2022-02-01 City Council - Full Agenda-30731.
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Edmonds City Council
s71. ,HvREGULAR MEETING - VIRTUAL/ONLINE
VIRTUAL ONLINE MEETING
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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
APPROVAL OF THE AGENDA
AUDIENCE COMMENTS
APPROVAL OF THE CONSENT AGENDA
1. Approval of Council Special Meeting Minutes of January 25, 2022
2. Approval of 6:30 PM Council Special Meeting Minutes of January 18, 2022
3. Approval of Council Meeting Minutes of January 25, 2022
4. Approval of claim checks.
Edmonds City Council Agenda
February 1, 2022
Page 1
5. Acknowledge receipt of a Claim for Damages from Dawn Ridgway
6. Arts Commission Candidate Appointment
7. Temporary Employment Agreement for Admin Help in Council Office
PUBLIC HEARING
1. Public Hearing on Proposed Amendments to the 2022 Adopted City Budget (60 min)
8. COUNCIL BUSINESS
1. 2022 Parks, Recreation & Open Space (PROS) Plan (45 min)
2. Enterprise Resource Planning System (ERP) Replacement: Action Items (15 min)
3. Hybrid Meetings Update and Vote to Extend Virtual Meetings (20 min)
9. MAYOR'S COMMENTS
10. COUNCIL COMMENTS
ADJOURN
Edmonds City Council Agenda
February 1, 2022
Page 2
6.1
City Council Agenda Item
Meeting Date: 02/1/2022
Approval of Council Special Meeting Minutes of January 25, 2022
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:
01-25-2022 Draft Council Special Meeting Minutes
Packet Pg. 3
6.1.a
EDMONDS CITY COUNCIL
VIRTUAL ONLINE SPECIAL MEETING
DRAFT MINUTES
January 25, 2022
ELECTED OFFICIALS PRESENT
Kristiana Johnson, Councilmember
Will Chen, Councilmember
Neil Tibbott, Councilmember
Diane Buckshnis, Council President Pro Tern
Vivian Olson, Council President
Susan Paine, Councilmember
Laura Johnson, Councilmember
Mike Nelson, Mayor
ELECTED OFFICIALS ABSENT
None
1. CALL TO ORDER
STAFF PRESENT
Jeff Taraday, City Attorney
Sharon Cates, City Attorney's Office
Jessica Neill Hoyson, HR Director
At 6:15 p.m., the Edmonds City Council Special Meeting was called to order by Mayor Nelson. The Council
utilized the Zoom online meeting platform to conduct this meeting.
2. CLOSED SESSION
The Council then convened in closed session to discuss collective bargaining strategy per RCW
42.30.140(4)(A).
ADJOURN
At 6:59 p.m., the closed session concluded and the meeting was adjourned.
Edmonds City Council Draft Minutes
January 25, 2022
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6.2
City Council Agenda Item
Meeting Date: 02/1/2022
Approval of 6:30 PM Council Special Meeting Minutes of January 18, 2022
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:
01-18-2022 Draft Council Special Meeting Mlnutes
Packet Pg. 5
6.2.a
EDMONDS CITY COUNCIL
SPECIAL VIRTUAL ONLINE MEETING
ELECTED OFFICIALS PRESENT
Mike Nelson, Mayor
Vivian Olson, Council President
Kristiana Johnson, Councilmember
Will Chen, Councilmember
Neil Tibbott, Councilmember
Diane Buckshnis, Councilmember
Susan Paine, Councilmember
Laura Johnson, Councilmember
1. CALL TO ORDER
DRAFT MINUTES
January 18, 2022
STAFF PRESENT
Scott Passey, City Clerk
Dave Rohde, GIS Analyst
ALSO PRESENT
Brook Roberts, Student Representative
The Edmonds City Council virtual online meeting was called to order at 6:31 p.m. by Mayor Nelson.
2. INTERVIEW FOR APPOINTMENT TO A CITY BOARD OR COMMITTEE
1. PFD BOARD CANDIDATE INTERVIEW
Edmonds Public Facilities District (PFD) Executive Director Joe McIalwain introduced Robert White
who applied for an open position on the PFD Board. He has joined the board at recent meetings, engaging
and asking great questions. As his resume indicates, he has a great background that will lend itself nicely
to the PFD's development.
Councilmembers introduced themselves and interviewed Mr. Robert White for appointment to the PFD
(responses in italics):
Councilmember Paine expressed her support for his application, noting he has a lot of great qualities and
she was glad he was interested in volunteering for the PFD Board.
Councilmember Buckshnis welcomed Mr. White and thanked him for his service. She found his resume
spectacular and anticipated he would be fabulous in this role on the PFD Board.
Councilmember Chen welcomed Mr. White and thanked him for applying. He recalled speaking with Mr.
Robert during his interview with the Diversity Board and anticipated he would excel in both positions. He
asked Mr. White how he balances his time. I balance my time pretty well. My family recognizes that my
brain does not turn off until about 10 p.m. I balance my family time and have capacity for everything I
want to do.
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Councilmember Tibbott asked what drew him to apply for the PFD Board. What drew me was the
uniqueness of the PFD Board. Coming from a non-profit and public administration background, this is a
combination of both. Having that opportunity to serve on a board that includes both of my loves was
exactly what I want to do. I also have a love for the arts, something I did not get involved with until later
in my life. I wish I had known more about the arts when I was young, how much the arts improve our
lives.
Councilmember K. Johnson commented if you want to get something done, ask a very busy person. She
anticipated he could fit the PFD meeting in because it starts at 7:30 a.m. I am early bird person, and work
every day from 6 a.m. so an early morning meeting definitely helps. Councilmember K. Johnson agreed
the arts are very important in our lives and to this community so there needs to be a well -functioning,
financially vigorous and strong PFD Board. I completely agree.
Councilmember L. Johnson welcomed Mr. White and thanked him for applying and his eagerness to
serve. She found his resume very relevant, specifically his fundraising success which will come in handy.
She agreed with his comment about the arts; she also found the arts later in life through her children and it
has been such a cornerstone to their lives and many conversations that relate back to the arts. She also
commiserated with his comment about his brain not turning off until late at night, something she also
experiences, noting it was a mixed blessing.
Council President Olson commented having been military herself, they are instructed how to write a more
civilianized resume when transitioning to civilian life about. He did such a good job that she literally
could not tell what career fields he was in. She invited him to share more about his military background.
That took a lot of time and skill; when I first got out four years ago, that resume was night and day
compared to my current resume. I started a little over 20 years ago, both enlisted and became an officer
about haivay through my career. I've served in various fields, from engineer, air defense artillery, and
finishing my career as a field artillery officer. I spent most of career oversea and, a little stateside in
Georgia, Oklahoma, Virginia where I studied with the Marine Corps University for a year. The best
leadership experience besides the Marine Corps was graduating from the Army Ranger School. Council
President Olson thanked him for his service.
Councilmember K. Johnson asked if he had time for a part-time job doing avalanche control. I wish and
have talked to the Mountaineers about that. It would be fun to do field arterially, it is an interesting
career field, something you don't do every day. Thank you for the opportunity. I appreciate Mr.
Mclalwain and what the ECA does. I attended last night's MLK event, and was blown away about what's
available in this community, literally being able to walk down the street from home to attend events
makes a big difference. Being close to community is important to me and I've wanted to be more involved
since moving here almost a year ago.
Council President Olson advised the appointments are on the Consent Agenda tonight.
2. INTERVIEW FOR A BOARD/COMMISSION
Mayor Nelson introduced Anne Nadreau, applicant for the Sister City Commission (SCC). She spent
about 10 years living in Japan and speaks fluent Japanese.
Council President Olson invited Ms. Nadreau to describe her background and her interest in the SCC
I grew up in Richmond Beach and have always lived 2-3 blocks from the Edmonds city limits. I currently
live in Shoreline. I lived in northern Japan for 11 years including one year in Kyoto, but spent most of my
time in Hokkaido. I've been on the Seattle Christ Church Sister City Board for 20 years, so it felt closer to
home to be involved with Edmonds and Japan versus New Zealand. I love Japan and speak the language.
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I hosted a couple kids 10 years ago during one of the SCC exchanges. I thought it would be great to get
more involved closer to home with a country that I know and love well.
Councilmembers interviewed Anne Nadreau for appointment to the SCC (responses in italics):
Councilmember Paine welcomed Ms. Nadreau and thanked her for applying. As someone who lived in
New Zealand and traveled in Japan, it is a fun background to have and it was interesting to do software
work. The community appreciates the cultural exchange with Hekinan. She liked her resume and was glad
she was bringing her talents to Edmonds.
Councilmember Tibbott commented the SCC is a lot of fun; there is a lot of enjoyment in building
relationships. He asked if she had any ideas about what Edmonds can do to welcome Hekinan delegates
and introduce them to the Edmonds way of life. I've hosted a lot of Japanese friends over the years so I
have a fairly good idea of the things they like to do when they are here. They convinced me to take them
to karaoke where there was no Japanese songs and they spoke not a word of English; we went and
managed to have good time anyway with some songs they knew and sang in Japanese. There are
definitely cultural differences; I am kind of half Japanese even though I do not look it. I became a
"citizen " when I was in Japanese because I went straight from college to living and working there. I'm
fairly accustomed to the type of group activities that they enjoy. I don't have any specific activities; I've
taken guys to gun ranges and have been involved with a lot of activities with the Seattle Christ Church
group. I was on the sports committee so I was often involved with teams that came over such as a
volleyball team whose kids were doing home stay and wanted to do other activities. I can support
anything and am available to help come up with ideas based on age group, group size, etc. when the
Hekinan delegations come again.
Councilmember K. Johnson said she has had wonderful experiences with the Hekinan delegation who
typically come in October because they love Halloween, the celebration in downtown Edmonds and bring
their own costumes. She recognized they probably would not come again until COVID is behind us. If I
know typical Japanese style, they come for that particular event and pass it on to others and it becomes
the time that they come. With Christ Church, there is a certain time kids visit and it seems to be the same
time each year. October is a great season; summertime can be tough because there is so much going on.
Councilmember K. Johnson said the last Hekinan delegation even brought their own scarecrow. She
anticipated Ms. Nadreau would have a good time with the SCC. Hopefully, the delegations can visit in the
next year or two when this is all over.
Councilmember Buckshnis said she was excited to have her join the SCC, noting her resume is great. She
recalled past activities have included making beer at Gallagher's, and a concert they put on at the ECA
which she found fascinating. She looked forward to having the delegations come again, noting Ms.
Nadreau's fluency in Japanese will be very helpful. Right before COVID, I went to Japan for the rugby
world cup with a group of 30-40 people who played rugby. I love the country, the people and the
language and miss it; Japan was one of the countries that locked down and has not allowed people in.
The only people I know who have visited Japan are friends who are Japanese citizens. I have a lot of
friends in Japan who are quite senior and I'm hoping I get to see them in their lifetime. I usually try to go
a minimum of 3-4 times a year and I'm really missing my trips. Unfortunately with COVID stats, it does
not look like they will open any time soon.
Councilmember Chen said he was pleased that she applied to serve on the SCC, noting her resume speaks
for itself and her experience will be a good addition to the SCC. He went to Toyoko 27 years ago and
found it quite a different experience. He was born and raised in China and people mistake him as
Japanese. He would like to plan another trip to Japan. I have a number of friends who wish they'd visited
when I lived in Japan and other friends who say the next time I go, let them know. I love planning trips,
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6.2.a
giving people advice and helping people enjoy their visit to Japan and hope I can do that in this role in
the future.
Councilmember L. Johnson asked how she pronounced her last name. Ms. Nadreau pronounced it "Nay-
dro." Councilmember L. Johnson commented she would be a great addition to the SCC. She thanked her
for applying and looked forward to the opportunity to meet in person. I assume everyone is still meeting
virtually. Councilmember L. Johnson answered yes. The Christ Church Board is as well. I travel a lot for
business although not as much since the pandemic. I went to Europe in October, everyone was vaccinated
and boostered, but haven't traveled since then.
Council President Olson commented for the public, it is not typical for most of the City's boards and
commission to have a member that is not a citizen of Edmonds. There is a special provision in the SCC
that allows that and she was excited to have Ms. Nadreau join. The code allows the council to appoint a
minimum of two SCC members a year and she invited Ms. Nadreau to encourage others to apply.
3. ADJOURN
With no further business, the council meeting was adjourned at 6:58 p.m.
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6.3
City Council Agenda Item
Meeting Date: 02/1/2022
Approval of Council Meeting Minutes of January 25, 2022
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:
01-25-2022 Draft Council Meeting Minutes
Packet Pg. 10
6.3.a
EDMONDS CITY COUNCIL
VIRTUAL ONLINE MEETING
DRAFT MINUTES
January 25, 2022
ELECTED OFFICIALS PRESENT
Mike Nelson, Mayor
Vivian Olson, Council President
Kristiana Johnson, Councilmember
Will Chen, Councilmember
Neil Tibbott, Councilmember
Diane Buckshnis, Councilmember
Susan Paine, Councilmember
Laura Johnson, Councilmember
ALSO PRESENT
Brook Roberts, Student Representative
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Dave Turley, Administrative Services Director
Jessica Neill Hoyson, HR Director
Susan McLaughlin, Dev. Serv. Director
Rob English, Acting Public Works Director
Rob Chave, Planning Manager
Pamela Randolph, WWTP Manager
Megan Menkveld, Deputy Admin. Services Dir.
Eric Engmann, Senior Planner
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Dave Rohde, GIS Analyst
The Edmonds City Council virtual online meeting was called to order at 7:05 p.m. by Mayor Nelson. The
meeting was opened with the flag salute.
2. LAND ACKNOWLEDGEMENT
Councilmember L. Johnson 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. PRESENTATIONS
1. LUNAR NEW EDMONDS PROCLAMATION
Mayor Nelson read a proclamation proclaiming January 29, 2022, Edmonds' First Annual Lunar New
Year celebration.
2. PROJECT UPDATE ON THE WASTEWATER TREATMENT PLANT CARBON
RECOVERY PROJECT
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6.3.a
WWTP Manager Pamela Randolph reviewed:
• Pathway to Sustainability, developed 2014
o High efficiency blower (phase 3)
■ Project saves: $33,909/year and 345 tons CO2, equivalent to:
- 36.5 homes' energy use for one year
- 799 barrels of oil consumed
o Aeration & Blower (phase 4)
■ Project saves $34,062/year and 264 tons CO2, equivalent to:
- 27.9 homes' energy use for one year
- 611 barrels of oil consumed
o Dewatering (phase 5)
■ Project saves: $133,211/year and 537 tons CO2, equivalent to:
- 56.7 homes' energy use for one year
- 1,243 barrels of oil consumed
o Carbon Recovery
■ This phase will focus on the sewage sludge incinerator efficiency. We are evaluating
options to reduce operational costs and the environmental footprint. Opportunities
include clean gasification and drying the biosolids to create a high -nutrient soil
amendment product.
• Edmonds WWTP Process Flow Diagram identifying location of Phase 3, 4, 5 and 6
• Photographs of:
o Before and midpoint
o Demolition
o Current status of the 600 BLG
o Biotower - first piece of new equipment online
o Odor control and traffic on 2' Avenue
• Construction Impacts - Supply Chain and Staffing Challenges
o Due to Covid 19 and supply chain impacts we have experienced significant cost overruns.
■ Increased price of steel
■ Long production lead times
■ People unavailable - working remotely
■ Increased shipping cost and timeframes
■ Staffing for both WWTP and construction impacts
■ Covid 19 has limited our ability to meet with our contractors face to face and build the
sense of team. Successful design build projects rely on this type of synergy.
• Asbestos Violation - Appeal in the Works
o On December 3, 2021, the WWTP had an impromptu inspection from PSCA.
o A Notice of Violation was issued due to the inspector noting that renovations had begun
without an updated AHERA report.
o Work was stopped until the report was obtained.
o Our belief is that we followed the regulations as written. On December 29, 2021, our appeal
was lodged with the Pollution Control Hearings Board.
o We will continue to the work this issue in hope of having a resolution by March 2022.
• Negotiation with Ameresco and DES - Potential Added Scope
o Alternative 1
■ (Headworks Screenings Side stream) - Install a washer compactor, modify the screenings
handling area and replace the man -door with a rollup door to accommodate a larger
screenings roll -away dumpster.
(Note - this alternate does not include the new screw conveyor for the screenings, which
is addressed in Alt. #9)
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6.3.a
o Alternative 2
■ Add a "Packed Tower" to the emission train for the Ecoremedy package to enhance
activated charcoal life expectancy.
- This requires placing the activated carbon filter (ACF) outside the building.
Ecoremedy will "furnish" the packed tower as a third emissions control equipment, at
no additional cost to their package.
- Includes GM furnishing emissions ductwork package (blue ductwork) associated
with Alt.2 Packed Tower and outdoor carbon filter.
o Alternative 3
■ (Temporary sludge loadout) Modifications and provisions for sludge loadout operations
associated with temporary hauling of dewatered sludge and screenings.
- Includes purchasing the necessary hoses to connect the DS pump to the wye and the
hoses necessary at the loading dock for loadout, to be used for construction phase and
for future outage situations.
o Alternative 5
■ (Biochar Conveyance) Modifications and revisions necessary to retain the existing
vacuum filter, vacuum filter pump and ash thickener to enhance the biochar product by
extracting more moisture, thus making it a dryer and more marketable product.
- Make piping provisions for bypassing the ash thickener and for bypassing the
vacuum filter; these provisions will allow use of these apparatus by manual and
deliberate change -over of valves by plant operators
o Alternative 9
■ Headworks Screenings Conveyor - Upgrade screenings belt conveyor to screw conveyor
in the Headworks building
o Alternative 10
■ Architectural screen added on top of fagade wall adjacent to parking lot to obscure new
EcoFilter unit
o Alternative 11
■ (Caustic tank for Nuvoda) Relocate caustic storage tank from parking lot to a new
elevated space created inside the wall next to the new BioAir EcoFilter
o Alternative 12
■ Replace the swinging gate with a sliding gate at parking lot entrance
o Alternative 17
■ BioAir - EcoFilter Upgrade
- Upgrade package for dual technology as a result of odor study
Potential Funding Sources for cost overruns, energy incentives, grants, tax savings
0 2010 Plant staff began working with SNO PUD and entered into an Energy Challenge - since
then we have received approximately $304,000 in PUD revenue to complete energy
efficiency projects. We anticipate the Carbon Recovery project is estimated to be $20,000 -
$30,000 and should have this information within the next month.
o The project did receive a $255,000 grant from the Department of Commerce. We will be
requesting the funds within the next month.
o We are working with Lighthouse Law to determine what equipment will be deemed tax
exempt due to the fact that we will soon be selling carbon rich biochar. We estimated this
amount to be between $750,000 and $1 million; however the Department of Revenue will
make the final assessment.
What About the Future - Nutrient Removal
o The State of Washington Department of Ecology just issued the General Permit for Nutrient
Removal.
■ Increases electrical demand
■ Increases cost of treatment, pumping and recycle flows
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6.3.a
■ Reduces plant capacity
■ Will require one more large capital project to retrofit plant for future processes
o Long term discussions prior to the issuance
o Current Status — On January 4, 2022, a Stipulation for partial stay of PSNGP was granted.
The work at the WWTP had to be completed to ensure a fully functional plan for the next 30
years
Councilmember Buckshnis thanked Ms. Randolph for the thorough explanation. She asked if the
$750,00041 million related to biochar would be a yearly amount or a one-time tax exemption. Ms.
Randolph answered the City will not pay sales tax on equipment purchased so the $750,000-$1 million is
a one time. Anything used in production of the biochar would be tax exempt such as the polymer
purchased on a routine basis, equipment replacement, etc. It will depend on how the Department of
Revenue (DOR) classifies it; they may say all the equipment is 100% tax exempt or only pieces of it are.
The City still have to pay taxes on the BioAir, the tax exempt status is only on equipment associated with
producing biochar.
Councilmember Paine recalled discussions about the ability for the biochar to be sold as nutrients and
fertilizer for forestry uses. She asked if that was still a potential revenue source. Ms. Randolph answered
the City will be able to sell the biochar. A marketing study has been done and there are 2-3 groups in the
northwest seriously considering purchasing biochar. As long as the City is selling a product, then the tax
exempt status works. If the product cannot be sold and it has to be hauled somewhere, there is no tax
exemption. She has also contacted people in eastern Washington interested in purchasing the biochar. She
did not anticipate there would be a problem selling the biochar, but the amount of profit and the market
for it is not clear because there is not a lot of biochar developed from biosolids.
Councilmember Paine asked when the project is expected to be 90% complete and whether there were
still impacts from shipping and supply delays. Ms. Randolph answered the last piece of equipment was
delivered last week so all the equipment is on site. The plan is to have the project to the point of making
biochar late March/early April. It will take a while to dial in the process so trucks may have to be partially
there into April/May; she hoped not and that biochar could be produced right away, but because she did
not have any experience with it, she did not want to promise they would be producing biochar by April
1 St. Councilmember Paine said she would be happy to have it up and running by March or so; it is an
amazing system replacement in a short period of time.
Council President Olson said all her questions were related to nutrient removal and the impacts of that
change. She referred to the increase in electrical demand, and asked although solar panels were not part of
the original project, could they or should they be considered to meet that new electrical demand. Ms.
Randolph answered solar panels are not the solution. They have looked at solar panel projects three
different times in the past 5-6 years; they considered installing solar panels on the primary decks, the
aeration decks to try to generate enough energy. The most they were able to generate was enough for a
charging station at the pagoda for laptops. There is not enough space and if solar panels are placed on
primary or secondary decks, the reflection will impact the plant's neighbors. She summarized they have
not been able to move forward with any solar projects. They looked at potential energy saving projects in
the outfall, but it does not make sense due to the cost of the generator. The wastewater treatment plant's
monthly electrical requirements are pretty high. Council President Olson appreciated that that had been
considered.
Council President Olson referred to the 1/3 volume impact to the plant capacity over the nutrient removal,
finding that highly concerning. The plant was well situated, even with the community partners, to absorb
a lot of density growth and the impact to the wastewater treatment plant. She asked the length of the
interlocal agreements with the plant's partners. Ms. Randolph answered the partnership agreement is up
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6.3.a
for renewal. Another item will be coming to council next week, a request for an extension and an
amendment so that the City can discuss the impacts of the nutrients general permit with the partners. The
30 year contract has been amended, but expired in 2018. The long term agreement with King County on
the Ballinger pump station expires in 2055.
Council President Olson asked if there was anything regarding this investment in the amendment,
recalling the partners were also investors in the infrastructure and she assumed there was some value
return for them. Ms. Randolph explained the way the partnership agreement reads is that the City of
Edmonds owns 51.787% of the treatment plant and the partners own the rest. The partners pay capital
bills based on that percentage. When the nutrient permit comes into play, the partners are as affected as
Edmonds. If Edmonds loses 50% of its capacity, they also lose 50% of their capacity. One of reason for
extending the contract is have those discussions. Some partners have utilized more of their capacity than
other partners so each partners' utilization of the plant has to be considered. Edmonds owns 51 % but only
utilizes 48%.
Ms. Randolph commented it was difficult to explain how the partnership agreement works and she
offered to discuss it with councilmembers individually. Staff needs time to work with the partners and
evaluate how this will affect them. If the City were to do another project for nutrient removal, the partners
would be responsible for 48% of that project. Worst case is losing one-third of the capacity; the City
currently only uses about 50% of the plant so there is still some room for growth but not as much as
previously thought. Council President Olson commented that was the point she wanted to make, that that
may need to be considered on a shorter timeline than before. The whole reason for these improvements
was sustainability and although she did not have a problem with nutrient removal and its impacts, it will
need to be managed in the shorter term than had been previously thought.
Councilmember K. Johnson referred to comments in the presentation about increased cost of steel, supply
chain problems, etc., which she assumed would result in higher costs and staff was in negotiations with
Ameresco. She asked if staff would return to the council to inform whether the project can be completed
within the original guaranteed amount or if additional funding would be required. Ms. Randolph answered
if there is any change to the guaranteed maximum (g-max) price, they will have to come back to talk with
council and explain why there is an increase and why it was not covered in the g-max price. Discussions
started in August due to cost overruns and some things Ameresco does not believe were in the base scope
but the City believes were. Department of Enterprise Services (DES) has gotten involved because the City
is using a DES program to deliver the project.
Ms. Randolph continued, in discussions with Ameresco and DES, staff has been very clear they cannot
authorize any additional funds for the project; if staff is convinced additional funds are necessary, they
will need to explain and try to get buy -in from the city council. There is a g-max price, and from the
City's perspective, Ameresco should deliver a turnkey project for the g-max price. There are some things
that are included in original design that would result in savings for the City if they were done now versus
in the future such as architectural screening for the biotower, moving the caustic tank, adding swing gates,
etc. Ameresco believes there are things for which they should be able to ask for more money; staff is
working through those with them and will present council with a resolution to all the issues.
Councilmember K. Johnson said that is the other shoe that's going to drop; how much is it going to cost?
Ms. Randolph said they have been in discussion with the project team over the past few months and doing
their best to express that a g-max price should mean a g-max price. Councilmember K. Johnson said it
was good to see that progress is being made and that it is close to coming online. She expressed her
appreciation for the attention to odor control.
5. APPROVAL OF THE AGENDA
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COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS,
TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED
UNANIMOUSLY.
3 t1101 WrIN mrsillu Iu I oleo V
Mayor Nelson invited participants and described the procedures for audience comments.
Marlin Phelps said on October 11, 2001, one month after the 9-11 attacks, Assistant U.S. Attorney
Thomas Wells was shot four times while sitting in his Queen Anne home. The first person to arrive to the
crime scene happened to be an off -duty police officer sitting nearby listening to a scanner. When the
Seattle Police Department arrived 3%2 minutes after Tom Wells' neighbor called 911 because she heard
gunshots, that man showed up at her doorstep and asked what she had seen. She told him she heard
gunshots. He offered a hypothesis, that man was the lookout and was also an Edmonds cop and his
partner and confidant was the shooter. Tom Wells' murder and Edmonds have a lot in common. If he had
the name of the cop that showed up first, he could tie it together. Before leaving on a recent vacation to
Brazil, he did a public records request to Seattle Police Department asking for the name and department
that officer worked for. Seattle Police Department's response was that was an ongoing investigation, and
they were not obliged to provide that information. Mr. Phelps said it was an Edmonds cop, now an FBI
agent, who killed Tom Wells and he deserved to ask that question.
Linda Ferkingstad, Edmonds, said no City agenda is virtuous that takes property rights, values and
freedoms from its citizens. Vacant property owners have to pay Edmonds $3,000-$12,000 for every tree
they need to remove before the City will allow removal. No U.S. city is entitled to take the worth of
private property from citizens without just compensation. The Edmonds tree ordinance was written to
save trees, not by using incentives but by taking money for trees from all property owners. Because it
violates private property rights, it is not applicable to everyone yet, only to owners of vacant properties, a
minority who cannot make an impactful protest without acquiring attorneys. During the pandemic,
Edmonds destroyed any economically feasible use or sale of vacant properties by placing more financial
strain on owners. Edmonds levies huge fines on owners for using their property and withholds permits
from those complying with zoning and building codes until the City has been paid for the owners' trees.
Her family is not an unintended consequence as stated; every owner has been targeted and harmed by the
tree ordinance.
Ms. Ferkingstad cited a few who have spoken with her: couples who invested in and live on double lots
who can no longer afford to divide and realize their retirement income, others have sold their properties at
a loss, some have spent more than $200,000 to comply before ultimately paying the fines and many have
just given up building in Edmonds. The arbitrary cap on tree fines is $2/square foot of land, $107,250 for
their land, 25% more than what they paid for it. To escape extortion, 50% tree retention is required. Large
trees must remain 10 feet from their three smaller homes. Zero percent retention is required for
multifamily developments. She asked whether Edmonds had devalued vacant properties by the worth of
their trees so the City can purchase the land at a steep discount. This is wrong; Edmonds land prices are
down while the cost of single family homes has skyrocketed. Low home inventory is the result of permit
delays, huge fines and expensive code requirements on vacant land. Edmonds' tree ordinance has slowed
building of greatly needed single family developments. Fewer housing options means less economy and
economic growth for Edmonds. The council is harming the environment by pushing out urban sprawl and
consuming forests and agricultural land. She requested the council restore to all property owners the
property rights and freedoms protected by the constitution.
Ken Reidy, Edmonds, said utility franchises are distinct from easements. Easements are a form of
property right; franchises involve franchise fees, insurance requirements and many other things. He asked
why the City of Edmonds would condition a street vacation on the provision of easements to entities that
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have franchises when easements are different than franchises. The minutes of the June 7, 2019 Olympic
View Water and Sewer District (OVWSD) meeting document that district staff informed him that they
did not have a franchise agreement with the City of Edmonds at that time. He questioned how that type of
thing happened. When Edmonds City Council passed Ordinance 3506 on June 22, 2004, whose
responsibility was it to keep track that the related franchise with OVWSD would expire ten years later?
He has asked the City to disclose whether the 2016 city council knew that the OVWSD franchise expired
over two years before the council voted to require the grant of an easement to OVWSD; that request has
not been honored. When the City of Edmonds requires a utility easement be granted to the City when a
street is vacated, property owners are not also required to provide compensation. Per the City code, it is
either or; the City cannot require both a utility easement plus compensation.
Mr. Reidy continued, the city council was told the following in 2016, while OVWSD has requested
easements for their utilities within 92' Avenue West, the City of Edmonds is not requiring any easement,
thus the City should be monetarily compensated for the vacation. The City was the only entity with the
authority to require an easement. The either or law is simple and easy to understand. It says the City can
require compensation or the following: a grant of an easement to the City in exchange for the easement
vacated. The words "to the City" are pure and clean, the words "either or" are easy to understand. As the
City required over $90,000 plus the grant of an easement to a third party rather than to the City, he
requested city council establish a citizen taskforce to investigate this entire matter and prepare a report for
city council that includes recommended next steps. This investigation can also research how expiration of
important items like franchises, the CEMP, and hearing examiner contracts can go unnoticed. He will
contact Council President Olson to add formation of a citizen taskforce to a future city council agenda.
Marjie Fields, Edmonds, referred to funding for Perrinville Creek included in tonight's budget
discussions, commenting while there is certainly a desperate need to fix damage done to that watershed,
she was concerned about spending money on lower Perrinville Creek, dealing with the symptoms of the
watershed problem which won't help until the cause of the problem is also fixed. She acknowledged the
City needed to negotiate with Lynnwood about that, but also needed to look at what could be done in
Edmonds to protect the watershed. One major thing that can be done is protect Perrinville Woods from
being clearcut and bulldozed for development as those trees collect massive amounts of stormwater
runoff, keeping it out of Perrinville Creek. Development on the steep slopes of the property would not
only greatly increase runoff but obviously send huge quantities of sediment into the creek, making the
situation worse. If the City cannot figure out how to protect those woods from development, it will be
very expensive in the form of increased damage to Perrinville Creek for decades to come. Once those
trees are gone, they are gone. Recognizing the council has many things to consider, she requested they
also pay attention to this issue.
Deborah Arthur, Edmonds, said good job to the council and nice to see everyone.
(Written comments submitted to PublicComment@Edmondswa.gov are attached.)
7. APPROVAL OF THE CONSENT AGENDA
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS,
TO APPROVE THE CONSENT AGENDA.
Councilmember K. Johnson requested Item 3, Approval of Council Meeting Minutes of January 18, 2022,
be removed from the Consent Agenda.
MOTION CARRIED UNANIMOUSLY. The agenda items approved are as follows:
1. APPROVAL OF COUNCIL SPECIAL MEETING MINUTES OF JANUARY 4, 2022
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2. APPROVAL OF 5:45 PM COUNCIL SPECIAL MEETING MINUTES OF JANUARY 18,
2022
4. APPROVAL OF PAYROLL AND BENEFIT CHECKS, DIRECT DEPOSIT AND WIRE
PAYMENTS
5. APPROVAL OF CLAIM CHECKS AND WIRE PAYMENT.
6. AUTHORIZE THE ADVERTISEMENT OF A REQUEST FOR PROPOSALS FOR JOB
ORDER CONTRACTING
7. APPROVE A PROFESSIONAL SERVICES AGREEMENT WITH THE BLUELINE
GROUP FOR THE DESIGN OF THE PHASE 13 WATERLINE REPLACEMENT
PROJECT
8. AMENDMENT TO CITY'S INTERLOCAL AGREEMENT WITH SOUTH COUNTY
FIRE
ITEMS REMOVED FROM CONSENT
3. APPROVAL OF COUNCIL MEETING MINUTES OF JANUARY 18, 2022
Councilmember K. Johnson said the appointment of Boards and Commission states incorrectly that Laura
Johnson was the Community Transit alternate when she is actually the alternate.
COUNCILMEMBER K. JOHNSON MOVED, SECONDED BY COUNCILMEMBER TIBBOTT,
TO CORRECT THE JANUARY 18 2022 MINUTES AS STATED. MOTION CARRIED
UNANIMOUSLY.
COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS,
TO ADOPT THE AMENDMENTS TO THE JANUARY 18, 2022 MINUTES ON PAGE 42 THAT
WERE DOCUMENTED IN THE EMAIL AT 6:24 P.M. FROM CITY CLERK SCOTT PASSEY.
MOTION CARRIED UNANIMOUSLY.
8. COUNCIL BUSINESS
NON -REPRESENTED EMPLOYEES COMPENSATION STUDY
HR Director Neill Hoyson advised the council has reviewed the Non -Represented Employee
Compensation Study and it has also been reviewed by committee and everyone has a good understanding
of the information. She recalled Council President Olson had an outstanding question related to
comparison.
Shannon Drohman, Compensation Connections, explained the question from the last meeting was
related to job matching for the Development Services Director. They looked at the job matching again;
one of the matches in the Milliman Public Employees survey required professional engineer designation
so that match was removed from the data collection for that job. The other matches did not have that
requirement which was more reflective of the work performed and the qualifications needed for the City
of Edmonds position. Removing that match decreased the overall market data for that position by about
$1,000, but did not affect the salary grade placement for the job. Council President Olson thanked Ms.
Drohman for reviewing the data again.
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Councilmember K. Johnson raised a theoretical question; it seemed the consultant evaluated each of the
non -represented positions from 1-22 and as a result looked at variances between the current grade,
midpoint and the market 50' percentile and came up with an average of 6.7%. However, within each pay
grade, there was a high degree of variation, ranging from 4.7% over to 18.3% under. She wondered why
they did not make those adjustments on the pay range rather than an overall average. Ms. Drohman said
they are suggesting that both occur. The first piece is a 6% increase to the non -represented salary ranges
overall, and then looking at individual job placement to see where they best fit in the salary ranges based
on the market data. The second document that Councilmember K. Johnson referenced compares the pay
range midpoints they are proposing to the former pay range midpoint.
Councilmember K. Johnson said those are not based on job title but rather on the current grade which in
her mind are two different things. Ms. Neill Hoyson explained the variances that are identified in each
grade are based on the jobs that are current in those grades and the data that came back to support that
change. The positions themselves in those grades are driving the recommended change and that is what is
identified as the variance. She summarized it is based on the data that came back on the positions that
currently sit in those ranges.
Councilmember K. Johnson commented a variety of references were used to determine comparable jobs
but she did not understand why there were comparator cities if they were not used. Ms. Drohman
answered they are using the comparator cities' information and supplementing it with published survey
sources for some jobs. Councilmember K. Johnson said it looked like they relied on the published survey
sources rather than comparator cities. Ms. Drohman said the market data that informs their
recommendations includes the comparator city data. Councilmember K. Johnson said she did not see that
in the presentation; they referenced all the other sources, but she did not see many comparator cities
except AWC. She asked if AWC was the source for comparator cities. Ms. Drohman answered yes,
explaining in the detail where it says AWC-city name, that is the comparator city data.
Councilmember K. Johnson commented there are a lot of other references and it was hard for her to
understand why they needed those other references when comparator cities must have equivalent jobs.
Ms. Drohman answered some of the comparator cities do not have comparable job matches for some of
City of Edmonds' positions. One reasons for using published survey data is to round that out so there is
comparable data for all of Edmonds' positions. The City's compensation policy also states additional
sources of data can be considered to provide more context and information related to the larger labor
market and what is happening with the City's job. They used a mix of comparable city information and
the published survey sources in alignment with the policy. Ms. Neill Hoyson agreed the policy states
where it is a relevant factor, other published sources will be reviewed regionally as well as private market.
At this point the City competes for labor beyond the comparator cities and are in competition for labor
across the entire region with both public and private sector so it was very relevant in this study to look at
those sources as well.
Councilmember Buckshnis referred to wages versus benefits, noting the cost to implement the
recommendation for the non -rep employees would be about $250,000. To help citizens understand, she
asked for an explanation of why wages are separated from benefits and the impact on benefits if the
recommendation is approved, making it more than $250,000. Ms. Neill Hoyson said wage data is used to
set wages; benefit data is used to set benefit levels. In order to right -align wages to be competitive in the
marketplace and continue to do the work the City needs to do for the citizens, council may make
budgetary or financial decisions to potentially hold benefits stable for a while to offset some of that cost.
They are both components of total compensation costs, but they must be set separately. Particularly in this
case when there is a big change in wages, the council may look at benefits and decide how to maintain or
adjust those to account for costs related to wage.
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Kathy Marek, Compensation Connections, was also present to answer questions
COUNCILMEMBER PAINE MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS, TO
ADOPT THE 2021 NON -REP COMP STUDY WITH A 6% ADJUSTMENT TO THE NON -REP
SCHEDULE AND IMPLEMENTATION OF THE RANGE CHANGES FOR THE 29 POSITIONS
IDENTIFIED AS NEEDED ADJUSTMENT EFFECTIVE FEBRUARY 1, 2022.
UPON ROLL CALL, MOTION CARRIED (7-0), COUNCILMEMBERS K. JOHNSON, CHEN,
TIBBOTT, BUCKSHNIS, PAINE AND L. JOHNSON AND COUNCIL PRESIDENT OLSON
VOTING YES.
At Councilmember L. Johnson's request, Mayor Nelson declared a brief recess (8:26-8:36 p.m.)
2. 2022 BUDGET AMENDMENTS
Councilmember Buckshnis reviewed:
2022 Budget Comments
o Council knew that we would revisit the budget in 2022.
o Timeliness is imperative since 2022 Budget was approved in November and now almost
February
o Items were left out of the budget such as the reorganization of the Municipal Court, a new
uptown Satellite Office and a potential Police Department restructure which could have
significant impact on the 2022 budget.
o We are still in a pandemic and have economic pressures from a spike in inflation, supply
shortages, three projected interest rate hikes and other concerning economic indicators.
o We have local budgetary pressures from changes in the South Fire Contract and the impact on
both wages and benefits from the recent compensation study.
o It might be advantageous to postpone some appropriations until Council and the public can be
provided more details as amendments happen quarterly.
o The use of $2.1 million in unrestricted reserves in this budget should be a Council decision as
to the amount and purpose and per our approved Fund Balance Policy.
o These amendments came from four Council Members and this presentation is a compilation
of their items.
o The first section identifies decision packets that are in question of removal and the second
section suggest addition to the budget.
o To save time, each item will be motioned by the presenter (and after a second) any member
of Council can provide reason for motion. After vetting, a vote will occur and five vote items
or super majority will be highlighted.
o A budget hearing is scheduled for February 1 st.
o A super -majority vote (five votes) is needed in order for any amendment to be moved to the
budget ordinance.
Councilmember L. Johnson raised a point of order, stating she has questions about the entire process
Councilmember Paine referred to the agenda memo, explaining it was put out last week and it was
substantially unchanged this week. The agenda memo either needs to be substantiated or retracted as it is
very personalized and violates several aspects of the code of conduct. She talked with Council President
Olson last week about changing the agenda memo and either she was unable to revise it or was told it had
been changed. However, no changes were made to the agenda memo other than adding approximately 20
words at the end. Her name is mentioned five times in the agenda memo and she questioned how that had
anything to do with the effort to make budget amendments.
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Councilmember Buckshnis raised a point of order, stating she did not understand Councilmember Paine's
point of order. Councilmember Paine said this was her complaint, the agenda memo needs to either be
substantiated or retracted. The agenda memo is highly personalized, she is mentioned five times and there
are wildly inappropriate mentions of other current and past councilmembers. The fourth paragraph states
there wasn't adequate time which is not true; the budget was first introduced on October 4r' and it is now
January 25t'', there has been more than ample time for people to get their questions answered. There were
over seven weeks of review and a vote taken the last week of November which was plenty of time for all
the participants to participate and they did participate in abundance. She summarized this has not been an
unvetted budget.
Councilmember Buckshnis asked what Councilmember Paine's point of order was. Mayor Nelson said
she did not make a point of order, he called on her to speak.
Councilmember Paine said the agenda memo brings up information from the prior decade. The next
paragraph in the agenda memo states there is an OPMA violation which is not accurate and that she put a
new hearing policy in place which is not accurate or truthful. She said having this information in an
agenda memo is entirely wrong. The second to last paragraph states a simple majority passed the budget
on December 17, 2021; Councilmember Paine questioned the date of December 17, 2021 as that was not
a budget date. She said all budgets that go through the normal process require a simple majority to pass.
The statement about a simple majority is a giant red herring. She reiterated that unless the agenda memo
can be substantiated, it needed to be retracted because it violates the code of conduct which states,
councilmembers have a public stage and privileged platform to show how individuals with contrasting
views can have common ground, demonstrate problem -solving approaches and achieve solutions.
COUNCILMEMBER PAINE MOVED, SECONDED BY COUNCILMEMBER L. JOHNSON,
THAT UNLESS THE AGENDA MEMO COULD BE SUBSTANTIATED, IT NEEDED TO BE
RETRACTED BECAUSE IT VIOLATES THE CODE OF CONDUCT.
Councilmember Paine continued reading from the code of conduct, councilmembers shall focus
discussions and debates on visions, policies and their implementation, noting the agenda memo does not
do that. She continued reading from the code of conduct, no councilmembers shall dominate proceedings
during council or other public meetings. This memo is not neutral and does not offer a balanced, neutral
approach. The two authors of the agenda memo clearly were not thinking about the code of conduct when
they wrote it.
Councilmember Buckshnis raised a point of order, pointing out this was brought up at the December
Finance Committee meeting and she questioned why it was being raised now when the background and
history is well documented. She has yet to hear from Councilmember Paine about the December 17t'
meeting which she put on the agenda. Mayor Nelson asked Councilmember Buckshnis to state her point
of order. Councilmember Buckshnis said this is out of order for what is happening with the agenda item
which deals with amendments. Mayor Nelson said Councilmember Paine is raising an issue with the
agenda item which is relevant and he ruled point not taken.
Councilmember Paine continued reading from the code of conduct, that conduct should not be
personalized. Mentioning councilmembers' name eight times in the agenda memo shows it is absolutely
personal and does not focus on the business of the city. She requested the agenda memo be retracted if it
cannot be substantiated. There is evidence at prior council meetings that the city attorney said the OPMA
rules were not violated.
Councilmember L. Johnson agreed with Councilmember Paine's statements. She expressed concerns with
a number of false and misleading statements in the agenda memo. She referenced the statement, the
authors of this memo have significant questions that were left unvetted which represented many citizens'
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concerns, which purposely creates a narrative that staff was not available to council which could not be
further from the truth. If questions were left unvetted, it was due to choices made by councilmember, not
a lack of opportunity to vet. The administrative services department kept a running list of questions and
answers that were posted online and updated numerous times throughout the process, weekly and
sometimes daily. In addition, staff was available to answer questions by phone, email and during council
meetings which the majority of councilmembers participated in.
Councilmember L. Johnson referred to another statement in the agenda memo, another noteworthy item
that caused the need to reopen this 2022 budget process was that citizens felt their voices were not heard
at the 11/16/21 budget continuation meeting and some contended it was not compliant with the OPMA.
She pointed out the council code of conduct begins with, the city council finds that councilmembers
should seek to continually improve the quality of public service and ensure public confidence and the
integrity of local government and its effective, transparent, and equitable operation. The code of ethics
states, we are dedicated to the highest ideals of honor and integrity in all public and personal relationships
and will conduct the business of the city in a manner that is not only fair in fact, but in appearance. She
was concerned with the repetitive and unsubstantiated claims of OPMA violations in two agenda memo,
claims that were already addressed by the city attorney last week and this week, is purposely misleading
and does not ensure public confidence in the integrity of local government and is neither fair in fact or
appearance.
Councilmember L. Johnson referred to the statement in the agenda memo, the use of unrestricted reserves
without council notification or review is contrary to the fund balance of the city, stating the claim of
without council notification is false. The council was notified in October when the administration
presented the draft budget; there were no surprises and there was plenty of time to address concerns and
to ask questions through email, phone or at meetings if one prioritized attendance.
Councilmember L. Johnson referred to the statement in the agenda memo, no one from the administration
had notified or contacted Councilmember Buckshnis of this new process of no notice adjournment. Both
councilmembers were excluded from final deliberations or vetting process. Those statement are false; it
has been verified that all councilmembers were notified by email, the usual council notification method,
and no councilmembers were excluded although some did choose not to prioritize their attendance. She
expressed concern that tonight's discussions were based on an agenda memo full of falsehoods and by
doing so, puts a stamp of approval on it and she did not approve of the agenda memo.
Councilmember L. Johnson continued, a public hearing was set and one would think a public hearing
would happen prior to council making decisions on amendments, but that does not appear to be the way
that is being steamrolled through tonight. She fully objected to the agenda memo, requesting it be
substantiated and retracted because she was not comfortable moving forward with it.
Councilmember Buckshnis said when the agenda memo was proposed, then Council President corrected
an error and it has been before council three times. She expressed willingness to retract the
background/history, explaining the intent was to move through the amendments which everyone was
aware of. Citizens have contacted councilmembers with different issues, including a probable OPMA
violation and the SAO has been contacted. If councilmembers are worried about the agenda memo, she
offered to take it out. There are amendments that need to be addressed and that is what this agenda item
and the PowerPoint presentation is about. She will gladly rewrite the agenda memo, noting any objections
could have been raised last week, but no one contacted her with any concerns which is unfortunate
because she utilized information from the council minutes.
