2022 - 2027 SIX -YEAR PARKS CAPITAL IMPROVEMENT PROGRAM
CIP #
PROJECT
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9 CIP/CFP Projects '~
Civic Center Playfield
X
PRK 1
Redevelopment of 8-acre park consistent with Master Plan adopted in 2017;
inclusive playground, improve
add restrooms, walkingtrack, landscaping,$
9,755,742
-
$ -
$ -
$ -
$ -
$ 9,7SS,742
field and lighting, skate park, petanque grove, tennisand multi sportscourts.
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4 CIP Programs
anna eac arImprovements y
Redevelop the park consistent with the Master Plan adopted in 2015; L
X PRK 2 Parking lot reconfiguration, overlooks, lawn areas, permanent restrooms, $ - - $ 1,750,000 $ 1,500,000 $ 2,750,000 $ - $ 6,000,000 d
upgrade playarea, improve ADA Accessibility, add bridges over new 2022 Projects =Decision Packa es
alignment of Willow Creek n
4th Avenue Cultural Corridor
Prioritized in the 2014 Community Cultural Plan and State certified Creative
PRK 3
District. Improvements encourage pedestrian traffic and provide visual
$ -
-
$ -
$ 1,000,000
$ 1,000,000
$ 6,000,000
$ 8,000,000
connection between ECA and downtown contributing to economic vitality.
Playground Upgrade Program
Annual upgrades of playground equipment and fall surfacingto provide
PRK 4
additional inclusive playgrounds/facilities providing accessfor children of all
$ 175,000
175,000
$ 175,000
$ 175,000
$ 175,000
$ 175,000
$ 1,050,000
ages and abilities.
Yost Pool Repair
Regular maintenance to re -plaster the pool to replace and repair failing
PRK 5
plaster. Pool will be forced to close without repair.
$ 175,000
-
$ -
$ -
$ -
$ -
$ 175,000
Waterfront Walkway Completion
Connecting the waterfront walkway from Brackett's Landing North to Marina
PRK 6
Beach Park by adding missing section in front of the Ebb Tide Condominiums,
$ -
-
$ 500,000
$ 750,000
$ -
$ -
$ 1,250,000
to provide ADA improvements.
Edmonds Marsh Estuary Restoration (Willow Creek Daylighting)
X
PRK 7
Restoration of the Marsh to reconnect the Puget Sound within the Edmonds
$
$
$
$
$
$
Marsh and two fresh water creeks to provide fresh water / salt water estuary
and natural tidal exchange.
Packet Pg. 451
9.3.d
Parks 2021-2027 CIP - New Format
2022 -2027 SIX -YEAR PARKS CAPITAL IMPROVEMENT PROGRAM
CFP
#
PROJECT
2022
2023
2024
202S
2026
2027
6-Year Total
Community Park & Athletic Complex -Phase II
X
PRK 8
In cooperation with the Edmonds School District, complete a community park
$ -
$ -
$ -
$ -
$ -
$ -
$ -
and athletic complex at Former Woodway High School to include lighting and
construction of two additional fields.
Parks & Facilities Maintenance and Operations Building
X
PRK 9
Replace and/or renovate deteriorating building in City Park. Project in
$ _
$ _
$ _
$ _
$ _
$ _
$ _
conceptual phase.
(A) SUBTOTAL PARKS CIP/CFP PROJECTS
$ 10,107,764
$ 177,023
$ 2,427,024
$ 3,427,025
$ 3,927,026
$ 6,177,027
$ 26,230,742
PARKS CIP PROGRAMS
Citywide Park Improvements / Capital Replacement Program
PRKA
This ongoing program allocates funds for the regular maintenance, repair and
$ 155,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 2,405,000
replacement of parks amenities, structures and equipment.
Beautification Program
This ongoing program allocates funds to support beautification. Specifically
PRK B
flower plantings, irrigation and mulch in areas such as corner parks, landscape
$ 21,000
$ 21,000
$ 21,000
$ 21,000
$ 21,000
$ 21,000
$ 126,000
beds, streetscapes and gateways as well as flower baskets.
Park and Open Space Acquisition Program
PRK C
To acquire land for future parks and open spaces as opportunities become
$ 1,099,000
$ 399,000
$ 399,000
$ 399,000
$ 399,000
$ 399,000
$ 3,094,000
available.
Debt Service and Interfund Transfers
PRK D
Debt service on Civic Park $1.61M bond (2021) and Interfund transfersto
$ 193,832
$ 123,000
$ 148,000
$ 173,000
$ 198,000
$ 198,000
$ 1,033,832
Engineering for Capital Project Support.