Councilmember Buckshnis continued, it is true that she was not contacted prior to the no -notice
adjournment meeting, the email came out at 10 p.m. that night. She suggested proceeding with the
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amendments; the agenda memo was only providing background/history. The narrative and
recommendation are the crux of the agenda item. She has seen many agenda memos over the years that
personalize and bring people's names into the discussion. She offered to take the names out. Her intent
was to provide background/history and move forward in an easy a fashion as possible.
Council President Olson said she did not find the background/history section of the agenda memo
factually incorrect. She preferred not to focus on the background and history and instead move forward
with the amendments. This is the same exact agenda memo that was included in last week's packet. The
amendments Councilmember Buckshnis proposed, deleting the background/history from the memo and
proceeding with action, would be acceptable to her if someone wanted to make that amendment. She
recommended proceeding with this agenda item.
Councilmember Paine agreed with Councilmember L. Johnson's comments. She was troubled that this
will be on the record, not retracted and not addressed by Council President Olson. She spoke to Council
President Olson last week about the nature of the agenda memo and no changes were made. The next day,
there was a letter to the editor about the need for an environment of collaboration and respect, leaving her
to believe that two senior councilmembers who have been council presidents in the past, decided to put
this forward without discussing it with the council president which she found troubling. She was the one
who requested a public hearing and Council President Olson put that on the agenda, but now
councilmembers are trying to bulldoze ahead without hearing from the public. That is not correct or in
keeping with the council's established practice. She referred to comments councilmembers have made
requesting no decisions be made without hearing from the public. These are substantial changes to an
established budget and she was concerned with having that discussion in advance of a public hearing.
Councilmember L. Johnson said the agenda memo was published and is part of tonight's discussion, it
cannot simply be deleted. This needs to be brought forward again with an agenda memo written in good
faith which this one was not. To say that is simply background/history is stating that it is accurate and she
did not think it was. She suggested the city attorney weight in, pointing out the claims in the agenda
memo of probable OPMA violation was huge. To simply say get on with it and not dwell on it, the
agenda memo is the introduction to the subject and should provide a factual history, but in this case it is
somebody's own spin on it and it is not fact based. As a legislative body, the council should work off
facts; she was offended the council was being asked to move forward with it and accept its falsehoods.
She requested the city attorney weigh in on the claims of OPMA violations.
City Attorney Jeff Taraday answered as it pertains to the budget, he was not aware of facts that in his
opinion constituted an OPMA violation. Councilmember L. Johnson recalled this question has been
previously raised and addressed by Mr. Taraday. Mr. Taraday answered that is entirely possible; he did
not have perfect recall of everything he has said at various council meetings in the past. He reiterated he
was not aware of a OPMA violation that occurred in conjunction with the budget.
Councilmember Buckshnis reiterated this same agenda memo was in the December Finance Committee
packet and former Council President Paine made one correction. The information was introduced in 2021
and has been part of the public record for a long time. She was willing to retract it if councilmembers
were that offended by it. No one has heard from the SAO yet about the OPMA issue related to the public
hearing where a rule was created that citizens could not speak a second time. The city attorney has
provided his opinion, but the SAO has not. The intent was for councilmembers to discuss and refine the
proposed amendments in order for the public to weigh in at the public hearing. She was concerned
objections were voiced to avoid proceeding with the agenda item. She preferred to move forward and she
will include only the recommendation in next week's agenda memo.
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Councilmember Chen proposed to have a public hearing next week and then vote the following week.
Mayor Nelson advised there is already public hearing next week. Councilmember K. Johnson said the
public hearing is scheduled two weeks from today. Councilmember Chen said it makes sense to have the
public hearing first and then vote.
Councilmember Buckshnis advised the public hearing is next week, February V.
Councilmember Paine restated the motion:
TO HAVE THE AGENDA MEMO STRUCK THROUGH FROM THIS WEEK'S AGENDA
PACKET BECAUSE IT COULD NOT BE SUBSTANTIATED.
Council President Olson asked if the intent was to proceed with the business associated with the agenda
item if this motion was approved or were those separate and unrelated. Mr. Taraday said they are separate
and unrelated; passage of the motion would not prevent the council from moving forward with
considering the proposed amendments. Council President Olson recalled Councilmember Buckshnis
suggested deleting the background/history. Mr. Taraday said he considered those to be similar proposals.
Councilmember Paine said she did not consider them the same.
Councilmember L. Johnson asked the purpose of an agenda memo. City Clerk Scott Passey said it is to
introduce business before the body; it typically includes background and history if that is relevant,
recommendation, narrative and any attachments that support the proposal/question.
Councilmember L. Johnson asked what parts of the memo would be struck through. Councilmember
Paine answered all of it.
Councilmember Buckshnis said even though she quoted some parts from the minutes, she will delete the
entire background/history. She suggested the council move forward with introducing the amendments
tonight so citizens understand them. The council does not need to vote on the amendments tonight.
UPON ROLL CALL, MOTION CARRIED (4-1-2), COUNCILMEMBERS TIBBOTT, PAINE AND
L. JOHNSON AND COUNCIL PRESIDENT OLSON VOTING YES; COUNCILMEMBER K.
JOHNSON VOTING NO; AND COUNCILMEMBERS CHEN AND BUCKSHNIS ABSTAINING.
COUNCILMEMBER CHEN MOVED, COUNCILMEMBER TIBBOTT, FOR
COUNCILMEMBER BUCKSHNIS TO INTRODUCE THE AMENDMENTS, BUT HAVE THE
PUBLIC HEARING NEXT WEEK AND THEN VOTE THE FOLLOWING WEEK.
Council President Olson pointed out February 8tn is committee night so unless a special meeting was held,
it would not be possible to vote on February 8t''. She expressed support for a special meeting on February
8' if other councilmembers agreed.
Councilmember Paine suggested a quick reading of the amendments tonight, although she did not
understand why it was necessary to go through all this again. She suggested a time limit of 25 minutes.
Councilmember L. Johnson offered a friendly amendment, instead of the week following the public
hearing, vote at the February 15t'' meeting.
Councilmember K. Johnson commented this item was scheduled for one hour and the Council has not
even begun yet. She suggested moving forward with the agenda item, holding the public hearing next
week, and continue discussion after the public hearing. The amendments are of utmost importance and the
discussion should not be delayed.
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Council President Olson agreed, suggesting if the maker/seconder of the motion were interested in
withdrawing the motion, the council could get on with reviewing the proposed amendments. There is a
plan for a public hearing and voting can occur once the work on the amendments is concluded. She did
not think the motion accomplished anything other than locking the council into a timeline that may/may
not work. Tonight is an opportunity to introduce the amendments prior to next week's public hearing.
Councilmember Chen said the intent of his motion was not to vote tonight. The amendments could be
introduced as scheduled and then have the public hearing followed by a vote with public inputs in mind
which is a better procedure.
Council President Olson supported the idea of not voting tonight.
Councilmember Paine supported having the vote after the public hearing and expected that to happen on
February 8t''. The council has been on this topic for nearly 45 minutes, leaving a few more minutes of the
one hour that was scheduled for this item and then the council can proceed with the agenda.
Councilmember Tibbott said as the seconder of the motion, he was in favor of Councilmember Buckshnis
reading the amendments tonight in preparation for a public hearing next week. He was also in favor of a
special meeting following committee meetings especially if the committee meeting agendas could be
adjusted and the only business item in the special meeting would be these budget amendments. He was
unclear on the logistics of creating a special meeting following committee meetings as those meetings last
until 9:00 p.m.
Councilmember L. Johnson said in supporting the motion, it was with the understanding the council
would not vote on the amendments tonight, Councilmember Buckshnis quickly reading the proposed
amendments tonight, holding the public hearing as scheduled and then waiting until the next regular
meeting to vote. It is extremely important and as Councilmember Tibbott said, committee nights are
already full, staff will need to be present, making it a very long day for everyone and council needs to
make these decisions when well rested. She requested the vote occur at the council's next regular
meeting.
Councilmember Paine said she said February 8t'', but she meant February 15'
Mayor Nelson restated the motion
VOTE ON THE BUDGET AMENDMENTS ON FEBRUARY 8TH.
Councilmember L. Johnson asked if Councilmember Chen would accept an amendment to the next
regularly scheduled meeting, February 15t'', versus committee night. Councilmember Chen said the
departments are waiting for the council to finalize the budget so they can proceed with advertising, hiring,
etc. so he did no want to delay it further. He supported scheduling a special meeting if necessary.
UPON ROLL CALL, MOTION CARRIED (6-1), COUNCILMEMBERS CHEN, TIBBOTT,
BUCKSHNIS, PAINE AND L. JOHNSON AND COUNCIL PRESIDENT OLSON;
COUNCILMEMBER K. JOHNSON VOTING NO.
Councilmember Buckshnis reviewed the proposed 2022 budget amendments:
# 1 - REDI Manager
• There was not sufficient information to support an on -going FTE. With this issue comes two
motions:
1) Hire consultant to evaluate City on REDI metrics (what has already been done and what
needs to be done) and propose three alternatives to accomplishing that work" and with that
the allocation reduced to 70K
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2) Substitute Motion: Hire REDI Manager for year one of a intended three year position to
assess what is done, what needs to be done, to do the work, to train staff, and to set systems in
place to carry on the work internally and with an occasional professional services contract
after the three year period.
#11 — One Commander FTE
• Proposed organizational restructure of the Police Department should be brought forth to a council
committee. Appropriation is premature.
• Motion: Remove this decision packet.
#13 — Body Cameras
• This one will be removed as Police Chief advised it is a requirement
#14 — Police Scuba Team
• In the past, we had a three member dive team. While a five member team may be optimal,
suggests looking for community partners to fund the service level between minimum and optimal
in future years.
• Motion: Decrease scuba team to three.
# 16 — Public Information Officer
• Not sufficient support for FTE provided.
• Motion: Remove this decision packet
#20 — Solar Program
• This is a pilot project geared towards low-income families; yet it takes approximately $13K to be
part of the $5K grant program and this is not a realistic expectation. There are many state solar
program that offers incentives and grants.
• Motion: Remove this decision packet.
#21 — Last year, a $550K appropriation was approved and $409,000 was left unspent and is now a carry
forward. The City is distributing funds in household pants from ARPA as well.
• Motion: Remove decision packet.
#22 —New FTE position to manage existing_ capital projects
• There is not sufficient information to support a full time FTE or how this position will manage
what projects. Council committee should review to determine what exactly projects are part of
this request.
• Motion: Remove decision packet.
#33 — FCA Assessment
• Recent bonds were approved based on the previous conditions assessment report and most
projects will be completed in three years. A discussion about the timing of the re -assessment
should be brought forth to a Council Committee.
• Motion: Remove decision packet.
#34 — Carpet Cleaning
• Could the City buy the carpet cleaning equipment and have our fully staffed custodial team do the
twice annual carpet cleaning. There is not sufficient information to support this new expense
especially when a new custodian is in the budget.
• Motion: Remove the decision packet. Process can be handled via a budget amendment and
Council Committee review.
#35 — Vehicle purchase for Maintenance and Custodial.
0 Unclear as to the number of vehicles? DP 70 purchased a variety of 8 vehicles for an average of
$60,625 per vehicle and no annual maintenance cost. Council should review all vehicles included
in the 2022 budget to determine needs over want.
• Motion: Delete the decision packet. Schedule car purchase decision be brought forth to a Council
Committee.
#37 — $100,000 ongoingfor or aging infrastructure
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• The City bonded in order to address the backlog of infrastructure capital maintenance project and
are unable to spend all the bonded amount this year.
• Motion: Delete the decision packet.
#38 — New Police perimeter fence
• The cost of providing a fence or other means of securing the police area should be vetted through
a committee to determine if less expensive alternatives.
• Motion: Delete the decision packet.
#40 — 2022 Commute Trip Reduction
• During the pandemic, this seems to be an unneeded expense since many employees are working
from home. An amendment can always come through after proper vetting of the PPW committee.
What was the data for the 2021 program?
• Motion: Delete decision packet.
#41 — Purchase Messaee Board
• Is this necessary for city work? The civic organizations that want to use them can rent them from
a sign company. This is not a city function.
• Motion: Delete decision packet.
#47 — Yost and Seaview Assessment and Rehabilitation
• This entire project has yet to be brought forth to Council and an amendment can occur in 2022 or
is this part of the City Infrastructure? The numbers in the description do not match the project
status.
• The numbers in the description do not match the project status as Yost cost of $440K with
interfund of $65K and then no cost for Seaview. But an assessment of $130K is listed with the
entire project listed to be between $3.OM to $3.5M.
• Motion: Delete decision packet and bring forth to Council Committee and handle through
amendment process.
#48 — 3-year Rate Study Consultant
• The CIP/CFP should be scrubbed before we allow any review by a consulting firm since number
inconsistencies have been noted.
• Motion: Delete Decision Packet.
#51 — Overtime
• Potential estimates for pilot projects is not a sufficient reason to add overtime. Increasing the
overtime appropriation should be addressed with Council Committee to look at consistency in
overtime over the years.
• Motion: Delete decision packet.
#55 — Edmonds Marsh Water Quality Improvements
0 No justification for water mitigation or the phases of this stormwater project. Suggest that the
stormwater aspect be clarified in the CIP/CFP process. Council review to determine costs and
plans for all project as these funds potentially impact utility rates.
• Motion: Delete decision packet.
#60 — Perrinville Creek Projects
• No information provided from the Administration (promised in 2020) when the Creek was
damaged by high water flow and City blocked portions of the creek to force flow into two vaults.
• Motion: Delete decision packet and bring forth budget amendment when plan is established.
#61 - Green Streets and Rain Gardens
• No information to support the green streets and the definition does not exist in City documents.
Rain garden grants available through Snohomish County and how would the bio-retention and
rain gardens should be built to reduce flooding?
• Motion: Delete decision packet.
#70 — New vehicles
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• There are already a number of vehicles in the police and public works departments. These
vehicles purchases can wait a year when Council has a better understanding of all cars needed
from the B-Fund and supply shortages decrease.
• Motion: Delete decision packet.
#71- Vehicle charging network
• Further review of this to entail creating a charging network system and data on current use of our
charging stations.
• Motion: Delete decision packet.
#72 - Strategic Planningfor or optimizing the solar panel upgrade on Frances Anderson Building.
• There is not sufficient information in place to understand this request. Should be vetted more
fully by Council Committee to determine cost or impact of aged infrastructure.
• Motion: Delete decision packet.
Councilmember Buckshnis reviewed 2022 budget amendments to increase appropriations
• Motion to add Municipal Court restructure to reflect impact on 2022 budget numbers (currently
represented only as attachments to the budget via DP 230-22001,02, and 03)
• Motion to reflect the expense of the new satellite City Hall office on HWY 99 in the 2022 budget
numbers.
• Motion to add $100K for the Creative District's Fourth Avenue Corridor project design.
Councilmember Buckshnis reviewed 2022 budget amendments to increase appropriations
• Motion to add $60K for study of a Police Station relocation and/or City Hall relocation.
• Motion to add $150K for Streetlights in the Lake Ballinger Area (CIP/CFP impact)
• Motion to add the South County Fire adjustment to the budget.
3. INTRODUCTION REGARDING CODE AMENDMENT TO ECDC ENTITLED
BICYCLE PARKING DEVELOPMENT STANDARDS
Planning Manager Rob Chave introduced Senior Planner Eric Engmann, a temporary employee hired to
work on code amendments. There are several amendments in the pipeline, this is the first one and there
will be more in succession. Mr. Engmann previously worked in Bellevue and Seattle and is originally
from Florida.
Development Services Director Susan McLaughlin explained tonight's agenda is an introduction to
potential bicycle parking regulations including, 1) connection to the Comprehensive Plan goals, 2)
highlights of draft amendment, and 3) a special goodbye. She reviewed:
• Bike Parking Ties to Major Sustainability Goals
o Comprehensive Plan Transportation Element
■ Policy 4.1: Encourage active transportation by providing safe facilities for bicycle and
pedestrians
■ Policy 4.13: Place highest priority for improvements to bicycle facilities and installation
of bike racks and lockers near schools, commercial districts, multifamily residents,
recreation areas, and transit facilities
o Community Sustainability Element
■ Policy B.3: Explore and support the use of...transportation options that reduce
Greenhouse gas emissions
o Climate Action Plan
■ Goal: Carbon Neutral by 2050
■ TR-3: Reduce vehicle miles traveled (VMT) by promoting active transportation
Mr. Engmann reviewed:
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• Proposing new chapter in Title 17 for bicycle parking and storage
o Four main components
1. Creates bike parking standards for multifamily and non-residential development
2. Separated into short term and long term parking requirements
3. Includes locational, installation and maintenance requirements (how to operate)
4. Provides definitions, calculations, and applicability standards to support new chapter
• Difference between short-term and long term bicycle parking
o Short term parking
■ Less than 4 hour parking
■ Bike rack near primary entrance
■ Higher need with non-residential use
o Long term parking
■ More than 4 hour parking (overnight)
■ Parked in secure on -premise space
■ Higher need with multifamily residential use
• Proposed short term bicycle parking requirement
Type of use
I Minimum Number of Spaces Required
Multiple dwelling unit
1 per 10 dwelling units
Non-residential
1 per 12 vehicle parking spaces; not less than 2 spaces
• Proposed long term bicycle parking requirement
Type of use
Minimum Number of Spaces Required
Multiple dwelling units'
0.75 per unit
Non-residential
1 per 25,000 square feet of floor area; not less than 2 spaces
Footnote 1: multiple dwelling units with individual garages or those with ground floor units with
direct outdoor access are exempt from this requirement
o Edmonds bicycle advocacy group proposed increasing the non-residential to 2 per 25,000 square
feet and not less than three
• Standards — Multifamily examples
Development Type
Short Term
Spaces
Long Term
Spaces
10 multifamily units
2
8
50 multifamily units
5
38
100 multifamily units
10
75
• Standard — Non-residential examples
Development Type
Short Term
Spaces
Long Term
S aces
Smaller building
2
2-3
Medium building (25,000-50,000 square feet)
—5
2-4
Larger building over 50,000 square feet
13-15
3-5
• Locational and installation requirements
o Visibility and illumination
o Proximity to entrances
o Accessibility
o Minimum area requirements (18" by 60")
o Secure structures
o Electrical outlets (long-term)
o Accommodations for wall mountings (long-term)
Draft code review
o Code draft, planning board minutes, and Edmonds bicycle advocacy group letter are included
in council agenda packet
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o Code update page
■ The code updates webpage is now outline
■ Sign up for notification list for all code updates or just this topic
■ www.edmondswa.gov/codMdates
■ QR code to visit the bike parking specific page
Councilmember L. Johnson referred to the statement in the agenda memo, substantially damaged or
improved or if a parking lot is expanded by 50% or more and asked how the 50% or more was
determined, how often parking lots were substantially damaged, improved or expanded by 50% or more,
and why wouldn't the requirement bicycle parking be required for any expansion. She referred to his
comment that townhomes may be able to store onsite and asked whether the code could be written so it
was not specific to townhomes but the exemption would only apply if there was an ability to store onsite
case -by -case. Mr. Engmann responded 50% is seen as a major expansion. For example, an older building
may add 1-2 parking spaces, should that trigger compliance with the code? Typically the standard is
higher than that and addresses a major improvement. He acknowledged 50% may be too high, but the
goal is not to have it be any expansion because the addition of 1-2 parking spaces may not be enough to
trigger those improvements.
Councilmember L. Johnson observed the intent is to meet goals and combat climate change; if there is
any increase in parking spaces which increases auto usage, she felt there should be some expansion of
bike parking. She summarized any expansion to accommodate more cars should trigger a requirement to
also accommodate bikes. Mr. Engmann said that could be looked at that.
With regard to substantial expansion, Mr. Engmann said that was discussed with the Planning Board,
what method should be used. For example, when improvements are made to an existing multifamily
building, the question arises at what point do they have to meet these standards. A bathroom or kitchen
remodel might not require compliance. In the code, the requirement to come into compliance with the
code is typically 75% improvement. The Planning Board is proposing to use the lower threshold of 50%.
They looked at several examples of 50% improvement and it is a major renovation and it was felt that that
would be the appropriate point to require these improvements versus smaller improvements. The building
official also agreed. With regard to townhomes, Mr. Engmann agreed there could be a better way to
phrase that so it is not an automatic opt out, acknowledging there may smaller townhomes that do not
have space to store bikes.
Councilmember Paine said this was very exciting to see this, code changes that encourage non-polluting
aspects and she was glad bike parking was being proposed. She asked when it would be appropriate to
have bike storage lockers, recalling the letter from bicycle advocacy group included a suggested change
related to storage lockers. She noted if someone is working for 7-9 hours, they are not checking on their
bike during the day unless they feel the parking is not secure. She encouraged him to take the issue of
bike security seriously, noting someone losing their bike is akin to losing their car stolen if that is their
sole mode of transportation. She also encouraged him to consider the numbers offered by the bicycle
advocacy group as the group is comprised of regular bike riders who know their stuff. She referred to the
picture of the wave pattern bike rack, noting that is the advocacy group's least favorite bike rack design
and they prefer the C-shaped rack.
Councilmember Tibbott found this very interesting and looked forward to seeing its application. He
referred to the City current incentives related to development of multifamily and asked if those incentives
would be replaced a requirements for bicycle storage. Mr. Engmann said he was not familiar with
incentives other than in one district. Councilmember Tibbott vaguely remembered while on the Planning
Board including incentives for bike storage in exchange for some other feature. Mr. Chave recalled it was
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6.3.a
part of the incentives in the Westgate zone. Councilmember Tibbott said he would hate to see the
incentive go away, yet he saw the value of requiring bike storage.
Councilmember Tibbott pointed out the impact of bike racks on walkways. The proposal refers to
installation on private property and he asked whether bike racks downtown or in front of other
commercial space that might take up public walkway space were addressed in the code. Mr. Engmann
answered this affects development on private property; there are different standards on public property.
Councilmember K. Johnson challenged some of standards, relaying there are standards for multifamily
dwelling units in areas where there is not safe bicycle access. For example, the presentation mentioned 75
long term and 10 short term spaces for a 100 unit multifamily building on Highway 99, but there isn't
access to the Swift Line or north -south access on Highway 99. There is the interurban trail and east -west
bicycle routes, but if long and short term spaces are required, the building needs to connect to a usable
bicycle network. It doesn't make sense to encourage bicycle use in areas where people cannot safely ride
a bike. Mr. Engmann suggested that was a philosophical question.
Councilmember K. Johnson agreed it was philosophical, but was related to the redevelopment of
Highway 99, space allocated in the right-of-way and the standards the City is encouraging. It takes the
theoretical and attaches it to reality and she saw a disconnect. Ms. McLaughlin said one of challenges,
chicken before the egg, is building out an entire city network with protected, all ages and abilities bicycle
facilities. That is a goal to become carbon neutral, but the City does not have the capital funding to do
that. There are all sorts of riders, some are very comfortable riding in traffic and do not need a protected
facility. Best practice facilities for all ages and abilities are protected; but to preclude the ability to store a
bike for people who are comfortable on a standard roadway would go against progress toward climate
goals.
Councilmember K. Johnson challenged that, commenting in the development of networks, bicycles have
to be considered as a mode of transportation. There is nothing that prohibits bicycles on those highways,
but they are not safe unless they are planned for. She saw a disconnect and felt the City should do both; if
there is a requirement for long and short term spaces, there should also be safe access to Swift, the Park &
Ride and north -south travel.
Councilmember Buckshnis asked if there were statistics to support the requirements, anticipating there
would be concern from builders, people who do not need bikes and want parking instead. She asked if a
public hearing will be held. Mr. Engmann said there will be a public hearing. In developing code
amendments, consideration is given to what other cities including surrounding cities have done, best
practices, etc. The Master Builders Association and other builder groups are also consulted for feedback.
The proposed standards are used in a lot of surrounding cities. Typical best practice is between %2 - 3/4
space per unit which is common in the Puget Sound region.
Councilmember Buckshnis asked if it was appropriate to have that requirement for every unit and was
that saying that bikes were equivalent to cars, noting the requirement for vehicle parking was one
space/unit. Builders are required to provide one parking space per unit and additional space for bike
storage. Mr. Engmann answered bike storage is usually much smaller spaces, long term storage is usually
in a secure room with bicycle mounts on the walls, etc. and is not equivalent to a parking space.
COUNCILMEMBER PAINE MOVED, SECONDED BY COUNCILMEMBER CHEN, TO
EXTEND TO 10:40 P.M. MOTION CARRIED UNANIMOUSLY.
Councilmember Chen asked if ADA access was considered. Mr. Engmann answered ADA is required for
any new construction, walkways and entrances and safe passage to the space.
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Council President Olson commented she was thrilled to see the QR code and anticipated citizens were as
well. Having a code update page and being on the notification list for updates will excite many citizens. In
the interest of time, she will submit her comments via email.
Ms. McLaughlin displayed the following:
Thank you to Rob Chave for 30 years of service to Edmonds
Last day January 31
His wit, experience and leadership will be missed by all
Councilmember Buckshnis thanked Rob Chave for the time he has given to the City and all his work over
the years. She had many stories and was very happy for him.
Mr. Chave said it has been pleasure to work for Edmonds. One of the nice things about a small city is
getting o do a lot of things which has Edmonds allowed him to do. Thirty years is a long time and now
feels like the right time. A number of people have left the City over the past 1-2 years, and he was
thinking they must know something he doesn't. After looking into it, he decided he would be stupid if he
didn't follow them so he is retiring. He wished everyone well in continuing to serve and support Edmonds
as it evolves and prospers in the future. The City is in good hands between the mayor, council and
dedicated staff who work hard for the City and deserve all the gratitude they can get.
4. ENTERPRISE RESOURCE PLANNING SYSTEM (ERP) REPLACEMENT
Deputy Administrative Services Director Megan Menkveld introduced herself to council. She reviewed:
• Enterprise Resource Planning (ERP) System
o General Ledger (GL)
■ Financial statements
■ Capital
■ Accounts payable/receivable
■ Budget
o Payroll & HRIS
■ Position control
■ "Hire to Retire"
■ Timekeeping (pay codes)
■ Benefits
■ Employee self-service
o Utility Billing
o Other (outside scope)
■ Permitting (Tracklt)
■ Procurement (N/A for Edmonds)
The existing ERP solution, Eden went live in 2001 (20 years old). It is now being phased out by
Tyler Technologies.
o Tyler Technologies no longer sells Eden to new customers.
o Tyler no longer invests in improvements to the software. Minimally they still provide security
updates, software patches, and changes due to new regulatory requirements.
o Tyler has indicated they will continue to support the product, but it will eventually become
technologically obsolete due to the operating system it runs on, the hardware it uses, or
changes to the language (code) used to program the software.
o Tyler has a new product that customers can opt for called Munis.
Traditional Option (One Service Agreement)
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Budget &
Reporting
Suite Option (Potentially Two Service Agreements)
• Sole Source
• Attaches to any ERP system
] �
ERP System Options
1. Only OpenGov (12 to 15 months)
2. Only Munis (24 to 8 months)
o Or other ERP
3. OpenGov Budget plus Munis ERP
o Budget Suite (5 months)
o ERP (x months)
Examples of OpenGov Budget and Reporting Suite
Considerations: Level of Importance
Budget Suite
ERP
1.
Operational Risk Management
Low
High
o Eden will become non -operational
2.
State of Emergency
o ARPA Funding
High
High
o Remote Working
o Availability of Information
3.
Market Conditions
o Eden customers all need to replace system at the same time
N/A
High
o "Great Resignation"
4.
City Staff Resources
o Leanly staffed in Finance and IT
High
High
o Requires other departments' key staff time
o Competing ro'ects and priorities within and between departments
5.
ERP Customer References and Feedback
High
High
0 Considerations: ARPA (Jeff Taraday opinion forthcoming)
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o ARPA: American Rescue Plan Act — Coronavirus State and Fiscal Recovery Funds: A subset
of ARPA
0 2 CFR Part 35 111. Eligible Uses I A. Public Health and Economic Impacts
■ Purpose is to "Authorize the use of payments from the Fiscal Recovery Funds to respond
to the public health emergency with respect to COVID-19...
■ Must be in response to the disease itself..
o Mt. Vernon, WA (12/08/2021) City council agenda memo — entire ERP
■ Staff proposes utilizing American Rescue Plan Act (ARPA) funding to replace our
current financial software to use this electronic software that will also allow transparency.
This expense meets the criteria of using these funds since the purchase and integration of
OpenGov Cloud ERP software mitigates employee exposure to events like COVID-19 by
providing a software solution that establishes a telework infrastructure, council access,
and provides a tool for better communication and public access to the final budget. It
allows staff to input, review and approve financial data remotely and minimizes physical
contact
o Puyallup, WA (08/24/2021) City council agenda memo — Budget Suite only
■ Proposed use of ARPA funding was presented to Council on July 13, 2021.
■ Subject:
■ Approve a five-year contract with OpenGov for buu geting and transparency software.
■ Fiscal Impacts:
■ Utilize ARPA funding (revenue losses) for the initial five-year contract, then transition
■ to the regular IT operating budget for ongoing annual subscription fees.
Considerations: RFP Waiver (Jeff Taraday opinion forthcoming)
o Would need to hire project manager/consultant to write and execute a product RFP
o Both the preparation of the proposal and response are technical and detailed, a lengthy
process. OpenGov typically does not respond to RFPs for those reasons.
o OpenGov is on the WA State list of National Association of State Procurement Officials
(NASPO) vendors
o There are realistically only three products on the market that make sense for
o Edmonds.
■ Tyler Munis
■ Springbrook (no response)
■ OpenGov
o Other cities have followed scientific methods in their product comparison.
o RCW Exception
Uniform exemptions to competitive bidding requirements (39.04.280 RCW)
1. Purchases that are clearly and legitimately limited to a single source of supply (Sole
Source Vendor):
2. Purchases involving special facilities or market conditions (auction)
3. Surplus Property (surplus property from another government
4. Purchases in the event of an emergency
5. Interlocal Agreements (State standard contracts)
6. Competitive Negotiations Competitive negotiation can be used as an alternative to
the competitive
7. bidding procedures for the acquisition of electronic data processing and
telecommunications systems;
8. energy saving or energy related equipment or services; or when it is determined in
writing that the use
9. of competitive bidding is neither practical nor advantageous to the City.
o Menlo Park, CA (City Council 09/22/2020)
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■ The rapid switch to remote work due to the COVID-19 pandemic has exacerbated the
limitations of the current system and necessitated a more rapid adoption schedule. Further
complicating matters, the workload requirements of the annual independent audit,
preparation of financial statements, and preparation of the annual budget creates a
relatively narrow window of potential "go -live" times.
■ Staff recommends that the City Council waive formal bid requirements and authorize the
city manager to enter into a five-year agreement with OpenGov for financial accounting
software -as -a- service (SaaS)
OpenGov Budget & Reporting Suite
o Accessible to Limitless Users
o The only Modern Cloud ERP for local government
o Future -proof your government's most important software investment by choosing the only
modern cloud ERP designed to unify and automate the many mission -critical process of local
government
o Example of City Manager Dashboard on OpenGov versus Eden
OpenGov Budget & Reporting Suite Public Feedback
o Ashland, OR
■ Both an Online Budget Book and pdf version of the book were put online for the public.
After several months, the pdf received about 5 downloads and the Online Budget Book
had over 1,000 users.
■ The Finance Director said that residents have used information from the Online Budget
Book and Transparency Portal during council meetings. In one example, a resident was
making claims about how funds were being mismanaged and giving wrong numbers to
support his claim. Another resident went to the City website and found the correct
numbers in the meeting.
o Minneapolis, MN
■ Budget -watchers routinely expressed appreciation for the level of financial transparency
on the website. There was also a notable increase in the level of public debate around the
budget.
■ Video instructions and on -screen navigation help available so they can do as much or as
little as they can.
Recommendation:
1. Phased Implementation Starting Now
2. Waiver of RFP's
3. Do not need RFP for OpenGov budget suite
4. Meanwhile, vet entire ERP
General P�]F
HISWaiver of UP's Ledger em 1❑vee ut Rty Riuin
Self -Service]
ERP Planning & Implementation (12 months+)
council
Approval for OpenGov Budget Module Planning, Implementation&Training
8u dget Suite
January March May 5eptemher Oecemher
Fehrua
o Budget Suite Now
■ Remote Work
■ Accessibility
■ ARPA
June November
,,,,1i11111111
o ERP Later
■ Select Project Manager
■ Evaluate Products
■ Plan for human resources
2023
Edmonds City Council Draft Minutes
January 25, 2022
Page 25
Packet Pg. 35
6.3.a
■ Transparency Plan for change management
■ No change to Eden process
for staff (besides budget)
■ Can attach to any ERP
Cost and Budget Impacts
o Billing Frequency: Annual
o Pan nt Terms: Net 30
SOFTWARE SERVICES
Product/Services
Start Date
End Date
Annual Fee
Budgeting & Planning
Dashboards, Financial Integration, Open Town
Hall, Operating & Capital Budgeting,
Reporting & Analytics, Stories, Transparency,
Workforce Planning
02/02/2022
01/31/2027
$67,822.00
Software Annual Total
$67,822.00
PROFESSIONAL SERVICES
Product/Services
Start Date
Professional Services Deployment — Prepaid
02/02/2022
$55,500.00
Services Total Amount
$55,000.00
e Billing/Service Periods
Period 1
February 1, 2022
$123,322
Period 2
February 1, 2023
$67,822
Period 3
February 1, 2024
$67,822
Period 4
February 1, 2025
$67,822
Period 5
1 February 1, 2026
$67,822
Total for 5 year contract
$394,610
e Comparison to NASPO
• City of Edmonds ARPA Funds Appropriation Schedule
o Most than adequate to cover the cost
101111111111111hipproved)Requeste�
Spent
Approvedl
Account
Amount
Expenditures
Remaining
Funds
Balance
Recount A
- City Fx enditures
750,000
90 474.35
859 526
79,984.54
10,490
Account B
- Household Support
4,150,000
1,050,000.00
3,100,000
240,432
809,568
Account C-
Business Support
1,125,000
562,006.94
562,993
236,321
325,686
Account ❑
- Nonprofd Support
500,000
420,500.00
79,500
420,500
-
Account F
- Joh Retraining
600,000
60c,000.00
-
199,999
400,001
Account F -
Green Infrastructure
4,768,099
-
4,768,099
Total Funds
11,893,099
2,722,981
9,170,118
1,177,237
e Next Steps
o January 25, 2022
■ Full Council Presentation
■ Waiver of RFP's
■ OpenGov Budget Suite w/ Agreement
o February 1, 2022
■ Approve Waiver of RFP's
■ Mayor signature for OpenGov Budget Suite Agreement
Edmonds City Council Draft Minutes
January 25, 2022
Page 26
Packet Pg. 36
6.3.a
o March 8, 2022Finance Committee
■ ERP evaluation status
■ Project manager search status
■ Recommendation for product selection & project manager
■ Next steps with full council
Councilmember Buckshnis advised Ms. Menkveld presented to the Finance Committee in December and
January. She suggested the council also approve the use of ARPA Funds. She was ready to vote tonight,
but will wait until next week. She commended Ms. Menkveld for all her hard work.
Councilmember Paine asked if a decision was made to waive the RFP requirement, what time delays were
anticipated if that were challenged. City Attorney Jeff Taraday said as mentioned in the presentation, they
are still looking at those issues and he was not ready to provide an opinion yet.
9. REPORTS ON BOARD AND COMMITTEE MEETINGS
COUNCIL COMMITTEE MINUTES
10. MAYOR'S COMMENTS
Mayor Nelson encouraged everyone to check out the first ever Edmonds Lunar New Year celebration on
Saturday. There will be activities all day on Highway 99, a movie, etc. Further information is available at
www.lunameMearedmonds.com.
Mayor Nelson recognized Rob Chave's long and dedicated service. He has been the go -to for decades, is
a class act and someone who does not rattle easily. He first met Mr. Chave when he was on the Planning
Board and found him to be a bottomless pit of knowledge and institutional history of anything and
everything related to planning. He will be greatly missed, he greatly appreciated his service to the City
and wished him all the best.
11. COUNCIL COMMENTS
Councilmember Chen said he was very excited about the Chinese New Year celebration. He plans to
attend the activities including the lion dance and Kung Fu demonstration by Master Leon's NW Kung Fu
and Martial Arts Team. Those are not only entertaining, but a good demonstration about culture, and
discipline and other great qualities. He relayed he had heard that the activities originally scheduled for
10:30 a.m. on Highway 99 had been canceled because the church had a few COVID cases and the church
elders felt it best to cancel those activities.
Councilmember Chen thanked Rob Chave for his service to the City. His interactions with him included
his presentation tonight and the Historic Preservation Commission's calendar that he has learned a lot
from. He wished him happy retirement.
Councilmember Paine extended her best wishes to Rob Chave, commenting he has been a great source of
information for her. She anticipated he will enjoy retirement, commenting it can be a lot of fun. She
hoped people had an opportunity to enjoy Lunar New Year celebration in Edmonds. She encouraged
people to use the COVID tests that were sent out as COVID numbers are still elevated and the hospitals
are still pretty full. She encouraged voters to check out the resources and vote on the school levy.
Councilmember Buckshnis recalled the time she, Mr. Chave and Lora Petso went to Engel's for a beer.
She wished him a great retirement, commenting she was looking forward to retiring soon herself.
Edmonds City Council Draft Minutes
January 25, 2022
Page 27
Packet Pg. 37
Councilmember Buckshnis announced the passing of long time Rotarian Sharalyn Ramm on Sunday. Ms.
Ramm got her involved with the CASA gift giving program that she now oversees and will be missed.
Councilmember Tibbott wished Rob Chave the best in his retirement. He recall the Planning Board would
get deep into the weeds during their discussion and would look to Mr. Chave to help dig them out. He
appreciated the countless ways he has participated in the look and design of the City and assured he
would be remembered and missed. Councilmember Tibbott looked forward to Chinese New Year,
especially the food.
Council President Olson relayed Student Representative Brooks' good night as he had to leave the
meeting early. She wished Sharalyn Ramm rest in peace, noting that was sad news to hear. She thanked
Rob Chave for his service to the City and extended her best wishes to him on his retirement.
Councilmember L. Johnson relayed her excitement at the City's first official recognition of Lunar New
Year, the Year of the Tiger. She looked forward to watching one of the two lion dances and seeing Caitlin
Chung's artwork on the perimeter fence at the Frances Anderson Center. She extended her thanks and
appreciation to Rob Chave for his 30 years of dedicated service, stating she enjoyed working with him
and getting to know him when she served on the Historic Preservation Commission. She wished him the
best in his new adventure.
Councilmember K. Johnson wished Rob Chave happy trails, anticipating he will enjoy retirement. She
thanked him for his service to the City for the past three decades, commenting she had enjoyed working
with him on the Historic Preservation Commission, her favorite council assignment. She was sorry to hear
about the passing of Sharalyn Ramm. She wished everyone a Happy Lunar New Year, the Year of the
Tiger.
12. ADJOURN
With no further business, the council meeting was adjourned at 10:36 p.m.
Edmonds City Council Draft Minutes
January 25, 2022
Page 28
Packet Pg. 38
6.4
City Council Agenda Item
Meeting Date: 02/1/2022
Approval of claim checks.
Staff Lead: Dave Turley
Department: Administrative Services
Preparer: Nori Jacobson
Background/History
Approval of claim checks #250987 through #251072 dated January 27, 2022 for $1,795,667.88 (re -issued
check #251067 $500).
Staff Recommendation
Approval of claim checks.
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 01-27-22
FrequentlyUsedProjNumbers 1-27-22
Packet Pg. 39
6.4.a
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
250987 1/27/2022 076040 911 SUPPLY INC
Voucher List
City of Edmonds
Page
Invoice PO # Description/Account Amoun
CM-2-1658 CM-2-1658 - RETURN RADIO POUC
RETURN RADIO POUCHES
001.000.41.521.22.31.00-234.0(
10.1 % Sales Tax
001.000.41.521.22.31.00
-23.6(
INV-2-15273 INV-2-15273 - EDMONDS PD
- INVE
U
PROTECH RADIO POUCH
E
001.000.41.521.22.31.00
234.0( .m
10.1 % Sales Tax
001.000.41.521.22.31.00
23.6, O
INV-2-15545 INV-2-15545 - EDMONDS PD
- GAGI
>
BLAUER 8561 TROUSERS
o
L
001.000.41.521.22.24.00
104.9� a
BLAUER L/S SHIRT
Q
001.000.41.521.22.24.00
179.9E N
NAME TAPE
N
r-
001.000.41.521.22.24.00
9.0( N
BLAUER S/S SHIRT
c
001.000.41.521.22.24.00
159.9E
2 NAME TAPES
E
001.000.41.521.22.24.00
18.0( Z
10.1 % Sales Tax
001.000.41.521.22.24.00
47.6 j
INV-2-15884 INV-2-15884 - EDMONDS PD
- PEEF
7 PEER SUPPORT POLOS
@
001.000.41.521.10.24.00
279.9' Q
7 CUSTOM EMBROIDERY
001.000.41.521.10.24.00
84.0(
7 NAME TAPES
001.000.41.521.10.24.00
56.0(
10.1 % Sales Tax
001.000.41.521.10.24.00
42.4,
Total:
981.9 j
Page: 1
Packet Pg. 40
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
250988 1/27/2022 078745 A-1 LANDSCAPING & CONSTRUCTION EOMA.Pmt 4
250989 1/27/2022 065052 AARD PEST CONTROL
250990 1/27/2022 077469 ALLEN, ROBERT
250991 1/27/2022 065568 ALLWATER INC
51164
53233
53437
53487
JAN 2022
010422027
PO # Description/Account
EOMA.PMT 4 THRU 12/31/21
EOMA.PMT 4 THRU 12/31/21
332.000.64.594.76.65.00
EOMA.PMT 4 THRU 12/31/21
125.000.64.594.76.65.00
Total :
MEADOWDALE CC PEST CONTROI
MEADOWDALE CC PEST CONTROI
001.000.64.576.80.41.00
10.4% Sales Tax
001.000.64.576.80.41.00
WWTP: 1/13/22 PEST CONTROL SE
1/13/22 Pest Control Service
423.000.76.535.80.41.00
10.4% Sales Tax
423.000.76.535.80.41.00
PARK MAINT PEST CONTROL CUSS
PARK MAINT PEST CONTROL CUS
001.000.64.576.80.41.00
10.4% Sales Tax
001.000.64.576.80.41.00
MEADOWDALE CC PEST CONTROI
MEADOWDALE CC PEST CONTROI
001.000.64.576.80.41.00
10.4% Sales Tax
001.000.64.576.80.41.00
Total
JAN 2022 BOOT REIMBURSEMENT
BOOT REIMBURSEMENT JAN 2022
001.000.41.521.22.24.00
Total
WWTP: 1 /11 /22 ACCT: COEWASTE:
Acct COEWaste:-
6.4.a
Page: 2
Amoun
714, 052.1 £
69,759.2- Ui
783,811.% um
t
U
E
M
90.0( z
4-
0
9.3E 'R
0
L
0.
77.0( Q
N
8.0- N
ti
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0
129.0( N
E
13.4,
a:
c
m
94.0( E
t
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9.7£ r
430.51 Q
250.7(
250.7(
Page: 2
Packet Pg. 41
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
250991 1/27/2022 065568 ALLWATER INC
250992
250993
Voucher List
City of Edmonds
Invoice
(Continued)
011222034
1/27/2022 001375 AMERICAN PLANNING ASSOCIATION 138087-2212
328906-2212
1/27/2022 069751 ARAMARK UNIFORM SERVICES 656000175025
656000178039
656000178046
6.4.a
Page: 3
PO # Description/Account Amoun
423.000.76.535.80.31.00
38.0(
10.4% Sales Tax
423.000.76.535.80.31.00
3.9E
WWTP: ACCT: COEWASTE: 1/12/2;
Acct COEWaste:-
423.000.76.535.80.31.00
21.7E
10.4% Sales Tax
E
423.000.76.535.80.31.00
2.2E 'M
Total:
65.9E
0
PLANNING - MEMBERSHIP DUES
'R
MClugston membership dues 4/22-&
o
001.000.62.558.60.49.00
533.0( Q.
PLANNING - MEMBERSHIP DUES
a
BShipley - APA membership dues-
001.000.62.558.60.49.00
468.0( N
Total :
1,001.0( N
WWTP: 1/12/22 UNIFORMS,TOWEL
Mats/Towels $49.23 + $5.12 tax = $5
E
423.000.76.535.80.41.00
54.3E .�
Shirt & Cargo Samples + Coat Lab=$
423.000.76.535.80.24.00
2.7( c
WWTP:1/19/22 UNIFORMS,TOWEI
E
Mats/Towels $47.88 + $4.98 tax = $5
423.000.76.535.80.41.00
52.8E
Shirt & Cargo Samples + Coat Lab=$
a
423.000.76.535.80.24.00
2.7(
PARKS MAINT UNIFORM SERVICE
PARKS MAINT UNIFORM SERVICE
001.000.64.576.80.24.00
63.4,
10.4% Sales Tax
001.000.64.576.80.24.00
6.5�
Total :
182.6:
Page: 3
Packet Pg. 42
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
250994 1/27/2022 001699 ASSOC OF WA CITIES
250995 1/27/2022 001527 AW WA
250996 1/27/2022 074815 BERESFORD BOOTH PLLC
250997 1/27/2022 073250 BMI GENERAL LICENSING
250998 1/27/2022 078836 BROCKETT, HAILEY
Voucher List
City of Edmonds
6.4.a
Page: 4
Invoice
PO # Description/Account
Amoun
94444
2022 WORKERS COMP RETRO MEI
2022 WORKERS COMP RETRO PR(
001.000.39.518.61.49.00
27,919.2(
2022 WORKERS COMP RETRO PR(
511.000.77.548.68.49.00
393.2<
2022 WORKERS COMP RETRO PR(
423.000.75.535.80.49.00
917.5< u
2022 WORKERS COMP RETRO PR(
E
422.000.72.531.90.49.00
1,179.6E 'R
2022 WORKERS COMP RETRO PR(
111.000.68.542.61.49.00
1,048.6" O
2022 WORKERS COMP RETRO PR(
423.000.76.535.80.49.00
1,703.9� o
2022 WORKERS COMP RETRO PR(
Q-
a
421.000.74.534.80.49.00
1,048.6' Q
Total :
34,210.8` N
N
7001 983321
WWTP: PRANDOLPH 3/1/22-2/28/2":
ti
N
PRANDOLPH 3/1/22-2/28/23 MEMBE
c
423.000.76.535.80.49.00
248.0( N
Total :
248.0( .
M
BID-41
BID/ED! RENEWAL OF NON-PROFI-
BID/ED! RENEWAL OF NON-PROFI-
140.000.61.558.70.41.00
m
121.0( E
Total:
121.0( U
�a
41847066
2022 MUSIC LICENSE FEE
Q
2022 MUSIC LICENSE FEE
001.000.64.571.22.49.00
391.0(
Tota I :
391.0(
2006389.009
REFUND: ACTIVITY CANCELLATIOP
REFUND: ACTIVITY CANCELLATIOP
001.000.239.200
295.0(
Page: 4
Packet Pg. 43
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
250998 1/27/2022 078836 078836 BROCKETT, HAILEY
250999 1/27/2022 073029 CANON FINANCIAL SERVICES
Voucher List
City of Edmonds
6.4.a
Page: 5
Invoice PO #
Description/Account
Amoun
(Continued)
Total :
295.0(
27937576
CANON 2501F
contract charge 1 /1 - 1 /31 /2022
001.000.21.513.10.45.00
26.4z ui
10.4% Sales Tax
001.000.21.513.10.45.00
2.7E
27937577
DEV SVCS - COPIER MONTHLY CO
U
Bldg copier (SN: QNR12044)-
E
001.000.62.524.10.45.00
32.3z Z
10.4% Sales Tax
o
001.000.62.524.10.45.00
3.3E -R
27937578
DEV SVCS COPIER MONTHLY CON
0
Planning copier (SN: QNR11863)-
0.
001.000.62.524.10.45.00
32.3z Q
10.4% Sales Tax
001.000.62.524.10.45.00
3.3E N
27937589
ENG COPIER JANUARY 2022
N
ENG COPIER JANUARY 2022
001.000.67.518.21.45.00
279.8- N
27937590
DEV SVCS MONTHLY RENTAL/LEA;
E
January 2022 Copier Contract-
001.000.62.524.10.45.00
217.4,
10.4% Sales Tax
m
001.000.62.524.10.45.00
22.6, E
27995950
DEV SVCS COPIER - MONTHLY CO
Bldg Copier (SN: 3CE08167)-
f°
r
001.000.62.524.10.45.00
35.0 � Q
10.4% Sales Tax
001.000.62.524.10.45.00
3.6E
27995954
DEV SVCS COPIER MONTHLY CON
Bldg copier (SN: 3CE08167)-
001.000.62.524.10.45.00
35.0,
10.4% Sales Tax
001.000.62.524.10.45.00
3.6E
Page: 5
Packet Pg. 44
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice PO #
250999 1/27/2022 073029 073029 CANON FINANCIAL SERVICES (Continued)
251000 1/27/2022 077353 CAPITOL CONSULTING LLC 1
251001 1/27/2022 003510 CENTRAL WELDING SUPPLY
251002 1/27/2022 069457 CITYOF EDMONDS
251003 1/27/2022 069457 CITYOF EDMONDS
251004 1/27/2022 076816 CITY OF EDMONDS VEBA TRUST
CG107160
I N V-58
INV-57
2022-AFSCME VEBA
6.4.a
Page: 6
Description/Account Amoun
Total : 697.9:
STATE LOBBYIST JANUARY 2022
STATE LOBBYIST JANUARY 2022
001.000.61.511.70.41.00
3,750.0( ui
Total:
3,750.0(
m
PM: YOST POOL CARBON DIOXIDE
t
U
PM: YOST POOL CARBON DIOXIDE
E
001.000.64.576.80.31.00
240.0<
10.4% Sales Tax
o
001.000.64.576.80.31.00
24.9; R
Total:
265.0( o
L
EOGA.ENG2020-0314 ROW PERMIT
a
EOGA.ENG2020-0314 ROW PERMIT
Q
423.000.75.594.35.41.00
150.0( N
Total :
150.0( ti
N
EOJA.ENG2020-0337 ROW PERMIT
c
EOJA.ENG2020-0337 ROW PERMIT
421.000.74.594.34.41.00
150.0(
Total:
150.0( 6
AFSCME 2022 VEBA CON. SUM
m
AFSCME 2022 VEBA CON. SUM
E
001.000.23.512.51.23.15
1,000.0( U
AFSCME 2022 VEBA CON. SUM
r
001.000.23.523.30.23.15 500.0( Q
AFSCME 2022 VEBA CON. SUM
001.000.31.514.23.23.15 2,500.0(
AFSCME 2022 VEBA CON. SUM
001.000.31.514.31.23.15 250.0(
AFSCME 2022 VEBA CON. SUM
001.000.61.557.20.23.15 250.0(
AFSCME 2022 VEBA CON. SUM
Page: 6
Packet Pg. 45
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
251004 1/27/2022 076816 CITY OF EDMONDS VEBA TRUST
Voucher List
City of Edmonds
6.4.a
Page: 7
Invoice PO # Description/Account
Amoun
(Continued)
001.000.62.524.10.23.15
500.0(
AFSCME 2022 VEBA CON. SUM
001.000.62.524.20.23.15
1,500.0(
AFSCME 2022 VEBA CON. SUM
001.000.62.558.60.23.15
250.0(
AFSCME 2022 VEBA CON. SUM
001.000.64.571.21.23.15
250.0( E
AFSCME 2022 VEBA CON. SUM
M
001.000.64.571.22.23.15
1,250.0(
AFSCME 2022 VEBA CON. SUM
o
001.000.65.518.20.23.15
500.0(
AFSCME 2022 VEBA CON. SUM
o
001.000.67.518.21.23.15
1,500.0( a
AFSCME 2022 VEBA CON. SUM
Q
422.000.72.531.90.23.15
250.0( N
AFSCME 2022 VEBA CON. SUM
N
423.000.76.535.80.23.15
250.0( N
AFSCME 2022 VEBA CON. SUM
c
512.000.31.518.88.23.15
750.0(
2022-EPOA 2022 EPOA VEBA CONTRIBUTION
E
2022 EPOA VEBA CONTRIBUTION
001.000.41.521.10.23.15
300.0(
2022 EPOA VEBA CONTRIBUTION
001.000.41.521.11.23.15
300.0( E
2022 EPOA VEBA CONTRIBUTION
U
�a
001.000.41.521.21.23.15
2,100.0( Q
2022 EPOA VEBA CONTRIBUTION
001.000.41.521.22.23.15
10,200.0(
2022 EPOA VEBA CONTRIBUTION
001.000.41.521.26.23.15
300.0(
2022 EPOA VEBA CONTRIBUTION
001.000.41.521.40.23.15
600.0(
2022 EPOA VEBA CONTRIBUTION
001.000.41.521.71.23.15
600.0(
Page: 7
Packet Pg. 46
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
251004 1/27/2022 076816 CITY OF EDMONDS VEBA TRUST
Voucher List
City of Edmonds
6.4.a
Page: 8
Invoice PO #
Description/Account
Amoun
(Continued)
2022-LSUP VEBA
2022 LAW SUPPORT VEBA CONTRI
2022 LAW SUPPORT VEBA CONTRI
001.000.41.521.10.23.15
300.0(
2022 LAW SUPPORT VEBA CONTRI
001.000.41.521.11.23.15
1,500.0(
2022 LAW SUPPORT VEBA CONTRI
001.000.41.521.30.23.15
300.0( E
2022 LAW SUPPORT VEBA CONTRI
001.000.41.521.70.23.15
300.0(
2022 LAW SUPPORT VEBA CONTRI
O
001.000.41.521.80.23.15
300.0(
2022-NR VEBA
2022 NON REP VEBA CONTRIBUTI(
o
2022 NON REP VEBA CONTRIBUTI(
Q-
a
001.000.21.513.10.23.15
600.0( Q
2022 NON REP VEBA CONTRIBUTI(
N
001.000.22.518.10.23.15
2,400.0( ti
2022 NON REP VEBA CONTRIBUTI(
c?
001.000.31.514.23.23.15
600.0( c
2022 NON REP VEBA CONTRIBUTI(
001.000.31.514.31.23.15
600.0( •�
2022 NON REP VEBA CONTRIBUTI(
001.000.41.521.10.23.15
1,200.0(
2022 NON REP VEBA CONTRIBUTI(
m
001.000.62.524.10.23.15
600.0( E
2022 NON REP VEBA CONTRIBUTI(
U
�a
001.000.62.524.20.23.15
11200.0( Q
2022 NON REP VEBA CONTRIBUTI(
001.000.62.558.60.23.15
4,800.0(
2022 NON REP VEBA CONTRIBUTI(
001.000.64.571.21.23.15
600.0(
2022 NON REP VEBA CONTRIBUTI(
001.000.64.571.22.23.15
1,800.0(
2022 NON REP VEBA CONTRIBUTI(
001.000.64.576.80.23.15
600.0(
Page: 8
Packet Pg. 47
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
251004 1/27/2022 076816 CITY OF EDMONDS VEBA TRUST
251005
251006
251007
Voucher List
City of Edmonds
Invoice
(Continued)
1/27/2022 078498 COMMUNITIES OF COLOR COALITION 1019
1/27/2022 068903 DEPT OF NATURAL RESOURCES
1/27/2022 064531 DINES, JEANNIE
PO # Description/Account
2022 NON REP VEBA CONTRIBUTI(
001.000.66.518.30.23.15
2022 NON REP VEBA CONTRIBUTI(
001.000.67.518.21.23.15
2022 NON REP VEBA CONTRIBUTI(
111.000.68.542.90.23.15
2022 NON REP VEBA CONTRIBUTI(
423.000.76.535.80.23.15
2022 NON REP VEBA CONTRIBUTI(
511.000.77.548.68.23.15
2022 NON REP VEBA CONTRIBUTI(
001.000.23.512.51.23.15
Total
PMT 3 ERPF HOUSEHOLD SUPPOF
PMT 3 ERPF HOUSEHOLD SUPPOF
142.000.39.518.63.41.00
Total
LAND ASSESSMENT FOR CITY OW
Land assessment for city owned prop
001.000.39.513.10.49.00
Total
22-4135 INV 22-4135 - EDMONDS PD
TRANSCRIPTIONS CS21-1 MEHL
001.000.41.521.21.41.00
TRANSCRIPTIONS CS21-15523 MEI
001.000.41.521.21.41.00
TRANSCRIPTIONS CS21-15444 MEI
001.000.41.521.21.41.00
22-4141 FINANCE MINUTES 1/14 AND CITY
finance minutes 1/14 and city minute:
001.000.31.514.31.41.00
6.4.a
Page: 9
Amoun
5,400.0( U)
m
600.0( u
E
1,200.0( 'R
600.0( O
R
600.0( o
52,600.0( a
a
N
N
8,696.9, N
8,696.9: c
N
E
�a
47.3,
47.3,
E
t
U
�a
72.0( Q
144.0(
36.0(
536.4(
Page: 9
Packet Pg. 48
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
6.4.a
Page: 10
Bank code :
Voucher
usbank
Date
Vendor
Invoice PO #
Description/Account
Amoun
251007
1/27/2022
064531
064531 DINES, JEANNIE
(Continued)
Total :
788.4(
251008
1/27/2022
078827
DIVE INTO YOUR IMAGINATION
11369
2022 VISITOR GUIDE PHOTOGRAP
2022 VISITOR GUIDE PHOTOGRAP
001.000.61.558.70.41.00
200.0(
Total :
200.0(
251009
1/27/2022
060401
EDMONDS HARBOR INN INC
952
WWTP: DKORSTAD & RHAHN 1/3 &
DKORSTAD & RHAHN 1/3 & 1/422 H
423.000.76.535.80.49.00
525.E
Tota I :
525.6'
251010
1/27/2022
076610
EDMONDS HERO HARDWARE
2758
WWTP: PO 481 TORCH KIT
PO 481 TORCH KIT
423.000.76.535.80.31.00
74.9�
10.4% Sales Tax
423.000.76.535.80.31.00
7.8(
2761
WWTP: PO 481 ROPE, SHOVEL
PO 481 ROPE, SHOVEL
423.000.76.535.80.31.00
29.9E
10.4% Sales Tax
423.000.76.535.80.31.00
3.1 ,
2791
PM: BLADE FOR GREENHOUSE
PM: BLADE FOR GREENHOUSE
001.000.64.576.81.31.00
6.5�
10.4% Sales Tax
001.000.64.576.81.31.00
0.6�
Total:
123.1
251011
1/27/2022
008705
EDMONDS WATER DIVISION
6-00025
MARINA BEACH PARK SPRINKLER
MARINA BEACH PARK
001.000.64.576.80.47.00
217.1(
6-00200
FISHING PIER & RESTROOMS
FISHING PIER & RESTROOMS
001.000.64.576.80.47.00
593.7(
6-00410
BRACKETT'S LANDING SOUTH SPF
Page: 10
Packet Pg. 49
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
6.4.a
Page: 11
Bank code : usbank
Voucher Date Vendor Invoice
PO # Description/Account
Amoun
251011 1/27/2022 008705 EDMONDS WATER DIVISION (Continued)
BRACKETT'S LANDING SOUTH SPF
001.000.64.576.80.47.00
454.0z
6-00475
ANWAY PARK RESTROOMS
ANWAY PARK RESTROOMS
001.000.64.576.80.47.00
1,128.5,
6-01127
W WTP: 11 /15/21-1 /14/22 METER 201
11 /15/21-1 /14/22 200 2ND AVE S /
E
423.000.76.535.80.47.64
6-01130
W WTP: 11 /15/21-1 /14/22 METER 94;
11/15/21-1/14/22 200 2ND AVE S /
o
423.000.76.535.80.47.64
23.7.' R
6-01140
W WTP: 11 /15/21-1 /141 /22 METER 51
o
11/15/21-1/141/22 200 2ND AVE S / IN
a
423.000.76.535.80.47.64
2,004.1' Q
6-01250
CITY PARK BALLFIELD SPRINKLER
CITY PARK BALLFIELD SPRINKLER
N
N
001.000.64.576.80.47.00
212.2' N
6-01275
CITY PARK PARKING LOT
c
CITY PARK PARKING LOT
y
001.000.64.576.80.47.00
1,774.7z .E
6-01280
CITY PARK SPRAY PARK
CITY PARK SPRAY PARK
a ;
001.000.64.576.80.47.00
336.2( y
6-02125
PINE STREET PLAYFIELD SPRINKL
E
PINE STREET PLAYFIELD SPRINKL
U
001.000.64.576.80.47.00
373.1 £ r
6-02727
BOYS & GIRLS CLUB SPRINKLER
Q
BOYS & GIRLS CLUB SPRINKLER
001.000.64.576.80.47.00
323.5 ,
6-02730
CIVIC CENTER PLAYFIELD SKATE I
CIVIC CENTER PLAYFIELD SKATE 1
001.000.64.576.80.47.00
323.5,
6-02745
VETERANS PLAZA
VETERANS PLAZA
001.000.64.576.80.47.00
498.8,
Page: 11
Packet Pg. 50
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
251011 1/27/2022 008705 EDMONDS WATER DIVISION
Voucher List
City of Edmonds
6.4.a
Page: 12
Invoice
PO # Description/Account
Amoun
(Continued)
6-02885
DOWNTOWN RESTROOM
DOWNTOWN RESTROOM
001.000.64.576.80.47.00
485.8z ..
6-02900
FAC SPRINKLER
FAC SPRINKLER
001.000.64.576.80.47.00
323.5
6-03000
CIVIC CENTER PARKING LOT SPRI
E
CIVIC CENTER PARKING LOT SPRI
001.000.64.576.80.47.00
669.0E
6-03275
HUMMINGBIRD HILL PARK SPRINKI
o
HUMMINGBIRD HILL PARK SPRINKI
Ta
001.000.64.576.80.47.00
212.2< o
6-03575
MAPLEWOOD PARK SPRINKLER
L
a
MAPLEWOOD PARK SPRINKLER
Q
001.000.64.576.80.47.00
408.2( N
6-04400
SEAVIEW PARK SPRINKLER
N
SEAVIEW PARK SPRINKLER
N
001.000.64.576.80.47.00
323.5, c
6-04425
SEAVIEW PARK
y
SEAVIEW PARK
E
001.000.64.576.80.47.00
735.8" T
6-04450
SIERRA PARK SPRINKLER
a ;
SIERRA PARK SPRINKLER
m
001.000.64.576.80.47.00
488.7, E
6-06040
5 CORNERS ROUNDABOUT IRRIGF
U
5 CORNERS ROUNDABOUT IRRIGF
r
001.000.64.576.80.47.00
56.3E Q
6-07775
MATHAY BALLINGER SPRINKLER
MATHAY BALLINGER SPRINKLER
001.000.64.576.80.47.00
425.2E
6-08500
YOST PARK SPRINKLER
YOST PARK SPRINKLER
001.000.64.576.80.47.00
1,699.2E
6-08525
YOST POOL
YOST POOL
Page: 12
Packet Pg. 51
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
6.4.a
Page: 13
Bank code :
Voucher
usbank
Date
Vendor
Invoice PO #
Description/Account
Amoun
251011
1/27/2022
008705
EDMONDS WATER DIVISION
(Continued)
001.000.64.576.80.47.00
336.2(
Total:
14,639.9 ,
251012
1/27/2022
008812
ELECTRONIC BUSINESS MACHINES
AR209500
ENG COPIER 12/4/21-1/3/22
ENG COPIER 12/4/21-1/3/22
001.000.67.518.21.45.00
152.9'
10.4% Sales Tax
001.000.67.518.21.45.00
15.9(
Total :
168.&
251013
1/27/2022
078829
EVEREST TRANSPORTATION SYSTEMS 276254
WWTP: 1/18/22 EMPTY TOTES SHI
EMPTY TOTES SHIPPING
423.000.76.535.80.42.00
1,400.0(
Total :
1,400.0(
251014
1/27/2022
009350
EVERETT DAILY HERALD
EDH946462
PLANNING - LEGAL NOTICE
PLN2021-0027 Hutchings/Martin
001.000.62.524.20.41.40
80.8z
EDH947034
PLANNING - LEGALAD
PLN2021-0052 Petso-
001.000.62.558.60.41.40
70.5,
Total :
151.3E
251015
1/27/2022
066378
FASTENAL COMPANY
WAEVE186435
WWTP: PO 715 TRASH LINERS FOI
PO 715 TRASH LINERS FOR RESTF
423.000.76.535.80.48.00
155.3(
10.4% Sales Tax
423.000.76.535.80.48.00
16.1 E
Total :
171.4;
251016
1/27/2022
077668
FRISK, DONNA
2006390.009
REFUND: ACTIVITY CANCELLATIOP
REFUND: ACTIVITY CANCELLATIOP
001.000.239.200
550.0(
Tota I :
550.0(
251017
1/27/2022
071560
GREAVES COMPANY INC
173842
WWTP: PO 716 PRESSURE REGUL
Page: 13
Packet Pg. 52
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher List
City of Edmonds
Voucher
Date
Vendor
Invoice PO #
Description/Account
251017
1/27/2022
071560
GREAVES COMPANY INC
(Continued)
PO 716 PRESSURE REGULLATOR
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
Tota I :
251018
1/27/2022
078839
HAHN, ROSS
RHAHN-1.4.22
WWTP: RHAHN 1/2022 EXP CLAIM
1/3 1/3 & 1/4/22 DINNER RECEIPTS
423.000.76.535.80.49.00
Purchased Hair Dryer from Walgreem
423.000.76.535.80.35.00
Tota I :
251019
1/27/2022
078391
HARRIS, BRITTANY
1-21-2022
1-21-2022 - PARKING - EDMONDS F
PARKING REIMBURSEMENT 1/21/2;
001.000.41.521.40.43.00
Total
251020
1/27/2022
074966
HIATT CONSULTING LLC
2019-294
TOURISM PROMOTION & MARKETI
TOURISM PROMOTION & MARKETI
120.000.31.575.42.41.00
Total
251021
1/27/2022
061013
HONEY BUCKET
0552526096
FRANCES ANDERSON CENTER HC
FRANCES ANDERSON CENTER HC
001.000.64.576.80.45.00
0552526097
SEAVIEW PARK HONEY BUCKET
SEAVIEW PARK HONEY BUCKET
001.000.64.576.80.45.00
Total
251022
1/27/2022
078838
IKEBE, EMILY
2006393.009
REFUND: ACTIVITY CANCELLATIOP
REFUND: ACTIVITY CANCELLATIOP
6.4.a
Page: 14
Page: 14
Packet Pg. 53
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
6.4.a
Page: 15
Bank code :
Voucher
usbank
Date
Vendor
Invoice PO #
Description/Account
Amoun
251022
1/27/2022
078838
IKEBE, EMILY
(Continued)
001.000.239.200
295.0(
Tota I :
295.0(
251023
1/27/2022
073548
INDOFF INCORPORATED
3535284
WWTP: PO 745 TOILET PAPER ROL
PO 745 TOILET PAPER ROLLS (GEf
423.000.76.535.80.31.00
90.6z
10.4% Sales Tax
423.000.76.535.80.31.00
9.4'
Total :
100.0 i
251024
1/27/2022
069349
INTERNATIONAL CODE COUNCIL INC
1001421079
BLDG-WEBINAR REGISTRATION
ICC Live Event (Webinar) on 11/16/2-
001.000.62.524.20.49.00
40.0(
Total :
40.0(
251025
1/27/2022
078832
JOURNAL GRAPHICS INC
726857
ERPF.VISIT EDMONDS GUIDE
ERPT.VISIT EDMONDS GUIDE
001.000.61.558.70.41.00
8,000.0(
Visit Edmonds Guide
001.000.61.558.70.41.00
817.0E
Total :
8,817.0E
251026
1/27/2022
076521
KORSTAD, DAN
DKORSTADI-2022
WWTP: DKORSTAD 1/3 & 1/4/22 DIl`
DAN KORSTAD 1/3 & 1/4/22 DINNEF
423.000.76.535.80.49.00
39.2(
Total:
39.2(
251027
1/27/2022
075159
LIFE INSURANCE CO OF NO AMER
February 2022 Cigna
FEBRUARY 2022 CIGNA PREMIUM;
February Cigna Premiums
811.000.231.550
12,575.1 E
Total :
12,575.1 E
251028
1/27/2022
073603
LIGHTHOUSE LAW GROUP PLLC
20553 expenses
12-21 REIMBURSEMENT FOR EXPE
12/21 reimbursement for expenses - 1
001.000.36.515.41.41.00
62.1 <
12/21 reimbursement for expenses -
Page: 15
Packet Pg. 54
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher List
City of Edmonds
Voucher Date Vendor Invoice PO # Description/Account
251028 1/27/2022 073603 LIGHTHOUSE LAW GROUP PLLC (Continued)
001.000.36.515.41.41.00
Jan-2022 01-2022 LEGALS FEES
01-2022 Legal fees
001.000.36.515.41.41.00
Total :
251029
1/27/2022
067235 MARYS TOWING INC
100327
INV 100327 - CS 22-1189 - EDMONE
TOW BLUE CADILLAC - CS 22-1189
001.000.41.521.22.41.00
10.4% Sales Tax
001.000.41.521.22.41.00
99549
INV 99549 - CS 22-55 - EDMONDS F
TOW RED SUBARU - CS 22-55
001.000.41.521.22.41.00
10.4% Sales Tax
001.000.41.521.22.41.00
Total
251030
1/27/2022
078809 MCKAY POLYGRAPH
11322EPD
INV 11322EPD - EDMONDS PD
PRE -EMPLOYMENT POLYGRAPH 1,
001.000.41.521.10.41.00
PRE -EMPLOYMENT POLYGRAPH 1,
001.000.41.521.10.41.00
Total
251031
1/27/2022
020039 MCMASTER-CARR SUPPLY CO
71290870
WWTP: PO 748 PIPE FITTINGS, FL/
PO 748 PIPE FITTINGS, FLANGES,
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
251032
1/27/2022
078837 MILANDIN, TAMARA
2006392.009
REFUND: ACTIVITY CANCELLATIOP
6.4.a
Page: 16
Page: 16
Packet Pg. 55
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
251032 1/27/2022 078837 MILANDIN, TAMARA
251033
251034
251035
1/27/2022 069923 MOTION INDUSTRIES INC
Voucher List
City of Edmonds
Invoice
(Continued)
WA33-0000869443
WA33-0000869835
1/27/2022 078840 MR ROOTER PLUMBING & HEATING 219247768
222861428
1/27/2022 074798 NATIONAL BUSINESS FURNITURE MK573217-KFI
6.4.a
Page: 17
PO # Description/Account Amoun
REFUND: ACTIVITY CANCELLATIOP
001.000.239.200 550.0(
Total : 550.0(
WWTP: PO 749 ELECTRIC MOTOR;
N
PO 749 ELECTRIC MOTORS
t
423.000.76.535.80.35.00
1,272.6' U
Freight
M
423.000.76.535.80.35.00
152.5'
10.4% Sales Tax
o
423.000.76.535.80.35.00
148.2, R
WWTP: PO 749 ELECTRIC MOTOR
p
PO 749 ELECTRIC MOTOR
Q.
423.000.76.535.80.35.00
7,317.8, Q
Freight
...
423.000.76.535.80.35.00
N
164.9E N
10.4% Sales Tax
N
423.000.76.535.80.35.00
778.2- c
Total:
9,834.4: N
E
BRACKETTS LANDING NORTH REE
BRACKETTS LANDING NORTH REE
a:
125.000.64.576.80.48.00
19,785.4�
10.4% Sales Tax
E
125.000.64.576.80.48.00
2,057.6� U
BRACKETTS LANDING NORTH REE°
BRACKETTS LANDING NORTH REE
r
Q
125.000.64.576.80.48.00
19,785.4�
10.4% Sales Tax
125.000.64.576.80.48.00 2,057.6�
Total : 43,686.3E
NEIGHBORHOOD OFFICE CHAIRS
lobby, office, court chairs for uptown
001.000.60.557.20.35.00 3,159.3(
Page: 17
Packet Pg. 56
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
251035 1/27/2022 074798 NATIONAL BUSINESS FURNITURE
Voucher List
City of Edmonds
Invoice
(Continued)
251036 1/27/2022 074866 NORTHWEST PLAYGROUND EQUIPMEN 49194
251037 1/27/2022 065720 OFFICE DEPOT
213645624001
213753526001
251038 1/27/2022 070166 OFFICE OF THE STATE TREASURER December, 2021
PO # Description/Account
10.4% Sales Tax
001.000.60.557.20.49.00
PLAQUE
PLAQUE
127.000.64.575.50.31.00
10.4% Sales Tax
127.000.64.575.50.31.00
Total :
Total ;
INV 213645624001 - ACCT 9052043'
JUMBO PAPERCLIPS
001.000.41.521.10.31.00
SILVER SHARPIES 36/BOX -DISC
001.000.41.521.10.31.00
JUMBO PAPERCLIP - 20 PKS
001.000.41.521.10.31.00
10.4% Sales Tax
001.000.41.521.10.31.00
INV 213753526001 - ACCT 9052043'
10 FINE POINT SILVER SHARPIES -
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
6.4.a
Page: 18
Page: 18
Packet Pg. 57
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice
251038 1/27/2022 070166 OFFICE OF THE STATE TREASURER (Continued)
251039
251040
251041
1/27/2022 078545 PALMER, DALE
1/27/2022 027450 PAWS
2006391.009
DEC 2021
1/27/2022 072507 PEACE OF MIND OFFICE SUPPORT 011422
6.4.a
Page: 19
PO # Description/Account Amoun
001.000.237.330 57.6,
Judicial Information Systems Account
001.000.237.180 1,711.0(
Washington Auto Theft Prevention
001.000.237.250
559.0<
Um
Traumatic Brain Injury
U
001.000.237.260
264.8E
E
Accessible Communities Acct
001.000.237.290
11.1'
_M
Z
Multi -Model Transportation
O
001.000.237.300
11.1'
Hwy Safety Acct
o
001.000.237.320
272.9,
a
WSP Hwy Acct
Q
001.000.237.340
326.9(
N
Domestic Violence Prevention
N
001.000.237.370
15.0(
ti
N
DNA Database Acct
c
001.000.237.400
13.31
N
Total :
9,974.3:
•�
REFUND: ACTIVITY CANCELLATIOI'
a ;
REFUND: ACTIVITY CANCELLATIOP
m
001.000.239.200
295.0(
E
Total:
295.0(
U
M
DEC 2021 - ANIMAL SHELTERING -
r
Q
DEC 2021 ANIMAL SHELTERING
001.000.41.521.70.41.00 1,449.0(
Total : 1,449.0(
PLANNING - PROF SERVICES
1/5/22 ADB Meeting Minutes
001.000.62.558.60.41.00 388.0(
Page: 19
Packet Pg. 58
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
6.4.a
Page: 20
Bank code :
Voucher
usbank
Date
Vendor
Invoice PO #
Description/Account
Amoun
251041
1/27/2022
072507
072507 PEACE OF MIND OFFICE
SUPPORT (Continued)
Total :
388.0(
251042
1/27/2022
071783
PIGSKIN UNIFORMS
2022-04
INV 2022-04 - EDMONDS PD - ROBI
SUMMER JUMPSUIT W/ALTERATIC
001.000.41.521.22.24.00
540.0( ui
Freight
001.000.41.521.22.24.00
20.0(
Sales Tax
U
001.000.41.521.22.24.00
48.1 E
Total :
608.1( Z
251043
1/27/2022
028860
PLATT ELECTRIC SUPPLY
2K59531
WWTP: PO 750 BOLT CONNECTOR
4-
O
PO 750 BOLT CONNECTOR, LIGHT
Ta
o
423.000.76.535.80.48.00
480.2' Q.
10.4% Sales Tax
Q
423.000.76.535.80.48.00
Total :
530.1; N
ti
251044
1/27/2022
076909
POWER DMS INC
INV-15496
INV-15496 - CUSTA-15565 - EDMOI`
N
PROFESSIONAL 1/2022-1/2023
c
001.000.41.521.10.41.00
6,093.81' E
STANDARDS WASPC LE 1/2022-1/2
001.000.41.521.10.41.00
650.0(
10.4% Sales Tax
001.000.41.521.10.41.00
701.3E
Total :
7,445.1 <, �
ca
251045
1/27/2022
070955
R&R STAR TOWING
157706
INV 157706 - CS 22-716 - EDMOND,'
Q
TOW BLUE SCION - CS 22-716
001.000.41.521.22.41.00
184.0(
10.5% Sales Tax
001.000.41.521.22.41.00
19.3,
157894
INV 157894 - CS 22-1033 - EDMONE
TOW SILVER PONTIAC - CS 22-103
001.000.41.521.22.41.00
184.0(
10.5% Sales Tax
Page: 20
Packet Pg. 59
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
6.4.a
Page: 21
Bank code :
Voucher
usbank
Date
Vendor
Invoice
PO # Description/Account
Amoun
251045
1/27/2022
070955 R&R STAR TOWING
(Continued)
001.000.41.521.22.41.00
19.3,
Tota I :
406.6'
251046
1/27/2022
067802 SAN DIEGO POLICE EQUIP CO
650431
INV 650431 - ACCT 1733 - EDMOND
223 AMMO 500/CS
001.000.41.521.22.31.00
1,699.3,
10.4% Sales Tax
001.000.41.521.22.31.00
176.7'
Total :
1,876.0E
251047
1/27/2022
066918 SEDOR, NORMAN
6
REIMBURSMENT
REIMBURSEMENT
009.000.39.517.20.23.00
1,782.0(
REIMBURSEMENT
009.000.39.517.20.29.00
5,700.0(
Total :
7,482.0(
251048
1/27/2022
071655 SHI INTERNATIONAL CORP
B14601970
DEC-2021 CLOUD SERVICE CHARC
Dec-2021 Cloud Service Charges
512.000.31.518.88.41.00
876.7E
10.4% Sales Tax
512.000.31.518.88.41.00
91.1 £
Total :
967.9:
251049
1/27/2022
078782 SMITH FIRE SYSTEMS INC
56745
WWTP: 2022 FIRE EXTINGUISHER:
2022 FIRE EXTINGUISHERs INSPE
423.000.76.535.80.41.00
269.0(
Tota I :
269.0(
251050
1/27/2022
037375 SNO CO PUD NO 1
201184538
HICKMAN PARK
HICKMAN PARK
001.000.64.576.80.47.00
28.8(
202250627
9TH/GASPER LANDSCAPED BED
9TH/GASPER LANDSCAPED BED
001.000.64.576.80.47.00
17.71
202540647
SIERRA PARK IRRIGATION 8100 191
Page: 21
Packet Pg. 60
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
251050 1/27/2022 037375 SNO CO PUD NO 1
251051 1/27/2022 063941 SNO CO SHERIFFS OFFICE
Voucher List
City of Edmonds
Invoice
(Continued)
222704280
2021-7158
251052 1/27/2022 070167 SNOHOMISH COUNTY TREASURER December 2021
251053 1/27/2022 038100 SNO-KING STAMP
PO # Description/Account
SIERRA PARK IRRIGATION 8100 191
001.000.64.576.80.47.00
WWTP: 12/21/21-1/18/22 METER 10
12/21/21-1/18/22 200 2ND AVE S / N
423.000.76.535.80.47.61
Total
INV 2021-7158 DEC 2021 - EDMONC
102 BASE RATE DAYS @ $142.63Ef
001.000.39.523.60.41.50
26 BOOKINGS @ $128.88EA
001.000.39.523.60.41.50
5 VIDEO COURT HRS @ $207.96EA
001.000.39.523.60.41.50
Total
Crime Victims Court Remittance
Crime Victims Court Remittance
001.000.237.140
Total
68993 INV 68993 - EDMONDS PD
DATER STAMP
001.000.41.521.10.31.00
Freight
001.000.41.521.10.31.00
10.4% Sales Tax
001.000.41.521.10.31.00
251054 1/27/2022 037303 SO SNOHOMISH CO FIRE & RESCUE Feb-22
Total
FEB-2022 FIRE SERVICES CONTRA
Feb-2021 Fire Services Contract Pay
001.000.39.522.20.41.50
Total
6.4.a
Page: 22
Amoun
17.6E
N
23, 813.8,
23,878.01
E
14,548.2E o
R
3,350.8E p
L
Q.
1,039.8( Q
18,938.91 N
N
ti
N
130.7E N
130.7E E
M
a:
c
45.5E
t
5.0( m
r
Q
5.2(
55.81
654, 236.4,
654,236.4:
Page: 22
Packet Pg. 61
vchlist
01/27/2022 2:47:09PM
Bank code : usbank
Voucher Date Vendor
251055 1/27/2022 075675 SORENSON FORENSICS LLC
410 DI-7•
251057
251058
251059
1/27/2022 038410 SOUND SAFETY PRODUCTS
Voucher List
City of Edmonds
Invoice
49248
122549/4
452430/1
1/27/2022 074797 SUPER CHARGE MARKETING LLC 10450
1/27/2022 076781 TELETECHSERV GA LLC
1/27/2022 072649 THE WIDE FORMAT COMPANY
011422005
133833
6.4.a
Page: 23
PO # Description/Account
Amoun
INV 49248 - EDMONDS PD
STR ANALYSIS - REFERENCE SMPI
001.000.41.521.21.41.00
230.0(
13 - STR ANALYSIS - NON DIFF EVI
001.000.41.521.21.41.00
3,640.0( Ij
Total:
3,870.0(
WWTP: JRICHARDSON RAINGEAR
t
U
JRICHARDSON RAINGEAR
E
423.000.76.535.80.24.00
274.7, Z
10.4% Sales Tax
o
423.000.76.535.80.24.00
28.5 R
WWTP:JNORDQUIST RAINBOOTS
p
JNORDQUIST RAINBOOTS - Everett
Q.
423.000.76.535.80.24.00
144.9� Q
9.8% Sales Tax
..
423.000.76.535.80.24.00
N
14.2- N
Total :
462.4< N
SOCIAL MEDIA SERVICES FOR JAI\
SOCIAL MEDIA SERVICES FOR JAI\
E
E
001.000.61.557.20.41.00
650.0( .2
Total:
650.0(
c
SMALL CELL REVIEW AND CONSUI
SMALL CELL REVIEW AND CONSUI
t
111.000.68.542.90.41.00
600.0( m
Total :
600.0( Q
DEV SVCS LARGE FORMAT PLOTT
Monthly contract charge for HP Page)
001.000.62.524.10.45.00
192.5(
10.4% Sales Tax
001.000.62.524.10.45.00
20.0,
Total :
212.5:
Page: 23
Packet Pg. 62
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
Bank code :
Voucher
usbank
Date
Vendor
Invoice
PO # Description/Account
251060
1/27/2022
070774 ULINE INC
143705223
WWTP: PO 746 BARRICADE & DUC
PO 746 BARRICADE & DUCT TAPE
423.000.76.535.80.31.00
Freight
423.000.76.535.80.31.00
10.4% Sales Tax
423.000.76.535.80.31.00
Tota I :
251061
1/27/2022
071549 UNIVAR SOLUTIONS USA INC
49766078
WWTP: 1/13/22 SOD. BISULFITE
1/13/22 SOD. BISULFITE
423.000.76.535.80.31.54
10.4% Sales Tax
423.000.76.535.80.31.54
Tota I :
251062
1/27/2022
067865 VERIZON WIRELESS
9897201225
C/A671247844-00001
Cell Service Fac-Maint
001.000.66.518.30.42.00
Cell Service-PD
001.000.41.521.10.42.00
Cell Service-PW Sewer
423.000.75.535.80.42.00
Tota I :
251063
1/27/2022
069816 VWR INTERNATIONAL INC
8807257885
WWTP: PO 647 BEAKER
PO 647 BEAKER
423.000.76.535.80.31.00
10.4% Sales Tax
423.000.76.535.80.31.00
8807257886
WWTP: PO 704 CANNISTERS
PO 704 CANNISTERS
423.000.76.535.80.31.00
10.4% Sales Tax
423.000.76.535.80.31.00
6.4.a
Page: 24
Page: 24
Packet Pg. 63
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
6.4.a
Page: 25
Bank code :
usbank
Voucher
Date
Vendor
Invoice PO #
Description/Account
Amoun
251063
1/27/2022
069816 069816 VWR INTERNATIONAL INC
(Continued)
Total :
251.4:
251064
1/27/2022
068259 WA ST CRIMINAL JUSTICE
201136055
INV 201136055 - EDMONDS PD - M/
12/2021 MACHADO TRAINING
001.000.41.521.40.49.00
350.0(
Total :
350.0(
251065
1/27/2022
075635 WCP SOLUTIONS
12608170
PARKS FACILITY MAINT SUPPLIES
PARKS FACILITY MAINT SUPPLIES
001.000.64.576.80.31.00
3,592.4(
10.4% Sales Tax
001.000.64.576.80.31.00
373.E
Total :
3,966.0-
251066
1/27/2022
078302 WEBER, CAROL
12
VISIT EDMONDS WEBSITE SUPPOI
VISIT EDMONDS WEBSITE SUPPOI
001.000.61.558.70.41.00
500.0(
Tota I :
500.0(
251067
1/27/2022
078302 WEBER, CAROL
10
VISIT EDMONDS WEBSITE SUPPOI
VISIT EDMONDS WEBSITE SUPPOI
001.000.61.558.70.41.00
500.0(
Total :
500.0(
251068
1/27/2022
064800 WEHOP
644953
FLOWER PROGRAM: PLANTS
FLOWER PROGRAM: PLANTS
125.000.64.576.80.31.00
228.8
10.4% Sales Tax
125.000.64.576.80.31.00
23.8(
Total :
252.6 ,
251069
1/27/2022
065936 WESSPUR TREE EQUIPMENT INC
SO-446159
PM: PRUNER KIT, BLADES, SAW, H
PM: PRUNER KIT, BLADES, SAW, H
001.000.64.576.80.31.00
819.5�
10.4% Sales Tax
001.000.64.576.80.31.00
85.2�
Page: 25
Packet Pg. 64
vchlist
01/27/2022 2:47:09PM
Voucher List
City of Edmonds
Bank code : usbank
Voucher Date Vendor Invoice PO #
251069 1/27/2022 065936 065936 WESSPUR TREE EQUIPMENT INC (Continued)
251070 1/27/2022 074609 WEST COAST ARMORY NORTH 2455761
251071 1/27/2022 063008 W SDOT
251072 1/27/2022 011900 ZIPLY FIBER
86 Vouchers for bank code : usbank
86 Vouchers in this report
RE 41 JZ0186 L021
RE 41 JZ0605 L011
425-775-1344
6.4.a
Page: 26
Description/Account
Amoun
Total :
904.71
INV 2455761 - EDMONDS PD
BAY RENTAL 11/2/21
001.000.41.521.40.41.00
110.0( ui
LANE FEES NOV & DEC 2021
001.000.41.521.40.41.00
32.6(
10.4% Sales Tax
U
001.000.41.521.40.41.00
14.8z
Total:
157.4z 5
E20CE.PROJECT COSTS FOR DEC
4-
O
E20CE.PROJECT COSTS FOR DEC
R
o
112.000.68.595.33.41.00
591.5E Q.