(B)SUBTOTAL- PARKS CIP PROGRAMS
$ 1,468,832
$ 993,000
1 $ 1,018,000
1 $ 1,043,0001
$ 1,069,000
1 $ 1,069,000
1 $ 6,658,832
(C)TOTAL PARKS CIP/CFP EXPENDITURES(A+B)
$ 11,576,596
$ 1,170,023
1 $ 3,445,024
1 $ 4,470,025
1 $ 4,995,026
1 $ 7,245,027
$ 32,889,574
4 CIP Programs
Packet Pg. 452
9.3.d
Parks 2021-2027 CIP - New Format
2022 - 2027 SIX -YEAR PARKS CAPITAL IMPROVEMENT PROGRAM
PARKS CIP REVENUE
2022
2023
2024
202S
2026
2027
6-Year Total
Real Estate Excise Tax (REET) I - Fund 126
$ 900,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 1,900,000
Real Estate Excise Tax (REET) II - Fund 125
$ 3,500,000
$ 1,500,000
$ 1,500,000
$ 1,500,000
$ 1,500,000
$ 1,500,000
$ 11,000,000
Park Impact Fees -Fund 332-100
$ 874,575
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 3,124,575
Tree Fund 143-Land Acquisition
$ 199,000
$ 199,000
$ 199,000
$ 199,000
$ 199,000
$ 199,000
$ 1,194,000
Operating Contribution - GeneralFund
$ -
$ -
$ -
$ -
$ -
$ -
$ -
Investment Interest (3%)
$ 78,110
$ 39,793
$ 50,797
$ 31,381
$ 25,632
$ (539)
$ 225,173
Donations
$ 142,000
$ -
$ -
$ -
$ -
$ -
$ 142,000
Bond Proceeds
$ -
$
$
$
$
$
$ -
Secured Grants
$ 2,728,000
$ -
$ -
$ 1,000,000
$ -
$ -
$ 3,728,000
Unsecured Grants
$ -
$ -
$ -
$ 1,000,000
$ 1,600,000
$ 6,000,000
$ 8,600,000
(D) TOTAL PARKS CIP REVENUE
$ 8,421,68S
$ 2,388,793
$ 2,399,797
$ 4,390,381
$ 3,974,632
$ 8,348,461
$ 29,913,748
i6-Year Overview 2022 1 2023 1 2024 1 2025 1 2026 1 2027 1 6-Year Total
Beginning Fund Balance (Accts 332 + 332-100) $ 4,554,645 $ 1,399,734 $ 2,618,504 $ 1,573,276 $ 1,483,632 $ 463,238 $ 12,093,029
Revenue $ 8,421,685 $ 2,388,793 $ 2,399,797 $ 4,380,381 $ 3,974,632 $ 8,348,461 $ 29,913,748
Expenditures $ 11,576,596 $ 1,170,023 $ 3,445,024 $ 4,470,025 $ 4,995,026 $ 7,245,027 $ 32,901,721
(37%i
(29%)
Packet Pg. 453
9.3.d
K
PRK 1: Civic Center Playfield
i
Planning & Design
Construction
$9,755,742
Total Expenses
$9,755,742
Real Estate Excise Tax II - Fund 125
$2,898,672
Park Impact Fee's - Fund 332-100
$1,352,620
Bond Proceeds
$1,634,450
Federal Grant (LWCF)
$500,000
RCO State Grants
$850,000
Snohomish County Grants
$450,000
Verdant Grant
$170,000
Hazel Miller Foundation Grant
$1,500,000
State Appropriation / DOC Grant
$258,000
Park Donations
$142,000
F
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Total Revenue
Unsecured Funding
$9,755,742
$0
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9.3.d
PRK 2: Marina Beach Park Improvements
se
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o, Total 6-year Cost Estimate: $61VII
• Renovation to better serve community
• ADA Improvements
• Daylighting Willow Creek
Planning & Design
2022
20231
$600,000
125
2026
2027
Construction
$1,150,000
$1,500,000
$2,750,000
Total Expenses
$1,750,000
$1,500,000
$2,750,000
Real Estate Excise Tax II - Fund 125
$750,000
$1,000,000
Fund 332 Balance + Park Impact Fees
$1,000,000
$500,000
$1,150,000
Secured Grants
$1,000,000
Total Revenue
Unsecured Funding
$1,750,000
$1,500,000
$2,150,000
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Packet Pg. 455
9.3.d
PRK 3: 41hAvenue Cultural Corridor
Planning & Design
,,
2025
$800,000
2026
2027
Construction
$200,000
$1,000,000
$6,000,01
Total Expenses
$1,000,000
$1,000,000
$6,000,01
Real Estate Excise Tax II - Fund 125
Park Impact Fees - Fund 332-100
Operating contribution — general fund
Secured Grants
Total Revenue
Unsecured Funding
$0
$1,000,000
$0
$1,000,000
$6,000,0�
• Total 6-year Cost Estimate: $8M
• Priority in State -Certified Creative District
• Priority in 2014 Community Cultural Plan
• No funding source currently identified
Packet Pg. 456
9.3.d
PRK 4: Playground Upgrade Program
is
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The Sierra Park Playground
5 —12 year olds
Planning & Design
Construction
$175,000
$175,000
$175,000
$175,000
$175,000
$175,00(
Total Expenses
$175,000
$175,000
$175,000
$175,000
$175,000
$175,00(
Real Estate Excise Tax II - Fund 125
$175,000
$175,000
$175,000
$175,000
$175,000
$175,00(
Fund 332 Balance + Park Impact Fees
Secured Grants
Total Revenue
Unsecured Funding
$175,000
$0
$175,000
$175,000
$175,000
$175,000
$175,00(
• Total 6-year Cost Estimate: $1,050,000
• Upgrade playgrounds to be inclusive
• Goal is one per year
• Some playgrounds 35+ years old
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Packet Pg. 457
9.3.d
PRK 5: Yost Pool Repair
Planning & Design
,.