GATEWAY SIGN RELOCATION PLAI
Q
GATEWAY SIGN RELOCATION PLAI
�-
001.000.64.576.80.41.00
157.0E N
Total :
748.6: r-
N
425-775-1344 RANGER STATION
o
425-775-1344 RANGER STATION
001.000.64.571.23.42.00
Total:
110.6E
Bank total :
1,796,167.81
E
Total vouchers :
1,796,167.81
r
Q
Page: 26
Packet Pg. 65
6.4.b
PROJECT NUMBERS (By Project Title)
Project
Engineering
Accounting
Project
Funding
Project Title
Number
Number
STM
174th St. & 71 st Ave Storm Improvements
c521
im
STM
175th St. SW Slope Stabilization
c560
E21 FB
STM
2018 Lorian Woods Study qMi
s018
EBFA
SWR
2019 Sewerline Replacement Project
c516
EBGA
STM
2019 Storm Maintenance Project
c525
EBFC
WTR
2019 Swedish Waterline Replacement
c523
EBJA
STIR
2019 Traffic Calming
i038
E9AA
STIR
2019 Traffic Signal Upgrades
i045
E9AD
UTILITIES
2019 Utility Rate & GFC Update
s020
EBJB
WTR
2019 Waterline Overlay
i043
E9CB
2019 Waterline Replacement
c498
E7JA
STIR
2020 Guardrail Installations
i046
EOAA
20 Overlay Progranla
i042
STIR
2020 Pedestrian Safety Program
i049
EODB
STIR
2020 Pedestrian Task Force
02
STIR
2020 Traffic Calming _
i048
EOAC
STIR
2020 Traffic Signal Upgrades
i047
EOAB
STIR
2020 Waterline Overlay
i053
EOCC
STIR
2021 Guardrail Installations
i057
E21AB
STIR
2021 Overlay Program
051
E21 CA
STIR
2021 Pedestrian Task Force
i062
E21DB
SWR
2021 Sewer Overlay Program
i060
E21CC
STM
2021 Stormwater Overlay Program
i061
E21 CD
STIR
2021 Traffic Calming
i056
E21 AA
WTR
2021 Waterline Overlay Program
i059
E21CB
STIR
2022 Guardrail Program
i073
E22AC
STIR
2022 Overlay Program
i063
E22CA
STIR
2022 Pedestrian Safety program
i072
E22DA
2022 Sewerline Overlay Program
i065
E22CC _
STIR
2022 Signal Upgrades
i070
E22AA
STIR
2022 Stormwater Overlay Program
i066
E22CD
STIR
2022 Traffic Calming Program
071
E22AB
UTILITIES
2022 Utility Rate and GFC Study
s030
E22NB
STIR
2022 Waterline Overlay Program
i064
E22CB
220th Adapti
i028
EBAB
STIR
228th St. SW Corridor Improvements
i005
E7AC
11111110&
2j/3th St,ysland & Mj�c. Ramna
i037
EBDC
STIR
238th St. SW Walkway (100th Ave to 104th Ave)
c423
E3DB
238th St. SW Walkway (Edmonds Way to Hwy 99)
c485
STIR
76th Ave Overlay (196th St. to OVD)
i052
E20CB
STIR
76th Ave W & 220th St. SW Intersection Improvements
i029
EBCA
STIR
76th Ave W at 212th St SW Intersection Improvements
c368
ElCA
STIR
84th Ave W Overlay from 220th to 212th
i031
EBCC
STIR
89th PI W Retaining Wall
i025
E7CD
urb Ram
i033
EBDB
STIR
Admiral Way Pedestrian Crossing
i040
E91DA
STD
Audible Pedestrian Signals
i024
E7AB
STM
Ballinger Regional Facility Pre -Design
s022
E9FA
STIR
Bikelink Project
c474
ESDA
STIR
Citywide Bicycle Improvements Project
i050
EODC
SWR Citvwide CIPP Sewer Rehab Phase I
c488
E6GB
STIR
Citywide Pedestrian Crossing Enhancements
i026
E7DC
Citywide Protected/Permissive Traffic Signal Conversion
i015
E6AB
PRK
Civic Center Playfield (Construction)
c551
EOMA
PRK
Civic Center Playfield (Design)
c536
EOMA
Revised 12129/2021 Packet Pg. 66
PROJECT NUMBERS (By Project Title)
6.4.b
Project
Engineering
Accounting
Project
Funding
Project Title
Number
Number
WTR
Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
c482
ESJB
MENfilfiiii
Dayton Street Stormwater Pump Station
c455
Jim
FAC
Edmonds Fishing Pier Rehab
c443
E4MB
Edmonds Marsh Water Quality Project
c564
E21 FE
STR
Edmonds Street Waterfront Connector
c478
ESDB
WTR
Elm St. Waterline Replacement 6
c561
E21JB
STR
Elm Way Walkway from 8th Ave to 9th Ave
i058
E21 DA
WTR
Five Corners Reservoir Re -coati
c473
ESKA
PM
Fourth Avenue Cultural Corridor
STR
Hwy 99 Gateway Revitalization
STR
Hwy 99 Revitalization Stage 3 (224th-238th)
STR
Hwy 99 Revitalization Stage 4 (224th-220th)
STM
Lake Ballinger Associated Projects
SWR
Lake Ballinger Trunk Sewer Study
SWR
Lift Station #1 Basin & Flow Study
STR
Minor Sidewalk Program
STM
NPDES (Students Saving Salmon)
GF
Official Street Map & SidewalkIan Update
STM OVD Slope Repair & Stabilization
STM Perrinville Creek Flow Reduction Improvements
c282
s014
i067
i068
c436
s011
c461
017
m013
s025
m105
c552
STM
Perrinville Creek Recovery Study
s028
SWR
Phase 10 Sewerline Replacement Project
c566
WTR
Phase 11 Annual Water Utility Replacement Project
c549
WTR
Phase 12 Annual Water Utility Replacement Project
c558
WTR
Phase 13 Waterline Replacement Project
c565
Phase 2 Annual Storm Utility Replacement Project
c547
STM
Phase 3 Storm Utility Replacement Project
c563
L STM
Phase 4 Storm Utility Replacement Project
c567'
SWR
Phase 8 Annual Sewer Replacement Project
c548
SWR
Phase 9 Annual Sewer Replacement Project
c559
FAC
PW Concrete Regrade & Drainage South
c502
SWR
Sanitary Sewer and Stormwater Pipe Rating Services
c562
STM
Seaview Park Infiltration Facility
c479
STM
Seaview Park Infiltration Facility Phase 2
c546
WWTP
Sewer Outfall Groundwater Monitoring
c446
STR
SR 104 Adaptive Systems (136th-226th_
9
STR
SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal)
i055
UTILITIES
Standard Details Updates
solo
STM
Storm Drain Improvements @ 9510 232nd St. SW
c495
STM
Stormwater Comp Plan Update
s017
STR
Sunset Walkway Improvements
c354
STR
Trackside Warning System
c470
UTILITIES
Utility Funds reserve Policies Study
s029
STR
Walnut St. Walkway (3rd-4th)
i044
PRK
Waterfront Development & Restoration (Construction)
c544
PRK
Waterfront Development & Restoration (Design)
c496
PRK
Waterfront Development & Restoration (Pre - Design)
m103
STM
Willow Creek Daylighting/Edmonds Marsh Restoration
c435
WWTP
WWTP Outfall Pipe Modifications
c481
WTR
Yost & Seaview Reservoir Assessment
s026
WTR
Yost & Seaview Reservoir Repairs and Upgrades
m160
PRK
Yost Park Infiltration Facili
c556
EBMA
E6AA
E22CE
E22CF
E4FD
ESGB
E4GC
E6DD
E7FG
EONA
E7FA
E20FC
E21FC
E22GA
EOJA
E21JA
E22JA
EOFB
E21FD
E22FA
EOGA
E21 GA
E9MA
E21 GB
ESFD
EOFA
E4HA
E22CG
E20CE
ESNA
E7FB
E6FD
E1 DA
ESAA
E22NA
E9DC
E7MA
E7MA
E7MA
E4FC
ESHA
EOJB
E22JB
E21 FA
Revised 12/29/2021 Packet Pg. 67
6.4.b
PROJECT NUMBERS (By Engineering Number)
Engineering Project
Project Accounting
Funding Number Number
i046
STR EOAB i047
o STR EOAC i048
STR EOCA i042
STR EOCC i053
STR EODA s024
STR i049
STR EODC i050
STM EO
STM EOFB c547
SWR EOGA JL48
WTR EOJA c549
Project Title
2020 Guardrail Installations
2020 Traffic Signal Upgrades
2020 Traffic Calming
2020 Overlay Program
2020 Waterline Overlay
2020 Pedestrian Task Force
2020 Pedestrian Safety Prog
Citywide Bicycle Improvements Project
Seaview Park Infiltration Facility Phase 2
Phase 2 Annual Storm Utility Replacement Project
Phase 8 Annual Sewer Replacement Projec
Phase 11 Annual Water Utility Replacement Project
WTR
EOJB
26
Yost & Seaview Reservoir Assessment
PRK
EOMA
c551
Civic Center Playfield (Construction)
PRK
EOMA
c536
Civic Center Playfield (Design) MEOPME" -
GF
EONA
s025
Official Street Map & Sidewalk Plan Update
STR
E1CA
76th Ave W at 212th St SW Intersection Improvements
STR
E1 DA
c354
Sunset Walkway Improvements
STR
E20CB
M
76th Ave Overlay (196th St. to OVD1
STR
E20CE
i055
SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal)
STM
Perrinville Creek Flow Reduction Improvem
STR
E21AA
i056
2021 Traffic Calming
STR
E21AB
i057
2021 Guardrail Installations
STR
E21 CA
051
2021 Overlay Program
WTR
E21 CB
i059
2021 Waterline Overlay Program
SWR
E21 CC
i060
2021 Sewer Overlay Program
STM
E21
2021 Stormwater Overlay Program
STR
E21 DA
i058
Elm Way Walkway from 8th Ave to 9th Ave
STR r
E21 DB
M
2021 Pedestrian Task Force
PRK
E21 FA
c556
Yost Park Infiltration Facility
E21 FB
�
AMSW Slope Stabilization
STM
E21 FC
s028
Perrinville Creek Recovery Study
STM
E21 FD
e 3 Storm Utility Replacement Project Ed
STM
E21 FE
c564
Edmonds Marsh Water Quality Project
MLSWR
E21 GA
JL59
Phase 9 Annual Sewer Replacement Proje
SWR
E21GB
c562
Sanitary Sewer and Stormwater Pipe Rating Services
WTR
E21JA
8
Phase 12 Annual Water Utility Replacement Project
WTR
E21JB
c561
Elm St. Waterline Replacement
STR
F99AA
i070
2022 Signal Upgrades
STR
E22AB
i071
2022 Traffic Calming Program
STR
i073
2022 Guardrail Program
STR
E22CA
i063
2022 Overlay Program
STR
i064
2022 Waterline Overlay Program
STR
E22CC
i065
2022 Sewerline Overlay Program
STR
i066
2022 Stormwater Overlay Progra
STIR
E22CE
i067
Hwy 99 Revitalization Stage 3 (224th-238th)
STR
E2
i068
Hwy 99 Revitalization Stage 4 (224th-220th)
STR
E22CG
i069
SR-104 Adaptive Systems (136th-226th)
STR
E22DA
i072
2022 Pedestrian Safety program
STM
E22FA
c567
Phase 4 Storm Utility Replacement Project
SW
c566
Phase 10 Sewerline Replacement Project
WTR
E22JA
c565
Phase 13 Waterline Replacement Project
WTR
m160
Yost & Seaview Reservoir Repairs and Upgrades
UTILITIES
E22NA
s029
Utility Funds reserve Policies Study
Revised 12/29/2021 Packet Pg. 68
6.4.b
PROJECT NUMBERS (By Engineering Number)
Engineering
Project
Project Accounting
Funding
Number
Number
Project Title
UTILITIES
E22NB
s030
2022 Utility Rate and GFC Study
STR
E3DB
c423
238th St. SW Walkway (100th Ave to 104th Ave)
STM c435
Willow Creek Daylighting/Edmonds Marsh Restoration
STM
E4FD
c436
Lake Ballinger Associated Projects
STM
E4FE
c455
Dayton Street Stormwater Pump Station
SWR
E4GC
c461
Lift Station #1 Basin & Flow Study
WWTP
E4HA JS
c446
J�tfall Groundwater Monitoring
FAC
E4MB
c443
Edmonds Fishing Pier Rehab
STR E57
c470
cside Warning System
STR
E5DA
c474
Bikelink Project
STR
E5DB
c478
Edmonds Street Waterfront Connector
STM
E5FD
c479
Seaview Park Infiltration Facility
SWR
E5GB
11
Lake Ballinger Trunk Sewer Study
WWTP
E5HA
c481
WWTP Outfall Pipe Modifications
WTR
E5JB
c482
Dayton St. Utility Replacement Project (3rd Ave to 9th Ave)
WTR
E5KA
c473
Five Corners Reservoir Re -coating
UTILITIES
E5NA
solo
Standard Details Updates
STR
E6AA
s014
Hwy 99 Gateway Revitalization
STR
E6AB
i015
Citywide Protected/Permissive Traffic Signal Conversion
STR
E6DA
c485
238th St. SW Walkway (Edmonds Way to Hwy 99)
ST
Minor Sidewalk Program
STM
E6FD
s017
Stormwater Comp Plan Update
SWR
E6GB
88
Citywide CIPP Sewer Rehab Phase III
STR
E7AB
i024
Audible Pedestrian Signals
STR
E7AC
i005
228th St. SW Corridor Improvements
STR
E7CD
i025
89th PI W Retaining Wall
STR
Citywide Pedestrian Crossing Enhancements
STM
E7FA
m105
OVD Slope Repair & Stabilization
IV
STM
E7FB
Storm Drain Improvements @ 9510 232nd St. SW
STM
E7FG
m013
NPDES (Students Saving Salmon)
WT
c498
2019 Waterline Replacert,
PRK
E7MA
c544
Waterfront Development & Restoration (Construction)
PRK E7Mq2WW
c496
Waterfront Development & Restoration (Design)
PRK
E7MA
m103
Waterfront Development & Restoration (Pre - Design)
STR
E8AB
i028
220th Adaptive
STR
E8CA
i029
76th Ave W & 220th St. SW Intersection Improvements
STR
i031
84th Ave W Overlay from 220th to 21
STR
E8DB
i033
ADA Curb Ramps
STR
E8DIff
i037
238th St. Island & Misc. Ramps
STM
E8FA
s018
2018 Lorian Woods Study
STM
E8FB
St. & 71st Ave Storm Improvements
STM
E8FC
c525
2019 Storm Maintenance Project
SWJ&
E8GJW
c516
2019 Sewerline Replacement Proj4h
WTR
E8JA
c523
2019 Swedish Waterline Replacement
UTILITIES
s020 Zulu utlilre & GFC Update
PM
E8MA
c282
Fourth Avenue Cultural Corridor
IV
STR
E9AA
i038
2019 Traffic Calming
STR
E9AD
i045
2019 Traffic Signal Upgrades
WTR
E9CB
i043
2019 Waterline Overla now-
STR
E9DA
i040
Admiral Way Pedestrian Crossing
STR
E9DC
i044
Walnut St. Walkway (3rd-4th)
STM
E9FA
s022
Ballinger Regional Facility Pre -Design
FAC
E9MA
c502
PW Concrete Regrade & Drainage South
Revised 12/29/2021 Packet Pg. 69
6.4.b
PROJECT NUMBERS (By New Project Accounting Number)
Engineering
Project
Project
Accounting
Funding
Number
Number
Project Title
PM
E81MA
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 Outfall Groundwater Monitoring
STM
E4FE
c455
Dayton Street Stormwater Pump Station
SWR
E4GC
c461
Lift Station #1 Basin & Flow Study
STIR
E5AA
c470
Trackside Warning System
WTR
E5KA
c473
Five Corners Reservoir Re -coating
STIR
E5DA
c474
Bikelink Project
STIR
E5DB
c478
Edmonds Street Waterfront Connector
STM
E5FD
c479
Seaview Park Infiltration Facility
WWTP
E5HA
c481
WWTP Ouffall Pipe Modifications
WTR
E5J13
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
E8GA
c516
2019 Sewerline Replacement Project
STM
E8FB
c521
174th St. & 71st Ave Storm Improvements
WTR
E8JA
c523
2019 Swedish Waterline Replacement
STM
E8FC
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
EOFB
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
SWR
E22GA
c566
Phase 10 Sewerline Replacement Project
STM
E22FA
c567
Phase 4 Storm Utility 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
STIR
E8AB
i028
220th Adaptive
STIR
E8CA
i029
76th Ave W & 220th St. SW Intersection Improvements
Revised 12/29/2021 Packet Pg. 70
6.4.b
PROJECT NUMBERS (By New Project Accounting Number)
Engineering
Project
Project
Accounting
Funding
Number
Number
Project Title
STIR
EBCC
031
84th Ave W Overlay from 220th to 212th
STIR
EBDB
i033
ADA Curb Ramps
STIR
EBDC
i037
238th St. Island & Misc. Ramps
STIR
E9AA
i038
2019 Traffic Calming
STIR
E9DA
i040
Admiral Way Pedestrian Crossing
STIR
EOCA
i042
2020 Overlay Program
WTR
E9CB
i043
2019 Waterline Overlay
STIR
E9DC
i044
Walnut St. Walkway (3rd-4th)
STIR
E9AD
i045
2019 Traffic Signal Upgrades
STIR
EOAA
i046
2020 Guardrail Installations
STIR
EOAB
i047
2020 Traffic Signal Upgrades
STIR
EOAC
i048
2020 Traffic Calming
STIR
EODB
i049
2020 Pedestrian Safety Program
STIR
EODC
i050
Citywide Bicycle Improvements Project
STIR
E21 CA
i051
2021 Overlay Program
STIR
E20CB
i052
76th Ave Overlay (196th St. to OVD)
STIR
EOCC
i053
2020 Waterline Overlay
STIR
E20CE
i055
SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal)
STIR
E21 AA
i056
2021 Traffic Calming
STIR
E21AB
i057
2021 Guardrail Installations
STIR
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
E21CD
i061
2021 Stormwater Overlay Program
STIR
E21DB
i062
2021 Pedestrian Task Force
STIR
E22CA
i063
2022 Overlay Program
STIR
E22CB
i064
2022 Waterline Overlay Program
STIR
E22CC
i065
2022 Sewerline Overlay Program
STIR
E22CD
i066
2022 Stormwater Overlay Program
STIR
E22CE
i067
Hwy 99 Revitalization Stage 3 (224th-238th)
STIR
E22CF
i068
Hwy 99 Revitalization Stage 4 (224th-220th)
STIR
E22CG
i069
SR-104 Adaptive Systems (136th-226th)
STIR
E22AA
i07O
2022 Signal Upgrades
STIR
E22AB
i071
2022 Traffic Calming Program
STIR
E22DA
i072
2022 Pedestrian Safety program
STIR
E22AC
i073
2022 Guardrail Program
STM
E7FG
m013
NPDES (Students Saving Salmon)
PRK
E7MA
m103
Waterfront Development & Restoration (Pre - Design)
STM
E7FA
m105
OVD Slope Repair & Stabilization
WTR
E22JB
m160
Yost & Seaview Reservoir Repairs and Upgrades
UTILITIES
ESNA
solo
Standard Details Updates
SWR
ESGB
s0l l
Lake Ballinger Trunk Sewer Study
STIR
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
STIR
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
UTILITIES
E22NA
s029
Utility Funds reserve Policies Study
UTILITIES
E22NB
s03O
2022 Utility Rate and GFC Study
Revised 12129/2021 Packet Pg. 71
6.4.b
PROJECT NUMBERS (By Funding)
Project
Engineering
Accounting
Project
Funding
ProiectTitle
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. & 71 st Ave Storm Improvements
c521
EBFB
STM
175th St. SW Slope Stabilization
c560
E21 FB
STM
Phase 4 Storm Utility Replacement Project
c567
E22FA
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
E4FE
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
E0D13
STR
2020 Pedestrian Task Force
s024
EODA
STR
2020 Traffic Calming
i048
EOAC
STR
2020 Traffic Signal Upgrades
i047
EOAB
STR
2021 Guardrail Installations
i057
E21 AB
STR
2021 Overlay Program
i051
E21 CA
STR
2021 Traffic Calming
i056
E21AA
STR
228th St. SW Corridor Improvements
i005
E7AC
STR
238th St. Island & Misc. Ramps
i037
EBDC
STR
238th St. SW Walkway (100th Ave to 104th Ave)
c423
E3DB
STR
238th St. SW Walkway (Edmonds Way to Hwy 99)
c485
E6DA
STR
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
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)
i069
E22CG
STR
ADA Curb Ramps
i033
EBDB
Revised 12/29/2021 Packet Pg. 72
6.4.b
PROJECT NUMBERS (By Funding)
Project
Engineering
Accounting
Project
Funding
ProiectTitle
Number
Number
STIR
Admiral Way Pedestrian Crossing
040
E9DA
STIR
Audible Pedestrian Signals
i024
E7AB
STIR
Bikelink Project
c474
ESDA
STIR
Citywide Bicycle Improvements Project
i050
EODC
STIR
Citywide Pedestrian Crossing Enhancements
026
E7DC
STIR
Citywide Protected/Permissive Traffic Signal Conversion
i015
E6AB
STIR
Edmonds Street Waterfront Connector
c478
ESDB
STIR
Elm Way Walkway from 8th Ave to 9th Ave
i058
E21 DA
STIR
Hwy 99 Gateway Revitalization
s014
E6AA
STIR
Minor Sidewalk Program
i017
E6DD
STIR
SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal)
055
E20CE
STIR
Sunset Walkway Improvements
c354
E1 DA
STIR
Trackside Warning System
c470
ESAA
STIR
Walnut St. Walkway (3rd-4th)
i044
E9DC
STIR
2021 Pedestrian Task Force
061
E21 DB
STIR
2022 Overlay Program
i063
E22CA
STIR
2022 Waterline Overlay Program
064
E22CB
STIR
2022 Sewerline Overlay Program
i065
E22CC
STIR
2022 Stormwater Overlay Program
066
E22CD
STIR
2022 Signal Upgrades
i07O
E22AA
STIR
2022 Traffic Calming Program
071
E22AB
STIR
2022 Pedestrian Safety program
i072
E22DA
STIR
2022 Guardrail Program
073
E22AC
STIR
2020 Waterline Overlay
i053
EOCC
STIR
220th Adaptive
028
EBAB
SWR
2019 Sewerline Replacement Project
c516
EBGA
SWR
2021 Sewer Overlay Program
060
E21 CC
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
SWR
Phase 10 Sewerline Replacement Project
c566
E22GA
UTILITIES
2019 Utility Rate & GFC Update
s020
EBJB
UTILITIES
Standard Details Updates
solo
ESNA
UTILITIES
Utility Funds reserve Policies Study
s029
E22NA
UTILITIES
2022 Utility Rate and GFC Study
s030
E22NB
WTR
2019 Swedish Waterline Replacement
c523
EBJA
WTR
2019 Waterline Overlay
043
E9CB
WTR
2019 Waterline Replacement
c498
E7JA
WTR
2021 Waterline Overlay Program
059
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
WTR
Yost & Seaview Reservoir Repairs and Upgrades
m160
E22JB
WWTP
Sewer Outfall Groundwater Monitoring
c446
E4HA
WWTP
WWTP Outfall Pipe Modifications
c481
ESHA
Revised 12/29/2021 Packet Pg. 73
6.5
City Council Agenda Item
Meeting Date: 02/1/2022
Acknowledge receipt of a Claim for Damages from Dawn Ridgway
Staff Lead: NA
Department: Administrative Services
Preparer: Marissa Cain
Background/History
N/A
Staff Recommendation
Acknowledge receipt of a Claim for Damages from Dawn Ridgway
Narrative
Dawn Ridgway
19928 81st PI W
($5,440.92)
Attachments:
Claim for Damages - Dawn Ridgway - for council
Packet Pg. 74
6.5.a
CITY OF EDMONDS
CLAIM FOR DAMAGES FORM
Date Claim Form
Received by City
Please take note that Dawn Ridgway , who currently resides at 19928 81st P1 W
mailing address
home phone # NIA woel p�'hone ani who resided at
at the time of the occurrence and whose date of birth is , is claiming damages
against The City of Edmonds in the sum of $ 5,440.92 arising out of the following circumstances listed below.
DATE OF OCCURRENCE: December 13, 2021
LOCATION OF OCCURRENCE: 19928 81st PI A Edmond. WA
DESCRIPTION:
ff Fir, PMEGM8191IMi
1. Describe the conduct and cir'cilmstance that brought about the injury or damage. Also describe the injury or damage.
Tree belonging to the City of Edmond fell onto Ms. Rid wa 's property and porton of wood fence and trampoline were damaged
(attach an extra sheet for additional information, if needed)
2. Provide a list of witnesses, if applicable, to the occurrence including names, addresses, and phone numbers.
3. Attach copies of all documentation relating to expenses, injuries, losses, and/or estimates for repair.
4. Have you submitted a claim for damages to your insurance company? X Yes No
If so, please provide the name of the insurance company:
and the policy #:
* * ADDITIONAL INFORMATION REQUIRED FOR AUTOMOBILE CLAIMS ONLY
License Plate #
Type Auto: _
(year) (make)
DRIVER:
Address:
Phone#:
Passengers:
Name:
Address:
Driver License #
(model)
_ OWNER:
Address:
Phone#:
Name:
Address:
a�
a�
E
M
0
L
0
4-
E
.2
V
Form Revised 04'09.'2021
Page I of 2
Packet Pg. 75
6.5.a
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.
declare under penalty of perjury under the laws of the state of Washington that the foregoing is true and correct.
Signature of Claimant
Or
Signature presentative
Print Name of Pepresentative
OL'_r,J� ULC�
Date and place (residential address, city and county)
Date and place (residential address, city and county)
Bar Number (if applicable)
ANGELA SHULTS
OFFICIAL SEAL
Notary Public, State of Illinois
My Commission Expires
November 16, 2024
Please present the completed claim form to: City Clerk's Office
City of Edmonds
121 51h Avenue North
Edmonds, WA, 98020
8:00 a.m. to 4:30 p.m.
E
.2
U
Form Revised 04'091_'021 Page 2 of 2
Packet Pg. 76
6.6
City Council Agenda Item
Meeting Date: 02/1/2022
Arts Commission Candidate Appointment
Staff Lead: Carolyn LaFave
Department: Mayor's Office
Preparer: Carolyn LaFave
Background/History
Mayor Nelson and the Arts Commission Committee are recommending candidate Harry Kirchner's
appointment to the Arts Commission, Position #5, General.
Staff Recommendation
Confirm the appointment of Harry Kirchner to Arts Commission, Position #5, General.
Narrative
Mr. Kirchner's strong background in literary arts, along with his interest in performing and visual arts,
arts education and cultural diversity make him an excellent candidate for this position.
Packet Pg. 77
6.7
City Council Agenda Item
Meeting Date: 02/1/2022
Temporary Employment Agreement for Admin Help in Council Office
Staff Lead: Vivian Olson, Council President
Department: City Council
Preparer: Scott Passey
Background/History
As the council legislative assistant contract is ending without a replacement lined up, an employee from
another department is able to work the hours needed in the short term to help out until the job is
permanently filled.
Staff Recommendation
N/A
Narrative
N/A
Attachments:
REVISED City Council Executive Assistant Employment Agreement (JNH and SEC edits) 1.25_Redacted
Packet Pg. 78
6.7.a
c
EMPLOYMENT AGREEMENT E
EXECUTIVE ASSISTANT TO CITY COUNCIL c
a
E
WHEREAS, the City Council of the City of Edmonds, Washington (hereinafter "City w
Council") utilizes the services of an Executive Assistant to perform a variety of
administrative and confidential tasks related to its legislative functions; and a
E
WHEREAS, the Mayor of the City of Edmonds is by state statute the chief 0
administrative officer of the City, invested with the power to hire and fire employees and
to direct their day-to-day activities; and
WHEREAS, in the interest of fostering an appropriate working relationship between the
Executive Assistant and the City Council, the Mayor has evidenced his wish to delegate
the day-to-day responsibility for the direction of said person to the City Council's
President; and
WHEREAS, with the Mayor's consent, the City Council wishes to fill the position of
Executive Assistant with an employee, specifically answerable to the Council, under
specific, limited terms and conditions governed by the provisions of this employment
agreement and not subject to the general personnel policies of this City;
NOW, THEREFORE, the City of Edmonds, Washington and Jerrie Bevington
(hereinafter "Employee") do hereby enter into this agreement for employment services
("Agreement"). The Employee's employment shall be governed exclusively by the
provisions of this Agreement unless otherwise provided herein.
1. Term of Employment: This Agreement will take effect as of the effective date set
forth below and will expire owno later June 30, 2022- or sooner, should the Council fill
this position with a regular _appointment.uniess extended ant to its t
Thereafter-, this Agq-7eement may be extended thfough januafy > 2023,
the City Couneil. The ptir-pose of one year- teiq:ns is to pefmit an an"al t:&i4w of the
perfemanee of the Employee by the outgoing City Couneil President in of!def! that the
City Couneil President may detefmiae whether or- not it is appropriate to r-enew this
Agreement f6t! an additional tefm.
It is one of the basic understandings of this Agreement that the Employee will work
closely with the City Council President and the City Council. As such, this position shall
be one in which the confidence of the City Council President and City Council shall be
essential to the proper performance of the Employee's duties. Therefore, the City Council
reserves the right not to r-ene , this "gree,,w-nt, er to terminate this Agreement as herein
provided in order to preserve that confidence and a feeling of confidentiality between the
City Council President, the City Council and the Employee as Executive Assistant.
2. Duties: The Employee shall serve as the Executive Assistant for the City Council,
performing a variety of administrative duties as assigned. The Employee shall be under
the general day-to-day direction of the City Council President and shall provide such
Packet Pg. 79
6.7.a
2
2022 Employment Agreement
Executive Assistant to City Council
assistance as may be necessary to individual members of the City Council. For project
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work (requested by individual members of the City Council), authorization from the City
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Council President is required. In the event of a conflict in such directions, the Employee
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shall rely upon the direction of the City Council President. A generalized description of
the duties of this position is attached hereto as Exhibit A and incorporated herein by this
reference. The listing of duties in Exhibit A is intended as a descriptive tool only, and
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shall not limit the City Council President or City Council to make task assignments;
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provided, however, that such duties be linked to the City Council President's Office and
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the legislative function of the City Council and shall, in all respects, be governed by
statutory, constitutional and ordinance limitations on the duties of public employees. The
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City Council President, by her signature below, specifically represents that the Mayor has
delegated his statutory authority to direct the day-to-day duties of this Employee, and this
Employee alone, to the City Council to be exercised by and through the City Council
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President. This delegation is revocable by the Mayor and shall not be binding on the
subsequent elected or appointed mayors unless ratified by them.
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3. Hours of Work: This is a part-time position. The Employee shall work office
hours as assigned and directed by the City Council through the City Council President.
Such hours may normally be worked between 8:00 a.m. and 5:00 p.m. Monday through
Friday. The hours of work on Tuesdays may be adjusted to 6:00 — 10:00 pm. In addition,
the Employee may perform assigned work off site. Such hours shall be within prescribed
limits and approved by the City Council President. It is anticipated that the Employee
shall work up to 20 hours per week. NOTE: The level of the Employee's benefits is
based upon a proration of hours worked. This general description of working hours shall
not limit the ability of the City Council President to change the working schedule or
adjust it from time to time.
4. Wages and Benefits: The wages for this
position have a base rate of $18.00 per hour. The City will pay the aplieable employer's
retirement, ,
Washington State industfial Taxes, and sueh other- payinen4s or- benefits as may be
4 under- the pf-01HRORS -Of state and federal law based upen the fmmber- of hour-s
,,,�,,,4ed. MEBT benefits shall be provided as r-equked by law of! by the pt!evisians of
plan deettfnef4. "Pian Doettfne4' shall fnea-a for- the pur-poses of this Agr-eement the
M T ofQther- centmet, or- peliey deettmeiAs, whieh f!eq�ytheir teethe
paftieipatien of all qualified employees.
This is a temporary position. which is not eligible for Citv benefits other than those
required by law. The benefits to be paid to the Employee shall be governed solely by this
Agreement. No benefit not specifically addressed or listed herein shall be granted to the
Employee. The provisions of this Agreement shall control over any conflicting provision
of the City ordinances, City Personnel Policy Manual, any collective bargaining
agreement or any other general grant of benefits to City employees. The benefits which
the Employee shall receive are limited to the following: Coverage under the Industrial
Insurance Program (Workers' Compensation); coverage under Social Security and
Medicare programs; coverage under the Employment Security programUnemployment
Insurance); coverage under the Paid Family and Medical Leave program, and
Packet Pg. 80
6.7.a
2022 Employment Agreement
Executive Assistant to City Council
Washington State Sick Leave.
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employment.
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5. Confidentiality: One of the basic purposes of this Agreement is to provide an
employee who serves in a confidential capacity to the City Council and its City Council
President. The Employee acknowledges that she has been informed of the necessity for
confidentiality and understands that she shall report directly to the City Council President
any matter which she feels would breach such confidence or confidentiality. In the event
of any apparent conflict between the needs of the City Council and that of the City in
general, the Employee shall report such matter to the City Council President and rely on
Packet Pg. 81
6.7.a
4
2022 Employment Agreement
Executive Assistant to City Council
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his/her direction. In keeping with this confidential relationship, the Executive Assistant
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position shall not be a part of a collective bargaining unit or subject to any collective c
bargaining agreement. 0.
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6. Termination of Agreement: The parties acknowledge that this employment
agreement creates an at -will employment relationship that may be terminated at any time, a
with or without cause, by either party. This paragraph shall control and supersede any E
portion of this Agreement that might otherwise be construed as in any way altering the
Employee's at -will status.
7. Indemnification: As an employee of the City, the Employee shall have the right to
indemnification by and on behalf of the City for actions taken in the scope of her
employment in accordance with the provisions of Chapter 2.06 of the Edmonds City
Code as same exists or is hereafter amended.
8. Entire Written Agreement: This document represents the entire agreement,
written or oral, between the parties. No representation or other oral agreement by either
party shall survive the execution of this document. This document shall be amended only
upon the express written agreement of both parties. The City Council President shall
confer with the Mayor regarding any change.
9. Notices: Notices pursuant to this Agreement shall be given, by deposit in the
custody of the United States Postal Service, postage prepaid, addressed as follows:
City of Edmonds
ATTN: City Council President
121 5th Avenue North
Edmonds, WA 98020
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evin ton
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10. Opportunity to Confer with Independent Counsel: In signing below, the
Employee represents and affirms that the City Attorney was not acting as the Employee's
counsel in drafting this Agreement and that the Employee had the opportunity to consult
with independent counsel in reviewing and deciding to execute this Agreement.
11. Severability: The provisions of this Agreement shall be severable. In the event that
any provision hereof is held to be void, illegal, or unenforceable, the remaining
provisions shall survive; PROVIDED, however, that in the event the provisions of
paragraph 5, relating to the exclusion of this position from any collective bargaining unit,
or of paragraph 6, relating to this Agreement as one of at -will employment, are/is held to
be unenforceable, invalid, or void, this Agreement shall immediately be at an end.
12. Effective Date: The effective date of this Agreement shall be the date set forth
below.
DONE THIS day of February 2022.
Packet Pg. 82
6.7.a
2022 Employment Agreement
Executive Assistant to City Council
CITY OF EDMONDS
Vivian Olson,
City Council President
EMPLOYEE
Jerrie Bevington
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6.7.a
2022 Employment Agreement
Executive Assistant to City Council
EXHIBIT A
Executive Assistant Duties
• Schedules meetings for Council and individual Council members; prepares
agenda memos for Council.
• Attends Council meetings, prepares requested reports, minutes, agendas,
correspondence and other materials as appropriate and according to decisions and
approved actions.
• Assists Council President in drafting budget and planning of various Council
events and functions including coordinating arrangements for meeting facilities,
equipment and refreshments as appropriate; coordinates management of
legislative priorities with Council President.
• Coordinates and prepares press releases for Council as requested and/or various
community relations.
• Plans and performs complex administrative office coordination; relieves the
Council President of technical clerical and administrative duties having Council -
wide impact.
• Completes PSR's for the department, enters payroll into Eden software for the
department and processes Council accounts payables.
• Performs various administrative duties including answering telephones and
greeting visitors; provides information in person or on the telephone or refers to
appropriate department personnel; opens, screens and routes mail.
• Maintains calendars relating to Council events as requested; schedules
appointments and conferences; assists with travel reservations and vehicle check -
in and checkout for Council as requested.
• Composes, prepares and types a variety of correspondence, memos, reports and
other materials and proofreads materials to assure accuracy and completeness.
• Organizes and coordinates office functions, activities and communications;
assures efficient workflow and office operations.
• Works independently under direction of Council President to complete
assignments.
• Maintains accurate financial records and files pertaining to departmental
expenditures, budget balances and operations; prepares status reports, charts and
other documents as requested; prepares and coordinates purchase of office
supplies, equipment and other expenditures.
• Manages and maintains all records as required by State and Federal law;
including, but not limited to, records related to City elections, and records
pertaining to State audit requirements.
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6.7.a
2022 Employment Agreement
Executive Assistant to City Council
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• Provides staff support and administrative assistance to various boards and 2
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committees; prepares reports, agendas, correspondence and other materials as E
appropriate and according to decisions and approved actions. w
• Manages and maintains website for Council and provide website c
support/administration for Council and any Council -related assigned boards, Q-
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committees, groups and/or events.
• Managesand programs content as directed for the City's cable channels (21/39).
• Maintains files and records related to Council activities/business and retains and U
purges records as needed under the Washington State records retention and
archiving rules.
• Operates office machines including: computers, copiers, calculators, fax
machines, use of recording equipment for Tuesday night Council meeting
other equipment as assigned.
• Performs a variety of special duties, projects or activities of the Council Office.
Packet Pg. 85
7.1
City Council Agenda Item
Meeting Date: 02/1/2022
Public Hearing on Proposed Amendments to the 2022 Adopted City Budget
Staff Lead: Diane Buckshnis, Kristiana Johnson
Department: City Council
Preparer: Scott Passey
Background/History
On 1/25/22 - a motion was made to strike through the entire 1/25/22 agenda memo as the background
history section was challenged that it had not been substantiated. The vote was 4-1-2 and exhibit 1
provides the strike through document.
A completely substantiated background/history is available upon request.
Recommendation
Review Council amendments for vetting and vote and request Attorney or the Administration to prepare
an ordinance to amend the 2022 budget. A budget hearing has been set for February 1, 2022.
Narrative
The PowerPoint presentation provides 2022 Council amendment suggestions and a public hearing is set
for 2/1/22.
Only super majority votes (five) will be added to the ordinance for final vote.
Attachments:
Exhibit 1 - feb 1 Council 2022 Budget Amendments
exhibit 2 February 1 Council 2022 Budget Amendment
exhibit 3 Feb 1 Council 2022 budget amendments
exhibit 4 Feb 1 Council 2022 Budget Amendments Fund —Balance —Reserve —
Packet Pg. 86
7.1.a
City Council Agenda Item
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Meeting Date: 1/25/2022
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2022 Budget amendments
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Staff Lead: Diane Buckshnis and Kristiana Johnson
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Department: Council
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Preparer: Diane Buckshnis and Kristiana Johnson
***
Background/History
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The final 2022 budget for- Couneil for 11/23/21. This timeline later by
vote was set was ehanged
Getmeil Wesident Paine to I 1/ 16/21. Had the been kep t to th,
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7.1.a
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Recommendation
Review Council amendments for vetting and vote and request Attorney or the Administration to
prepare an ordinance to amend the 2022 budget. A budget hearing has been set for February 1,
2022.
Narrative
Exhibit 1 provides the amendments for vetting and final vote. Additional amendments may
come from the floor during this process. Only super majority votes (five) will be added to the
ordinance for final vote.
Attachments
Exhibit #1 2022 Power Point Presentation with Amendments
Exhibit #2 Applicable Laws regarding budget amendments - Lighthouse
Packet Pg. 88
2022 Budget Comments
Council knew that we would revisit the budget in 2022.
Timeliness is imperative since 2022 Budget was approved and it's Feb.
Items were left out of the budget such as the reorganization of the
Municipal Court, a new uptown Satellite Office and a potential Police
Department restructure which could have significant impact on the
2022 budget.
We are still in a pandemic and have economic pressures from a spike in
inflation, supply shortages, three projected interest rate hikes and other
concerning economic indicators.
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Packet Pg. 89
2022 Budget Comments
We have local budgetary pressures from changes in the South Fire
Contract, impact on wages and maybe benefits from the recent
compensation study and now new sewer plant coming on line.
It might
be advantageous to
postpone some
appropriations, run them
through
Council
Committee
as amendments
happen
quarterly.
The use of $2.1 million in unrestricted reserves in this budget should be
a Council decision as to the amount and and purpose - per Council
approved Fund Balance Policy.
These amendments came from four Council Members and this
presentation is a compilation of their items.
Packet Pg. 90
2022 Budget Comments
The first section identifies decision packets that are in question
of removal with the second section suggesting more
appropriations.
To save time, each item will be motioned from the person
reading this PowerPoint and after a Council second, any member
may provide reasons for motion. After vote may occur and those
votes of super majority will be noted.
Asuper-majority vote (five votes) is needed in order for any
amendment to be moved to the udget ordinance.
Lighthouse will prepare budget amendment ordinance for final
approval. `OfEDnj0�O
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2022 Budget Amendments
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# 1 - REDI Manager — there was not sufficient information to support a on-
going FTE. With this issue comes at least two motions:
1) Hire a consultant to evaluate City on REDI metrics (what has already
been done and what needs to be done) and propose three alternatives to
accomplishing that work". With this motion, the allocation will be reduced
to $70K
2) Substitute Motion: Hire REDI Manager for budget year (part of an
intended three-year contract). Ajob description should be written to
ensure an assessment is done, what needs to be done, workpIan for
training staff and to set systems in place to maintain the work internally so
as at the end of three years, only periodic reviews would occur as needed.
Packet Pg. 92
7.1.b
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#11— One Commander FTE — proposed organizational restructure of the
Police Department should be brought forth to a council committees and is 3
seems appropriation is premature as not all essential positions are being
requested.
Motion: Remove this decision packet and set as high priority to
immediately run the entire restructure, including all positions through the
Council Committees. This is a high priority for public safety and needs to
be reviewed holistically.
#14 — Police Scuba Team — in the past, we had a three member dive team.
While a five member team may be optimal, suggests looking for
community partners to fund the service level between minimum and
optimal in future years.
Motion: Decrease scuba team to three.
Packet Pg. 93
2022 Budget Amendments
#16 —Public Information Officer —not sufficient support for FTE
provided.
Motion: Remove this decision packet
#20 —Solar Program -this is a pilot project geared towards low-
income families; yet it takes approximately $13K to be part of the $5K
grant program and this does not appear realistic without support
data. There are many state solar program that offers incentives and
grants.
Motion: Remove this decision packet and review through Council
Committee to review alternatives.
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Packet Pg. 94
2022 Budget Amendments
#21— Last year, a $550K appropriation was approved for Human
Services and $409,000 was left unspent and has been carried forward
into 2022. The City is distributing funds to households utilizing ARPA
funds.
Motion: Reduce decision packet by $200K represented by the new
request.
#22 — New FTE position to manage existing capital projects — there is
not sufficient information to support a full time FTE or how this
position will manage what projects. Council committee should review
to determine what exactly projects are part of this request.
Motion: Remove decision packet and move to Council Committee.
s
Packet Pg. 95
2022 Budget Amendments
#33 — FCA Assessment — Recent bonds were approved based on the
previous conditions assessment report and most of these projects
will be completed in three years. A discussion about the timing of
the re -assessment should be brought forth to a Council Committee.
Motion: Remove decision packet; bring to Council Committee
#34 — Carpet Cleaning — Suggest the city purchase the carpet
Cleaning equipment and have custodial team do the cleaning twice a
year. There is not sufficient information to support this new expense
especially when a new custodian is in the budget.
Motion: Remove the decision packet. Process can be handled via a
budget amendment and Council Committee review.
Packet Pg. 96
7.1.b
2022 Budget Amendments
#35 — Vehicle purchase for Maintenance and Custodial. Unclear as
to the number of vehicles purchased as DP 70 purchased a variety of
vehicles for an average cost of $60,625 per vehicle and no annual
maintenance cost. Council should review all vehicles included in the
2022 budget to determine needs over want.
Motion: Delete the decision packet. Schedule car purchase decisions
be brought forth to a Council Committee.
#37 — $100,000 ongoing for aging infrastructure —The City bonded in
order to address the backlog of infrastructure capital maintenance
project and are unable to spend all the bonded amount this year.
Motion: Delete decision packet.
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2022 Budget Amendments
#38 — New Police perimeter fence — The cost of providing a fence or other
means of securing the police area should be vetted through a committee
to determine if less expensive alternatives.
Motion: Delete decision packet.
#40 — 2022 Commute Trip Reduction — During the pandemic, this seems
to be an unneeded expense since many employees are working from
home. An amendment can always come through after proper vetting of
the PPPW committee. No data supplied for the 2021 program.
Motion: Delete decision packet.
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2022 Budget Amendments
#41— Purchase Message Board — The civic organizations that want to
use them can rent them from a sign company. This is not a city function.
Motion: Delete decision packet.
#47 — Yost and Seaview Assessment and Rehabilitation — this entire
project has yet to be brought forth to Council and an amendment can
occur in 2022. The numbers don't match the description and Seaview
reservoir is not included. This needs to be sorted out in the Council
Committee.
Motion: Delete decision packet; bring to Council Committee.
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2022 Budget Amendments
#48 — 3-year Rate Study Consultant —The CIP/CFP should be
scrubbed before we allow any review by a consulting firm since
number inconsistencies have been noted. This can be handled
through amendment process once CIP/CFP is reviewed.
Motion: Delete Decision Packet.
#51— Overtime — Potential estimates for pilot projects is not a
sufficient reason to add overtime. Increasing the overtime
appropriation should be addressed with Council Committee to
look at consistency in overtime over the years.
Motion: Delete decision packet; bring through Council
Committee.
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2022 Budget Amendment
#55 — Edmonds Marsh Water Quality Improvements — no
justification for water mitigation or the phases of this stormwater
project. Suggest that the stormwater aspect be clarified in the
CIP/CFP process. Council review to determine costs and plans for
all project as these funds potentially impact utility rates.
Motion: Delete decision packet.
#60 — Perrinville Creek Projects — No information provided from the
Administration (promised in 2020) when the Creek was damaged
by high water flow and City blocked portions of the creek to force
flow into two vaults.
Motion: Delete decision packet and bring forth budget amendment
when plan is established.
Packet Pg. 101
2022 Budget Amendment
#61 - Green Streets and Rain Gardens — City planning
documents do not define or support the green streets. Rain
garden grants available through Snohomish County and more
information needed to determine how the bio-retention and
rain gardens are to be built to reduce flooding?
Motion: Delete decision packet.
70 — New vehicles — There are already a number of vehicles in
the police and public works departments. These vehicles
purchases can wait a year when Council has a better
understanding of all cars needed from the B-Fund and supply
shortages decrease.
Motion: Delete decision packet.
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2022 Budget Amendment
#71- Vehicle charging network — Further review of this to entail
creating a charging network system and data on current use of our
charging stations.
Motion: Delete decision packet.
#72 - Strategic Planning for optimizing the solar panel upgrade on
Frances Anderson Building. There is not sufficient information in
place to understand this request. Should be vetted more fully by
Council Committee to determine cost or impact of aged
infrastructure.
Motion: Delete decision packet.
Packet Pg. 103
2022 Budget Amendments to
ncrease Appropriations
• Motion to add Municipal Court restructure to reflect impact on
2022 budget numbers currently represented only as
attachments to the budget via DP 230-22001,02, and 03)
• Motion to reflect the expense of the new satellite City Hall
office on HWY 99 in the 2022 budget numbers.
• Motion to add $100K for the Creative District's Fourth Avenue
Corridor project design.
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2022 Budget Amendments to
Increase Appropriations
• Motion to add $60K for study of a Police Station
relocation and/or City Hall relocation.
• Motion to add $150K for Streetlights in the Lake
Ballinger Area (CIP/CFP impact)
• Motion to add the South County Fire adjustment to the
budget.
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7.1.c
MEMORANDUM
FOR INCLUSION IN COUNCIL PACKET
Date: January 12, 2022
To: Edmonds City Council
Cc: Mayor Mike Nelson
Dave Turley, Administrative Services Director
From: Jeff Taraday, City Attorney
Re: Applicable law regarding possible budget amendments
Having been made generally aware of a desire by at least some
councilmembers to remove previously approved items from the 2022
budget, it seems appropriate to advise the city council regarding applicable
law and, in particular, the vote margin that might be required to
accomplish that objective.
The final paragraph of RCW 35A•33.12o reads as follows:
The city council, upon a finding that it is to the best interests of the
code city to decrease, revoke or recall all or any portion of the total
appropriations provided for any one fund, may, by ordinance,
approved by the vote of one more than the majority of all
members thereof, stating the facts and findings for doing so,
decrease, revoke or recall all or any portion of an
unexpended fund balance, and by said ordinance, or a
subsequent ordinance adopted by a like majority, the moneys thus
released may be reappropriated for another purpose or purposes,
without limitation to department, division or fund, unless the use of
such moneys is otherwise restricted by law, charter, or ordinance.
RCW 35A•33.120 (emphasis added). In other words, any ordinance that
the council would be considering to adopt budget amendments would
need five votes to pass if the ordinance had the effect of decreasing the
appropriations for a given fund. Keep in mind, however, that it is only the
ordinance that requires such a vote margin. Any preliminary motions
M600 Stewart Street, Suite 400, Seattle, WA 98101 P 206.273.7440 F 206.273.7401 www.lighthouselawgroup.com
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made as part of the perfecting or finalizing of the ordinance would only
need a majority for passage. But, as a practical matter, if an ordinance
ultimately contains several amendments that each only garnered four
votes during the perfection process, that ordinance might have a difficult
time obtaining the five votes necessary for passage.
If the final ordinance contains, for example, eight different budget
amendments, but only one of those eight actually decreases an
appropriation, the ordinance would still need five votes to pass, because
there can be only one vote on the final ordinance and the ordinance would
decrease appropriations. Accordingly, the council may wish to direct that
two ordinances be prepared: one ordinance that contains amendments
that decrease appropriation levels and another ordinance that contains
other budget amendments that do not decrease appropriation levels. An
example of a budget amendment that does not decrease appropriation
levels would be the removal of an authorized FTE position without
removing the appropriation or funding that had been associated with that
FTE position. If two such ordinances are prepared, only the ordinance that
decreases appropriation levels would require five votes to pass.
Please feel free to contact us with questions.
N600 Stewart Street, Suite 400, Seattle, WA 98101 I P 206.273.7440 I F 206.273.7401 I www.lighthouselawgroup.com
Packet Pg. 107
7.1.d
RESOLUTION NO. 1433
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS,
WASHINGTON, ADOPTING THE FUND BALANCE / RESERVE POLICY
AS ATTACHED HERTO.
WHEREAS, the City Council heard a detailed introduction to the City's Fund Balance / Reserve
Policy at the May 7, 2019 council meeting; and
WHEREAS, the May 7, 2019 introduction focused on amending the Fund Balance / Reserve
Policy to incorporate the Governmental Accounting Standards Board Pronouncement No. 54
Fund Balance Reporting and Governmental Fund Type Definitions, and
WHEREAS, the May 7, 2019 introduction focused on amending the Fund Balance / Reserve
Policy for the City Contingency Reserve Fund to incorporate Washington State Revised Code of
Washington Chapter 35A.33.145, setting statutory limitations at $0.375 per $1,000 of assessed
property valuation; and
WHEREAS, the May 7, 2019 introduction focused on amending the Fund Balance / Reserve
Policy target levels for the City; now therefore,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, HEREBY
RESOLVES AS FOLLOWS:
Section 1. ADOPT THE CITY OF EDMONDS FUND BALANCE / RESERVE POLICY. The
city council hereby adopts the following attached document:
1. City of Edmonds Fund Balance / Reserve Policy to read as set forth in Attachment A
hereto, which is attached hereto and incorporated herein by this reference as if set forth in
full.
RESOLVED this 2nd day of July, 2019.
CITY OF EDMONDS
t
MA OR, DA E EARLIN
ATTEST:
C CLERK, SCOT'1' SEY
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FILED WITH THE CITY CLERK: June 28, 2019
PASSED BY THE CITY COUNCIL: July 2, 2019
RESOLUTION NO. 1433
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City of Edmonds
i` 90
Fund Balance Reserve Policy
July 2019
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Table of Contents
DRAFT........................................................................................................ Error! Bookmark not defined.
ARTICLEI INTRODUCTION..................................................................................................................... 5
ARTICLE II CRITERIA FOR ESTABLISHING APPROPRIATE FUND BALANCE RESERVE
LEVELS......................................................................................................................................................... 6
Section1. Volatility ................................ ............................................... ....................... I............................ 6
Section2. Operating Fund Size.................................................................................................................6
Section 3. Purpose of Fund Balance Reserves...........................................................................................6
Section4. Bond Ratings.............................................................................................................................6
ARTICLE III COMMITTED GENERAL FUND BALANCE RESERVES POLICY.................................6
Section 1. Establishment and Purpose of Operating General Fund Operating Reserve ............................ b
ARTICLE IV CONTINGENT RESERVE FUND BALANCE POLICY.....................................................7
ARTICLE V ANNUAL FUND BALANCE TYPES - STATUS REPORT ................................................. 9
ARTICLE VI FIVE-YEAR RESERVE RATE REVIEW............................................................................. 9
ARTICLE VII DEVIATIONS FROM POLICY........................................................................................... 9
ARTICLEVIII DEFINITIONS.....................................................................................................................9
ARTICLEIX EFFECTIVE DATE..............................................................................................................12
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ARTICLE I INTRODUCTION
The overall objective of Fund Balance/Reserve Management Policy is to define that portion of fund balance
that is unavailable to support the current budget. In many ways, fund balance represents working capital,
which can either be used as a liquidity reserve or for spending in future years. A comprehensive fund
balance/reserve management policy provides guidelines for the major funds of the City of Edmonds and
provides a structured approach in setting reserve levels in specifically designated funds.
This Fund Balance/Reserve Management Policy is intended to guide prudent use of resources to provide
for the much needed services to taxpayers and to maintain sound management policies. It is essential that
governments maintain adequate levels of fund balance reserves to mitigate risks and provide a back-up for
revenue shortfalls.
Policy
It is the policy of the City of Edmonds to provide for the continuity of City government by planning ahead
for economic uncertainties and unforeseen or unplanned major expenditures. In order to achieve reserve
goals the City must exercise prudent debt and liability management policies and follow sound fiscal
management policies that prioritize the City's core services. This policy establishes reserve fund balance
accounts that will provide funding for emergencies, economic uncertainties and for unanticipated operating
expenses or revenue shortfalls. In addition, this policy incorporates provisions of Governmental
Accounting Standards Board Statement (GASB) no. 54, Fund Balance Reporting and Governmental Fund
Type Definitions.
Objectives
The purpose of this Fund Balance/Reserve Management Policy is to assist the City in the pursuit of the
following equally important objectives:
1. Build adequate reserves which will provide the City the resources necessary for financial
stabilization, particularly during times of unforeseen emergencies and economic downturns;
2. Establish sound fiscal reserve policies that will serve as the foundation for ensuring that
strong fiscal management policies guide future City decisions;
3. Provide prudent guidelines regarding the establishment, use and replenishment of City
committed or assigned fund balances/reserves;
4. Establish a process for periodic reporting and review of the City's various fund balances
(reserves); and
5. Enhance the City's credit ratings received from rating institutions through the establishment
of clearly delineated Fund/Reserve policies that promote strong fiscal management;
6. Establish reserve policies that are in full compliance with GASB 54 financial reporting
requirements.
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ARTICLE II CRITERIA FOR ESTABLISHING APPROPRIATE FUND BALANCE RESERVE
LEVELS
There are key elements that must be reviewed and analyzed to determine the appropriate size of a given
fund balance reserve. Failure to follow the guidelines established in this policy can result in developing
unattainable fund reserve goals or unsustainable fund balance reserve levels. The following criteria shall
be used in determining the appropriate fund balance reserve levels:
Section 1. Volatility
The predictability and/or the volatility of its revenues or its expenditures (i.e., higher levels of fund balance
reserves may be needed if significant revenue sources are subject to unpredictable fluctuations or if
operating expenditures are highly volatile).
Section 2. Operating Fund Size
The overall size of the fund's budgetary events should be taken into consideration in setting the required
fund balance reserve level and type for a particular fund.
Section 3. Purpose of F and Balance Reserves
Another consideration for determining the size of each reserve will be the purpose of the reserve: Is there
significant or perceived exposure to one-time outlays (e.g., disasters, immediate capital needs, state
budget cuts, or are there potential drains upon fund resources from other funds, or conversely, are there
potential reductions in funding transfers from other funds)?
Section 4. Bond Ratings
The potential impact on the entity's bond ratings and the corresponding increased cost of borrowed funds.
ARTICLE III COMMITTED GENERAL FUND BALANCE RESERVES POLICY
This Policy shall establish a committed fund balance reserve within the General Fund, define funding levels
and call the reserve the General Fund Operating Reserve. The purpose of the reserve is for meeting
economic uncertainties, and unanticipated expenses or revenue shortfalls. This Policy requires the City to
establish and maintain a General Fund Operating Reserve, within the General Fund, in an amount equal to
or greater than 16% of the General Fund's Adopted Annual O e� rating Expenditure Budget. If it is
determined that the reserve balances are not adequate, the Finance Director shall propose an amendment to
these policies.
A detailed accounting of this reserve account will be maintained by the Finance Department to show
deposits, withdrawals (when authorized pursuant to policies contained herein) and interest earned. All
accounting for these accounts shall be recorded in the City's ERP system. A detailed report, prepared by
the Finance Department, shall be presented annually to the Council.
Section 1. Establishment and Purpose of Operatin_g General Fund Operating Reserve
A separate balance sheet account shall be setup by the Finance Director for the General Fund Operating
Reserve, to be used in instances of fiscal emergencies that include: economic uncertainties, unforeseen
emergencies and unanticipated operating expenses or revenue shortfalls.
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The Mayor has the power to declare a fiscal emergency based upon one of the following:
1) A natural catastrophe;
2) An immediate threat to health and public safety; or
3) A significant decline in General Fund revenues.
The fiscal emergency declared by the Mayor must be approved by a simple majority of the City Council.
Limitations of Fund Use
Any use of the committed General Fund Operating Reserves shall be used only in cases of fiscal emergency
and shall not be used to augment ongoing budgetary/operating spending increases. The committed General
Fund Operating Reserve may also be used for one-time non -reoccurring expenditures and/or capital projects
(operations and maintenance shall not be included), all as submitted by the Mayor and approved by the
Council.
The amount of funds to be withdrawn from this committed fund balance reserve shall be determined by the
Mayor. In his/her presentation to the Council, the Mayor or his/her designee shall include a detailed list of
how the funds will be applied. A simple majority vote of the Council shall be required to approve the
amount and use of funds.
Transition Policy
Council adoption of this policy will trigger moving an amount not less than 16% of the General Fund's
unrestricted fund balance to the General Fund Operating Reserve.
General Fund Operating Reserve Replenishment
If any use of the committed General Fund Operating Reserve has occurred, the Finance Director must
present to Mayor and City Council an annual Replenishment Report during the month of November. The
Replenishment Report must be presented each year, until the Reserves are fully replenished. The
Replenishment Report must include the following information:
1) Amount of Reserves used
2) Whether it is anticipated additional Reserves will be needed in the following budget cycle, or
3) If no additional Reserves are needed, then the Replenishment Report must include a plan for
replenishing the Reserve to policy mandated levels.
The committed General Fund Reserve shall be restored pursuant to the guidelines delineated below:
1) If a reserve is drawn down by 0-10% of reserve fund balance, then a solution to replenish to at
least the minimum shall be structured over a 1 to 3 year period.
2) If a reserve is drawn down by 11-25% of reserve fund balance, then the budgetary plan to restore
the reserve shall be structured over a 3 to 5 year period.
3) If the reserve is drawn down by 26-50% of reserve fund balance, then a budgetary plan shall be
implemented to return the reserve level to between 75% and 100% of the minimum balance over a
5 to 7 year period.
ARTICLE IV CONTINGENT RESERVE FUND BALANCE POLICY
This Policy shall establish a fund and define funding levels for a committed Fund Balance Reserve to
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be called the Contingent Reserve Fund. The primary purpose of the reserve is for meeting
emergencies of the City and, secondarily, if the General Fund Operating Reserve have been
exhausted, the Contingent Reserve Fund can be use in times of economic uncertainties, and for
unanticipated expenses or revenue shortfalls. The target balance of the Reserve shall 1) not exceed the
limitations set forth by RCW 35A.33.145, which sets the statutory maximum at $0.375 per $1,000 of
assessed valuation and 2) when combined with the General Fund Operating Reserve, the two fund
balance reserves shall not exceed 20% of the General Fund's Adopted Annual Operatin Expenditure
Budget. In other words, if the General Fund Operating Reserve balance equals 16% of operating
budget, then the Contingent Reserve Fund balance cannot exceed 4% of the operating budget. It
further requires a simple majority vote of Council with a statement declaring the reason for their use.
A detailed accounting of the Fund shall be maintained by the Finance Department to show deposits,
withdrawals (when authorized pursuant to policies contained herein) and be presented annually to the
Council.
The Mayor has the power to declare a fiscal emergency based upon one of the following:
1) A natural catastrophe;
2) An immediate threat to health and public safety; or
3) A significant economic decline in General Fund revenues.
The fiscal emergency declared by the Mayor must be approved by a simple majority of the City Council.
Limitations of Fund Use
Any use of the committed Contingent Reserves shall be used in cases of fiscal emergency, shall not be used
to augment ongoing budgetary/operating spending increases and should be used only after the General
Fund Operating Reserves have been exhausted or when City Council approves specific used of the
committed Contingent Reserve for one-time non -reoccurring expenditures and/or capital projects
(operations and maintenance shall not be included).
The amount of funds to be withdrawn from this committed fund balance reserve shall be determined by the
Mayor. In his/her presentation to the Council, the Mayor or his/her designee shall include a detailed list of
how the funds will be applied. A simple majority vote of the Council shall be required to approve the
amount and use of funds.
Contingent Reserve Replenishment
If any use of the committed Contingent Reserve has occurred, the Finance Director must present to Mayor
and City Council an annual Replenishment Report during the month of November. The Replenishment
Report must be presented each year, until the Reserves are fully replenished. The Replenishment Report
must include the following information:
1) Amount of Reserves used
2) Whether it is anticipated additional Reserves will be needed in the following budget cycle, or
3) If no additional Reserves are needed, then the Replenishment Report must include a plan for
replenishing the Reserve to policy mandated levels.
The committed Contingent Reserve shall be restored pursuant to the guidelines delineated below:
1) If a reserve is drawn down by 0-10% of reserve fund balance, then a solution to replenish to at
least the minimum shall be structured over a 1 to 3 year period.
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2) If a reserve is drawn down by 11-25% of reserve fund balance, then the budgetary plan to restore
the reserve shall be structured over a 3 to 5 year period.
3) If the reserve is drawn down by 26-50% of reserve fund balance, then a budgetary plan shall be
implemented to return the reserve level to between 75% and 100% of the minimum balance over a
5 to 7 year period.
ARTICLE V ANNUAL FUND BALANCE TYPES - STATUS REPORT
Once a year, in August, the City Finance Director shall present to the Council Finance Committee a
comprehensive report on the City's fund balance reserve types as of June 30th. The report shall include an
updated fund balance reserve level for each fund balance type. This report shall include the following
funds:
1. General Fund Operating Reserve balance;
2. Contingency Reserve Fund balance.
ARTICLE VI FIVE-YEAR RESERVE RATE REVIEW
Every five years, during the annual budget hearings, the Mayor, based upon a comprehensive financial and
economic review of all City fund balance types and in consultation with the City Finance Director, and
Department Directors as necessary, shall make recommendations to the City Council for either maintaining
existing fund balance reserve polices or revising fund balance reserve policies including percentage ranges
established by category herein and replenishment requirements by categories established herein.
ARTICLE VII DEVIATIONS FROM POLICY
No deviations from the fund balance reserve polices set forth in this Policy will be allowed except as
approved by a simple majority of vote by the Council. This includes any increase or decrease in the base
fund balance reserve levels established by this policy and expenditures from fund balance reserve accounts
for anything other than the intended budgeted use of said fund balance.
ARTICLE VIII DEFINITIONS
Budget - A plan of financial operation containing an estimate of proposed expenditures for a given period
(usually a fiscal year) and a proposed forecast of revenues (receipts) to cover them. A budget is also a
plan that outlines an organization's financial and operational goals and strategies in monetary terms.
Capital Expenditures are expenditures incurred when monies are spent either to buy fixed assets or to add
to the value of an existing fixed asset with a useful life that extends beyond the fiscal year. In accounting,
a capital expenditure is added to an asset account ("capitalized"), thus increasing the asset's basis (the cost
or value of an asset). The general rule (even for municipalities) is that if the property acquired has a useful
life longer than the fiscal year, the cost must be capitalized. The capital expenditure costs are then amortized
or depreciated over the life of the asset in question.
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Comprehensive Annual Financial Report (CAFR) - A CAFR is a set of financial statements for a state,
municipality or other governmental entity that comply with the accounting requirements established by
the Governmental Accounting Standards Board (GASB). It must be audited by an independent auditor
using generally accepted government auditing standards.
The CAFR consists of three sections: Introductory, Financial and Statistical.
The Introductory section orients and guides the reader through the report. The Financial section presents
the entity's basic financial statements as well as notes to the statements and the independent auditors'
report. The Statistical section provides additional financial and statistical data, including data about
financial trends that may better inform the reader about the government's activities.
Council - Means the legislative body (the city council) that governs the City of Edmonds.
Expenditure - The actual payment of cash or cash equivalent for goods delivered or services rendered,
or a charge against available funds in settlement of an obligation as evidenced by an invoice, voucher or
other such document during the fiscal year. For governmental reporting purposes, expenditures include
expenses or a provision for debt retirement not reported as a liability of the fund from which retired.
Fiscal Year - A 12 month period to which the annual operating budget applies and the end of which a
governmental unit determines its financial position and the results of its operations. The City has specified
January I through December 31 as its fiscal year.
Fund - A fund is a self -balancing set of accounts recording cash and other financial resources, together
with all related liabilities and "residual" equity or balances, and changes therein, which are segregated for
the purpose of carrying on specific activities or attaining certain planned objectives in accordance with
special regulations, restrictions or limitations.
Fund Balances - The overall objective of fund balance reporting is to isolate that portion of a fund balance
that is unavailable to support the following period's budget (see GASB 54 definition below). In general,
an unassigned fund balance shall be defined as those amounts that are not restricted, committed, or
assigned, of a particular fund at the end of the fiscal year.
GASB 54 - Fund Balance Reporting and Governmental Fund Type Definitions - The City of
Edmonds's CAFR Financial Statements are required to comply with GASB 54 beginning with its Fiscal
Year End 2011 CAFR going forward. GASB 54 changes and identifies fund balance classifications that
can be more consistently applied by clarifying existing governmental fund type definitions.
Fund balance is basically the difference between the assets and liabilities reported in a fund. GASB
statement No. 54 provides the following five categories for classifying fund balance and related
definitions to be used for describing the components of fund balance:
1. Nons endahle Fund Balance Amounts that are not in a spendable form or are required to be
maintained intact. Due to the nature or form of the resources, they generally cannot be expected
to be converted into cash or a spendable form (e.g. Inventories and prepaid amounts). This also
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includes long-term loan and notes receivable and property held for resale. Applies as well to
amounts that must be retained intact legally or contractually.
2. Restricted Fund Balance — Amounts that can be spent only for the specific purposes stipulated.
Constraints are placed on the use of resources by external parties (e.g. by creditors, grant
providers, contributors) or by laws or regulations (e.g. constitution or legally enforceable
language). Restrictions may be changed or lifted only with the consent of the resource provider.
3. Committed Fund Balance.— Amounts can only be used for the specific purposes determined
by a formal action of City Council. Constraints on fund balance use are imposed by internal
formal action of the government's highest level of decision -making authority (e.g. City Council)
and can only be removed or changed by taking the same type of action it employed to commit
those amounts through legislation, resolution, or ordinance (e.g. funds committed to satisfy
contractual obligations). Action to constrain resources must occur prior to year-end; however
the amount can be determined in the subsequent period.
4. Assigned Fund Balance — Assigned fund balances include amounts that are limited by the
Council, Mayor, or his/her designee, for its intended use, but little or no formal action is required
to modify or eliminate those limitations. Assigned fund balances comprises amounts intended
to be used for a specific purpose. Amounts reported as assigned should not result in a deficit in
unassigned fund balance. Also relates to all governmental funds other than the General Fund,
with any remaining positive amounts not classified as nonspendable, restricted or committed.
5. Unassigned Fund Balance — Comprises the residual classification for the General Fund and
includes all amounts not contained in the other classifications. Unassigned amounts are available
for any purpose. This represents the residual amount of the fund balance that has not been
restricted, committed, or assigned.
General Fund - In public sector accounting, the General Fund is the primary operating fund for all
revenues of the City that are not otherwise restricted as to their use, including monies from local property
and sales tax, and other revenue sources that are not assigned for a specific purpose. The General Fund
provides the resources necessary to pay/sustain the day-to-day activities for City services such as
administration, community services, parks and recreation, police, fire, public works, elected officials,
Mayor, and City Council. When governments or administrators talk about "balancing the budget" they
typically mean balancing the budget for their general fund.
Government Accounting Standards Board (GASB) - GASB is the private, nonpartisan, nonprofit
organization that works to create and improve the rules U.S. state and local governments follow when
accounting for their finances and reporting them to the public. While the GASB does not have the power
to enforce compliance with the standards it promulgates, the authority for its standards is recognized
under the Rules of Conduct of the AICPA. Also, legislation in many states requires compliance with
GASB standards, and governments usually are expected to prepare financial statements in accordance
with those standards when they issue bonds or notes or otherwise borrow from public credit markets. The
GASB was established in 1984 and is funded by publication sales, contributions from state and local
governments, and voluntary assessment fees from municipal bond issues.
Operating Budget — A detailed projection of all estimated income and expenses based on forecasted
revenue during a given period (usually one year). Since an operating budget is a short-term budget, capital
outlays are excluded because they are long-term costs. One-time revenues, such as grants, settlements,
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sales of assets and transfers are excluded because often they are non -recurring sources of revenues and
cannot be counted on coming in from one budget cycle to the next.
Revenue - The income of a government from all sources appropriated for the payment of the public
expenses. It includes such items as tax payments, fees from specific services, receipts from other
governments, fines, forfeitures, grants, shared revenues and interest income.
Structural Budget Deficit or "Gap" - A budget deficit (Gap) that results from a fundamental imbalance
whereby current year governmental expenditures exceed current year revenues without any consideration
of carryover or prior year unspent revenue balances if they exist. A structural deficit remains across the
operating fiscal cycle because the general level of government spending is too high for the prevailing
revenue structure (e.g., taxes, fees and other sources). A fiscal Gap, is a structural budget deficit over an
extended period of time and not only includes the structural deficit at a given point in time but also the
difference between promised future government commitments, such as health and retirement spending,
and future planned or anticipated tax and other revenues. Another description is that the current revenue
structure is insufficient to maintain services at the current level.
ARTICLE IX EFFECTIVE DATE
This policy shall take effect upon its final adoption by the City Council.
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8.1
City Council Agenda Item
Meeting Date: 02/1/2022
2022 Parks, Recreation & Open Space (PROS) Plan
Staff Lead: Angie Feser
Department: Parks, Recreation & Cultural Services
Preparer: Angie Feser
Background/History
The City of Edmonds has been working to update its Parks, Recreation, and Open Space (PROS) Plan. The
PROS Plan is a six -year plan that anticipates the programming and capital infrastructure investments
necessary to meet the community's need for parks, recreation, open space, trails, and arts and culture.
The Plan serves as a blueprint for the management, enhancement and growth of the City of Edmonds
parks and recreation system. It assists in guiding decisions related to planning, developing and
maintaining parks, open space and recreational facilities. This Plan also identifies priorities for recreation
programs, special events and arts and culture activities. The draft Plan is Attachment #2 and contains
some minor revisions since the initial Plan debut on January 7th, including map updates (Map #5 and
#6).
The PROS Plan process included a substantial community engagement program, with the intent to hear
from a broad range of community voices and to focus on diversity and inclusion through engagement in
Chinese, Korean and Spanish. Thus far, the formulation of the PROS plan has included the following
community engagement opportunities:
1. Community Survey, which received 1,958 responses (available in Chinese, English, Korean and
Spanish)
2. Two Virtual Public Meetings - with simultaneous translation in Chinese, Korean and Spanish
3. Stakeholder group discussions & one-on-one interviews
4. Tabling and outreach at community events
5. Presentations at three Planning Board meetings
6. Ongoing social media and email feedback
A general overview of PROS Plan findings were presented at the January 12, 2022 Planning Board
meeting, as well as the January 26 Planning Board meeting (conducted as a public hearing). The Planning
Board is currently reviewing community feedback and developing their recommendation for Council's
consideration of approval. The Parks Capital Program, used for planning purposes, is included in the
PROS Plan and found on page 117. This 6-year proposed project list with associated cost estimates, is
schedule to presented to the Council's Parks & Public Works Committee on February 8, 2022.
The PROS Plan is scheduled for a Council Public Hearing on February 15, 2022 and City Council approval
tentative on February 22, 2022.
Staff Recommendation
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No recommendation for action during this meeting. This work session is to provide an overview of the
PROS Plan process and draft document findings and key recommendations. City staff is requesting initial
Council feedback on the proposed Plan to incorporate any revisions for the final version to be approved
by Council later in the month.
Narrative
The 2022 Parks, Recreation & Open Space Plan contains a community profile, a parks and recreation
facilities inventory, a needs assessment, a capital projects plan, and considerations for financing and
implementation. An updated PROS Plan will allow Edmonds to retain eligibility for state grants through
the Washington State Recreation and Conservation Office (RCO), which administers various grant
programs for outdoor recreation and conservation efforts.
The key recommendations from the 2022 PROS Plan include -
1. Acquisition to Fill Park System Gaps - Secure additional parkland in south and southeast
Edmonds
2. Open Space & Conservation Acquisitions - Pursue acquisitions that adjoin city properties or
conserve unique natural areas (e.g., wetlands, forests, stream corridors)
3. Park Development & Enhancements Complete renovation of Civic Center Playfield; playground
replacements at Maplewood Hill Park, Sierra Park and Yost Memorial Park; and add amenities to
Mathay Ballinger Park, Elm Street Park & Pine Street Park
4. Yost Pool Replacement - Refine options for the replacement of Yost Pool
5. Trail Connections - Acquire easements and rights -of -way for trail connections; and coordinate
with the Comprehensive Transportation Plan regarding bicycle and pedestrian system
improvements
6. ADA & Other Accessibility Enhancements - Remove barriers and improve universal access to
and within parks, natural areas and trails
7. User Convenience Improvements Upgrade or replace restrooms and improve signage and
wayfinding
8. Municipal Code Update - Review and update City's code in relation to parks and facility usage
Attachments:
PROS Plan CC Intro PresentationOpt
PROS V5 2022-01-270pt
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Edmonds City Council: 2022 PROS Plan Study Session
February 1, 2022
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PROS Plan Overview
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The PROS Plan is a 6-year guide
for managing and enhancing
parks, open space, trails, and
recreation opportunities for the
Edmonds community.
Plan adoption required to retain
eligibility for state & federal grants
Edmonds 2022 PROS Plan
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4 PROS Plan Overview
Steps to Building the Plan:
• Inventory Site Assessments
• Community Engagement
• System -wide Needs Assessment
• Goals & Policies Review
• Capital Project Planning
• Implementation & Funding Strategies
• Plan Review & Approval
Edmonds 2022 PROS Plan
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5 Project Timeline
Apr May Jun Jul Aug Sep
Inventory Assessment Site Assessment Review
Conditions Assessment Review
Supporting Data
Edmonds 2022 PROS Plan
Demographics, Mapping, Trends Analysis
System Needs Assessment
Goals & Policies Review
Gap Analysis & Levels of Service
Synthesize Community Needs
Initiate Plan Development
Priorities & Strategies
Capital Facilities Plan
Implementation Ideas
Draft PROS Plan
SEPA Checklist
Board review
Council review
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We want to
hear from you!
The Chy of Edmonds envisions a
parks and recreation system that
serves the needs Of our growing arld
r h"Ing population. The Z024 plan
will reflecr the changing needs of
2022 City of Edmonds PROS Plan our co unity sawi es. p1 ae a pain o
gnat' due servkxs. Please snare your
The Crty of Edmonds 0flers parks and community spaces for all Edmonds experience and thoughts 0y raking a
residents 10 carte togenter, gray active, and have fun We are updair rg pulpit survey:
the Edmund's Parks Recreation and Open Space [PROS] pan and need
your help to keep our parts and programs thriving and meet the needs d
our gmwng and diverse communaies 19 IT
What Is the Edmonds PROS Plan?
Tile PROS plan is six -year guide for manaorsg and enhancing parks.
open space. vai Is, recreation, and cuhwral ails opportnioes. ereryona in
the community plays an rrrgtortant role in the panning process W Sharing
their vision for the parks and recreation system and Idenblytng priorities
for Itaure programs, events, prential new parks, arE for taking carp 0t
our exhsung parks- Having a PROS Plan means that the City is eli98le
for stale funding. A draft el the 2W2 PROS Plan will be complete and
available m Ina public for review In November 2021.
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Packet Pg. 127
8.1.a
Community Feedback
Community Survey
• Total Responses: 1,958
Virtual Public Meetings
• — 60 Attendees participated
Website / Social Media
• Ongoing
• Chinese, English, Korean, Spanish
Edmonds 2022 PROS Plan
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8.1.a
8 Community Feedback
Priority improvements to park system
• Connect gaps in the trail system & expand trail connections
• Improve or upgrade existing parks and amenities
• Buy more conservation & open space lands
• Renovate or replace the pool
• Community events, such as outdoor movies and summer concerts
41111111P,
Edmonds 2022 PROS Plan
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9 PROS Plan Structure
Contents:
• Introduction & Community Profile
• Community Engagement
• Goals & Objectives
• Inventory & Classifications
• Parks & Open Space
• Recreation Programs & Facilities
• Trails & Connections
• Capital Projects & Implementation
• Appendices
Edmonds 2022 PROS Plan
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8.1.a
10
MOM 2022 PROS Plan
CHAPTERI
PARKS & RECREATION
PLANNING FORWARD
PLAN PURPOSE
The City of Edmonds Parks,
Recreation &.Open Space Plan
(PROS Plan)- is an update to the
2016 Parks, Recreation & Open
Space Plan that builds on the
previously completed planning
work and incorporates the feedback
from an extensive community
engagement process conducted in
2021.This.Plan creates a,vision
for an innovative, inclusive and
interconnected system ofparks,
trails and open space that promotes
recreation, health, environmental
conservation and fiscal
responsibility as integral elements
of a-thriving,livable Edmonds.
The PROS Plan serves as a
blueprint for the management,
enhancement and growth of
the City of Edmonds parks
and recreation system,1 t assists
in guiding decisions related
to planning, developing and
maintaining parks, open space and
recreational facilities.This Plan also
identifies priorities for recreation
programs, special events and arts
and culture activities.
The2022 PROS Plan provides
updated system inventories,
Providing Edmonds
citizens with a balanced
system of open land,
parks, recreation and
cultural arts to ensure
a healthy and active
quality of life.
co mmunityprofile, needs analyses
and a comprehensive capital
project list. The Plan identifies
parks and recreation goals and
establishes a long-range plan for
the Edmonds parks and recreation
system, including action items
and strategies for implementation
over the next six to ten years.The
recommendations in this Plan
are based on community input,
evaluations ofthe existing park
system, operating conditions and
fiscal considerations.
The PROS Plan is part of the City,
broader Comprehensive Plan and
is consistent with the guidelines
established by the Growth
Management Art. The PROS Plan,
updated approximately every six
years, allows Edmonds to remain
current with community interests
and retain eligibility for state
grants through the Washington
State Recreation and Conservation
Office (RCO), which administers
various grant programs for outdoor
recreation and conservation efforts.
Thls plan has been regularly
updated (1996,2001,2008 and
2016) to remain relevant to
Edmonds as the city evolves and
changes.
01
Packet Pg. 131
8.1.a
III
COMMUNITY
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8.1.a
12
The goals and objectives described
in this chapter define the recreation
and park services that Edmonds
aims to provide. These goals and
objectives were derived from
input received throughout the
planning process, from city staff,
the Parks and Planning Board and
community members.
The Growth Management Act
(GMA) adopted by the Washington
State Legislature in 1990 provided
a foundation for land use planning
in selected cities and counties
.throughout the state, including
Snohomish County and the City of
Edmonds.It identifies 14 planning
goals toguide the development
20
GOALS
OBJECTIVES
of comprehensive plans and
development regulations. Four
of these goals directly affect the
development and implementation
of this plan.
■ "Encourage the retention of
.open space and development of
creational opportunities, conserve
fish and w.ldlife habitat,increase
coss to natural resource lands and
water, and develop parks." RCW
36.70A.020(9)
■ "Protect the environment and
enhance the rtate's high quality of
life,including air and water quality,
and the availability of water."RCW
36.70A.020(10)
■ "Identify and encourage the
preservation oflands, sites, and
structiues, that have historical or
sachaeological significance."RCW
36.70A, 020(13)
■ "Carry -out the goals fthe
Shoreline Management Act with
regardsto shorelines and critical
areas."RCW 36, 70A.020(14)
Also, the Edmonds Comprehensive
Plan, the previous PROS Plan and
other city planning policies provide
a framework for this PROS Plan.
A goal is a general statement that
describes the overarching direction
forthe parks and recreation system.
Objectives.am.more specific and
describe an outcome or a means to
achieve the stated goals. Key project
recommendations are specific
actions intended to implement and
achieve the goals and objectives
and are contained in the needs
assessment and capital planning
chapters of the PROS Plan.
w
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ENGAGEMENT
E001106 2022 PROS Plan
Goal 1: Encourage and facilitate meaningful public involvement in park and recreation planning.
Objectives:
1.1 Involve residents and stakeholders m park and recreation facility planning, design and recreation prograrrr
developm ent tc solicit community input, £.Diktat e project understanding and build public support,
1.2 Advance diversity,equity, inclusion in, and access to the Cit;ssystem ofparks,natural areas and programs
through continued outreach and communications.
1.3 Pursue the formation of a City Council appointed Parks and Recreation Board as a forum for public discussion
of ongoing park and recreaticnissues and policies.
1.4 Enoouragelocal burin on- profits and communitypartnersinvolvement in providing and supporting
adtural,recreational and athletic opportunities for Al ages and abilities.
DIVERSITY, EQUITY & INCLUSION
Goal2: Decrease barriers and increase opportunities for participation of underrepresented, diverse
populations to reflect the demographics of Edmonds.
Objectives:
2.1 Address accessibilitybarriers(socic-economiq language,physical,geographic,transportation) to parks and
programs and allocate resourcesto address ]mown gaps.
2.2 Explore and pursue opportunities for alternative outreach and education to diverse groups, such as group walks
and day hikes with minority communities, paomotienal materials through schools and faith groups, and youth
mentorship or ambassador programs
2.3 Identify appropriate locations within parks and public Twesfor the installation of public art, interpretive signs
or cultural displays, and collaborate with diverse groupsto ensure incorporation of any art,history, and culture in
parks is done from a diversity, equity and inclusion lens,
2.4 Provide ➢EI training opportunities for staff.
DRAFT 21
Packet Pg. 133
8.1.a
13
A
CHAPTER 6
PARKS &
OPEN SPACE
The PROS planning process assesses recreationalneeds
and priorities for parks and open space in Edmonds. The
park assessment included a discussion of specific local
needs with consideration given to the Citys broader
parks system. Public input and information on park
inventory conditions were also heavily relied upon in the
planning process.
By considering the location, size,
and the number of park facilities by
type and use, along with community
interests and priorities, the PROS
Plan evaluates the existing and
future demand for park and
recreation amenities and provides
recommendations for future
initiatives. The six year Capital
Improvement Program (CIF),
which identifies and prioritizes
cruciai upgrades, improvements,
and expansions, is based on
the needs assessment and the
recreational interests expressed by
the community,
NATIONAL TRENDS
A variety of resources have been
assembled and summarized to
offer a comprehensive overview of
current trends, market demands and
agency comparisons in the provision
of parks and recreation.This
information provides perspectives
that are helpful when balancing
with local insights and feedback
from the community to identify the
demands and establish public needs
during the planning process.
The following national and state
data highlights some of the
Edmond$ 2022 PROS Plan
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Packet Pg. 134
8.1.a
14 System Analysis
Examining System Gaps:
• Park Access & Distribution
• Physical Accessibility
• Diversity of Places & Spaces
• Programs, Events & Activities
• Serving Today's Residents
• Planning for Future Growth
Edmonds 2022 PROS Plan
Packet Pg. 135
15 System Analysis
Approaches to Service Standards
• Acreage / Population -based
Quantity of places; # of park acres per # of people
• Distribution / Proximity -based
Coverage; Travel distance between people & parks
• Quality / Condition
Condition of existing amenities
• Available Amenities
Variety & range of recreational amenities and opportunities
Edmonds 2022 PROS Plan
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8.1.a
16 System Analysis
Considerations
• Compares today's inventory to current and future
population (per capita metrics)
• As population grows, demand for facilities increases
• Considers development patterns & future
opportunities
• Goal is for locally -appropriate, reasonably
attainable, and fiscally prudent standards -
relatable to the capacity to grow the system
• Reframe: example —trail connectivity vs. mileage
Edmonds 2022 PROS Plan
P opu\a�\or
Growing
Deficit
Current
Inventory
TODAY TOMORROW
Packet Pg. 137
8.1.a
17 System Analysis
Level of Service Review
• Prior plan noted acreage standard as 11.4 acres per 1,000 population
• Applying that standard, creates current deficit of over 220 acres
• 2022 Plan proposes reframing standards on active -use and open space
Community*
Neighborhood
Open Space
79.2 acres
26.2 acres
75.6 acres
Totals 151.0 acres
1.55 acres/1,000
0.61 acres/1,000
1.76 acres/1,000
4.22 acres/1,000
* Includes acreage from Lynndale Skate Park and Meadowdale PIayfieIds, prorated at 50%
Edmonds 2022 PROS Plan
2.25 acres/1,000
1 acres/1,000
3.5 acres/1,000
6.75 acres/1,.000.
17.2 acres
16.7 acres
74.4 acres
107.0 acres
Packet Pg. 138
8.1.a
18 System Analysis
Level of Service Review
• Public Satisfaction (based on
survey responses)
• Site Conditions Assessment
(based on physical site
assessments)
• Distribution / Travelsheds
(based on GIS analyses)
• Usage / Visitation (based on
survey responses)
Edmonds 2022 PROS Plan
Public Satisfaction
Condition of Local City Parks (rated as Excellent or Good)
76.1%
LOS Grade
B
Condition of Trails in Parks (rated as Excellent or Good)
55.0%
LOS Grade
D
Agency -based Assessment
Condition Assessment Rating of Existing Parks (3-point scale)
1.29
LOS Grade
B
Distribution Criteria*
Parkland Access (within 1/2-mile travelshed)
Percent Service Area with Access to Active -Use City Parks
48.1%
LOS Grade
D
Parkland Access (within 1/2-mile travelshed)
Percent Service Area with Access to All Parks & Open Space
69.8%
LOS Grade
C
Trail System Access (within 1/2-mile travelshed)
Percent Service Area with Access to Recreational Trails
LOS Grade
Usage / Visitation Criteria
Frequency of Park or Trail Usage
Percent Visiting Parks at Least Multiple Times per Month
88.0% �
LOS Grade
A
*Note: The percentage of land area covered by service area walk sheds is a proxy for the
population within the
residential portion of the City.
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19 Changes from 2016 Plan
Intentional & focused diversity -oriented
outreach
Diversity, Equity & Inclusion goals and
objectives explicit and written into Plan
Acquisition focus recommended for
south and southeast Edmonds
Future land acquisition strategy as tool
to guide and refine property searches
Edmonds 2022 PROS Plan
Packet Pg. 140
8.1.a
,° Changes from 2016 Plan
Expanding level of service metrics to include
distribution, condition & satisfaction
Adjustment to acreage -based standards to
focus on active -use parks and open space
Increasing acreage -based standard for
neighborhood & community parks from
2.7 ac/1000 to 3.25 ac/1000
Trail connectivity as policy, rather than
mileage -based metric
Edmonds 2022 PROS Plan
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8.1.a
Key Recommendations
Acquisitions to Fill Gaps and for Conservation
• Secure additional parkland in south and southeast Edmonds
• Pursue acquisitions that adjoin city properties or conserve
unique natural areas (e.g., wetlands, forests, stream corridors)
Parks Development and Upgrades
• Complete renovation of Civic Center Playfield
• Playground replacements at Maplewood Hill Park, Sierra Park
&Yost Memorial Park
• Add amenities to Mathay Ballinger Park, Elm Street Park &
Pine Street Park
Edmonds 2022 PROS Plan
Packet Pg. 142
8.1.a
Key Recommendations
Trail and Bikeway Connections
• Acquire easements & rights -of -way for trail connections
• Coordinate with the Comprehensive Transportation Plan
regarding bicycle & pedestrian system improvements
Yost Pool Replacement
• Refine options for replacement of Yost Pool
Edmonds 2022 PROS Plan
Packet Pg. 143
8.1.a
23 Key Recommendations
ADA and Accessibility Enhancements
• Remove barriers and improve universal access to and
within parks, natural areas and trails
User Convenience Improvements
• Upgrade or replace restrooms
• Improve signage & wayfinding
Edmonds 2022 PROS Plan
Packet Pg. 144
8.1.a
14 Next Steps
City Council review & approval
(Feb 15 & 22)
Questions /Comments?
Edmonds 2022 PROS Plan
Packet Pg. 145
8.1.b
EdmondS 2022 PRO
Edmonds PROS Pan
PLACEHOLDER COVER PAGE
a+
a
DRAFT
Packet Pg. 146
ACKNOWLEDGEMENTS
City Council
Mike Nelson, Mayor
Kristiana Johnson, Position #1
Will Chen, Position #2
Neil Tibbott, Position #3
Diane Buckshnis, Position #4
Vivian Olson, Position #5
Susan Paine, Position #6
Laura Johnson, Position #7
Planning Board
Alicia Crank, Chair, Position #6
Roger Pence, Vice Chair, Position #2
Mike Rosen, Position #1
Matt Cheung, Position #3
Richard Kuehn, Position #4
Judi Gladstone, Position #5
Todd Cloutier, Position #7
City Staff
Angie Feser, Director, Parks, Recreation,
Cultural Arts & Human Services
Shannon Burley, Deputy Director, Parks,
Recreation, Cultural Arts & Human
Services
Rich Lindsay, Parks Manager
Frances Chapin, Arts & Cultural Services
Manager
Todd Cort, Recreation Supervisor
Carrie Haslam, Executive Assistant
Consultant Team
Conservation Technix, Inc.
PRR, Inc.
8.1.b
MOW 2022 PRO
MESSAGE FROM THE DIRECTOTOR
PENDING
Angie Feser, Director
Parks, Recreation, Cultural Arts & Human Services Department
DRAFT V
Packet Pg. 148
8.1.b
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8.1.b
EdmondS 2022 PRO
CHAPTER 1
PARKS & RECREATION
PLANNING , ORWARD
PLAN PURPOSE
the City of Edmonds 2022 Parks,
Recreation & Open Space Plan
(PROS Plan) is an update to the
2016 Parks, Recreation & Open
Space Plan that builds on the
previously completed planning
work and incorporates the feedback
from an extensive community
engagement process conducted in
2021. This Plan creates a vision
for an innovative, inclusive and
interconnected system of parks,
trails and open space that promotes
recreation, health, environmental
conservation and fiscal
responsibility as integral elements
of a thriving, livable Edmonds.
The PROS Plan serves as a
blueprint for the management,
enhancement and growth of
the City of Edmonds parks
and recreation system. It assists
in guiding decisions related
to planning, developing and
maintaining parks, open space and
recreational facilities. This Plan also
identifies priorities for recreation
programs, special events and arts
and culture activities.
The 2022 PROS Plan provides
updated system inventories,
Providing Edmonds
citizens with a balanced
system of open space,
parks, recreation and
cultural arts to ensure
a healthy and active
quality of life.
community profile, needs analyses
and a comprehensive capital
project list. The Plan identifies
parks and recreation goals and
establishes a long-range plan for
the Edmonds parks and recreation
system, including action items
and strategies for implementation
over the next six to ten years. The
recommendations in this Plan
are based on community input,
evaluations of the existing park
system, operating conditions and
fiscal considerations.
the PROS Plan is part of the City's
broader Comprehensive Plan and
is consistent with the guidelines
established by the Growth
Management Act. The PROS Plan,
updated approximately every six
years, allows Edmonds to remain
current with community interests
and retain eligibility for state
grants through the Washington
State Recreation and Conservation
Office (RCO), which administers
various grant programs for outdoor
recreation and conservation efforts.
this plan has been regularly
updated (1996, 2001, 2008 and
2016) to remain relevant to
Edmonds as the city evolves and
changes.
DRAFT
Packet Pg. 150
DRAFT s•1.b
PLANNING PROCESS
This PROS Plan represents the culmination of a
year -long planning effort and reflects the community's
interests and needs for parks, open space, trails and
programming. The planning process, which included
a variety of public outreach activities, encouraged
public engagement to inform the development of the
priorities and future direction of Edmonds' park and
recreation system. Community members expressed
their interests through surveys, public meetings,
stakeholder discussions, online outreach, tabling and
direct outreach and Planning Board meetings.
In addition to community engagement, the actions
identified in this Plan are based on:
■ An inventory and assessment of the City's existing park
and recreation facilities to establish the system's current
performance and to identify needed maintenance and
capital repair and replacement projects,
■ Service level and walkability assessments to quantify the
system's ability to serve current and future residents.
The Plan's capital facilities section and accompanying
implementation and funding strategies are intended to
sustain and enhance, preserve and steward the City's
critical parks and recreation infrastructure.
DEPARTMENT OVERVIEW
The Parks, Recreation, Cultural Arts and Human
Services Department serves as the community's key
resource for providing parks, trails and open spaces,
recreation, cultural arts, aquatic facilities and programs
and supports tourism and economic development, as
well as providing an enhanced quality of life for its
citizens. Thousands of participants and visitors join
the many programs offered each year. There are 47
city -owned park sites totaling 230 acres, 20,000 square
feet of flowerbeds and about one mile of waterfront
shoreline in the Edmonds park system.
Also, in 2021, the Department expanded to include
the Human Services Division, which is intended to
serve Edmonds residents in need of assistance, provide
guidance and help residents find resources across a
variety of issues for the wide demographic spectrum
that comprises the city. Since the COVID-19 outbreak
the Human Services Division has had a particular
focus on helping connect those individuals and families
that are financially or housing -stressed with local and
regional resources that can help.
The Department maintains active community
partnerships with the Edmonds School District,
Edmonds Boys and Girls Club, Edmonds College,
Edmonds Historic Museum, Edmonds Arts Festival
Foundation, Edmonds Center for the Arts, Port of
Edmonds, Sno-King Youth Club, Edmonds Chamber
of Commerce, both Edmonds Rotary Clubs, Edmonds
Floretum Garden Club, Edmonds in Bloom, several
Environmental Stewards groups, the Dale Turner
YMCA, neighboring cities of Mountlake Terrace and
Lynnwood, as well as Snohomish County, among other
organizations.