2025
2026
2027
Construction
$175,000
Total Expenses
$175,000
Real Estate Excise Tax II - Fund 125
$175,000
Fund 332 Balance + Park Impact Fee's
Secured Grants
Total Revenue
Unsecured Funding
$175,000
$0
• Re -plaster Yost Pool
• Routine Maintenance/10 years
• Necessary to continue operating the pool
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Packet Pg. 458
9.3.d
PRK 6: Waterfront Walkway Completion - Ebb Tide
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$125,000
1
1
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Construction
$375,000
$750,000
Total Expenses
$500,000
$750,000
Real Estate Excise Tax II - Fund 125
$500,000
$750,000
Park Impact Fee's - Fund 332-100
Operating contribution —general fund
Secured Grants
Total Revenue
Unsecured Funding
$500,000
1
$750,000
1
• Total 6-year Cost Estimate: $1,250,000
• Improve safety mobility challenges or strollers
• Shoreline Permit approved
• Easement currently under legal review
Packet Pg. 459
9.3.d
PRK 7: Edmonds Marsh Estuary Restoration
Land Acquisition
Planning & Design
Construction
Total Expenses
Real Estate Excise Tax II - Fund 125
Real Estate Excise Tax I — Fund 126
Fund 332 Balance + Park Impact Fees
Bond Proceeds
Secured Grants
Tree Fund 143 — Land Acquisition
Park Donations
Operating Contribution — General Fund
Stormwater— Fund 422
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Total Revenue
Unsecured Funding
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9.3.d
PRK 8: Community Park & Ath
Phase 1
Phase 2 LI
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2022
20231
125
2026
2027
Total Expenses
Real Estate Excise Tax II - Fund 125
Park Impact Fee's — Fund 332-100
Bond Proceeds
Total Revenue
Unsecured Funding
$6-8
• Former Woodway High School site
1
• In partnership with the Edmond School District
• Phase I — lighting to significantly expand usage
• Phase 2 - on hold
Packet Pg. 461
9.3.d
PRK 9: Parks & Facilities Maintenance Building (CFP Only)
Planning & Design
Construction
Total Expenses
Real Estate Excise Tax II - Fund 125
Park Impact Fee's— Fund 332-100
Bond Proceeds
Operating Contribution —General Fund
Park Donations
Total Revenue
Unsecured Funding
• Current building 40+ years old
• Long-term planning purposes only, must secure funding
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9.3.d
PRK A: Citywide Park Improvements/Capital Replacement Progra
• Total 6-year Cost Estimate: $2,405,000
• Significant maintenance backlog throughout park system
• Prioritization driven by community input through PROS plan and safety
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9.3.d
.Q
PARKS, RECREATION AND CULTURAL SERVIC].
N
O
N
N
N
PRK B: Beautification Program
N
a
Total 6-year Cost Estimate: $126,000
Flower plantings, irrigation and mulch Y
Outdoor plazas, corner parks, streetscapes, gateways, flower baskets, etc a
$19,000 per year in sponsorship revenue
E
v
El
Packet Pg. 464
9.3.d
PRK C: Park and Open Space Acquisition Program
7 A, ,
• Total 6-year Cost Estimate: TBD based on opportunities that arise
• Property supports PROS Plans priorities
• $3,094,000 accumulated by 2027 ($700,000 from prior years)
Packet Pg. 465
10.1
City Council Agenda Item
Meeting Date: 10/26/2021
Outside Boards and Committee Reports
Staff Lead: Council
Department: City Council
Preparer: Maureen Judge
Background/History
Outside Boards and Committee Reports will be added to the end of the Council meeting packet for the
last meeting of the month.
Staff Recommendation
N/A
Narrative
The Council is asked to review the attached committee reports/minutes from Councilmembers Fraley-
Monillas and Olson.
Attachments:
Port of ED MINUTES-9-13-21
pfd-boa rd-meeting-minutes-08-26-2021
Packet Pg. 466
10.1.a
PORT
OF
E D M 0 N D S
PORT COMMISSION OF THE PORT OF EDMONDS
MINUTES OF REGULAR MEETING
(Via Zoom)
September 13, 2021
COMMISSIONERS PRESENT
STAFF PRESENT
Angela Harris, President
Bob McChesney, Executive Director
David Preston, Vice President
Brandon Baker, Marina Manager
Steve Johnston, Secretary
Tina Drennan, Finance Manager
Bruce Faires
Jim Orvis
OTHERS PRESENT
Vivian Olson, Edmonds City Council
Bradford Cattle, Port Attorney
CALL TO ORDER
President Harris called the meeting to order at 7:00 p.m.
PLEDGE OF ALLEGIANCE
All those in attendance participated in the Pledge of Allegiance to the American Flag.
CONSENT AGENDA
COMMISSIONER FAIRES MOVED THAT THE CONSENT AGENDA BE APPROVED TO INCLUDE
THE FOLLOWING ITEMS:
A. APPROVAL OF AGENDA
B. APPROVAL OF AUGUST 30, 2021 MEETING MINUTES, AS MODIFIED.
C. APPROVAL OF PAYMENTS IN THE AMOUNT OF $587,972.54
COMMISSIONER ORVIS SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY.
PUBLIC COMMENTS
There were no public comments.
REDISTRICTING PROPOSAL
Ms. Drennan explained that governments are required to review their voting district populations every 10 years after
the census is complete. If there is a significant deviation from the ideal (equal populations in every district),
governments need to redistrict the deviation to less than 1%. Port staff has been working on the redistricting project
since May, but the redistricting information has been delayed as the federal government was late in releasing the
census information due to COVID and some statistical anomalies.
Packet Pg. 467
10.1.a
Ms. Drennan advised that staff began by getting a few quotes for redistricting services from companies that use
computerized systems to perform the redistricting process so the Port doesn't have to do the work manually. The Port
received a quote from FLO Analytics for a flat rate of $8,000 and another quote from Sammamish Data Systems for
$300 for Stage 1, $300 for Stage 2, and $300 for each additional redistricting option. The Port has chosen to work
with Sammamish Data Systems, the same company the Port used the last time it did redistricting.
Ms. Drennan advised that the federal government released data in the middle of August, and the Port authorized
Sammamish Data Systems to proceed with Stage 1. Stage 1 was to review the districts, determine the total population
of the Port District and the population of each of the three Port Districts, and calculate the deviation from the ideal.
She reviewed that the Port has five Commissioners, but two are at -large positions that encompass the entire Port
District. The at -large positions will not be impacted by redistricting. The Port District population grew to 19,944,
which is an increase of 1,685 residents. The growth primarily occurred in District 2, and the deviation from equal is
between 4% and 5%.
Ms. Drennan referred to Page 5 of the Staff Report, which is a map showing the current district boundaries. She also
referred to the District Summary Report as of August 27th on Page 6 of the Staff Report, which shows that the current
population of District 1 is 6,559, District 2 is 6,962 and District 3 is 6,423. The ideal population for each of the
districts would be 6,648. Page 7 provides a summary of the population by race and Hispanic origin. Each of the
districts are relatively small, and there are not any existing communities of related and mutual interest that cannot be
split. She summarized that District is -1.34% from the ideal, District 2 is 4.72%, and District 3 is-3.38%. Again, she
said the goal is to get the population in each of the districts closer to 6,648.
Ms. Drennan advised that Sammamish Data Systems has recommended the Port proceed to Stage 2 to reduce the
deviation. Port staff forwarded the physical addresses of the District 1 and District 2 Commissioners and the sole
applicant for District 3 to Sammamish Data Systems. Revised Code of Washington (RCW) 29a.76.010 (Counties,
Municipal Corporations and Special Purpose Districts) requires that the districts be "as nearly equal in population as
possible to each and every other such district..., as compact as possible..., consist of a geographically contiguous
area..., not be used to favor or disfavor any racial group orpolitical party..., coincide with existing recognized natural
boundaries..., and preserve existing communities of related and mutual interest. "
Ms. Drennan advised that the proposal on Page 9 of the Staff Report meets the requirements of RCW 29a.76.010 and
does not redistrict any Commissioner out of his/her district. Two precincts were split, and the proposed changes occur
where all three districts meet. A portion of District 1 is changed to District 3, a portion of District 2 is changed to
District 1, and a portion of District 3 is changed to District 1. Page 11 of the Staff Report shows the proposed districts
by precinct, and Page 12 shows the proposed district summary report as of August 30, 2021. Page 13 shows the
proposed summary of population by race and Hispanic origin, and Page 16 shows a close up of the proposed district
boundaries by street.
Port Attorney Cattle clarified that the proposal before the Commission is a suggestion pending public comment during
the public comment period at this meeting, as well as a public hearing at a future meeting. The Commission will not
make a decision until after the public hearing.
Commissioner Orvis voiced concern that District 2 primarily encompasses the downtown bowl and doesn't extend
further up the hill. Commissioner Faires asked if the districts must be contiguous. Ms. Drennan answered
affirmatively.
Commissioner Harris commented that she isn't clear about Commissioner Orvis' concern. While District 2 is smaller
in area, it has a denser population. Commissioner Johnston observed that the adjustment would be fairly minor. Ms.
Drennan cautioned that the larger the adjustment, the more scrutiny it will get from the public. Commissioner Johnston
pointed out that because everyone in the Port District votes for all the positions, there isn't any proprietary interest in
being in one district over another. Ms. Drennan said the only time the district actually matters is during a primary
election if there are three or more candidates.
MINUTES OF REGULAR MEETING
Port Commission
September 13, 2021 Page 2
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10.1.a
Commissioner Preston agreed that the proposed change is minor. Commissioner Johnston reminded them that the
public would have an opportunity to comment during the public hearing. He said he doesn't see a problem with the
proposal, but he agreed some questions might come up that the Port will need to be ready to answer.
Ms. Drennan said the Commission has two options. They can authorize staff to proceed to establish the metes and
bounds for the proposal and then conduct a public hearing, or they can ask staff to request that Sammamish Data
Systems prepare another option for the Commission's consideration. Every adjustment would cost another $300, and
the redistricting process must be completed by November 2022.
Given the constraints, Commissioner Faires suggested the Commission authorize staff to proceed with the proposal
as currently presented in the Staff Report. After discussing several different options for changing the boundaries, the
remaining Commissioners agreed that the current proposal is the best option.
COMMISSIONER ORVIS MOVED THE COMIMSSION ACCEPT THE PROPOSED REDISTRICTING
AND AUTHORIZE STAFF TO PROCEED WITH OBTAINING THE METES AND BOUNDS LEGAL
DESCRIPTION AND SCHEDULING A PUBLIC HEARING. COMMISSIONER JOHNSTON SECONDED
THE MOTION, WHICH CARRIED UNANIMOUSLY.