The Department has 24 full-time employees in five
primary areas of focus including Parks Maintenance,
Recreation Services, Cultural Arts Services, Human
Services and Administration.
Parks Maintenance maintains six waterfront
beach parks, a fishing pier, and 41 community,
neighborhood, special use and open space parks.
The division also maintains the Veterans Plaza
located at Public Safety complex, Dayton Street
Plaza, Frances Anderson Center Bandshell and
Hazel Miller Plaza, in addition to Yost Pool and
City Park Spray Park. The division is responsible
for preserving, maintaining and upgrading all
playground structures and equipment as needed.
The Parks Maintenance crew maintains the street
trees, street landscape beds including downtown
corner parks and hanging flower baskets and all
City -owned sport fields, as well as assists with
numerous City events.
Recreation Services creates and implements
recreational programs and environmental education
and stewardship programs along with arts, tourism
and cultural opportunities for city residents. Staff
supervise community recreation, adult enrichment,
athletics, aquatics, wellness, outdoor recreation,
urban agriculture, nature and ranger/naturalist
activities and a preschool. Staff supervise recreation
program registration, facility rentals and athletic
field rentals. The division also oversees the Frances
Anderson Center, Meadowdale Community
Clubhouse, the Plaza Room, programming in the
Edmonds Waterfront Center weekday evenings and
is responsible for the concessionaire agreements,
02
Packet Pg. 151
8.1.b
EdmondS 2022 PRO
which includes the Yost Pool agreement, two
outdoor preschool agreements and various
recreation programs.
The Cultural Services division offers programs
that highlight the scope of the arts in Edmonds,
from a Community Cultural Plan for the city, a
Public Art collection and concerts in the parks,
to rotating visual art exhibits and a nationally
recognized writers conference. The division works
with the Edmonds Arts Commission to update
and implement the Community Cultural Plan,
an element of the Comprehensive Plan. Cultural
Services works with the Economic Development
Department on cultural tourism and support
for the Washington State -certified Downtown
Edmonds Creative District.
The Human Services division oversees an allocated
contracted full-time dedicated social worker,
provides resource navigation, assists in securing
shelter for residents as needed and supports the
distribution of grants for individuals in need
of assistance. In collaboration with Snohomish
County, neighboring local jurisdictions, non-profit
and faith -based organizations, the Human Services
Division works to support the increase of affordable
housing while remaining focused on homelessness
prevention.
Administration focuses on long-range planning,
acquisition and development of park facilities,
the development of park site master plans, and
pursuing and administering grants. Administration
provides overall support for the Department
in areas of budgeting, communications,
customer service, contracts and capital projects
administration, among others.
COMMISSIONS &, BOARDS
The Department plays a vital role in many aspects of
community life, with staff support to the Edmonds
Memorial Cemetery Board, Planning Board, Edmonds
Youth Commission, Edmonds Arts Commission, Tree
Board, Creative District Advisory Committee, and
Mayor's Conservation Advisory Committee.
Planning Board
The Planning Board serves in an advisory capacity to
the City in regional and local planning and assists in
the development of the comprehensive plan and zoning
ordinances. The board also advises the Mayor and
City Council on the development of all city parks and
recreation facilities.
Arts Commission
Founded in 1975, the City of Edmonds Arts
Commission (EAC) ensures the arts are a vital part
of our community's quality of life, economic vitality
and central identity. The commission is comprised
of seven appointed members who advise and make
recommendations to the Mayor, City Council or other
City commissions or boards on matters pertaining to
the arts and the aesthetic of the public realm.
Youth Commission
The Edmonds Youth Commission is a youth -led
commission whose mission is to protect, preserve and
enhance the quality of life for Edmonds youth by
advising City Council and the public on issues relating
to youth policies, programs and opportunities.
Tree Board
The Department's mission statement provides a The Tree Board is a seven -member committee that
framework for future planning and guided the encourages the planting, protecting, and maintaining of
development of goals and project recommendations for trees for long-term community benefit.
this PROS Plan:
Creative District Advisory Committee
To provide Edmonds citizens with a balanced system The advisory committee, appointed by the mayor and
of open space, parks, recreation and cultural arts to
ensure a healthy and active quality of life. City Council, provides recommendations related to
the five-year work plan established when the Creative
District was certified in late 2018.
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Mayor's Conservation Advisory Committee
This advisory group, appointed by the Mayor, provides
recommendations related to community stewardship
actions in Edmonds to conserve wildlife habitat, and
enhance healthy air, land and water.
ACCOMPLISHMENTS SINCE 2016
The 2016 PROS Plan guided City officials,
management and staff in making decisions about
planning, operating and implementing various parks
and recreation services. The following represents a short
list of the major accomplishments realized following
the adoption of the previous Plan:
■ Renovated Waterfront Walkway, removed creosote
bulkhead to restore shoreline habitat and installed artwork
on south end of the Waterfront Walkway
■ Updated Seaview Park with inclusive playground
■ Installed Veterans plaza and memorial
■ Prepared Urban Forestry Management Plan
■ Purchased the land, master planned, secured funding and
initiated redevelopment of Civic Center Playfield
■ Completed the Fishing Pier Renovation
■ Completed the Dayton Street Plaza
■ Developed 30% design for Marina Beach Park
■ Conducted citywide tree inventory and map and hired a
full time arborist
■ Accepted donation of Shirley Johnson property
The Parks, Recreation, Cultural Arts and Human
Services Department also faced multiple challenges
since the 2016 PROS Plan was adopted. The
COVID-19 pandemic considerably impacted
the Department. The Frances Anderson Center,
Meadowdale Clubhouse and Yost Pool were closed in
March 2020 and all recreation and cultural programs,
special events and facility rentals were canceled,
which eliminated a critical funding source for the
Department. Athletic field reservations and picnic
shelter/area reservations were also canceled, but
resumed on a limited basis in the summer of 2020.
CURRENT CHALLENGES
Impacts of the COVID-19 Pandemic
The COVID-19 pandemic and the associated health
mandates for social distancing have transformed
the way municipalities plan for and conduct
public engagement. To develop this Plan, the City
implemented a sound public process that was
compliant with health mandates by using a range of
online tools for communications, engagement and
community feedback.
Health mandates related to the pandemic also had
dramatic impacts on the City's recreation programming
and operations, requiring the temporary closure of
some facilities, capacity and use restrictions, and the
cancellation of recreation programming. However,
with a better understanding of transmission and
prevention, Edmonds has begun to offer limited in -
person recreation programs and community events.
In addition, the increase in use of parks and opens
space had a significant impact on parks maintenance
operations in both safety measures, increased demand
for routine maintenance such as litter and garbage,
restroom cleaning, and vandalism repair.
Equity, Inclusivity & Accessibility:
Maintaining and enhancing social equity across
recreational opportunities and facilities should be a
core function of municipal park and recreation systems.
Through this PROS Plan, the City of Edmonds
made a concerted effort to reach out to, connect
with and engage its historically underrepresented
communities, and the City also invested in and
committed to outreach in the four major languages of
the community: Chinese, English, Korean and Spanish.
Also, with substantial past investments in downtown,
the City is re-examining the distribution of park and
recreation resource investments in other areas of the
city, with the goal to advance equity across Edmonds.
Further, portions of the City's parks, trails and
open space system were developed before the
1999 Americans with Disabilities Act (ADA) was
implemented. The conditions assessment identified
several deficiencies related to ADA compliance. The
City must continue to find ways to provide safe and
equitable access to parks, trails, open space areas,
facilities, recreation programs and other services.
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Asset Management & Aging Infrastructure
The City of Edmonds' parks, trails and open space
system is facing numerous challenges related to aging
infrastructure. Deferred maintenance and changing
demands translate to the need for up-to-date
assessments of the condition, function and quality of
park system assets, in addition to understanding where
deficiencies may exist. Park aesthetics and amenities are
important to usage patterns. Also, a user's perception of
personal safety is a determining factor in how one uses
and feels in and around parks, trails and open spaces.
The conditions assessment of the Edmonds parks, trails
and open space areas included in this PROS Plan (see
Appendix A) provided a baseline of current conditions
to inform the development of the capital project list
and implementation strategies. The fiscal needs of the
parks system are substantial and long-term funding
strategies are needed.
Research on recreation also provides information on
how park distribution, park proximity, park facilities
and conditions have an impact on people's desire to
engage in physical activity. It may be valuable to re-
evaluate current park designs and maintenance policies
to ensure barrier -free, engaging park environments
and operational efficiencies. The City will continue to
play a major role in enabling healthy lifestyles for the
Edmonds community and should continue to enhance
the park system and recreation program offerings.
Active Older Adults
The City of Edmonds' relatively older population,
low rates of disability among residents over 65, and
high rates of participation among residents of all ages,
indicate a potential local need for active recreation
opportunities for active older adults. Nationwide, active
seniors are often looking at retirement age differently,
and many are transitioning to new careers, finding ways
to engage with their community, and focusing on their
health and fitness. To meet the needs of active older
residents, the City will need to consider how the City's
park and recreation facilities, partnership with the
Senior Center, and programming can meet the needs of
this growing group.
Balancing Passive & Active Uses
Edmonds residents have worked to preserve and
maintain the City's greenspaces over many decades.
The park system currently includes nearly 76 acres of
open space. These areas serve a critical environmental
purpose, including sustaining a robust tree canopy,
supporting wildlife, clean air and reducing pollutants
in stormwater runoff. Some open space areas include
passive use trails and provide much -needed natural
respite, while other open space areas (e.g., wetlands)
function as conservation or wildlife viewing areas.
From accessible playgrounds to splash pads to natural
play areas, the range of play experiences offered by
the City will change and diversify over time, and the
population of Edmonds has increased over time. The
demand for new amenities must be balanced against
preserving and maintaining open space and natural
areas. New amenities may require the use or re -use of
existing parkland, or more parkland may be required to
support the community's future needs.
GUIDING DOCUMENTS
This PROS Plan is one of several documents that
comprise Edmonds' long-range planning and policy
framework. Past community plans and other relevant
documents were reviewed for policy direction and goals
as they relate to parks, open space, trails, recreation and
arts and culture opportunities across Edmonds.
■ Aquatic Feasibility Study (2009)
■ Community Cultural Plan (2014)
■ Comprehensive Transportation Plan (2015)
■ Parks, Recreation & Open Space Plan (2016)
■ City of Edmonds Comprehensive Plan (2017)
■ Highway 99 Subarea Plan (2017)
■ Urban Forestry Management Plan (2019)
■ Streetscape Plan (2006)
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CHAPTER 2
COMMUNITY
PROFILE
Located along the shores of Puget Sound, the City
of Edmonds lies about 15 miles north of Seattle.
Incorporated in 1890, Edmonds is now home to 4Z470
residents. Edmonds' walkable downtown features a
variety of restaurants, art venues, and shopping all
within an easy walk to shorefront parks.
Surrounding downtown are
neighborhoods of family homes
interspersed with forested green
spaces. the city's primary general
commercial areas are concentrated
along Highway 99 on the eastern
edge of the city. Edmonds is
bordered to the north and west by
Puget Sound and the community
of Woodway, to the east by the
cities of Mountlake Terrace and
Lynnwood, and to the south by
the City of Shoreline.lhe city also
surrounds the smaller residential
community of Esperance in
unincorporated Snohomish County.
the City of Edmonds provides a
wide range of government services
and is dedicated to maintaining
the community's unique cultural,
recreational, and environmental
assets, while supporting sustainable,
locally -focused economic growth.
The city's parks, open spaces, trails,
and recreational opportunities are
highly valued for recreation, respite,
and their ecosystem attributes.
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DEMOGRAPHIC PROFILE
Edmonds is home to just under
42,500 residents is the third largest
city in Snohomish County by
population. The city is comprised of
many older adults and relatively less
families with children as compared
to nearby communities, see Figure
1.1he city's residents are generally
very well educated and have
higher incomes than other county
residents. Many residents are
employed in the education, health
care, professional, or retail trade
sectors, including at the Edmonds
School District, Premera Blue
Cross, the Swedish Medical Center,
Providence Regional Medical
Center, and major retail chains.
Residents also commute to other
areas of the Seattle metropolitan
region for work.
Population & Anticipated Growth
the City of Edmonds incorporated
in 1890 as primarily a logging and
mill town. By 1960, the city had
grown to just over 8,000 residents.
Major annexations in the 1960s,
particularly the annexation of
areas northeast of downtown
in 1963, dramatically increased
the city's population to nearly
24,000 residents, see Figure 2.
In the coming decades, the city's
population grew at a modest 1-1.5%
rate per year, before seeing more
rapid growth in the 1990s.
Figure 1. Population Characteristics: Edmonds, Snohomish County, and Washington
Population (2020) 42,470 827,957 7,705,281
Population (2010)
39,709
713,335
6,724,540
Population (2000)
39,515
606,204
5,894,121
Percent Change (2000-20)
7.5%
37.0%
31.0%
Persons w/ Disabilities (%)
Household Characteristics
Households
11.2%
17,761
11.8%
293,823
12.7%
3,202,241
Percent with children
24.8%
33.7%
30.6%
Median Household Income
$89,229
$86,891
$73,775
Average Household Size
2.35
2.68
2.55
Average Family Size
2.92
3.16
3.09
Owner Occupancy Rate
Median Age
70.7%
45.9
67.1%
38
63.0%
37.7
Population < 5 years of age
4.6%
6.3%
6.1%
Population < 18 years of age
17.9%
22.7%
22.2%
Population 18 - 64 years of age
60.3%
64.2%
62.7%
Population > 65 years of age
21.8%
13.1%
15.1%
Sources: Washington Office of Financial Management Population Estimates, 2020
U.S. Census, 2000 Census, 2010 Census, 2015-2019 American Community Survey
Over the past twenty years,
Edmonds has returned to a slow
growth trend, which is expected
to continue over the next two
decades.lhe Puget Sound Regional
Council, which completes land
use and population forecasts for
regional cities, anticipates that
the city will grow to about 47,790
residents by 2040, an increase of
about 13% from 2020.
In 2020, Edmonds was home to
17,761 households with an average
size of 2.35 people, smaller than
the average for the county (2.68)
and state (2.55). One in four
households (25%) were families
with children under 18 and 23%
were individuals living alone.
Re size of a community and its
anticipated growth over time are
key indicators of whether existing
park and recreation facilities
will be sufficient to meet future
needs. Population growth can
also result in increased residential
density and/or the development
of currently vacant land within a
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EdmondS 2022 PRO
city, potentially increasing the need
for away -from -home recreation
opportunities while simultaneously
reducing potential locations for
park and open space acquisition.
Advance planning for parks and
recreation facilities can help ensure
residents can enjoy sufficient,
conveniently located parks, open
space, and recreation facilities while
the community grows and evolves.
Figure 2. Population of Edmonds - Actual and Projected:1960-2040
50,000
39,515
40,000
30,744
30,000 26,679 _
23,684
20,000
10,000 8,016
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2010 2020 2025 2030 2035 2040
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Age Group Distribution
Edmond's residents have a median age of nearly
46 years (2019), which is significantly higher than
that of the county and state (both approximately 38
years). The city also has a relatively low number of
families with children (25% of all households). These
demographics have important implications for park
and recreation needs. Adults between 45 to 64 years
old make up the city's largest 20-year population group,
comprising 33% of the overall population in 2019, see
Figure 3.
■ Adults ages 25 to 34 years are users of adult programs.
Approximately 10% of residents are in this age category.
These residents may be entering long-term relationships
and establishing families.
■ Adults between 35 and 54 years of age represent users
of a wide range of adult programs and park facilities.
Their characteristics extend from having children using
preschool and youth programs to becoming empty nesters.
This age group makes up 29% of the city's population.
■ Older adults and seniors, ages 55 and older, make up
approximately 35% of Edmonds's population. One in
seven residents is over the age of 70. This broad age group
Figure 3. Age Group Distributions: 2010 & 2019
Under 5 years
5 to 14 years 10%
15 to 24 years 11%
25 to 34 years 10%
35 to 44 years 12%
45 to 54 years 17%
55 to 64 years 16%
65 to 74 years 10%
75 to 84 years
85 years and over
represents users of adult and senior programs. These
residents may be approaching retirement or already retired
and may be spending time with grandchildren. This group
also ranges from very healthy, active seniors to more
physically inactive seniors.
While nearly three in four residents are age 25 or older,
26% of residents are children and young adults.
■ Youth under 5 years of age make up 4% of Edmonds's
population, see Figure 3. This group represents users of
preschool and tot programs and facilities, and are often
trails and open space users, frequently in strollers. These
individuals are the future participants in youth activities.
■ Children ages 5 to 14 years make up current youth
program, whole -family program, and event participants.
Approximately 10% of the city's population falls into this
age range.
■ Teens and young adults, age 15 to 24 years, are in
transition from youth programs to adult programs and
participate in teen/young adult programs where available.
Members of this age group are often seasonal employment
seekers. About 11% of city residents are teens and young
adults.
■ 2010 ■ 2019
4% 5%
9%
12%
12%
12%
15%
14%
12%
6% 6%
3% - 3%
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Race and Ethnicity
According to the 2019 American
Community Survey, Edmonds
residents identified as 80% White,
8% Asian, 6% as two or more
races, 2% as Black or African
American, and less than 1% as
American Indian or Alaskan
Native, Pacific Islander, or another
race. Approximately 8% of people
identified as Hispanic or Latino of
any race. Edmonds is less racially
diverse than Snohomish County or
Washington State as a whole, where
75% of residents identify as White.
The population of Edmonds has
become only modestly more diverse
over the past decade, see Figure 4.
Figure 4. Changes in Racial Composition - 2000 to 2019
w ri ne
Asian
Two or more races
651.470
7.1%
4.1%
Some other race
1.8%
Black or African American
2.6%
American Indian and Alaska Native
0.7%
Native Hawaiian and Other Pacific Islander
0.3%
Hispanic or Latino (of any race)
5.3%
;-.3r
80.1%
8.0 %
5.6 %
3.5 %
1.6%
0.3 %
0.8 %
7.9%
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In 2019, approximately 17% of Edmonds's residents
spoke a language other than English at home; Asian
and Pacific Island languages and other Indo-European
languages comprise the largest non-English language
groups. Just over 5% of residents speak English `less
than very well'. Edmonds has a smaller percentage of
people who speak a language other than English at
home than compared to Snohomish County as a whole
(21%).
Nationally, the design and marketing of municipal
recreation programs have historically been biased
against serving these communities. In addition,
residents who speak languages other than English may
face barriers in finding, accessing, and participating in
park and recreation facilities and programs. The City
of Edmonds should consider how it could best provide
recreational opportunities, programs, and information
that are accessible and relevant to, and meet the needs
of, all community members.
Persons with Disabilities
The 2019 American Community Survey reported
11% (4,676 persons) of Edmonds's residents ages 5
years and older have a disability that interferes with
daily life activities. This is lower than rates in the
county (12%) and state (13%). Approximately 7%
of residents between 18 and 64 live with a disability.
Among residents 65 and older, the percentage rises to
31%, which is lower than the percentage found in the
general senior population of Washington State (35%).
Planning, designing, and operating a park system that
facilitates participation by residents of all abilities will
help ensure compliance with Title II of the Americans
with Disabilities Act (ADA). In addition to ADA,
there are other accommodations that people with
disabilities may need to access parks and participate
in recreation programs. Edmonds should consider
community needs for inclusive and accessible parks,
recreational facilities, programs, marketing, and
communications.
Employment & Education
According to the 2019 American Community Survey,
85% of residents (35,696 people) are age 16 years and
older and considered part of the work force population.
Of this work force aged population, 65% is in the labor
force, 2% is unemployed, and 35% is not in the labor
force. About one in four employed residents work in
the education or health care industries, while another
16% work in the professional/management industries.
The retail trade sector also employs a large percentage
of local workers (approximately 13%).
Approximately 48% of Edmonds residents over age
25 have a bachelor's degree or higher, and 80% have at
least some college education. This level of education
attainment is higher than that of Snohomish County
and the state (in which 69% of residents have some
college). Additionally, 92% of city residents have a
high school degree or higher, on par with the statewide
average.
Higher levels of employment and educational
attainment positively correlate with both the income
and health status of a community — both of which
have further impacts on the use and need for park
and recreation facilities, as described in the next two
sections.
Income & Poverty
A community's level of household income can impact
the types of recreational services prioritized by
community members, as well as their willingness and
ability to pay for recreational services. Perhaps more
importantly, household income is closely linked with
levels of physical activity. Low-income households
are three times more likely to live a sedentary lifestyle
than middle and upper -income households, according
to an analysis of national data by the Active Living by
Design organization.
In 2019, the median household income in Edmonds
was $89,229, slightly higher than the median income
for Snohomish County ($86,691). Median household
income in Edmonds is over 20% higher than the
average for all Washington households ($73,775).
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EdmondS 2022 PRO
Higher income households have an increased
ability and willingness to pay for recreation and
leisure services, and they often face fewer barriers to
participation. The average household in Edmonds is
relatively wealthy — about 44% of city household have
incomes in the higher income brackets ($100,000 and
greater), which is significantly more than across the
state (36%).
At the lower end of the household income scale,
approximately 7% percent of Edmonds households
earn less than $25,000 annually, significantly fewer
than households in Snohomish County (11%), the
State of Washington (15%), and across the United
States (23%). In 2019, about 2% of the city's families
were living below the poverty level, set at an income of
$25,750 for a family of four. This percentage is lower
than the countywide (approximately 5%) and statewide
(7%) levels. Poverty affects 4% of both youth under 18
and adults 65 and older.
Lower -income residents face many barriers to
physical activity, including reduced access to parks and
recreational facilities, a lack of transportation options,
a lack of time, and poor health. Low-income residents
may also be less financially able to afford recreational
service fees or to pay for services, such as childcare,
that can make physical activity possible.
Health Status
The overall health of a community's residents can
impact their ability to participate in recreation and
other physical activity and may also reflect, in part, the
locality's level of access to appropriate and convenient
green spaces, recreation opportunities, and active
transportation facilities.
In 2016, Snohomish County completed a profile of
the health of Edmonds, Mountlake Terrace, and West
Lynnwood residents. In general, residents of these
communities have higher life expectancy (82.3 years)
and the average resident of the county (80.3 years)
and face lower rates of premature mortality. According
to the County Health Rankings, Snohomish County
ranks in the highest quartile of Washington counties
for health outcomes, including length and quality of
life.
Snohomish County residents also rank as some
of the healthiest residents in Washington (high
middle quartile) when it comes to health behaviors.
Approximately 17% of Snohomish County adults ages
20 and older report getting no leisure -time physical
activity — on par than the statewide average and better
than most counties nationwide. This may be due,
in part, to the large number of places to participate
in physical activity, including parks and public or
private community centers, gyms, or other recreational
facilities. Over 86% of residents in Snohomish County
have access to adequate physical activity opportunities,
equivalent to the average for all Washington residents.
Approximately 30% of Snohomish County adults are
overweight or obese, compared to 29% of Washington
adults.
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CHAPTER 3
COMMUNITY
ENGAGEMENT
EDMOD PARKs,
RECREATION E TJR.Ft!RA.I.'i'' V-,ES
Engaging the Whole Community
Cea consed maximet
essedi dolor quatium
es re, consequid quo il. Community engagement played
an essential role in developing
the 2022 PROS Plan. Although
the planning process occurred
during the COVID-19 pandemic,
substantial effort was made to
connect with the full Edmonds
community, seek their input and
provide information about the
project. Intentional, direct and
on -going outreach to non-English
speaking communities was a major
tenet of the City's engagement
strategy. Public outreach methods
were varied and extensive,
including:
■ Random -sample mail survey with
English, Chinese, Korean and
Spanish options
■ Online community -wide survey
in English, Chinese, Korean and
Spanish
■ Online public meetings with
simultaneous translation in Chinese,
Korean and Spanish
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EdmondS 2022 PRO
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■ Stakeholder group discussions &
one-on-one interviews
■ Tabling and outreach at community
events, to include a presence at
the Uptown Evening Market near
HWY 99 and coordination with
other on -going City planning
efforts
■ Meetings with the Planning Board
and City Council
■ Edmonds city website with
plan information and feedback
opportunities
■ Multiple social media postings, city
newsletter articles and email blasts
through the Recreation database
and Edmonds School District
parent distribution portal
COMMUNITY SURVEY
A community -wide, online survey
was conducted to assess the
recreational needs and priorities
of Edmonds residents. The City
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Sample October Meeting Flyer
mailed 2,500 surveys to randomly
chosen households in Edmonds on
May 29, 2021, of which 501 surveys
were completed and returned (20%
response rate). Online versions of
the survey in English, Chinese,
Korean and Spanish were posted to
the City's website on June 4, 2021.
An additional 1,449 surveys in
English were completed from the
general, community -wide online
surveys. In addition, two Chinese,
five Korean and one Spanish
surveys were completed. In all,
1,958 surveys were collected.
Information about the survey was
provided on the City's Parks and
Recreation website and on the
PROS Plan project subpage. It was
promoted via multiple in -language
social media postings and city email
blasts. Printed flyers with QR code
links in four languages were made
available for distribution by staff
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2022 City of Edmonds PROS Plan
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Learn more about the plan, including upcoming events
Sample Survey Flyer
for direct outreach to non-English
community groups. Also, significant
effort was made to promote the
survey to all language groups during
community events, pop -ups and
flyer distribution through cultural
based community organizations
throughout the summer months.
The survey was closed on August
31, 2021.
The survey measured current levels
of satisfaction and which facilities
were primarily being used by
residents. Residents were asked
about future improvements and the
types of recreational amenities they
would like to see considered for the
park system. Survey respondents
were asked about:
■ Performance and quality of
programs and parks
■ Usage of city parks and recreation
facilities
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■ Overall satisfaction with the value of services being
delivered by the city
■ Opinions about the need for various park, recreation, and
trail improvements
■ Priorities for future park and recreation services and
facilities
Significant survey findings are noted below, and a
more detailed discussion of results can be found in the
needs assessment chapters covering parks, open space,
recreation, and trails (Chapters 6 - 8).
Major Survey Findings:
■ Livability: Nearly all respondents (99%) feel that public
parks and recreation opportunities are important or
essential to the quality of life on Edmonds.
■ Usage: Park visitation is high, with 88% of respondents
visiting parks or recreation facilities at least once a month.
The most popular activities are beach and waterfront
(83%), walking or running (76%), followed by relaxation
(61%), playgrounds (41%) and fitness (40%).
■ Park Amenity Priorities: Respondents indicated that the
highest unmet need is for pedestrian and bike trails (84%)
and an aquatic facility or pool (65%). A plurality of survey
respondents think that Edmonds does not have enough
walking and biking trails (61%). Respondents to both the
mail and online survey ranked improving existing parks,
completing the Waterfront Walkway near Ebb Tide
Condos, and acquiring additional land for conservation
and open space as their top priorities.
■ Recreation Facilities & Programming: Respondents
expressed a greater need for community events (56%) and
program and activities geared toward youth. In particular,
respondents had a higher interest in outdoor programs
such as environmental education (46%), youth day camps
(41%) and youth sport programs (40%).
The complete survey summary is provided in Appendix
B.
VIRTUAL PUBLIC MEETING #1
The City hosted the first community meeting for the
PROS Plan update using Zoom on July 22, 2021
(Thursday). Edmonds staff promoted the meeting
through City communication channels, email and
social media. Meeting information was provided in
simplified Chinese, English, Korean and Spanish. The
City also promoted the event through community -
based partners. In all, 20 community members
participated in the meeting. Real-time, interactive
polling questions and question -and -answer functions
of Zoom were used to solicit community feedback —
all with real-time verbal translation and poll question
answers in Chinese, Korean and Spanish.
Online Public Meeting #1 Findings:
■ Attendees identified three city parks that should receive
additional focus for improvements: Mathay Ballinger, Yost
and Marina Beach Parks.
■ Stronger interest was noted for acquiring additional lands
that conserve saltwater beaches/waterfront and wetland
areas.
■ Attendees favored smaller, more intimate events, such as
outdoor movies, uptown evening market and Hazel Miller
Plaza summer concerts.
■ It was suggested that the City add more parks, services
and facilities in the Hwy 99 corridor and the south end of
the city.
■ It was also suggested to acquire forested areas threatened
by development, add open space throughout the city and
manage/control invasive species.
A summary of responses to the online public meeting
is provided in Appendix C.
VIRTUAL PUBLIC MEETING #2
On October 16, 2021 (Saturday), the City hosted a
second virtual public meeting from 1:00 p.m. to 2:30
p.m. on Zoom. The virtual meeting was structured in
a manner similar to the first virtual public meeting
and included an introductory presentation, live polling
and a question -and -answer period. The online public
meeting was promoted in multiple languages via social
media posts, email blasts, school district email and
public meeting announcements. Real-time translation
and polling answers in Chinese, Korean and Spanish
was also a main feature of this meeting. Attendance
included 40 public attendees, two elected officials and
project team members.
Online Public Meeting #2 Findings:
■ Attendees favored a local -scale pool (indoor or outdoor)
over a larger, regional -scale pool if Yost Pool is replaced.
■ A strong majority of attendees favored prioritizing
additional park and open space investments in southeast
Edmonds and along the Highway 99 corridor.
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8.1.b
EdmondS 2022 PRO
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■ Attendees reiterated the preference for smaller
neighborhood events like concerts in local parks.
■ Pluralities of attendees indicated interest in building
additional trails in existing parks, as well as acquiring and
building additional trail corridors.
A summary of responses to the online public meeting
is provided in Appendix D.
STAKEHOLDER DISCUSSIONS
COVID-sensitive, online focus group discussions
and individual interviews with external stakeholders
were conducted to more broadly assess local needs
and opportunities for partnership and coordination.
Stakeholders were identified by city staff based on their
past coordination their involvement or interest in the
future of recreation, park, athletic or trail facilities.
Many recommended the addition or renovation of
recreation facilities, such as playgrounds, sports fields
and trails. Participants also made several comments
about park and recreation deficiencies for those living
along Hwy 99 or in the south/southeast portion of
Edmonds. Also, many suggested ideas about trail
connectivity and safety, open space conservation
and partnering with other organizations. Specific
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recommendations are incorporated in the needs
assessment sections (Chapters 6 — 8), and a full
summary is provided in Appendix E.
COMMUNITY EVENT TABLING
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there were scheduled a series of City staff led tabling
events at local markets and community gathering areas
Tabling occurred between July and September to build
awareness of the PROS Plan and share information
about the project. Tabling was held at the following
venues:
■ Uptown Market
■ Farmers Market (tabling cancelled due to surge in Delta
variant safety precautions)
Approximately 50 people were engaged during the
event. Community comments ranged from concerns
about the need for city investments closer to Hwy 99,
to interest in an expanded trail network, to specific park
improvements and enhanced communications from the
city.
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DRAFT
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DRAFT s•1.b
MEETING -IN -A -BOX
The Meeting -in -a -Box element compiled a variety of
materials that allowed for City staff to easily prepare
for meetings with community -based organizations
and the diversity of communities within Edmonds.
The tool -kit served meeting facilitators, so anyone on
the project team can easily communicate information
in a way that was uniform, but adaptable. The tool -kit
included an event guide for meeting facilitation and
logistics, a content template for introductory email
blasts, templates for a meeting agenda and sign -in
sheet. Materials were compiled and prepared in four
languages: English, Chinese, Korean and Spanish.
PLANNING BOARD MEETINGS
The Planning Board provided feedback on the
development of the PROS Plan during three regularly
scheduled public sessions. The first session occurred
on May 26th, shortly after the planning project was
initiated. The Board discussed the update and provided
their perspectives on a vision for the system, specific
challenges, opportunities and ideas about parks, trails
and programs. Subsequent sessions in November
and January were used to review public feedback and
solicit direction from the Board on priorities and
recommendations for the new PROS Plan.
0
OTHER OUTREACH
In addition to the direct outreach opportunities
described above, the Edmonds community was
informed about the planning process through a variety
of media platforms. The following methods were used
to share information about the project and provide
opportunities to participate and offer their comments:
■ Edmonds Parks, Recreation & Cultural Services website
■ PROS Plan project webpage
■ Email blasts to the Parks and Recreation participants and
distribution list
■ Email blast to parents of all Edmonds Schools in the
Edmonds School District
■ Social media: Facebook & Instagram
■ Media releases
■ Postcard mailed to all homes in Edmonds
■ Announcements at Council and Planning Board public
meetings
■ Announcements at Stakeholder Focus Group meetings
Sample Social Media Post
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8.1. b
BENEFITS
OF PARKS,
RECREATION
& OPEN
SPACE
A number of organizations and non -profits have documented the
overall health and wellness benefits provided by parks, open space and
trails. The Trust for Public Land published a report called 'Ihe Benefits
of Parks: Why America Needs More City Parks and Open Space. This
report makes the following observations about the health, economic,
environmental and social benefits of parks and open space:
■ Physical activity makes people healthier.
■ Physical activity increases with access to parks.
■ Contact with the natural world improves physical and
psychological health.
■ Value is added to community and economic development
sustainability.
■ Benefits of tourism are enhanced.
■ Trees are effective in improving air quality and assisting with
stormwater control.
■ Recreational opportunities for all ages are provided.
Physical Activity Benefits Community Benefits Economic Benefits
Residents in communities with increased
access to parks, recreation, natural
areas and trails have more opportunities
for physical activity, both through
recreation and active transportation.
By participating in physical activity,
residents can reduce their risk of being or
becoming overweight or obese, decrease
their likelihood of suffering from chronic
diseases, such as heart disease and
type-2 diabetes, and improve their levels
of stress and anxiety. Nearby access to
parks has been shown to increase levels
of physical activity. According to studies
cited in a 2010 report by the National
Park and Recreation Association, the
majority of people of all ages who visit
parks are physically active during their
visit. Also, the Centers for Disease Control
and Prevention (CDC) reports that greater
access to parks leads to 25% more people
exercising three or more days per week.
Park and recreation facilities provide
opportunities to engage with family,
friends, and neighbors, thereby increasing
social capital and community cohesion,
which can improve residents' mental
health and overall well-being. People
who feel that they are connected to their
community and those who participate
in recreational, community and other
activities are more likely to have better
mental and physical health and to
live longer lives. Access to parks and
recreational facilities has also been
linked to reductions in crime, particularly
juvenile delinquency
Parks and recreation facilities can bring
positive economic impacts through
increased property values, increased
attractiveness for businesses and workers
(quality of life), and through direct
increases in employment opportunities.
In Washington, outdoor recreation
generates $26.2 billion in consumer
spending annually, $7.6 billion in wages
and salaries and $2.3 billion in state and
local tax revenue. Preserving access to
outdoor recreation protects the economy,
the businesses, the communities and
the people who depend on the ability to
play outside. According to the Outdoor
Recreation Economy Report published
by the Outdoor Industry Association,
outdoor recreation can grow jobs and
drive the economy through management
and investment in parks, waters and trails
as an interconnected system designed to
sustain economic dividends for citizens.
1AFT
8.1.b
The goals and objectives described
in this chapter define the recreation
and park services that Edmonds
aims to provide. These goals and
objectives were derived from
input received throughout the
planning process, from city staff,
the Planning Board and community
members.
The Growth Management Act
(GMA) adopted by the Washington
State Legislature in 1990 provided
a foundation for land use planning
in selected cities and counties
throughout the state, including
Snohomish County and the City of
Edmonds. It identifies 14 planning
goals to guide the development
of comprehensive plans and
development regulations. Four
of these goals directly affect the
development and implementation
of this plan.
■ "Encourage the retention of
open space and development of
recreational opportunities, conserve
fish and wildlife habitat, increase
access to natural resource lands and
water, and develop parks." RCW
36.70A.020(9)
■ "Protect the environment and
enhance the state's high quality of
life, including air and water quality,
and the availability of water." RCW
36.70A.020(10)
■ "Identify and encourage the
preservation of lands, sites, and
NO
structures, that have historical or
archaeological significance." RCW
36.70A.020(13)
"Carry -out the goals of the
Shoreline Management Act with
regards to shorelines and critical
areas." RCW 36.70A.020(14)
Also, the Edmonds Comprehensive
Plan, the previous PROS Plan and
other city planning policies provide
a framework for this PROS Plan.
A goal is a general statement that
describes the overarching direction
for the parks and recreation system.
Objectives are more specific and
describe an outcome or a means to
achieve the stated goals. Key project
recommendations are specific
actions intended to implement and
achieve the goals and objectives
and are contained in the needs
assessment and capital planning
chapters of the PROS Plan.
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8.1.b
EdmondS 2022 PRO
ENGAGEMENT
Goal 1: Encourage and facilitate meaningful public involvement in park and recreation planning.
Objectives:
1.1 Involve residents and stakeholders in park and recreation facility planning, design and recreation program
development to solicit community input, facilitate project understanding and build public support.
1.2 Advance diversity, equity, inclusion in, and access to the City's system of parks, natural areas and programs
through continued outreach and communications.
1.3 Pursue the formation of a City Council appointed Parks and Recreation Board as a forum for public discussion
of ongoing park and recreation issues and policies.
1.4 Encourage local business, non -profits and community partners involvement in providing and supporting
cultural, recreational and athletic opportunities for all ages and abilities.
DIVERSITY, EQUITY & INCLUSION
Goal2: Decrease barriers and increase opportunities for participation of underrepresented, diverse
populations to reflect the demographics of Edmonds.
Objectives:
2.1 Address accessibility barriers (socio-economic, language, physical, geographic, transportation) to parks and
programs and allocate resources to address known gaps.
2.2 Explore and pursue opportunities for alternative outreach and education to diverse groups, such as group walks
and day hikes with minority communities, promotional materials through schools and faith groups, and youth
mentorship or ambassador programs.
2.3 Identify appropriate locations within parks and public spaces for the installation of public art, interpretive signs
or cultural displays, and collaborate with diverse groups to ensure incorporation of any art, history, and culture in
parks is done from a diversity, equity and inclusion lens.
2.4 Provide DEI training opportunities for staff.
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DRAFT s•1.b
PARKS, TRAILS & OPEN SPACE
Goal 3: Provide an interconnected park system that offers a wide variety of year-round recreation
opportunities and experiences which support and enhance Edmonds' cultural identity and the
natural environment.
Objectives:
3.1 Acquire or secure parkland identified within this Plan to provide geographically accessible and equitable
distribution of community and neighborhood parks
3.2 Provide a distributed park and open space system, such that all residents live within a lh-mile access of a park,
trail or open space.
3.3 Prioritize facility development based on demonstrated demand, population served, regional appeal, fiscal
opportunity and revenue -generating potential.
3.4 Pursue options to expand trails and coordinate with Public Works to increase connectivity for pedestrians and
bicyclists throughout Edmonds, especially to parks, schools, and shopping or business areas.
3.5 Expand the system of off-street recreational trails by utilizing parks, linear open spaces, utility corridors and
sensitive areas, as appropriate.
3.6 Provide trailhead accommodations, as appropriate, to include parking, wayfinding signage, benches, restrooms
and other amenities.
3.7 Develop City -owned or maintained park and open space sites based on master plans, management plans or
other adopted strategies to ensure parks reflect local needs, community input, recreational and conservation goals
and available financial resources.
3.8 Design, upgrade and maintain parks and facilities to offer universal accessibility for residents of all physical
capabilities, skill levels and age, as appropriate, in compliance with the Americans with Disabilities Act (ADA)
Standards for Accessible Design.
3.9 Develop a wider variety of opportunities for exercise and enjoyment to expand the use of the park system
throughout the year, including all-weather activities and spaces to support emerging recreation interests.
3.10 Plan for sport fields, courts and specialized recreational facilities (e.g., pump track, off leash dog areas, etc.) with
consideration of local needs, partner support/capacity, recreational trends and availability of similar facilities
within the City and region.
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8.1.b
EdmondS 2022 PRO
WATERFRONT USE & ACCESS
Goal 4: Preserve and pursue opportunities to expand public access and enjoyment of Edmonds'
waterfront.
Objectives:
4.1 Develop and maintain the Edmonds shoreline as a unique regional recreational, educational and environmental
resource that is key to community identity.
4.2 Increase connections and public access, including visual access, to freshwater and marine waterfront areas,
including but not limited to the shorelines, tidelands, beaches, lakes, creeks and overlooks.
4.3 Whenever possible and as funding allows, acquire additional waterfront property to enhance the existing public
access.
4.4 Improve existing publicly -owned water access sites to address safety and accessibility issues.
4.5 Improve and upgrade developed and undeveloped street ends or rights -of -way, where appropriate, to provide
physical or visual access to waterfronts.
4.6 Pursue and maintain community partnerships that support waterfront access, protection and usage.
DRAFT 23
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Photo credit:
NATURAL RESOURCE & HABITAT CONSERVATION Chris Walton
Goal 5: Conserve and provide access to natural resource lands for habitat conservation, recreation,
and environmental education.
Objectives:
5.1 Preserve and protect areas with critical habitat or unique natural features, including but not limited to wetlands,
stream corridors, tidelands, estuaries, beaches, forests and the Underwater Park.
5.2 Work cooperatively with property owners and developers to preserve habitat and native vegetation, especially
when these provide visual or physical linkages to publicly -owned natural resource lands.
5.3 Support the implementation of the Urban Forestry Management Plan.
5.4 Pursue opportunities to provide appropriate public access (e.g. trails, viewpoints and wildlife viewing areas)
within open spaces to support passive recreation and environmental education.
5.5 Provide environmental educational opportunities in natural areas with interpretive signage, nature trails and
related experiences.
5.6 Cooperate with the County, neighboring jurisdictions and other organizations to identify and conserve open
space of mutual benefit, and pursue funding through grants and the Snohomish County Conservation Futures
program.
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8.1.b
MOW 2022 PRO
RECREATION PROGRAMS & FACILITIES
Goal 6: Provide a varied and inclusive suite of recreation opportunities and experiences to promote
health and wellness, year-round activity and social engagement.
Objectives:
6.1 Enhance the diversity of recreation programs offered, focusing on programs that are in high demand, serve a
wide range of users and utilize the City's unique indoor and outdoor assets.
6.2 Form and maintain partnerships with other public, non-profit and private recreation providers to deliver
recreation and cultural services and secure access to existing facilities for community recreation.
6.3 Strategically expand recreation programs that complement services of other providers, as facilities, staffing levels
and partner opportunities allow.
6.4 Examine options to replace Yost Pool, along with the financing and funding requirements for capital and
operations.
6.5 Maintain and enhance program scholarships and other mechanisms to support recreation access for low-income
residents.
6.6 Periodically review and update the fee policy for programs, indoor facility uses and rental rates that supports
operational requirements.
6.7 Establish cost recovery goals for recreation programs and facilities.
6.8 Conduct periodic evaluations of program offerings in terms of persons served, equitable geographic distribution
and access to programs and facilities, customer satisfaction, cost/subsidy, cost recovery, local and regional
recreation trends, and availability of similar programs via other providers.
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DRAFT O
CULTURAL SERVICES
Goal 7: Provide arts and cultural opportunities and experiences to promote an engaged and vibrant
community.
Objectives:
7.1 Utilize the Edmonds Arts Commission as the forum for public discussion of arts and culture issues, and update
and support the goals and initiatives of the Community Cultural Plan.
7.2 Work with the community and local organizations to foster a greater variety of cultural, heritage and arts events
that reflect the cultural diversity of Edmonds.
7.3 Continue to offer, facilitate and promote community events, such movies, concerts, festivals and markets, to
provide opportunities for social engagement and bring families and neighbors together.
7.4 Foster partnerships and collaborations to incubate new cultural programs, activities and offerings.
7.5 Support and advocate for Edmonds' public art, artistic resources, its unique cultural events, and its attraction as a
cultural destination —a key element of economic development.
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8.1.b
EdmondS 2022 PRO
PARK OPERATIONS & ADMINISTRATION
Goal 8: Maintain and operate a modern, efficient park system that provides a high level of user
comfort, safety and aesthetic quality, and protects capital investments.
Objectives:
8.1 Maintain parks, recreation and open space facilities according to best practice in a manner that keeps them in
safe and attractive condition and promotes community pride.
8.2 Develop, maintain and update asset management plans for major assets to support improved stewardship, reduce
costs, and increase maintenance and replacement efficiency.
8.3 Incorporate sustainability and low impact development into design, development and maintenance of the park
system and be a leader in sustainable building practices.
8.4 Utilize, as appropriate, native and lower -resource requiring vegetation for landscaping in parks and city owned
properties to minimize maintenance requirements, and control invasive vegetation through removal and other
environmentally responsible means.
8.5 Allocate adequate funding for maintenance, staffing and asset preservation.
8.6 Pursue alternative funding options and dedicated revenues, such as private donations, sponsorships, partnerships,
and grants, along with support through partnerships with service organizations, volunteer groups, businesses and
other agencies.
8.7 Encourage and promote volunteerism from a variety of individuals, service clubs, local watershed councils,
steward groups, faith organizations and businesses to enhance community ownership and stewardship of parks,
trails and open space.
8.8 Promote professional development opportunities that strengthen the core skills and commitment from staff,
Board members and key volunteers, to include trainings, materials and/or affiliation with relevant national and
regional associations.
8.9 Update City codes related to park regulations and usage to keep parks, trails, waterfronts and open space safe,
protect flora and fauna, and communicate user expectations.
8.10 Periodically review and update the Park Impact Fee rates and methodology and utilize impact fees to
accommodate growth through the expansion of the recreation system.
8.11 Periodically update the capital facilities plan to address facility improvement needs.
8.12 Update the Parks, Recreation & Open Space Plan periodically and approximately every six years to ensure
facilities and services meet current and future community needs and maintain eligibility for State grants.