CITY OF EDMONDS REPORT
Council Member Olson announced that the Waterfront Center made a great presentation to the City Council that can
be viewed online. They are just $1.5 million away from full success on this capital project. This is impressive
considering the total fundraising goal. They are still looking for donations and membership.
Council Member Olson reported that the City Council is in the process of allocating the non-profit awards from the
American Rescue Plan funds, but final approval on the larger projects is still pending. In addition, the request for
applications has been published for businesses that want to apply for grants based on need.
Council Member Olson announced that the City Council will begin working on the 2022 Budget in the near future,
and she is currently seeking input on budget priorities. The first three of six townhall events are scheduled for
September 18' in various locations around the City (Pine Ridge Park, Amphitheater at the Frances Anderson Center,
and Mathay-Ballinger Park). The events have been announced via press releases in local media. She invited the
Commissioners to attend and to encourage members of the community to participate, as well. All of the events will
be outdoors to be COVID safe, but they will be rescheduled in the case of heavy rain.
EXECUTIVE DIRECTOR'S REPORT
Mr. McChesney announced that 60% design review for the North Portwalk and Seawall Reconstruction Project has
been completed. There have been some coordination issues between all the design consultants (geotechnical, civil,
structural, architectural, electrical and plumbing), but the plans are coming together nicely in anticipation of submitting
the Joint Aquatic Resource Permit Application (JARPA) application to the Army Corps of Engineers. Landau
Associates is currently preparing the State Environmental Policy Act (SEPA) Checklist in preparation for the
Shoreline Permit with the City of Edmonds. The project is currently on schedule, but the timeline for the JARPA
permit is unknown and could take up to two years.
Mr. McChesney reported that staff met with the architect for the new Administration Building (Jackson Main) and the
Leadership in Engineering and Environmental Design (LEED) consultant (RWDI Consulting). He referred to the
scoresheet, noting that the project is on track to meet the requirements for LEED Silver Certification (52 points), and
it appears that LEED Gold Certification is achievable at a modest incremental cost. A total of 60 points are needed
for gold certification, but the consultant is recommending 62 points to have an extra margin for discussion during the
formal LEED review. A Building Permit application for the project will be submitted to the City of Edmonds on
October Pt, and he anticipates that City staff will process the application as quickly as possible. The hope is that the
Building Permit will be issued in November or early December. The goal is to put the project out to bid the first part
of 2022 and start construction in February or March.
Mr. McChesney announced that the Harbor Square paving project was completed last week on time and on budget.
MINUTES OF REGULAR MEETING
Port Commission
September 13, 2021 Page 3
Packet Pg. 469
10.1.a
COMMISSIONER'S COMMENTS AND COMMITTEE REPORTS
Commissioner Faires announced that he would attend the September 15' meeting of the Edmonds Economic
Development Commission (EDC) as a Port representative.
Commissioner Faires observed that the paving work that was done the past week at Harbor Square included
improvements to the subgrade, which is a great improvement over the previous surface.
Commissioner Johnston said he also attended the LEED progress meeting on September 101 for the new
administration building, and he was very impressed with the consultant's presentation. They provided a lot of
information and were very responsive, and he walked away feeling good about the Port's chances of advancing the
project to LEED Gold Certification. He is confident that the project can obtain Salmon Safe Certification, as well.
Commissioner Johnston announced that he would attend the Economic Alliance of Snohomish County's (EASCs)
coffee chat on September 14' titled "Back to Business After Covid." On September 17' he will attend the Port's
Environmental Committee Meeting, along with Commissioner Harris. On September 23rd and 24' he will attend the
Washington Public Port Association's (WPPAs) Environmental Seminar at Alderbrook Inn.
Commissioner Johnston recalled that the City is working with Ms. Williams and others to commemorate a memorial
to Bill Anderson, the natural photographer who spent so much time documenting conditions at the Edmonds Marsh.
They have decided that a spotting scope, available to the public, would be a great asset. It would be located on Port
property on an easement to the City, and they are accepting donations towards the purchase and placement costs. He
said he personally intends to contribute, and he asked if the Port could legally do so, as well. Mr. McChesney agreed
to take it under advisement with the Port Attorney. If there is a path for the Port to contribute, it would be at the
discretion of the Commission. The Commissioners all agreed they would support a contribution from the Port if it is
deemed legally possible. Commissioner Faires asked who would be responsible for ongoing maintenance of the
memorial, and Commissioner Johnston answered that the City would assume that role.
Commissioner Preston reported that he attended an Edmonds Downtown Alliance (ED) meeting on September 9'h
They are asking the City to delay on administration fees for ED. Walkable Main Street is over. While the streeteries
have contract until the end of the year, they may be extended. There is potential tourism grant money for a trolley
purchase the City may make. Mayor Nelson will send his proposed budget to the City Council on September 271. It
was discussed that Salish Crossing is trying to bring in the Business Improvement District, but a few businesses in
that location do not want to participate. They received great feedback on the summer promotion, and they plan to do
something similar in 2021.
Commissioner Preston said he was able to watch the SeaJazz event last Friday and have dinner at the Beach Cafe.
The lights on the awning are unbelievable, and he suggested they consider getting a fixed -in sound system so that
other groups can use the space.
Commissioner Preston reported that the Salmon Derby was held on September 11'. Both the number of fish and the
weight of the fish was up. Two years ago, the weight of the winning salmon was just over eight pounds, and this time
it was 11.5 pounds. He also attended the 9/11 memorial event on September l II at the fire station. He recalled that
the nation was very united after 9/11, which was 20 years ago, but they are very divided right now. His hope is that
people will put their eyes and energy on uniting differences and looking at commonalities.
Commissioner Preston announced that he would attend the Northwest Marine Trade Association (NMTA) meeting in
Bremerton next week.
Commissioner Orvis said he also participated in the LEED progress meeting on September 10'. As a chief doubter,
he came away less concerned than he was when he went in. The information that was shared by the consultants at the
meeting was far more comprehensive, and they were able to answer his questions.
Commissioner Orvis reminded those who will attend the WPPAs Environmental Seminar that, currently, the National
Marine Fisheries Service and the Army Corps of Engineers are unable to issue permits because they are in a contest
MINUTES OF REGULAR MEETING
Port Commission
September 13, 2021 Page 4
Packet Pg. 470
10.1.a
of mutual disagreement. No one sees an end to the conflict. Perhaps the Port of Edmonds, as well as other ports with
hydraulic projects, need to talk with the two state senators, one of whom proports to have tremendous influence, to
see what can be done to address the problem.
Commissioner Harris said she is still working out whether or not she can attend the WPPAs Environmental Seminar.
However, she is planning to attend the Port's Environmental Committee meeting on September 17'. She will also
attend the Economic Development Committee meeting later in the week, as well as a Salmon Recovery Council
meeting on September 16'.
Commissioner Harris reported that she met last week with the City's consultant for the Parks, Recreation and Open
Space (PROS) Plan update. She thanked the Commissioners for the input they provided. She was able to consolidate
the input and make sure that all of the points were made to the consultant.
Commissioner Orvis commented on an email the Commissioners received from Mr. Osterman about security training
that they need to sign up for and complete regarding how to recognize email messages that do not look right. As per
his recommendation, emails should be deleted if a Commissioner doesn't recognize the sender or if information is
being requested.
�ILCIIJ 711u I B1"
The Commission meeting was adjourned at 7:50 p.m.
Respectfully submitted,
Steve Johnston
Port Commission Secretary
MINUTES OF REGULAR MEETING
Port Commission
September 13, 2021 Page 5
Packet Pg. 471
10.1.b
Edmonds Public Facilities District
Board of Directors Virtual Online Meeting
August 26, 2021
The Edmonds Public Facilities District Board virtual meeting convened at 7:33 a.m. via Zoom.
EPFD Board Members Present
David Brewster, President
Ray Liaw, Vice President
Suzy Maloney
Bill Willcock
EPFD Board Members Absent
Greg Hinton
ECA Board Members Present
David Schaefer President
Rick Canning, Secretary/Treasurer
Call to Order
ECA Staff Present
Joseph Mclalwain, Executive Director
Katie Newbaum, Education and Outreach Coord
City Staff Present
Dave Turley, Finance Director (Ex-Officio)
Other Guests Present
Adrienne Fraley-Monillas, City Council Liaison
Board President Brewster called the meeting to order.
2. Land Acknowledgement
Mr. Mclalwain recalled a comment made in a workshop with indigenous artists that it was good to
have the land acknowledgement be more fluid, less rout, and not say the same thing every time
so it was more genuine and welcoming. He provided a Land Acknowledgement statement.
3. Board President's Comments
Board President Brewster urged board members and other guests to support ECA as much as
they can in as many ways as they can in the coming months. He looked forward to the start of
season on September 16th, noting one show had already been canceled by the artist. Anything
you, family and board you influence appreciated.
4. Consent Agenda
• EPFD Board Meeting Minutes — 6-24-2021
Board President Brewster advised the disbursement reports were approved by the Admin &
Finance Committee yesterday.
Approval of the 7-22-21 minutes and the June and July EPFD Disbursement Reports were
deferred to the September meeting as they were not included in the packet.
BOARD MEMBER LIAW MOVED TO APPROVE THE CONSENT AGENDA. BOARD MEMBER
WILLCOCK SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY.
Edmonds Public Facilities District Board Draft Minutes
August 26, 2021
Page 1
Packet Pg. 472
10.1.b
5. Old Business
• Prior Action Items Review
Mr. Mclalwain reviewed progress on action items from the previous meeting and identified
outstanding items (see Action Items below).
• August Staff Report — Questions/Comments?
6. Inclusion & Accessibility, Education & Outreach
• Equity Statement — Update
Board President Brewster advised a third draft of the equity statement was circulated to ECA staff
for input. The I&A committee continues to work on the statement.
• Budgeting for Equity Work — 2022
Mr. Mclalwain commented it is important to back up the mission, vision and values and
commitment to equity and social justice with a financial commitment to that work in the 2022
budget and in subsequent years, something that has not been done in the past. There have been
discussions about the concept of a dedicated employee for that work, but that will need to be part
of a wholistic conversation about staffing and he was not committed to a position in 2022.
7. Finance, Facilities & Operations
• Finance Report — June 2021 FINAL, July 2021 DRAFT
Board President Brewster thanked ECA Secretary/Treasurer Rick Canning for all his work and
support of the organization from a financial reporting perspective since Matt Keller left.
Mr. Canning reviewed July financial statements highlighting revenues and expenses that are
above and below budget and the receipt of $710,000 SVOG federal grant.