DRAFT
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DRAFT s•1.b
CHAPTER 5
CLASSIFICATIONS &
INVENTORY
The City of Edmonds manages over 240 acres of parks and
open space, providing nearly a mile of public waterfront
access, active recreational facilities for team sports,
playgrounds at 14 parks, more than 13 miles of walking
paths and trails, and about 80 acres of open space.
PARKLAND
CLASSIFICATIONS
Parkland is classified to assist in
planning for the community's
recreational needs. The
classifications also reflect standards
that inform development decisions
during site planning, in addition
to operations and maintenance
expectations for the level of
developed facilities or natural
lands. The Edmonds park system
is composed of a hierarchy of
various park types, each offering
recreational opportunities and
natural environmental functions.
Collectively, the park system is
intended to serve the full range of
community needs.
Each park classification defines
the site's function and expected
amenities and recreational uses. The
classification characteristics serve
as general guidelines addressing the
size and use of each park type. The
following six classifications are used
in Edmonds' park system:
■ Neighborhood Parks
■ Community Parks
■ Waterfront Parks
■ Special Use Areas
■ Open Space
■ Beautification Areas
Neighborhood Parks
Neighborhood parks are smaller
sites between one and six acres in
size that serve nearby residents,
generally within walking distance
(1/a-mile). These parks are designed
primarily for non -supervised,
informal recreation activities and
provide basic recreational amenities
such as places to play, walk or
bike and can also offer fields and/
or courts to practice sports. These
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Places to Be Active...
Places to Find Quiet...
The City's neighborhood and community parks offer The open spaces in Edmonds provide acres of wood -
ample options to get out and play. These types of land and wetlands to showcase Edmonds' natural
parks include playgrounds, sport fields and other beauty. Take a walk, watch wildlife or find respite.
amenities for active lifestyles.
parks support neighborhood and
family gatherings and provide
access to natural amenities. Some
of the more popular neighborhood
parks may include restroom
facilities.
Community Parks
Community parks are larger
sites intended to serve multiple
neighborhoods or the entire city,
within walking, biking or short
driving distance from most users
These parks are usually between
20 to 50 acres in size and offer
a range of recreational features
to provide for the community's
different interests. Community
parks provide places to play, walk
and bike, and to participate in
organized sports, large gatherings
and community events. Since
community parks generally include
facilities that attract a large number
of people from a wide geographic
area, these sites include typically
off-street parking and restrooms.
Community parks can also serve as
local neighborhood parks for their
immediate areas, and they may
be connected to schools or other
community facilities.
Places to Enjoy...
The City of Edmonds takes pride in its efforts to
beautify business districts and the waterfront.
Waterfront Parks
Waterfront parks are sites that
provide access to the water and
are intended to serve residents and
visitors. These sites provide scenic
views of freshwater and marine
waterfront areas, as well as public
access for shoreline walking and
boating. Waterfront parks typically
provide permanent or portable
restrooms.
Special Use Areas
Special use areas are miscellaneous
parklands, landscaped gateways
or stand-alone recreation sites
designed to support a specific,
DRAFT 29
Packet Pg. 178
DRAFT
specialized use. Special use areas
provide a unique benefit to users
not commonly found in other
parks. Some of the facilities in this
classification are public plazas,
viewpoints, community centers,
community gardens, aquatic centers,
historic sites or sites occupied by
buildings.
Open Space
Open space includes wetlands and
shoreline habitat, water bodies,
inland forests, shrublands and
grass lands. These spaces are left
more or less in a natural state with
recreation use as a primary or
secondary objective. These areas can
provide opportunities for passive
and active outdoor recreation,
such as walking, jogging, wildlife
Figure 5. City -owned Parks & Open Space
viewing and nature photography.
Open space promotes health and
wellness by providing a natural
physical and mental refuge from
the urbanized, built environment,
but not all open spaces may provide
public access. In some cases, these
are environmentally -sensitive areas
and can include wildlife habitats, or
unique and/or sensitive species.
Beautification Areas
Beautification areas include
landscaped features located along
street right-of-ways, intersections
and medians, plazas, the Frances
Anderson Center and other City -
owned facilities and buildings.
Hanging flower baskets are also
included in beautification areas. The
importance of beautification areas,
Centennial Plaza
Special Use Park
0.08
Dayton Street Plaza
Special Use Park
0.10
Dayton Street Plaza - WWTC
Special Use Park
0.35
Edmonds Library & Plaza
Special Use Park
1.29
Edmonds Memorial Cemetery
Special Use Park
6.63
Frances Anderson Center
Special Use Park
1.62
Hazel Miller Plaza
Special Use Park
0.09
Interurban Trail
Special Use Park
3.97
Lake Ballinger Access
Special Use Park
0.19
Lynndale Skate Park
Special Use Park
2.39
Meadowdale Clubhouse
Special Use Park
1.11
Ocean Ave Viewpoint
Special Use Park
0.20
Richard F. Anway Park
Special Use Park
0.17
Stamm Overlook
Special Use Park
0.36
Sunset Ave
Special Use Park
1.14
Underwater Dive Park
Special Use Park
27.00
Veterans Plaza
Special Use Park
0.15
Subtotal 46.83
Elm St Park
Neighborhood Park
1.85
Frances Anderson Center Field
Neighborhood Park
1.94
Haines Wharf
Neighborhood Park
0.69
Hickman Park
Neighborhood Park
5.61
Hummingbird Hill Park
Neighborhood Park
1.22
Mathay Ballinger Park
Neighborhood Park
1.82
Pine St Park
Neighborhood Park
1.47
Seaview Park
Neighborhood Park
6.05
Sierra Park
Neighborhood Park
5.52
Subtotal
26.17
their contribution to creating a
pedestrian friendly community and
the opportunities for integration of
public art elements is also addressed
in the Streetscape Plan and in the
Community Cultural Plan.
Non -City Park & Recreation
Sites
There are lands owned by other
private and public entities that
contribute to the recreational and
cultural opportunities in and around
Edmonds. These lands include
property owned by the Edmonds
School District, Snohomish
County, Edmonds Public Facilities
District, City of Lynnwood, and
State and Federal agencies.
City Park
Community Park
13.96
Civic Center Playfield
Community Park
7.92
Meadowdale Playfields
Community Park
12.05
Yost Memorial Park
Community Park
45.27
Subtotal
79.20
144 Railroad Ave Tidelands
Waterfront Park
0.90
Brackett's Landing North
Waterfront Park
5.06
Brackett's Landing South
Waterfront Park
2.22
Waterfront Center Park
Waterfront Park
1.94
Marina Beach Park
Waterfront Park
3.37
Olympic Beach
Waterfront Park
2.85
Subtotal
16.35
Edmonds Marsh
Haines Tidelands
Open Space
Open Space
24.21
0.44
H.O. Hutt Park
Open Space
4.53
Maplewood Hill Park
Open Space
13.27
Meadowdale Natural Areas
Open Space
1.07
Olympic View Open Space
Open Space
0.49
Pine Ridge Ext (SW)
Open Space
1.14
Pine Ridge Park
Open Space
25.33
Seaview Reservoir
Open Space
1.31
Shell Creek Open Space
Open Space
1.42
Wharf Street
Willow Creek Park
Open Space
Open Space
Subtotal
0.12
2.25
75.58
TOTAL ACREAGE 244.12
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Map 1: Existing Parks & Open Spaces
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CITY FACILITIES
Yost Pool
Yost Pool is located within Yost Park and was built by the City in 1972.1he
facility is an outdoor pool with a 25 meter x 25 yard pool and spa. The City
recently decided to keep the pool open year-round to extend the outdoor
aquatics season.
Frances Anderson Center
The Frances Anderson Center is the "home" of the majority of Edmonds
Parks, Recreation & Cultural Services programming. The Center has
classroom spaces, a drop -in weight room, a gymnasium and dedicated
gymnastics space. The Frances Anderson Center also houses six tenants
who provide a wide range of activities that augment and enhance the
Department's mission, including a ballet school, youth sports club,
Montessori preschool, daycare, sculpting studio space and art gallery.
Boys & Girls Club
The Edmonds Boys and Girls Club is located at 310 6th Avenue North. The
land and the building are owned by the City, and the facility is leased to the
Boys and Girls Club. The Club provides youth between the ages of 5 and
18 a safe, positive and fun environment with a variety of activities. The Club
offers before and after -school programs for children and youth between the
ages of 5 and 18 at its main location, adjacent to the Civic Center Playfields,
in addition to summer camps, sports and drop -in programs.
Meadowdale Clubhouse
This rustic banquet hall is located in North Edmonds at 6801 North
Meadowdale Road. The clubhouse is available for rent, and it serves as the
location for the City's Meadowdale Preschool program. Amenities include
kitchen, fireplace, parking, restrooms and an outdoor fenced playground.
Olympic Beach Visitor Station
The Olympic Beach Visitor Station is located at the base of the Edmonds
Fishing Pier, and it is staffed by Ranger -Naturalists and Volunteer Beach
Docents. The Visitor Station typically is open weekends noon-5:00 pm,
from Memorial Day through Labor Day. Beach Docents work side -by -side
with ranger -naturalists to educate the public about the Edmonds Marine
Sanctuary and help monitor the 75-gallon marine touch tank at the station.
Plaza Room
The Edmonds Plaza Room is located above the Edmonds Library at 650
Main Street, Edmonds. Amenities include an uncovered outdoor patio, free
wifi, tables, chairs and kitchen. The Plaza Room is in walking distance to
coffee shops, restaurants and boutiques.
Frances Anderson Center
Meadowdale Clubhouse
Olympic Beach Visitor Station
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OTHER NEARBY RECREATION
FACILITIES
Waterfront Center
the new Edmonds Waterfront Center / Senior Center
is a modern, LEED Gold, all -electric, 26,000 square
foot regional community center and replaced the old
Edmonds Senior Center building. The Waterfront
Center provides program space, banquet rooms, bistro
and cafe. Activities include over 70 programs, trips,
entertainment, music and arts for seniors, among
others. Event space is available for rent. The City
provides programs at the Center weekday evenings for
all ages.
Lynnwood Recreation Center and Pool
The Recreation Center and Pool in neighboring
Lynnwood offers over 20,000 square feet of indoor
aquatic play. The recreation pool includes water slides,
a lazy river, water playground and family hot tub. The
lap pool area includes a sauna, adult hot tub and warm
water therapy pool. The center also includes a cardio/
weight room, fitness studio, racquetball courts and
multi -purpose classrooms.
Lynnwood Senior Center
The Lynnwood Senior Center is a community center
serving all people 62 years of age and older with a
variety of services, activities and special events. The
4,200-square foot center is a gathering place for active
adults and offers activities for the mind and body.
Older adults can participate in a number of activities,
including exercise classes, yoga, Zumba, dance,
computer training, and much more. In addition to a
wide range of exercise and physical activity classes, the
center offers outdoor recreation programs that include
hikes, bicycle excursions and trips throughout the
Pacific Northwest. The center also has a community
garden where participants can grow flowers and
vegetables.
Mountlake Terrace Recreation Pavilion
The Recreation Pavilion is a multi -purpose facility with
an indoor 25-yard swimming pool that has a leisure
pool with zero -depth entry, spray toys, lazy river with
current, teach pool area with a submerged bench, deep
area, easy access with a wheelchair ramp, a therapy
pool with a dedicated lift, dry sauna, fitness room,
racquetball courts, dance studios, preschool room, and
interchangeable multi -purpose rooms for programs or
rentals, and an indoor playground. The lobby features
vending machines, a barista stand and a retail area to
purchase swim wear.
Mountlake Terrace Community Senior Center
The Mountlake Terrace Community Senior Center
seeks to improve the quality of life for aging adults
in the community by providing an enlivened,
friendly environment promoting health and wellness.
Established in 1997 as the Mountlake Terrace Senior
Group, the organization agreed to a partnership
with the City of Mountlake Terrace and relocated to
the 7,000 square foot Mickey Corso Clubhouse in
Ballinger Park. The City owns the building, and room
rentals are operated by the Senior Group.
Dale Turner YMCA
The Dale Turner Family Branch of the YMCA
of Greater Seattle serves north King and south
Snohomish Counties, including the cities of Shoreline,
Lynnwood, and Edmonds, as well as the Lake Forest
Park and Woodway neighborhoods of Seattle. On -site
and outreach programs include free meals, support
for homeless and transitional members, child care
and school readiness, youth development, family
activities, chronic disease prevention, and summer
meal programs, among others. Facilities include a pool,
weight room and gymnasium.
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OTHER FACILITIES
Along with City -sponsored facilities, other
organizations, neighboring communities and public
schools expand the number of park and recreation
related benefits available to Edmonds residents.
ARTS & CULTURE
Edmonds Center for the Arts
Edmonds Center for the Arts (ECA) is a 700-seat
performing arts venue located on the campus of the
original Edmonds High School. Originally constructed
in 1939, this historic facility was renovated and
reopened in 2006 as a state-of-the-art performance
hall. ECA, a non-profit organization hired by the City
of Edmonds Public Facilities District, manages the
facility. ECA presents an array of performing artists
from around the world, provides space, production
management and technical expertise for community
partners and rental clients, includes a gymnasium, and
serves more than 75,000 patrons who enjoy the facility
annually.
ArtWrks
ArtWorks is a joint project of Edmonds Arts
Festival Foundation and the Edmonds Arts Festival
Association and is the headquarters for each of these
organizations. Housed in a City -owned building,
this facility provides space for arts workshops, special
exhibits and meetings. Artworks provides an on-
going schedule of classes, workshops, exhibits, art
shows, special events and arts organization meetings
throughout the year.
Wade James Theater
Located on City property, the 219-seat theater was
built and is operated by the nonprofit Edmonds
Driftwood Players. Originally built in 1968 as The
Driftwood Theatre, it was renamed during the 1970s in
memory of its architect and founding member, Wade
James.
Graphite
The Graphite building in downtown Edmonds is a
new, privately -funded arts facility that will be the home
of studio spaces and open session workshops for artists.
The facility includes a gallery, dark room, art book
collection and a flex space. Graphite is also the home
of the non-profit Art Start Northwest, which is the
funding organization for programs held at Graphite.
Edmonds Historical Museum
Housed in the historic Carnegie Library, the museum
building has two floors. The facility features an exhibit
gallery, administrative office, work rooms, a local
history library and an extensive photography archive.
The building is owned by the City of Edmonds and
operated by the Edmonds South -Snohomish County
Historical Society.
Log Cabin Visitors Center
Operated by the Edmonds Chamber of Commerce
and owned by the City, the Log Cabin Visitors Center
provides information on Snohomish County area
attractions, sights and accommodations for guests and
travelers. It also offers Edmonds maps and navigational
resources, information on Edmonds tours, and other
useful resources for visitors.
SCHOOLS
Edmonds School District provides a range of
recreational opportunities for students and the public.
The district offers sports fields, playgrounds, outdoor
basketball courts and gymnasiums. Public access is
limited to times when school is not in session and
when there are no competing demands from school -
related activities. In past years, the City has developed
neighborhood or community park elements in
partnership with the District at several school sites.
YOUTH ORGANIZATIONS
Sno-King Youth Club provides a variety of youth
sports, activities and camps at locations in Edmonds
and Lynnwood. The organization offers recreational
sports including soccer, flag football, T-ball and
basketball. Sno-King also provides a local competitive
option for soccer players seeking advanced training and
competitive opportunities through a premier league.
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NEARBY MUNICIPAL PARK SYSTEMS
Mountlake Terrace
the City of Mountlake Terrace manages 193 acres of park land, including
opportunities for both active and passive recreation. The City's recreation
system consists of diverse amenities that include playgrounds, sport fields,
tennis courts, disc golf, a boat launch, fishing and beach access and miles of
soft -surfaced and paved trails for walking, biking and hiking.
Program Coordination
Historically, the Cities of Edmonds and Mountlake Terrace produce a
joint recreation program guide (the Craze) that highlights recreation
programs offered in both communities and the recreation facilities that
are available nearby. These nearby facilities provide opportunities for
aquatics, athletics/fitness, gymnastics, sports, general recreation, facility
rentals and special events.
Lynnwood
The City of Lynnwood has over 350 acres of park land,100 acres of open
space, an 18-hole public golf course,14 miles of trails, a recreation center,
senior center, Heritage Park and two athletic complexes. Lynnwood's parks
offer a wide range of active and passive recreation opportunities, including
innovative playgrounds, spray pools, a skate park, hiking trails, forests,
streams, wetlands and wildlife habitat. The City of Edmonds maintains an
interlocal agreement with the City of Lynnwood for use of Meadowdale
Athletic Complex and Lynndale Skate Park.
Snohomish County
Snohomish County owns and manages Esperance Park, located within a
small unincorporated area within the city limits of Edmonds. Esperance
Park is a 9.6-acre county park with athletic fields, accessible walking
paths, off -leash dog area, playground, zipline and sport court. Athletic
fields include a little league baseball diamond and two practice areas for
field sports. In addition, Southwest Olympic View County Park, located
in northern Edmonds, is a 120-acre park with two nature trails. The site
encompasses a series of forested ravines and Perrinville Creek, which flow
through the eastern portion of the Park to Brown's Bay on Puget Sound.
Olympic View Drive winds through the site on its way from Lynnwood to
Edmonds.
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Hickman Park
A gracious cherry tree is the
centerpiece at Hickman Park.
Photo credit: Chris Walton
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CHAPTER 6
PARKS &
A OPEN SPACE
The PROS planning process assesses recreational needs
and priorities for parks and open space in Edmonds. The
park assessment included a discussion of specific local
needs with consideration given to the City's broader
parks system. Public input and information on park
inventory conditions were also heavily relied upon in the
planning process.
By considering the location, size,
and the number of park facilities by
type and use, along with community
interests and priorities, the PROS
Plan evaluates the existing and
future demand for park and
recreation amenities and provides
recommendations for future
initiatives. The six -year Capital
Improvement Program (CIP),
which identifies and prioritizes
crucial upgrades, improvements,
and expansions, is based on
the needs assessment and the
recreational interests expressed by
the community.
NATIONAL TRENDS
A variety of resources have been
assembled and summarized to
offer a comprehensive overview of
current trends, market demands and
agency comparisons in the provision
of parks and recreation. This
information provides perspectives
that are helpful when balancing
with local insights and feedback
from the community to identify the
demands and establish public needs
during the planning process.
The following national and state
data highlights some of the
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current trends in recreation and may frame future
considerations in Edmonds' park system. Examining
current recreation trends can help inform potential
park and recreation improvements and opportunities
that may create a more vibrant parks system as it moves
into the future. Additional trend data and summaries
are provided in Appendix F.
■ Nationwide, 82% of U.S. adults believe that parks and
recreation are essential according to the American
Engagement with Parks Survey from 2020. (l)
■ Seventy-seven percent of survey respondents indicate that
having a high -quality park, playground, public open space,
or a recreation center nearby is an important factor in
deciding where they want to live. (l)
Playground Trends
Reported in Landscape Architect magazine, the top
five playground industry trends for 2021 were compiled
from data and feedback from parks professionals,
landscape architects and educators.
1. Inclusive Playgrounds, increasingly popular over the
last few years, have been evolving beyond meeting
basic ADA guidelines. Designers are seeking to expand
accessible playground equipment, consider multi -
generational play, and leverage inclusive play to help
overcome societal barriers.
2.
■ Just over half of Americans ages six and older participated
in outdoor recreation at least once in 2019, the highest
participation rate in five years. However, the number of
outings per participant declined — resulting in fewer total
recreational outings. (2) 3.
■ Running, jogging, and trail running are the most popular
outdoor activities across the nation, based on levels of
participation, followed by fishing, hiking, biking, and
camping. (2)
■ Walking ranked as the top activity by participation rate
(94%) in Washington State. (4)
■ Trail running, day hiking, and recreational kayaking are
rapidly increasing in popularity — participation in each
increased more than 5% per year between 2014 and
2019. (s)
■ Walking, running, hiking, and cycling saw significant
increases in participation in the early months of the
COVID-19 pandemic (March to June 2020). (2)
■ People of all ages and income levels are interested in
outdoor activities like fishing, camping, hiking, biking,
and swimming. Younger people are more interested in
participating in team sports, such as soccer, basketball,
and volleyball. Older adults are more likely to aspire to
individual activities like swimming for fitness, bird and
nature viewing, and canoeing. (s)
Sources:
(1) 2020 American Engagement with Parks Survey
(2) 2020 Outdoor Participation Report
(3) 2020 Sports, Fitness, and Leisure Activities Topline Participation
Report
(4) 2018-2022 Recreation and Conservation Plan for Washington
State (also known as the Statewide Comprehensive Outdoor Recre-
ation Plan, or SCORP)
4.
Rope -based Playgrounds, climbers and playground
nets provide a technique for working around natural
environments and unusual topography. Their flexibility
in placement offers more options for connecting with
the landscape rather than working around difficult
topography.
Outdoor Fitness has increased importance during the
COVID-19 pandemic as many gyms and indoor fitness
centers closed and forced more people to seek outdoor
options. Outdoor fitness spaces are being increasingly
integrated into park and trail designs to encourage
health and physical fitness for all ages.
Outdoor Learning has been implemented during the
pandemic to replace or supplement indoor classrooms.
Outdoor classrooms can encourage activity in children
to counteract the reduction in recess time due to hybrid
class schedules and remote learning. Seating, tables,
shelters, hand sanitizer stations and other outdoor
products are helping create outdoor classrooms.
Human -powered Play engages users to provide physical
energy to "power -up" the activity, such as turning a
handle, pressing foot pedals, rotating wheels. These
products often relate to sensory experiences like lights
and music, story -telling or social games.
Spurred on by the social distancing of the pandemic,
these five trends in playground design and development
point to more human -to -human interactions that
reinforce the value of social connections, even in a
physically distanced environment.
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EdmondS 2022 PRO
Operational & Service Challenges Due to
COVID-19
A statewide survey of Washington park and recreation
agencies was conducted in the second half of 2020,
with a focus on service demand and operational
challenges, both preceding and as a result of
COVID-19. City, county and parks and recreation
district leaders were asked to complete the survey, and
the survey was sent to 227 agencies - 109 cities, 39
counties, 79 Special Purpose Park Districts with 73
responses. The project was a collaboration between
the Washington Recreation & Park Association,
the Washington State Association of Counties, the
Association of Washington Cities, and Metro Parks
Tacoma.
In a question that asked the agency about how stable
its outlook for 2020 pre- and during COVID-19, the
percentage of agencies that stated their outlook as very
strong and stable decreased by 25 points, with 27.8%
indicating as very stable at the beginning of the year
LOCAL INTERESTS & NEEDS
EDMONDS COMMUNITY
SURVEY
The community -wide surveys
(mailed and on-line) conducted
from May to August, 2021
identified why residents visit
Edmonds' parks. Respondents
indicated that they visit local
parks and recreation facilities for a
variety of reasons. The most popular
activities are visiting the beach
and waterfront (83%), walking
or running (76%), followed by
relaxation (61%), playgrounds (41%)
and fitness (40%). Approximately
one in three respondents visited for
community events/concerts (37%),
wildlife viewing (36%), dog walking
(35%), or family gatherings (34%).
to 2.8% indicating as very stable by August 1, 2020.
Similarly, agencies that felt moderately or significantly
underfunded and unstable rose from 5.5% to 50% by
August 1, 2020.
Also, significant majorities of agencies indicated service
delivery impacts due to the COVID-19 pandemic in
the following ways:
■ Reduced ability to manage, maintain, operate and secure
passive parks to safety standards and control access (87%).
■ Cancellation of special events and tourism campaigns that
support local employment and drives the local economy
(87%).
■ Inability to operate critical community programs, pools,
attractions and facilities, including services for vulnerable
populations (81%).
■ Lack of ability to hire/maintain seasonal employees &
offer programs/services allowable under Safe Start' (74%).
■ Addressing public use and behaviors that put the
community at risk, such as tearing down caution tape,
using fields (85%).
1 - Safe Start is Washington's phased ap-
proach to recovery and reopening the state.
Figure 6. Main Reasons for Visiting Local Parks in Edmonds
Beach / waterfront 82.9%
Walking or running 77.5%
Relaxation 60.8%
Playgrounds 40.6%
Fitness 39.5%
Community events / concerts
36.6%
Wildlife viewing
!
36.1%
Dog walking
34.7%
Family gatherings /picnicking
34.4%
Recreation programs, classes or camps 1111ft. 26.4%
Swimmingf5.3%
20.1%
Bike riding19.3%
Youth sport programs, including summer sport...19.1%
Outdoor sport courts18.1%
Sport fields18.1%
Watersports / canoeing / kayaking0.5%
Other%
Fishing at the pier%
Indoor sport courts
Underwater Dive Park 3.7%
N/A - I didn't use any Edmonds facilities 1 1.7%
0% 20% 40% 60% 80% 100%
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Survey questions explored the needs for a number of park priorities for future consideration in Edmonds park
and recreation provision. Respondents feel there are not enough trails, pools and conservation areas. Walking and
pedestrian trails were clearly the most needed.
Figure 7. Needs expressed for parks, trails and recreation facilities
Walking / pedestrian trails 1 31.5%
Pools i 30.0%
Park conservation areas & open space 5.3%
Community events (such as the Concerts in the Park) %
Picnic areas & shelters
Bike trails in parks ®�
Indoor gymnasium space
Sport fields & sport courts
Recreation programs (camps & classes)
Developed parks with playgrounds
0% 20%
46.6%
22.8% M
27.1% �.6%
44.8 %
37.1% ,.
11
60.0%
40% 60% 80% 100%
■ Not enough _ About the right number ■ More than enough ■ Don't Know
Respondents were asked to rate the condition of a
variety of park and recreation facilities on a scale from
poor to excellent. Respondents gave overwhelming
high marks to the condition of the City's waterfront
parks in downtown Edmonds.
the survey inquired about specific amenities that
participants felt were needed for park and recreation
Hickman Park
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facilities. Of the specific list of amenities provided,
respondents indicated that the highest unmet need
is for pedestrian and bike trails (84%) and an aquatic
facility or pool (65%). Levels of needs for different
amenities varied somewhat across the City and based
on demographics groups. The complete list ranking
(below) provides a summary of expressed needs.
Figure 8. Park and recreation amenities that have not been met locally
Pedestrian & bike trails in parks
1-
Aquatic facility / pool
i
Indoor fitness & exercise facilities
Community gardens
Upgraded or renovated playgrounds
Outdoor fitness equipment
Off -leash dog areas (dog parks)
Additional picnic shelters for group gatherings
Additional tennis & pickleball courts ®'
Lighted, all-weather turf sport fields
Additional fields for soccer, football & lacrosse
All -abilities, inclusive playgrounds
Additional basketball courts
Additional fields for baseball / softball
0% 20% 40% 60% 80%
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When tied to the cost of investments, the most
important improvement was focused on existing
parkland. When examining park and recreation
experiences that may be limited or not available in
Edmonds, respondents top two choices were buying
additional parks for conservation and open space and
building an aquatic center.
Figure 9. Support for funding new amenities in Edmonds
Buy additional parks for conservation & open
space
Build an aquatic center
Install all-weather sport fields
Develop a bike skills course / pump track
Provide off -leash dog park(s)
0% 25% 50% 75% 100%
■ Increase Taxes ■ Not in Edmonds
OTHER PUBLIC ENGAGEMENT
Tabling Events
The City conducted "pop-up" tabling in August at
the Uptown Market to solicit community feedback
on some park and recreation priorities. Participants
were given sticky dots to use on a display board that
presented six different target areas. The dots could
be placed within boxes marked as "most important",
"important", or "less important". Ranked in order, the
resulting most important focus areas were as follows:
■ Natural open space acquisition
■ New parkland acquisition
■ Park maintenance
■ Picnic shelters & restrooms
■ Trail connections
■ All-weather sports fields & lighting
■ Recreation programs
Virtual Public Meeting #1
the first virtual public meeting occurred on July 22,
2022, which introduced the PROS Plan, highlighted
community survey results and provided opportunities
for public feedback through a series of polling
questions and online question and answer periods.
One of the polling questions aimed to build on the
responses from the community survey and asked
participants to select their top three parks for needed
improvements from a list of five choices. Attendees
identified Mathay Ballinger Park as the top choice and
in tied results selected Yost Memorial Park and Marina
Beach Park as second choice.
Participants were also asked about interest in the
City acquiring more conservation lands and open
space. In another polling question, a plurality of
respondents (42%) indicated interest in acquiring
additional saltwater beaches and waterfront, followed
by additional wetlands and marshlands (28%).
Other comments for park improvements included:
■ Add more parks, services, and facilities in the SR 99
corridor and the south end of the City.
■ Improve Hummingbird Park.
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■ Provide better access to the waterfront, specifically
near the Ebb Tide condominiums, and make it ADA
accessible.
■ Include bicycle features and access at parks.
■ Build skate parks in other areas of the City outside of the
"bowl."
Virtual Public Meeting #2
The second virtual community meeting was conducted
on October 16, 2021 to report on progress of the
planning effort, results of surveys and online feedback
and ask a series of questions to gauge areas of interest,
priorities for additional parks, ideas on improving
existing parks and potential additional community
events. The virtual meeting provided polling questions
to facilitate inputs by participants.
Figure 10. Top Park Improvements
Picnic
Bike skills area or
shelters/tables for
pump track
gathering
3%
13%
Improved
maintenance/exist
ing parks
17%
Playground
upgrades &
replacement
17%
The future direction of the Yost Pool facility was
explored in a polling question that asked what the
focus/scale should be if the City were to replace
Yost Pool with a new aquatics facility. Given the
choices of local or regional and indoor or outdoor, the
overwhelming majority chose local -scale (76%) with
those poll responses split between indoor (39%) and
outdoor (36%) pool options.
The final polling question focused on targeting
the most important options for improving trails in
The first polling question asked where the City should
prioritize additional park and open space investments.
Participants were allows to select up to three areas
within the City. Southeast Edmonds (85% of
respondents) and the Highway 99 Corridor (81%) were
polled as the highest priority with North Edmonds
(54%) polled by approximately half the respondents.
Southwest Edmonds (42%) and Downtown (12%)
were not polled as high priorities.
Participants were asked to choose one option among
a list of potential park improvements. Improved,
permanent restrooms (20%) and additional community
gardens (30%) got the most responses in the poll with
playground upgrades (17%) or improved maintenance
(17%) chosen by one third of the respondents.
Additional
Community
Garden
30%
Improved,
permanent
restrooms
20%
Edmonds. Five types of trail improvements were listed
along with a sixth choice that included all options.
While over 30% of respondents chose all the options,
the strongest two directions focused on building
connections within existing parks and open spaces and
acquiring and building new connections through land
purchase or easements.
44
Packet Pg. 193
8.1.b
EdmondS 2022 PRO
STAKEHOLDERS INSIGHTS
A number of focused interviews were conducted with
identified stakeholders considers as leaders in various
community efforts and activities. Representatives from
local business, the Edmonds School District, the Port
of Edmonds, the Chamber of Commerce, Rotary,
the Korean Community Services Center, Boys and
Girls Club, Edmonds Floretum Garden Club, Arts
Commission, and advocates for Yost Pool and South
Edmonds were included in the interviews to discuss
park and recreation issues, opportunities and needs for
future improvements.
Representatives from agencies that already had
working partnerships with City Parks and Recreation
valued the relationship and recognized its importance
to the community. Organizations without existing
partnerships with Parks and Recreation look forward
to working more collaboratively for both broader and
targeted outcomes. Participants recognized how well
parks were maintained but cited the need for more
aggressive invasive species control.
Trail connections and new bike/pedestrian pathways
were advocated for, including specific projects for
creating an east/west connection, paving the spur
trail to Mathay Ballinger Park, creating safe routes to
parks/schools, and enhanced walkability throughout
the community. Extending the off -road shared -use
Interurban Trail was desired.
The concern for an equitable park system was voiced
to raise the issue of needed investment in the SR 99
corridor, South Edmonds and southeast Edmonds.
Mathay Ballinger Park needs further improvements
to help support local recreation activities. Additional
neighborhood parks are needed in the identified
"gap" areas. The value of locating a small community
center along SR 99 for better access to recreation
programming and social services was promoted.
Better physical access to parks was promoted through
acquisition of new parklands in underserved areas
and creating full ADA compliance in existing parks.
Better access to recreation was promoted through
multi-lingual communications and programming made
available to South Edmonds and SR 99 communities.
Stakeholders identified a number of improvements
needed in the park system including Yost Pool
upgrades, the need for additional permanent restrooms
in parks, and more amenities in Mathay Ballinger
Park. The need for recreational opportunities for older
children and teens beyond the existing skate park was
discussed and ideas such as zip -lines, big swings, BMX
tracks and other more engaging park amenities were
suggested.
The support for more open space and conserved
parklands with native tree canopies and native
vegetation reinforced the desire for conservation of
more open space. The need for restoration efforts,
more access to nature and controlling invasive plant
species were cited across the different stakeholders.
An emphasis on native plants for pollinators and "re -
wilding" in parks was recommended.
A more active and intentional program for including
public art into parks was suggested. A more formalized
volunteer program, especially for trail maintenance, was
encouraged. Collaboration and communications across
various agencies and throughout the community was
supported.
City Park gazebo
DRAFT
Packet Pg. 194
DRAFT s•1.b
CONDITIONS ASSESSMENT
The condition of park infrastructure and amenities is a measure of park adequacy and a required assurance
of public safety. General park infrastructure may include walkways, parking lots, park furniture, drainage and
irrigation, lighting systems and vegetation. Deferred maintenance over a long period can result in unusable
amenities when perceived as unsafe or undesirable by park patrons.
The existing conditions within parks were assessed to identify issues and concerns and opportunities for future
improvements. The condition assessment matrix shown on the following page summarizes the results of these
assessments and can be used to help prioritize needed park improvements. The matrix uses a rating system that
ranks the condition of the park element based on the following scale:
1— Good Condition: In general, amenities in good condition offer full functionality and do not need repairs. Good
facilities have playable sports surfaces and equipment, working fixtures, and fully intact safety features (railings, fences,
etc.). Good facilities may have minor cosmetic defects. Good facilities encourage area residents to use the park.
2 — Fair: In general, amenities in fair condition are largely functional but need minor or moderate repairs. Fair facilities
have play surfaces, equipment, fixtures, and safety features that are operational and allow play, but have deficiencies or
time periods where they are unusable. Fair facilities remain important amenities for the neighborhood but may slightly
discourage use of the park by residents.
3 — Poor: In general, amenities in poor condition are largely or completely unusable. They need major repairs to be
functional. Poor facilities are park features that have deteriorated to the point where they are barely usable. Fields are
too uneven for ball games, safety features are irreparably broken, buildings need structural retrofitting, etc. Poor facilities
discourage residents from using the park.
Generally a feature with a rating of "3" should have higher priority for resolution through maintenance, capital
repairs or as a new capital project. Park amenity conditions were also averaged across park elements to indicate
which types of elements are in greater need for significant upgrades, renovations or overall improvements. Based
on this assessment, the City's park system is in need of playground upgrades, sports field improvements, and
better ADA compliance.
In mid -July 2021, the consultant landscape architect conducted site assessments of the outdoor recreation
facilities owned and operated by the City to discern the level of care and need for improvements by visually
observing the conditions in the park system. The conditions matrix offers a quick look at the ratings across
the system to help discern where the most immediate needs might be for repairs or improvements. Additional
information and observations from site assessments are provided in Appendix A.
Affik i ` .
Sierra Park play equipment
46
Packet Pg. 195
8.1.b
EdmondS 2022 PRO
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DRAFT
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EdmondS 2022 PRO
In addition to the matrix, the following narrative
summarizes the overall considerations resulting from
the visual observations. The individual park facility
conditions assessments and this summary were also
reviewed by parks staff.
General Appearance & Perception of Care
Overall, the Edmonds park system hosts extensive use
by residents and visitors alike. Some parks contained
much older infrastructure and recreational amenities
that were in need of upgrades, replacements or repairs.
Many parks had recently added some new features
or replaced playgrounds and there was clear evidence
of good stewardship by the parks maintenance staff.
Efforts should continue to renovate, update and
enhance existing park infrastructure and recreational
offerings throughout the park system.
Playgrounds & Playground Access Barriers
the park system has a variety of play equipment
from newly installed to 20+ years in age. Some older
equipment is showing evidence for the need to be
replaced from worn surface coating, rust, missing
Figure 12. Playground Equipment Ages and Predicted Replacement Schedule
pieces or just the lack of play attraction. A record of
each playground's installation date is kept by park staff
as a helpful tool in predicting the future replacement
schedule for each park's playground amenities. lhat
information helps inform and reinforce the need for
play equipment upgrades and replacements.
Sierra Park, Yost Park and Maplewood Hill Park all
have older playground equipment (more than 20+
years) that is due for replacement.
Many playground areas have constructed edges to
retain the wood fiber fall safety surfacing. Edging
needs to have an opening that does not create an ADA
barrier to easy access. Paved ramps or pathways into
play areas may be warranted once barriers are removed.
At least one park (Sierra Park) still used coarse sand
as a safety fall surfacing. While not prohibitive, coarse
sand should be replaced by engineered wood fibers or
some other more updated convention play surfacing. At
Sierra Park, the entire playground should be replaced
with more offerings rather than just improving the
safety surfacing.
Elm Street Park N/A N/A N/A -
Frances Anderson Center Field 2018 3 Heavy •
Haines Wharf
2010 11 Medium
•
Hickman Park
Hummingbird Hill Park
2009
2007
12
14
Heavy •
Medium
Mathay Ballinger Park
2013
8
Medium •
Pine Street Park
2006
15
Med-heavy •
Seaview Park 2019 2 Med-heavy •
Sierra Park 1996 25 Light •
City Park 2014 7 Heavy •
Yost Memorial Park & Pool 1995 26 Medium •
Civic Center Playfields 2022 0 Med-heavy
Marina Beach Park
2016
5
Heavy
Maplewood Hill Park
1985
36
Very light
F-ecial Use Parks
Meadowdale Community Clubhouse
2017
4
Medium
* NOTE: Replacement schedule based on combination of age, amount of usage and predicted wear and tear.
•
•
•
•
DRAFT 49
Packet Pg. 198
DRAFT s•1.b
Paths & Pavement Management
Edmonds trail system includes the Interurban Trail,
a shared use paved pathway in the southeastern
section of the City, a natural -tread trail network in
Yost Memorial Park, and a number of paved pathways
connecting a series of waterfront parks. While not
an extensive trail system extending across the entire
City, each trail offers outdoor recreation opportunities
and physical activity for residents and visitors. Paved
pathways, especially asphalt surfaced, did have
locations where cracks have formed at edges and where
tree root upheavals have generated pavement cracks.
Invasive Himalayan blackberries should be removed
and replaced with more suitable native plantings to
reduce the repetitive need to hack back the thorns from
intruding on the trail.
The Interurban Trail was in good condition with its
paved surfacing and at its road crossing on 76th. Trash
collection was regular and amenities were clean. The
City also maintains the SR 104 trail and 8th Avenue
trail from the Anderson Center to the Cemetery.
In Yost Memorial Park, the trail network showed
signs of regular vegetation control to keep the trails
open. Trail surfaces were generally navigable. A few
rustic "trail" signs were evident. The boardwalks and
bridges appear to be aging and will predictably need
replacement in the coming years. Where boardwalks
had steps the wear was more evident and some steps
were uneven. As repairs are made, it may be advisable
to extend the boardwalk section into ramps to remove
the need for any steps and increase the access for those
with mobility limitations.
Interurban Trail
The paved pathways in Marina Beach Park, through
the Port promenade and across the waterfront/beach
parks were generally in good condition. The paved
pathway along the Edmonds Marsh did show some
spots with asphalt pavement cracking or gaps between
pavement and wood decking of observation viewpoints.
Root upheavals and pavement cracks persist on paved
pathways that have large trees nearby. Some parking
areas showed evidence of cracking or buckling.
Olympic Beach parking area has pavement cracking
and significant uplifting in need of repair. Resurfacing
or complete renovation should be explored. Cracks
and gaps where different surfaces meet raised concerns
about ADA-compliance, particularly where asphalt
pavements met observation platforms (Edmonds
Marsh).
Restroom Upgrades
Older restroom facilities (built before 2010) may
not provide adequate universal access to people
with disabilities. All public park restroom facilities
(including portable toilets) should provide compliant
ADA access for park users. Many older restrooms
also did not contain ADA-compliant signage for
designating gender identities for entries. The restroom
at the entrance to the fishing pier (Olympic Beach
Park) could benefit from better lighting. A record
of restroom construction dates could help prioritize
building replacements to help upgrade the park system
and add new permanent restrooms where needed.
Trail at Yost Memorial Park
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8.1.b
EdmondS 2022 PRO
Bleachers at Pine Street Park
Sports Field Amenities
Parks Maintenance staff
Many of the existing ballfields could benefit from
field renovation to encourage better grass coverage
and field playability. Whether the need is for better
irrigation, field drainage, soil chemistry or over -seeding
for improved grass species, some upgrades could be
considered for ballfields.
According to the International Building Code any
bleachers with more than one tier must have side and
back safety railing. Several parks with ballfields have
3- and 5-tiered bleachers with no safety railing. Modify
existing bleachers by adding railings or replace with
newer bleachers fully railed.
Americans with Disabilities Act (ADA)
Compliance
Architectural barriers, designated parking areas, entry
access designs, playground entries and surfacing, play
equipment, benches, picnic tables and pathways in
older park facilities provides challenges to complying
with the guidelines for ADA standards for places of
public accommodation. Parks that did not provide
some paved pathway to access all the park amenities
were not likely to provide accessible benches, picnic
tables or grills. Several playgrounds presented obstacles
to universal access into the play area. The City does not
have an ADA Transition Plan for park facilities, and
one should be completed.
Maintenance & Operations
Despite a challenging mix of older infrastructure and
newer facilities, there was clear evidence of active and
engaged maintenance practices with little or no signs
of neglect or disrepair. However, facilities that are
managed by volunteers like the Willow Creek Fish
Hatchery may need re-evaluation to avoid having
facilities appear to be neglected or disrepair and reflect
poorly on the City parks system. Older parks may
have residual structures like the swing support pole in
Hummingbird Hill Park or the ATM kiosk in Richard
Anway Park. Remnant pieces that are no longer serving
any function should be removed to help convey the
perspective of active care in the park system.
Trash collection is greatly accelerated during the
busy summer months. Some parks could use more
regular pick times or additional trash receptacles as
weekend use can overwhelm existing capacity of trash
receptacles in popular parks. Consider adding more
receptacles in heavily used areas to help cover litter
control over busy weekends.
Invasive Plant Species Control
Blackberries and English ivy appear to be two of
the most common invasive plant species established
in several natural areas. Along active pathways,
blackberries are a hazard when not kept fully in check.
Natural areas in Edmonds face continual challenges
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Packet Pg. 200
DRAFT
from persistent undesirable invasive plant species,
degrading the environment and disrupting effective
ecosystem services.
For over 30 years, the City of Edmonds Parks
Department has been committed to reducing pesticide
use in its parks, achieving a 60% reduction since 2008
by using Integrated Pest Management (IPM) approach
to park maintenance. Invasive plant problems are
monitored on a weekly basis. When pesticides are
used, they are applied using strict protocols and best
practices to protect people, pets, and the environment.
When necessary, pesticides are applied by Park staff
that have been trained, licensed, and certified through
the Washington State Department of Agriculture
(WSDA). Training includes requirements for safe
practices, knowledge of and adherence to labeling
instructions, compliance with state laws, and record
keeping.
Volunteers in some parks help with mechanical control
of blackberries and other vegetation that overgrows
into trail areas. Volunteers also replace invasive plants
with native plants to prevent regrowth and restore
native habitat.
Grass Lawn Areas
As a planning process, these park site conditions
assessments do not explore in-depth evaluations of
natural turfgrass conditions. Maintaining durable
grass cover for general park use is the target to support
enjoyable outdoor recreation activities for park users.
Sports fields require a higher degree of care to ensure
safe athletic play without significant gaps, disruptive
weed cover, uneven density, etc. that could trigger
injuries. Whether for sports or general use, mown
grass lawns require a continual schedule of care during
the growing season. Soil tests should be conducted
periodically to determine if soil pH or nutrient levels
are adequate for supporting optimum grass growth.
Based on each park's soil test results, fertilization
schedules can be developed to ensure the right rates,
types and frequencies of turfgrass fertilizers are applied
for to provide sufficient growth to support specific park
uses.
Irrigation is recommended for those grass areas
where mid- to late summer active use is expected. If
not already in place, the park system could have an
intentional designation for non -irrigated grass lawns
and irrigated areas. The sports field irrigation system
needed attention in Frances Anderson Center Fields.
Many mown lawn areas were inundated with white
clover, potentially indicating low nitrogen levels in
the soil. Too much clover in an open grass play area
may raise concerns for the higher prevalence of bee
activity. Soil testing and resultant fertilization can
help encourage denser grass cover with less clover
dominance.
Signage & Wayfinding
Edmonds parks have multiple styles, colors, fonts and
materials used in the signs that identify the different
parks, usually at a primary entrance. Some signs use
bright colors and lists some of the main features within
the park. The new signs combine brown and black
backgrounds with white lettering. Signature waterfront
parks have a variety of engraved rocks, carved wood
and aluminum signs that identify the public park. It
would be helpful to implement the signage style guide
developed in 2010 and uniformly identify the park
and amenities using consistent styles, colors, lettering
and materials. Consistent graphics can help with
"branding" the value of the parks, trails and open space
and reminding users who the provider is. Use of the
park style guide for signage would be helpful to achieve
continuity.
For the Edmonds trail system, a unified wayfinding
program could be beneficial. Signs were lacking at the
starting points for the Edmonds Marsh, to identify the
paved pathway. While a printed Yost Park Trail Map
is available (at the Frances Anderson Center), Yost
Memorial Park's trail network has limited directional
and identification signs to let trail users know their
location and how to get to their destination. Trail
distances are vague and can only be approximately
by the map's rough scale. It would be helpful to have
a complete navigational/wayfinding sign system
that incorporates directional information and trail
identification to inform users and enhance the trail
experience.