Mr. Mclalwain referred to unearned ticket revenue, explaining a lot of the cash from those sales
was received and utilized prior to this report. While the balance sheets looks healthier due to the
large grant, there are still liabilities from the past that need to be covered. The organization still
needs additional support from its government partners and private sources to make up that gap
as the facility reopens. He summarized the SVOG is making up for past losses.
• Monthly Cashflow Analysis Report
Mr. Canning reviewed the Cash Flow Projections — 5 year summary highlighting 2021 projections
for operating revenue/receipts and expenses/disbursements, and non -operating. He suggested
establishing a board -designated fund for capital and maintenance and/or borrow for operating
shortfalls. He also suggested establishing an ad hoc group to discuss and draft policies for, 1)
managing the fund, and 2) relieving restrictions on debt service funds when annual debt service
has been met.
Edmonds Public Facilities District Board Draft Minutes
August 26, 2021
Page 2
Packet Pg. 473
10.1.b
Mr. Canning reviewed 2022 projections highlighting requests for American Rescue Funds
($500,000 from Snohomish County and $50,000 from Edmonds), 2022 bond payments, and
payment on the City loan.
Questions and discussion followed regarding the timeframe for establishing policies and
processes for a board -designated fund, origin of the board -designated fund, anticipated uses of
the board -designated fund, and source of funding for the board -designated fund.
Budget 2022 — Process, Timeline, Priorities
8. Executive Report / Steering Committee
• Scheduling ECA/EPFD Key Staff — Reports to PFD Board
Mr. Mclalwain encouraged board members to identify who they would like to hear from and on
what subject matters. The first report will be scheduled for the September meeting.
• SBA Opportunities: SVOG Update
Mr. Mclalwain relayed he is investigating whether the ECA has been invited to apply for a second
round of the SVOG. The SBA did not distribute some of their resources to ensure there was
enough in round one to fund all the qualified organizations that applied.
• Request to City of Edmonds — American Rescue Plan: Submitted
Mr. Mclalwain reported a $50,000 request was submitted to the City from the $500,000 set aside
from ARP for non-profit organizations. He explained a request for $300,000 was submitted to the
City prior to Council approval of a budget for ARP expenditures. Once the City established the
$500,000 budget for all nonprofits, the request was reduced to $50,000 so other nonprofits would
have an opportunity to receive support. He will keep the board informed regarding approval of
that request.
• Request to Snohomish County — American Rescue Plan: Due 9/3
Mr. Mclalwain advised the Edmonds PFD and the other two PFDs in Snohomish County will
provide the Executive's Office with a list of expenditures and investments they hope to make with
the funding Snohomish County provides. The Executive's budget includes $2.5 million for the
three PFD projects qualified to receive support (requires approval by County Council); of that
amount the EPFD hopes to receive $500,000.
• 2012 Bond Refinancing Update
o Timeline
Mr. Mclalwain reported on an August 17th meeting with Mr. Turley, and the City's and EPFD's
financial advisers and bond counsel. Bond closing is scheduled by November 23, 2021, a week
before the bond payment is due. If the refinancing is successfully completed, a bond payment will
not be due on December 1st, a $400,000 savings.
o Update to 4-Party ILA
Edmonds Public Facilities District Board Draft Minutes
August 26, 2021
Page 3
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10.1.b
Mr. Mclalwain said the City's bond counsel recognized a need to update the 4-party (EPFD, City,
Snohomish County PFD and Snohomish County) ILA to reflect the extension of the debt service
from 2026 to 2041. The City's and the EPFD's bond counsel are working on language to update
the ILA.
9. Marketing & Business Development
• Ticket Sales Update
Mr. Mclalwain reported he is working with ECA staff and Audience View to migration data from
the old system to the new system so the necessary reports can be provided to update the ticket
sales spreadsheet. It will likely take another two months to update.
• Summer Series
Mr. Mclalwain reported on current sales and ticket revenue from the canceled performance,
summarizing the summer series would likely break even. It was well worth the investment to get
staff up to speed, etc. He encouraged board members to watch tonight's live -streamed event. The
September 9t" ECA comedy night will be a hybrid event.
10. Programming
• 21-22 Season — Special Engagements
Mr. Mclalwain reported on special engagements.
• 22-23 — Initial Planning
Mr. Mclalwain relayed Jillian Jones and he will be in Portland this week to attend the Western Arts
Alliance Booking Conference. He hoped to announce the 22-23 season by May. He welcomed
board members' thoughts for artists on the ECA stage next season.
Board Member Maloney relayed her appreciation as a board member and as a patron for Mr
Mclalwain and Ms. Jones' optimism, thinking about immediate needs and looking to the future.
11. Hosting
• Update, Priority Projects
Board VP Liaw reported the Hosting Committee received an update on rental clients. Many of
regular rental clients are optimistic about scheduling recurring events in 2022, although there is
some nervousness about fall. The committee is focusing on a scholarship program to address
requests from the community for deeper discounts for nonprofits more effectively, and formulating
a discount policy.
12. Philanthropy
• SHINE! — 2021 Gala —September 24t"
Mr. Mclalwain said board members should have been notified of this change in writing, A decision
was made to cancel the 2021 Gala due to not receiving the hoped for RSVPs and waning
Edmonds Public Facilities District Board Draft Minutes
August 26, 2021
Page 4
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10.1.b
excitement over an in -person event with the emergence the of delta variant, more hospitalizations,
and more danger. One of the options would have been an online live -streamed event, but the
experience with Spark and feedback from patrons and other organizations indicate there is a lot
of fatigue with dialing into and participating in virtual events. There will be a weeklong online
auction experience, a video to tell the ECA's story, and potentially a short live -streamed
experience. .
Mr. Mclalwain recognized ECA Board Members Vicki O'Gorman, Jeanne Thorsen and Tamara
Sharp who have been the driving force for the 2021 Gala. The intent now is to maximize revenue
from a portion of the event and whatever isn't raised (net $250,000), focus on development of a
major gift program.
Discussion followed about other organizations' success with weeklong online auction events, and
the expectation that it will be successful.
13. PFD Board Business
• EPFD Board Participation in OSPI Program 2021-22
Education and Outreach Coordinator Katie Newbaum reported the process for the EPFD/ECA to
be an approved provider of OSPI clock hour credits includes informing the board about the
workshop and the board's formal approval. She reported on the last teacher workshop in January
2020 by Dan & Claudia Zanes, "Making a More Musical Classroom." Teacher workshops are
typically about using music and rhythms to teach various subject matters.
In this year's online workshop, "Your Passport to Cultures of the World," percussionist Kattam
Laraki- Cote will guide teachers as they discover musical styles he perfected studying under
masters from around the world. Through playing the djembe, educators will be introduced to
various styles of rhythm (African, Arabic, Indian, pop), learn to play over "tracks" so they feel part
of a band as well as learn choreography so they can create a full performance experience. The
workshop will be held on November 1611 from 5 to 7 p.m. including a short break and Q&A. She
will report to the board following the workshop as well as provide attendees' surveys.
BOARD PRESIDENT BREWSTER MOVED TO APPROVE THE EDMONDS PUBLIC FACILITY
DISTRICT'S PARTICIPATION IN THE OSPI PROGRAM FOR 2021-2022. BOARD VP LIAW
SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY.
Ms. Newbaum provided a link to Kattam Laraki- Cote's website (www.kattam.ca/en/kattam-and-his-
tam-tams).
• Approval of Snohomish County LTAC (Small Fund) Grant Request for FY 2022
Mr. Mclalwain requested the board's approval to submit a $20,000 grant request. Snohomish
County LTAC has large and small funds. From the small fund, the LTAC allocates funds via a
grant program to organizations to promote activities that draw people from outside the county for
events and hopefully for overnight stays. This grant application is for fiscal year 2022 to support
marketing efforts to draw people from outside the county to attend shows and participate in
events. The grant also requires support and funding from the local LTAC; the Edmonds LTAC has
recommended a $15,000 grant to the EPFD for the same concept.
BOARD VP LIAW MOVED THAT THE BOARD APPROVE THE EPFD'S GRANT APPLICATION
FOR 2022 FOR SUPPORT FROM THE SNOHOMISH COUNTY LTAC SMALL FUND IN THE
Edmonds Public Facilities District Board Draft Minutes
August 26, 2021
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10.1.b
AMOUNT OF $20,000 AND UNDERSTANDS THE REQUEST SUPPORTS MARKETING EFFORTS
OUTSIDE OF THE BORDERS OF SNOHOMISH COUNTY TO PROMOTE TOURISM AND
OVERNIGHT STAYS. BOARD MEMBER WILLCOCK SECONDED THE MOTION. MOTION
CARRIED UNANIMOUSLY.
BOARD VP LIAW MOVED TO AMEND THE AGENDA TO ADD REVIEW AND POTENTIALLY
APPROVAL OF THE RESTATED CHARTER TO THE AGENDA. BOARD PRESIDENT BREWSTER
SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY.
• Review and Potentially Approve Restated Charter
Mr. Mclalwain relayed the EPFD's attorney has reviewed the changes and made slight
modifications. The resolution is designed to formalize the EPFD's Board request to the City
Council to amend the charter. Mr. Mclalwain and Board VP Liaw reviewed amendments to the
charter related to how new board members are appointed, removing a board member, officer
positions, and remote participation.
BOARD MEMBER MALONEY MOVED TO APPROVE THE AMENDED AND RESTATED PFD
CHARTER. BOARD VP LIAW SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY.
BOARD VP LIAW MOVED TO APPROVE RESOLUTION #2021-001 AS AMENDED. BOARD
MEMBER MALONEY SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY.
14. New Business
15. Adjourn
The meeting was adjourned at 9:03 a.m.
Next EPFD Board Meeting: Thursday, September 23, 2021 - 7:30 AM
ACTION ITEMS:
1. Add approval of 7-22-21 minutes to September meeting
2. Add approval of June and July EPFD Disbursement Reports to September meeting
3. Provide board members timeline for 2012 bond refinancing
4. Establish a board -designated fund for capital and maintenance and/or borrow for
operating shortfall. Establish an ad hoc group to discuss and draft policies for, 1) managing
the fund, and 2) relieving restrictions on debt service funds when annual debt service has
been met.
5. Schedule report/update from staff member at September meeting
6. Inform board whether invited to apply for second round of SVOG
7. Inform board whether receive funding from City from ARP funds
Edmonds Public Facilities District Board Draft Minutes
August 26, 2021
Page 6
Packet Pg. 477