52
Packet Pg. 201
8.1.b
EdmondS 2022 PRO
PARKS DISTRIBUTION & GAP
ANALYSIS
Understanding the known gaps in the park system and
evaluating the City's existing levels of service for parks
will provide a foundation for strategic planning as a
basis for a balanced distribution of parks, trails and
recreation amenities in the future.
To better understand where acquisition efforts
should be considered, a gap analysis of the park
system was conducted to examine and assess the
current distribution of parks throughout the City. The
analysis reviewed the locations and types of existing
facilities, land use classifications, transportation/
access barriers and other factors as a means to identify
preliminary acquisition target areas. In reviewing
parkland distribution and assessing opportunities
to fill identified gaps, residentially zoned lands were
isolated, since neighborhood and community parks
primarily serve these areas. Additionally, travelsheds
were defined for neighborhood parks using a 1/a-mile
primary and 1/z-mile secondary service area with travel
distances calculated along the road network starting
from known and accessible access points at each park.
Travelsheds for community parks were derived using
1/4-mile, 1/2-mile, 1-mile and 2-mile travel distances to
acknowledge that these park types (including athletic
fields) serve a wider array of users and driving to such
sites is typical.
Maps 2 through 6 illustrate the application of the
distribution criteria from existing parks. Areas in
white do not have access to a public park within
reasonable walking distance of their home. The
illustrated `travelshed' for each existing Edmonds park
highlights that certain areas within the City do not
have the desired proximity to a local park. The highest
concentration of park opportunities currently is in the
waterfront and downtown areas.
The mapping of park distribution and `travelsheds'
helps to illustrate the underserved neighborhoods in
Edmonds. Areas of South Edmonds, eastern region of
212th Street SW, and an area in the northern section of
the City have no nearby access to public parks or open
space as indicated by white areas on Map 6. These parts
of the City should be targeted for future acquisitions to
help create more equitable access for all residents.
Striving to provide a neighborhood park within a
reasonable walking distance (e.g., 1/2-mile) will require
acquiring new park properties in currently under -
served locations, improving multi -modal transportation
connections to allow local residents to safely and
conveniently reach their local park, and evaluating
the potential use of school sites as proxies for local
neighborhood parks. As Edmonds redevelops and
acquisition opportunities are limited, the City should
consider taking advantage of acquisition opportunities
in strategic locations and as funding allows to fill gaps
and ensure an equitable distribution of park facilities.
In concert with the search for developable park
land, the City should continue to coordinate with
any proposed residential land development projects
to consider when and how a public park (or trail
connection) could be incorporated into the planning
of newly developed or redeveloped residential areas.
The development density associated with SR 99 and
its importance as a commercial zoning district present
a challenge for finding affordable land for creating a
public park. Combining a park/recreation facility with
a much -needed community center and multi -family
(affordable) housing development could be a potential
approach, as would other public -private ventures.
In an effort to examine more closely the distribution
of City parks through an equity lens, a second series
of maps were compiled that build off the conditions
assessment noted earlier in the chapter. Maps 7
through 12 apply condition assessment ratings with
the variety of recreational amenities offered to add
an additional layer of data to the travelsheds. For
example, Map 7 applies scaled ratings from the
conditions assessment to the City's neighborhood
parks, and Map 8 applies a scaled rating of amenities
provided for neighborhood parks. Map 9 creates a
composite of these two maps. One limitation to using
only travelshed mapping is that the park catchment
areas do not reflect information about the level of site
development or quality and condition of the existing
amenities. This second series of maps aims to illustrate
which parks may be underdeveloped or require
additional upkeep or enhancements, which could guide
future capital planning to bring parity to existing
developed parks. The acquisition and development of
additional sites to fill known gaps will further improve
distribution and equity to parklands across the City.
DRAFT
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MOW 2022 PRO
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8.1.b
EdmondS 2022 PRO
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8.1.b
EdmondS 2022 PRO
RNAI VERSION OF
Legend LAN WILL INCLUD
O City Limits
14-m
- 1/4-mile Travelshed to City Parks APS AS 11 X17 FOR
- 1/2-mile Travelshed to City Parks ETTER READABILITY
1-mile Travelshed to City Parks Puget Sound
2-mile Travelshed to City Parks
3-mile Travelshed to City Parks
- City Parks
- Open Space & Special Use Areas
- Non -city Parks
- Edmonds School District /
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Map 4: Travelsheds for Waterfront Parks (3-miles) & Special Use Areas ('h-mile)
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8.1.b
EdmondS 2022 PRO
VERSION OF
Legend LAN WILL INCLUD
ty
1 � /4-mLimits
- 1/4-mile Travelshed to City Parks APS AS 11 X17 FOR
- 1/2-mile Travelshed to City Parks BETTER READABILITY
-City Parks Puget Sound
- Open Space & Special Use Areas
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Map 5: Travelsheds - All City Parks ('h-mile)
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8.1.b
EdmondS 2022 PRO
FiNAi VERSION OF
Legend
PLAN WILL INCLUD
O City Limits
MAPS AS 11 X17 FOR
14-m
- 1/4-mile Travelshed to City Parks
- 1/2-mile Travelshed to City Parks
BETTER READABILITY
- 1/4-mile Travelshed to Accessible Open Space & Non -City Parks P u g e t Sound
1/2-mile Travelshed to Accessible Open Space & Non -City Parks
- City Parks
ML Open Space & Special Use Areas
- Non -city Parks
- Edmonds School District
Water
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Map 6: Travelsheds - Parks & Open Spaces (City & Non -City to 1/2-mile)
SW"' 286TH ST SW
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MOW 2022 PRO
W
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188TH ST SW
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;WSW 28— ST SW
0 0.25 0.5 1 1.5 2
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Map 7: Conditions Assessment for Neighborhood Parks (Quality; 1/2-mile)
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MOW 2022 PRO
Ranae of Amenities: Limited
3
Lynnwood $
188TH ST SW
I _
;WSW 28— ST SW
0 0.25 0.5 1 1.5 2
Miles Shoreline
Map 8: Conditions Assessment for Neighborhood Parks (Amenities; 1/2-mile)
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8.1.b
EdmondS 2022 PRO
IMM
0 0.25 0.5 1 1.5 2
Miles Shoreline
r
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3
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I
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Map 9: Conditions Assessment for Neighborhood Parks (Composite; 1/2-mile)
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8.1.b
MOMS 2022 PRO
M
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3
Lynnwood $
188TH ST SW
;WSW 28— ST SW
0 0.25 0.5 1 1.5 2
Miles
Map 10: Conditions Assessment for Community & Waterfront Parks
(Quality; 1/2-mile)
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8.1.b
EdmondS 2022 PRO
RNAI VERSION OF
Legend LAN WILL INCLUD
pCity Limits APS AS 11X17 FOR
�� Range of Amenities: Good Maad.—la
Range ofAmenities: Fair
ETTER READABILITY Bai PaM
��N Range of Amenities: Limited Puget Sound
Haines wnart
- City Parks
Open Space & Special Use Areas
- Non -city Parks I
- Edmonds School District MPIaN a a
- Water
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1—STSW
soohomlen
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t
180TH STSW
3
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\ lop MTH ST SW
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� P==Id , Perk
208TH ST SW
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, 1, E mor&lVmrsh
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Be h Park City Park 000000,
01000
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Unincorporated
w Snohomish Co. PLSW
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8 Hi i,man�Park
3 � ■ � 235it{PL SW� 236TH ST SW
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0 0.25 as 1 is 2
Mi1a6 $hOrellne
Map 11: Conditions Assessment for Community & Waterfront Parks
(Amenities; 1/2-mile)
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8.1.b
EdfI ONS 2022 PRO
r
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I
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IMM
0 0.25 0.5 1 1.5 2
Miles
Map 12: Conditions Assessment for Community & Waterfront Parks
(Composite;'/2-mile)
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8.1.b
EdmondS 2022 PRO
LEVEL OF SERVICE ASSESSMENT
Service standards are the adopted guidelines or
benchmarks the City is trying to attain with their park
system; the level of service is a snapshot in time of how
well the City is meeting the adopted standards. A level
of service (LOS) review was conducted in addition
to and in support of the gap analysis as a means to
understand the distribution of parkland acreage by
classification and for a broader measure of how well the
City is serving its residents with access to parks, trails
and open space.
In the past, the City of Edmonds has used acreage per
capita and park distribution to define its standards and
measure its level of service for parks and recreation.
While adopted acreage standards have been a long-
standing traditional measure of park provision, current
trends in park system assessment utilize a broader
Figure 13. Acreage LOS comparisons from 2016 PROS Plan
and more customized analysis of how well parks are
benefitting their service area and where improvements
should be focused. In their 2008 PROS plan, Edmonds
adopted acreage per thousand population for the
target quantity of its park facilities. The same Plan also
proposed "aspirational" standards. The 2016 PROS
plan referenced both acreage standards and measured
the calculated needs for additional parkland based on
those acreage standards. The adopted 2008 standard
required that the City have 490 acres of parklands.
With the "aspirational" (2025) standard, the park
system would require 440 acres of parklands. These
two standards indicated a calculated deficit of over 230
acres. With slightly more than 200 acres in the current
City park system, these earlier standards are more than
aspirational. The 2016 PROS plan acknowledged that
doubling the size of the existing park system was not
realistic or attainable.
Regional 16.3 0.4 1.0 42.4 1.0 41.1 (24.8)
Community***
79.2
1.8
2.4
104.1
2.0
87.0
(7.8)
Neighborhood
26.2
0.6
0.6
24.9
0.7
30.4
(4.3)
Special Use***
19.8
0.5
0.6
23.6
0.7
30.4
(10.6)
Open Space
75.6
1.8
6.9
295.3
5.9
251.1
(175.5)
All parklands
217.1
5.1
11.4
490.2
10.3
440.1
(223.0)
*adopted in the 2008 PROS Plan
** "aspirational" standard from 2008 PROS Plan
*** Includes acreage from Lynndale Skate Park and Meadowdale Playfields, prorated at 50%
The previous plan combined the acreage of other "park"
facility providers to ease the pressure of meeting the
parkland acreage standard through the City's park
system alone. Sites included County and Edmonds
School District properties and raised the existing LOS
from 4.83 acres per 1,000 population to 14.08 acres per
1,000 population - an increase of 200% in an effort to
align aggregate land holdings with the standards.
A review of metrics from national data provides
additional color to the assessment. Comparisons are
provided below based on National Recreation and Park
Association (NRPA) data that reflects the current levels
of service of park agencies across the country based on
a variety of factors: population size, population density,
number of full-time equivalent employees, number of
park facilities, acres of parkland and more. The NRPA
Park Metrics data are used to compare different park
and recreation providers in communities across the
country; however, the Park Metrics database relies
on self -reporting by municipalities. Some agencies
only include developed, active parks, while others
include natural lands with limited or no improvements,
amenities or access. The comparative standards in the
table on the following page should be viewed with this
variability in mind.
A few highlights from the NRPA agency comparison
provide perspectives on Edmonds' park system. When
compared with other park agencies, Edmonds' (city-
D RAFT 77
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DRAFT s•1.b
owned) parkland acreage (5.1 acres/1,000) falls below
the lower quartile of park providers. While parkland
acreage alone should not be the sole measure of
performance, the acquisition of additional parklands
are warranted.
Looking at the provision of recreation amenities within
the park system provides another perspective on the
adequacy of park service delivery. From the NRPA
Park Metrics data, six amenities were compared with
Figure 14. Acres of Parkland from NRPA Metrics
All Agencies Pop. 20,000 Edmonds
49,999
Acres of Parkland / 000
Median Acres/1,000 9.9 9.8 5.1
Playgrounds 3,607 2,961 2,857
Baseball -youth 6,763 5,099 7,142
Softball -youth 11,287 9,891 4,761
Dog Parks 46,000 27,528 42,853
Outdoor Pools 37,569 25,402 42,853
Skate Parks 49,750 31,248 42,853
To redirect the most important efforts to creating an
equitable park system for Edmonds, an adjusted set
of parkland acreage standards is recommended.lhe
proposed adjustment to acreage standards eliminate
the acreage targets for regional and special use park
facilities. the regional classification is currently used for
waterfront sites of highly varied sizes. the classification
of regional parks from across the country typically
designates large tracts of land from fifty to hundreds
of acres in size. Since Edmonds' current use of the
regional park classification actually targets waterfront
sites, its specialized focus does not require an acreage
standard, and this Plan relabels the classification to
waterfront parks.lhe same rational applies to special
use park facilities. These sites are designated for their
specialized use which typically predetermines the
necessary acreage size for the facility.lhus, no acreage
standard is necessary or useful.
For neighborhood and community parks, an
acreage -based standard is more important and still
the median values from an aggregate of all agencies
across the country, as well as from jurisdictions with
populations in a similar range to that of Edmonds. The
comparisons indicate that Edmonds is not significantly
deficient in the recreational amenities listed. However,
several areas of Edmonds do not provide easy access to
these recreational amenities, and residents would have
to drive for access for various activities.
applicable, in addition to the application of geographic
distribution, level of park development and equity
considerations. Increasing the adopted acreage standard
for neighborhood parks from the adopted 2008 (0.58
ac/1,000) and the aspirational 2035 (0.71 ac/1,000)
standards to a more readily measurable 1 acre per
1,000 population would address the known demand
for more neighborhood parks in underserved areas.lhe
need for neighborhood park acreage would increase
from the prior standard to 16.7 acres. If the average
neighborhood park size is approximately four acres,
an additional three to five new park sites should be
targeted for acquisition.lhis quantity coincides with
the mapping analysis for existing parkland distribution.
For community parks, the acreage -based standard is
proposed as 2.25 acres per 1,000 population, resulting
in a current need for 17 acres or the equivalent of one
new community park.
78
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8.1.b
EdmondS 2022 PRO
Figure 15. New Proposed Standards for Parkland Acreage
Existing
Existing LOS
2022 Proposed
Current Need
Type of Park
Inventory
(ac.)
000
.. .
Community*
79.2 acres
1.85 acres/1,000
2.25 acres/1,000
17.2 acres
Neighborhood
26.2 acres
0.61 acres/1,000
1 acres/1,000
16.7 acres
Open Space
75.6 acres
1.76 acres/1,000
3.5 acres/1,000
74.4 acres
Totals
181.0 acres
4.22 acres/1,000
6.75 acres/1,000
107.0 acres
* Includes acreage from Lynndale Skate Park and Meadowdale Playfields, prorated at 50%
Considering the future population growth predicted
for Edmonds in 2035 (population forecast as 45,550),
the demand for community park acreage would result
in a need for 23 acres or an equivalent slightly larger
new community park. These proposed adjustments to
the acreage standards are intended to help focus future
acquisitions and development resources on the most
important park and recreation facility provision.
Figure 16. Future Park Acreage Needs using Proposed Standards
Community* 79.2 acres 2.25 acres/1,000
Neighborhood 26.2 acres 1 acres/1,000
Open Space 75.6 acres 1 3.5 acres/1,000
23.3 acres
19.4 acres
83.8 acres
Totals 181.0 acres 1 6.75 acres/1,000 1 125.3 acres
* Includes acreage from Lynndale Skate Park and Meadowdale Playfields, prorated at 50%
** 2035 population estimated as 45,550
this Plan also proposed an adjustment to the acreage -
based standard for City -owned open space from the
2008 standard (6.89 ac/1,000) to 3.5 acres per 1,000
population. This proposed adjustment reduces the
current and future acreage need to 74 acres and 84
acres, respectively. Additionally, the Southwest County
Park (118 acres) is not included in these calculations,
but this large block of wooded open space remains
available for the Edmonds community as a natural area
contributing to local quality of life for residents and
supporting the local ecology.
the proposed acreage standards for neighborhood
and community parks and open space lands would
recalibrate the combined acreage standards from the
2008 11.44 acres per 1,000 population to a more
targeted 6.75 acres per 1,000 population. As a more
attainable and strategic acreage goal, the City could
more realistically become comparable to the nation-
wide averages measured by NRPXs data on park and
recreation agencies.
the use of numeric standards is a blunt and limited
tool to assess how well the City is delivering park and
recreation services, since the numeric values alone
neglect any recognition for the quality of the facilities
or their distribution (i.e., the ease to which residents
have reasonable, proximate access to park sites). While
public ownership of a broad range of recreation lands
is crucial to the well-being of the city, the simple use
of an overall acreage standard does not match with the
citizen input received during this planning process.
Residents were particularly interested in the availability
of trails, equitable distribution of parks within a
reasonable distance from their homes, and conservation
of open space.
DRAFT 79
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DRAFT
The City's park system also was assessed using the
Washington Recreation and Conservation Office
(RCO) level of service metrics provided in their
planning manual. In reviewing the park system as a
whole, Figure 17 illustrates the current levels of service
across different performance measurements. From the
community survey results, public satisfaction of the
facilities and amenities that Edmonds provides ranked
as the strongest indicator for the park system.
Figure 17. Levels of Service with RCO Metrics (System -wide)
Public Satisfaction
Condition of Local City Parks (rated as Excellent or Good)
LOS Grade
Condition of Trails in Parks (rated as Excellent or Good)
LOS Grade
Agency -based Assessment
Condition Assessment Rating of Existing Parks (3-point scale)
76.1%
B
55.0%
D
1.27
LOS Grade B
Parkland Access (within 1/2-mile travelshed)
Percent Service Area with Access to Active -Use City Parks
48.1%
LOS Grade
M D
Parkland Access (within 1/2-mile travelshed)
Percent Service Area with Access to All Parks & Open Space
69.8%
LOS Grade
C
Trail System Access (within 1/2-mile travelshed)
Percent Service Area with Access to Recreational Trails
LOS Grade
Usage / Visitation Criteria
Frequency of Park or Trail Usage
Percent Visiting Parks at Least Multiple Times per Month 88.0%
LOS Grade A
SCALE Goad Fair Umhe•
* Note: The percentage of land area covered by service area walksheds is a proxy for the population within the
residential portion of the City.
In addition to readjusting the City's adopted standards
to more focused and realistic targets, this PROS plan
also evaluated the geographic distribution of parks.
The assessment of park distribution (as in the previous
park plans) recognized that the most prevalent gaps
in individual park service areas was in the south and
east of the City. This translates to the highest need for
walkable parks to be located in South Edmonds and
along the residential proximity to the SR 99 corridor.
The gap analysis conducted for this updated PROS
park plan reinforces the findings from the 2016 plan
to direct the need for additional park acreage as well as
new park location targets.
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PARKS ASSESSMENT SUMMARY
Assessing physical conditions within each park facility,
mapping distribution of existing parks, measurements
of park acreage and comparing park amenity provision
represent four methods for assessing the park system.
To refine the access and equity of a park system even
further, a look at the types and quantities of outdoor
recreation offerings generates additional considerations,
Comparing size and amenities in each park helps
weigh the need for enhancing existing park sites, in
addition to adding new parks. Each existing park
has a variety of recreational amenities and do not
offer equal values in outdoor recreation. For example,
Hickman Park at 5.6 acres (compared to Mathay
Ballinger Park with 1.82 acres) provides significantly
more amenities for play, gathering, walking and sports.
While both parks are classified as neighborhood parks,
their contribution to meeting local, neighborhood
park needs is not the same. Parks with less land and
fewer amenities should be considered as targets for
expansion through adjacent land acquisition or, at least,
enhancement with additional amenities.
Hazel Miller Plaza
Photo credit: Chris Walton
The City also should consider other factors for serving
the current and future population of Edmonds,
including:
■ Park pressure, or the potential user demand on a park:
Residents are most likely to use the park closest to
their home. This measure uses GIS analysis to assign all
households to their nearest respective park and calculates
level of service (in acres of parkland per 1,000 residents)
based on the acreage of the park and the number of
residents in the `travelshed'. Areas with lower levels of
service are more likely to be underserved by parkland and
to see higher degrees of use and wear and tear on park
amenities.
■ Availability of park amenities: Park systems should
include an equitable distribution and quantity of the
most common amenities like playgrounds, picnic shelters,
sports courts, sports fields and trails to meet local needs
and help distribute the potential usage of individual parks.
Working to provide well -distributed basic park amenities,
while also offering unique outdoor experiences, will
result in a varied park system with a range of different
recreational opportunities for residents.
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OPEN SPACE
The Edmonds community is fortunate to have retained
several significant natural areas across the City.
Approximately 75 acres of open space are owned and
managed by the City, in coordination with the acreage
of developed parks. These open space properties include
forested lands, waterfronts and wetlands across 13
different sites.
The open space classification distinguishes natural
lands from parks developed for active recreation and
other highly managed landscapes. Open space may
refer to public properties that are exclusively natural
areas or portions of larger parks that are managed as
natural areas. These open space lands are managed to
preserve, restore, and conserve ecosystem functions,
native vegetation and wildlife habitat. Open space
properties are undeveloped, primarily left in its natural
form, and are managed to retain or enhance natural
or scenic resources. However, open space may include
trails or interpretive signs, along with modest support
amenities such as parking or restrooms.
Figure 18. City -owned Open Space
Edmonds Marsh
24.21
Haines Tidelands
0.44
H.O. Hutt Park
4.53
Maplewood Hill Park
13.27
Meadowdale Natural Areas
1.07
Olympic View Open Space
0.49
Pine Ridge Ext (SW)
1.14
Pine Ridge Park
25.33
Seaview Reservoir
1.31
Shell Creek Open Space
1.42
Wharf Street
0.12
Willow Creek Park
2.25
Total Open Space Acreage
75.58
Large Open Space Properties
The City manages several sizeable open space
properties. At more than 10 acres, significant habitat
for wildlife and a quiet experience for park visitors
is buffered by nature from the surrounding urban
environment. These open spaces include Maplewood
Hill Park, Edmonds Marsh and Pine Ridge Park, as
well as portions of Yost Memorial Park. These large
open space areas contain a variety of distinct habitats,
such as wetlands and creeks, adding to the diversity of
plant species they host. Some of these open spaces also
include developed trail systems, serving as recreation
opportunities and valuable pedestrian connections for
local streets and neighborhoods.
Smaller Open Space Properties
Smaller open space areas, ranging from less than
one acre to five acres, are distributed across the
City. Though small, these pockets of natural area
serve as refuges for wildlife traveling between larger
forested areas, and in some cases, provide modest trail
segments. Several of these areas have no developed site
improvements or trails and are managed exclusively
as natural area set -asides and to preserve or enhance
their ecosystem functions. Some of the small open
spaces include H.O. Hutt, Shell Creek Open Space
and Haines Tidelands. Development of these sites
for public recreational use, including the construction
of trails, may be limited, or restricted by natural
characteristics of the land, including steep slopes,
wetlands and other features.
Edmonds Marsh
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LAND CONSERVATION
Many of the public lands that the City owns and
manages host unique, high -value landscapes. These
areas are prioritized for acquisition, conservation and
restoration activities to ensure that they continue to
thrive and provide their distinct ecosystem functions
and benefits. High -quality waterfronts, woodlands and
wetlands are all vital to preserving Edmonds' diversity
of habitats. Providing safe public access to and within
these areas needs to be carefully balanced with the
crucial goal of environmental stewardship and natural
habitat protection.
Forest Lands
The City is fortunate to have acquired and protected
several forested open spaces, such as Maplewood
Hill Park and Pine Ridge Park. Protecting existing
forested lands and restoring the native forest within
public ownership will continue to provide habitat
value, stormwater reduction services and urban heat
reduction. Ongoing monitoring and management of
these forest lands will be necessary to control invasive
vegetation, maintain native plant communities and
accommodate appropriate recreational access and
usage.
the City adopted its Urban Forestry Management
Plan in 2019 to take an active role in preserving and
enhancing the value of canopy trees on public lands.
Park operations and volunteer activities can work to
implement aspects of the forestry plan through native
tree planting, environmental education programs,
public planting and stewardship events and interpretive
signage.
Edmonds residents also benefit from an additional 140
acres of public open space within city limits provided at
Meadowdale Beach Park and the Snohomish County
Park. While these two sites are not under the City's
ownership, the ecosystem benefits and habitat values
offered by these two sites contribute to the greater
network of open space lands in Edmonds.
Waterfronts
Edmonds extensive shoreline offers unique experiences
where public waterfront provides access. This special
connection to open water expands on the concept of
open space, and Edmonds waterfront parks contribute
to the open space experience, while also providing
other park -like amenities. Acquiring additional public
access to the waterfront (marine and freshwater)
continues to be a priority for the City to capture and
protect the value of its shorelines and aquatic habitat,
while allowing more access to beachfront recreation.
Wetlands
The City code also protects and regulates wetlands
in Edmonds. the City's open spaces include several
wetland areas, such as the Edmonds Marsh and
Willow Creek Park.lhese areas continue to be a high
priority for protection and restoration efforts, and low
lying properties with prevalent wetlands can provide
valuable stormwater management and flood control
functions. Generally, they represent fragile ecosystems
that host unique plant communities and serve as a
valuable habitat for many animals, including bird and
amphibian populations. These areas should be included
in future open space management and acquisition
planning.
Riparian Conservation & Trail Corridors
Beyond the larger tracts of natural lands to be acquired
for open space, the City can look to linear corridors
along drainage ways and stream corridors as targets
for acquisition. Such riparian habitats benefit from
conservation and restoration to ensure adequate
forest canopy and can be compatible with connecting
trail alignments. Open space and trail corridors are
important components to creating the connectivity and
walkable networks being sought by residents.
SERVICE STANDARDS
One primary goal of having an open space acreage
standard is to inform the need for investments in
local natural areas; however, a City -only accounting of
open space lands underrepresents the total amount of
open space land protected within Edmonds. As noted
above,140 acres of public open space are provided at
Meadowdale Beach Park and the Snohomish County
Park, which are within city limits. If these sites were
included in the level of service calculation, the City
would have 217 acres of open space and 5.07 acres
per 1,000 population — a significant increase from
the City -only level of service of 1.76 acres per 1,000
population.
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The proposed acreage standard for open space focuses
on only City -owned properties and is adjusted to
3.5 acres per 1,000 population (from the 6.89 acres
per 1,000 from the 2016 PROS Plan). The proposed
adjustment is intended to re -align the planned
target acreage to a more attainable acreage, in terms
of potential land areas to pursue and the financial
resources to secure them. At this proposed standard,
the current need is calculated as an additional 74.4
acres of open space, which would increase to 83.8 acres
by 2035.
While numerical planning standards are common
for helping to determine a desirable number of parks
per population, they do not translate easily to natural
areas because of the uniqueness of the land base itself.
The acquisition, acceptance and inclusion of future,
protected natural areas will strengthen and expand the
broader network of public open spaces, and the priority
should be focused toward those lands that expand
ownership of adjacent City -owned properties or to
ensure sufficient property is available to accommodate
public access, water access and future trail connections.
As stated in the goals and objectives, Edmonds
should plan to cooperate with County, neighboring
jurisdictions, and organizations to identify and protect
natural lands. Engaging the Snohomoish County
Conservation Futures funding program can help
support acquisition efforts.
H.O. Hutt Park
STEWARDSHIP
With existing open space lands as well as natural
areas within developed parks, the need to plan for
the management and stewardship of these natural
environments will be ongoing. Volunteers already
contribute to some limited trail maintenance
and vegetation management in some parks and
programming. More emphasis on (or formalized)
volunteer programming could capture a stronger level
of participation in park stewardship and contribute
to needed vegetation management, trail maintenance,
park and natural area restoration planting and
environmental education programming.
The management of landscapes in City parklands,
whether formal plantings in developed parks or diverse
forest ecosystems in open spaces, requires continual
attention and an investment of significant resources
to properly steward and maintain the living landscape.
Regardless of the use of these landscapes, the desired
outcomes are the same — to sustain healthy, thriving
plant communities.
Past practices and traditional horticultural methods
to achieve this goal have become less reliable in recent
years. Changes to the Pacific Northwest climate
have increased summer heat and drought, causing
more stress for mature and establishing plants. This
change has been accompanied by a shift toward more
sustainable landscape maintenance practices, reducing
potential impacts on the surrounding environment and
its inhabitants.
Water Conservation
Despite the rainy winters, water is not an unlimited
resource in the central Puget Sound region, and
summers are expected to get hotter and drier as climate
change intensifies. It is increasingly likely that not
just voluntary, but mandatory, water conservation
measures will become necessary on occasion to preserve
supplies for the most critical uses, such as domestic
consumption.
In landscaped areas where shrubs and trees rely on
some summer water, maintenance staff have adjusted
the irrigation systems to water before sunrise to reduce
water waste and maximize plant uptake. Depending
on the landscape, watering also may need to be shifted
to a deeper and less frequent watering schedule to
reduce evaporation and encourage plants to root more
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deeply. In addition to reducing irrigation volumes
and frequency, the City should consider shifting to
planting more drought -tolerant species and schedule
the majority of new plant installations in the early
part of the rainy season to maximize root growth and
establishment before the onset of the dry season.
Plant Selection
Selecting appropriate plants species for park landscapes
is the source of a great deal of discussion, both on
the local and regional scale. While drought -tolerant
plants will be better able to establish in the short
term, consideration is also given to how well newly
established plants will survive in the long term. In
recent years, cities across the Pacific Northwest have
seen many mature native trees decline and die in recent
years, unable to adapt quickly to the increased summer
temperatures and lack of summer moisture. Plant
selection for tree replacements or renovations that
consider the anticipated climate in 10-50 years will be
more likely to create resilient, mature landscapes that
can better transition to warmer, drier conditions.
In natural areas generally replanted with trees and
shrubs native to the immediate area, staff should begin
selecting new plants from seed zones that reflect the
greater Seattle area's projected climate. This focus on
plant provenance (the original geographic source of
seed, pollen, or propagule) will allow staff to plant the
same native species better adapted to future conditions.
In addition to considering the climate in the selection
of plants for developed parks, other factors must also
be considered, including the mature size of the tree
or shrub, any known pests or diseases that may affect
the species, and how a fully developed root system will
interact with nearby paved surfaces.
Invasive Species Management
The control of invasive species is a critical element of
the restoration process and essential in maintaining
a healthy natural landscape. Many invasive and non-
native species exhibit strong adaptability to Pacific
Northwest environments and displace native species,
especially within the disturbed landscapes proximate
to urban development. Going forward, the City will
need to expand resources to manage invasive species
and enhance partnerships to help with these efforts.
Also, while removal efforts may be ongoing, those
sites cleared of invasives will require continuous
monitoring and intervention to reduce or limit the
re-establishment of the invasive plants. Through proper
management of public open spaces and natural areas,
the City and its partners can maintain and enhance
its open space areas and the critical ecosystem and
community benefits they provide.
Stormwater Management
The Pacific Northwest region is experiencing more
severe rainstorms due to climate change, and more
of that rain is falling on impervious surfaces: roads,
parking lots and rooftops. This untreated surface
water runoff is a source of contamination along the
Puget Sound, Lake Ballinger and in other riparian
and wetland areas, impacting both people and wildlife,
especially salmon populations.
State requirements for surface water management
are becoming more stringent and costly for both
developers and the City. Runoff volumes, peak
stream flows and local flooding can be reduced by
incorporating trees into stormwater management
planning, lessening the need for expensive detention
facilities (e.g., catch basins) and the cost of treatment
to remove sediment and other pollutants such as lawn
chemicals. Green infrastructure is far more cost-
effective than grey infrastructure.
Using open space and forested landscapes to capture
stormwater runoff encourages infiltration into the
soil, prevents excessive streambed erosion and reduces
sedimentation in major waterways. In addition, a
healthy tree canopy increases carbon sequestration
potential, encourages local biodiversity and enhances
overall environmental resilience by reducing heat island
effects and offering cooler, shaded air.
DRAFT
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OPERATIONS & MAINTENANCE
the City of Edmonds Department of Parks,
Recreation, Cultural Arts and Human Services
provide a wide range of valued community services to
its residents. From managing the park facilities and
natural areas to programming recreational activities
and facilities and enhancing the arts in Edmonds,
the Department works to give special character to
Edmonds for its residents and visitors.
Parks operations manage and maintain 34 developed
parks within the total 47 open space, cemetery,
and park facilities in the 230+ acres of city -owned
inventory. "Ihe park maintenance division also
maintains all the seasonal hanging baskets (60+) and
the 91 individual corner flower beds in the downtown
area. Seasonal workers are trained annually to care for
these city beautification assets. Capital repairs and
amenity replacements are mostly handled in-house.
The number of facilities maintained by the Parks
Maintenance Division is well above the average for
park and recreation providers across the country (see
NRPA comparisons on following page).
On a daily basis, Parks Maintenance maintains
six waterfront beach parks, a fishing pier, and 40
community, neighborhood, special use and open space
parks. General maintenance includes trash and litter,
City restroom cleaning and sanitation, irrigation,
and vegetation maintenance including mowing,
hazard tree maintenance and removal, trimming and
landscape bed upkeep for all City owned landscapes.
Parks also maintains the Veterans Plaza located at
Public Safety complex, Dayton Street Plaza, Frances
Anderson Center Bandshell, and Hazel Miller Plaza.
Parks maintains Yost Pool and City Park Spray Park
from May thru September which is a key asset for
this community. The Park Maintenance division is
responsible for preserving, maintaining and upgrading
all playground structures and equipment as needed.
The Parks Maintenance crew maintains the Street
Trees and all City -owned baseball and soccer fields in
order to keep up with the high demand of organized
youth sports. Parks also assists with numerous City
events such as the Edmonds Arts Festival, 4th of July,
Taste Edmonds, Wenatchee Youth Circus, Concerts
in the Park, Hazel Miller Plaza concerts, Oktoberfest,
Anderson Center Egg Hunt, Downtown Christmas
Tree Lighting and many more small events. The parks
maintenance group has characteristically been well -
versed in park facility stewardship and care.
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OPERATIONS COMPARABLES
To assess how Edmonds' park and recreation provision compares with
other agencies and jurisdictions in terms of capacity and readiness for
future growth, a series of benchmarks were evaluated with national and
regional performance metrics.
National Park & Recreation Agency Comparisons
the National Recreation and Park Association (NRPA) 2020 Agency
Performance Review provides some park metrics that offer perspectives on
the Edmonds park system and its operations division. Selected findings
from their benchmarking tool can help reveal any disparities with park
acreage, population size and park operations staffing levels.
An overview of NRPA agency performance metrics can reveal how
Edmonds compares as a park system to other park and recreation providers
across the nation. Edmonds' level of service (6.1 ac/1,000) falls below the
median (9.6 ac/1,000) but above the lower quartile (5.4 ac/1,000) for total
parkland acreage as the typical agency in jurisdictions with populations
ranging from 20,000-49,999 residents.
Figure 19. NRPA 2020 Agency Performance Metrics Using Edmond's City -owned Park Facilities
Number of Parks
20
34
Park Acres
437.1
129
Parks & OS Facilities (# sites)
27
47
Parks, Open Space & Non -parks Acres
530
- 262
Residents per Park
2,281
1,963 1,260
Acres Parkland/1,000 Residents
9.9
9.6 6.1
Miles of Trails
11
8.5 7.4
The typical agency has one park for every 2,281 residents. The number of
people per park rises as the population of the town, city, county or region
served by an agency increases. Within the similar population category of
20,000-49,999, Edmonds' 1,260 residents per park falls below the median
1,963 residents/park but just above the lower quartile of 1,233 residents per
park across the country.
Figure 20.2020 NRPA Agency Performance Metrics Comparison
Park & Rec FTEs*
P&R FTEs/10,000 Residents
Annual Operating Expenditures
Operating Expenditures/Capita
Operating Expenditures/Parkland Acre
41.9 27.3 27.5
8.1 8.9 6.4
$4,342,495 $2,885,847 $4,682,914
$81.19 $95.34 $109.28
$7,160 $8,522 $17,874
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Looking across the spectrum of park and recreation
providers, Edmonds' 27.5 FTEs are close to the 27.3
FTE-median for jurisdictions with 20,000-49,999
residents. Note that this FTE comparison is using both
park operations and recreation facilities employees. The
2020 NRPA Agency Performance Review reported
that the typical park and recreation agency dedicates
44% of its annual operating budget to the management
and maintenance of parks and open space and 43% on
recreation programming and facilities.
ASSET MANAGEMENT & LIFE CYCLE
PLANNING
As part of park operations, the management of physical
assets requires ongoing, proactive planning to capture
cost efficiencies. Tracking repairs, maintenance tasks,
routine operations and seasonal work can help predict
the needs for future labor resources as the system
grows. This PROS Plan recommends developing a
detailed list of the assets at each park facility site and
evaluating asset conditions annually. This task creates a
framework for long-term management of the Edmonds
park system. Detailed inventories with conditions
tracking will help predict replacement needs, monitor
safe use, and assist in assigning maintenance frequency.
While Edmonds has relied on skilled professional staff
to monitor and repair many of its park assets, having
a long term predictive model can facilitate budgetary
planning for future needs.
Most built park amenities have limited lifespans.
Buildings, play equipment, pavement, etc. can be
tracked from installation dates. As repairs are needed,
those assets can have predictable replacement dates
that are added to the capital facilities program.
Life -cycle planning can help avoid extra time spent
repairing outdated amenities and foster more cost
effective labor resource use.
Beyond managing park assets to ensure a safe and
enjoyable park infrastructure, the asset management
system can be utilized to track more accurately the
labor hours required to perform the many tasks
involved in caring for park facilities. Active tracking
can much better predict the ability to reach targeted
levels of service for keeping parks clean and in good
condition.
Invasive Species Management
The control of invasive species is a critical element
in the stewardship of open space lands to ensure
their continued conservation values and ecosystem
services. An active invasive species control program is
also necessary to ensure that the City is meeting the
requirements of RCW 7.10 Noxious Weed regulations.
This may involve direct control measures for known
and identified noxious weed problems, pre -construction
prevention of noxious weed spreading, and evaluating
new parkland or conservation land noxious weed
coverage. Open space properties such as Edmonds
Marsh have some invasive plant species concerns.
Park properties with large natural areas such as Yost
Memorial Park contains invasive weed populations.
Some park perimeters abut natural areas with
significant Himalayan blackberry populations.
Capital Repairs Program
Following on a program of asset management tracking
and life -cycle planning, a regular capital repair program
should proactively address minor repairs and help
extend the life of some amenities. When existing
staffing is stretched to its limit, park agencies must rely
more heavily on outside contractors for implementing
even the small capital repair projects. Without
adequate staffing, a backlog of needed maintenance
and repairs usually exists. With a sufficient skilled
labor force, the City can capitalize on using existing
staff resources to complete the smaller capital repair
projects during off-season capacity. The Edmonds parks
maintenance division has been capable of performing
a number of in-house capital repairs for park facilities
and should continue to weigh what tasks should be
out -sourced and what is within staffing capacity.
In -House vs. Outside Contractors
Park and recreation agencies throughout the country
should continually weigh the costs of service provision
through internal staffing versus external contracts.
Full-time staffing weighed against seasonal resources
should explore the off-season workload, training time
for new part-time seasonal employees, the availability
of seasonal labor and the specialized skill sets for some
types of operations. One-time projects and specialized
repairs and renovations may require outside contractors
while some park agencies have enough trained in-
house staff to accomplish smaller capital projects.
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STAFFING NEEDS
The assessments and comparisons of Park Maintenance
staffing indicates that Edmonds may be capable of
handling the maintenance of its park system. However,
the recommendations for Edmonds propose additional
parkland and open space acquisitions for the near
future. Additional developed park facilities are needed
in the southern areas of the City and along the SR 99
corridor. More open space would provide beneficial
ecosystem services and protect Edmonds' natural
resources. With more parkland, an increase in park
maintenance staffing will be necessary.
While an asset management tracking system could
provide the most accurate predictions that would be
specific for labor needs for the Edmonds park system,
some measurements from composite park staffing
references may shed light on approximate future
staffing needs. Compiled from a series of other park
providers, the table below offers some estimated labor
needs for several types of planned park facilities.
Figure 21. Park Performance from Park & Rec Providers
Open Space Lands 15 120 acres/year
Neighborhood Parks (average 4 acres) 150 3-4 parks/year
Community Parks (average 20 acres) 110 0.75 parks/year
Special Use Parks (highly varied) 150 size dependent
When a typical neighborhood park is fully developed
and averages about 4 acres of developed amenities,
one full-time employee could be expected to provide
adequate maintenance services for four neighborhood
parks. Tasks include litter control, mowing, landscape
maintenance, playground inspections and would
assume time for travelling to and from each park. With
predicted greater acreage and higher expected levels of
public use, a newly added community park may require
more than one FTE to provide the expected level of
service. Special use areas like the waterfront spaces and
new active sports fields generally accommodate large
and repeated numbers of users, generating more wear
and tear and triggering higher litter control needs.
These highly visible and important public spaces will
continue to need special attention from parks crews.
The six -year capital facilities plan should be
coordinated with the planning and budgeting of
future staffing resources to coordinate the growth of
Edmonds' park system.
DRAFT
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CHAPTER 7
REC
The recreation facilities and services available within
the City of Edmonds are a major community asset
and support the physical, mental and social health of
community members.
More opportunities for neighborhood nature walks (small, quiet gatherings of an
educational nature) forest bathing" or forest therapy" for example, bird and plant
identification and understanding.
Virtual Public Meeting Participant
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RECREATION TRENDS
Various resources have been
assembled and summarized to
offer a comprehensive overview of
current recreation trends, market
demands, and agency comparisons.
The following national and state
data highlights some of the current
trends in recreation and arts and
may frame future considerations in
program and activity development.
Additional trend data is provided in
Appendix F.
■ Seventy-seven percent of
respondents to the American
Engagement with Parks Survey
indicate that having a high -quality
park, playground, public open space,
or recreation center nearby is an
essential factor in deciding where
they want to live. (l)
■ Nearly all (93%) of park and
recreation agencies provide
recreation programs and services.
The top five most commonly offered
programs include holiday or other
special events (65%), educational
programs (59%), group exercise
(59%), fitness programs (58%), and
day or summer camps (57%). (z)
■ Just over half of Americans ages 6
and older participated in outdoor
recreation at least once in 2019,
the highest participation rate in
five years. (Note: This trend may
be higher in 2020 and 2021 given
the impacts of the COVID-19
pandemic.) The number of outings
per participant declined, however,
in 2019 continuing a decade -long
trend and resulting in fewer total
recreational outings. (3)
■ Youth aged 6 to 17 were active
outside far less in 2019 than in
previous years; the average number
of outings per child dropped 15%
between 2012 and 2019. (3)
■ Nearly all park and recreation
providers in the U.S. experienced
declines in revenue in 2020 due
to the COVID-19 pandemic. As
early as May 2020, most providers
had to close facilities temporarily
in accordance with health and
safety directives. Nearly half of the
providers also furloughed or laid off
staff due to the funding and facility
impacts of the pandemic. (4)
■ When it comes to costs and
revenues, the percentage of costs
recovered depends on the type
of organization. On average,
respondents to the 2020 Managed
Recreation Industry survey said
they recovered nearly 50% of
their operating costs. Only a few
facilities reported that they covered
more than 75% of their operating
costs via revenue. For public
organizations, 45% of costs are
recovered, up slightly from 42% in
2019. (4)
■ Research from the US Bureau of
Economic Analysis shows that arts
and culture drive 4.2% of the US
gross domestic product (GDP),
generating $736.6 Billion in 2015.
In Washington State, this sector
beats the national GDP, providing
7.8% of the State's GDP. Both in
Washington and nationally, arts and
culture surpass construction and
education services in contribution to
GDP. (s)
■ 28% of the nation's approximately
4,500 Local Arts Agencies
(LAAs) are government agencies,
departments, programs, facilities,
or other associations. Of those
LAAs, 80% are affiliated with
municipalities. LAAs promote,
support, and develop the arts at the
local level, ensuring a vital presence
for arts and culture throughout
America's communities. (6)
Pools, fountains, other
water features will become
increasingly essential as hotter
weather during the summer
becomes more prevalent with
climate change.
- Virtual Public Meeting Participant
■ 84% of LAAs present their own
cultural programming to their
community. These programs
include after -school arts education
programs, public art, free concerts in
the park, exhibitions, heritage and
preservation efforts, festivals, and
special events. (6)
■ People who say their neighborhood
has easy access to quality arts and
cultural activities tend to be more
satisfied, identify more with local
lifestyle and culture, and invest
more time and resources in their
communities. (')
Sources:
(1) American Engagement with Parks
Survey (Need date)
(2) 2020 NRPA Agency Performance
Review
(3) 2020 Outdoor Participation Report
(4) 2020 State of the Industry Report
(5) US Bureau of Economic Analysis, 2015
(6) AFTA 2020 LAA Profile http://surveys.
americansforthearts.org/r/391676_60549
cd4741a42.54488835
(7) Knight Foundation Community Ties
survey Community-Ties-Final-pg.pdf
(knightfoundation.org). Builds off Soul of
Community Longitudinal Study (2008-
2010) conducted by the Knight Foundation
found key drivers of community attach-
ment to be social offerings, openness, and
aesthetics. https://knightfoundation.org/
sotc/overal I -findings/
DRAFT
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According to 2020 Outdoor Participation Report
published by the Outdoor Foundation, just over half
of Americans ages 6 and older participated in outdoor
recreation at least once in 2019, translating to a total
of 10.9 billion outdoor outings — a 12% drop from
the 2012 high-water mark of 12.4 billion outings.
Participation in outdoor recreation, team sports and
indoor fitness activities vary by an individual's age.
Figure
22. 5-Year Change in Outdoor Recreation Participation by Major Activity (2020 Outdoor Participation Report)
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Recreation Management magazine's 2020 Report
on the State of the Managed Recreation Industry
summarizes information provided by a wide range of
professionals (with an average 22.3 years of experience)
working in the recreation, sports, and fitness industry.
Given the emerging COVID-19 pandemic, Recreation
Management also conducted a supplemental survey
in May 2020 to learn about both the impacts to the
industry and what mitigation steps organizations were
taking in response.
Regarding program options, respondents from
community centers, park departments and health clubs
reported that they plan to add programs over the next
few years. The ten most commonly planned program
additions include:
1. Fitness programs (24% of those who have plans to add
programs)
2. Group exercise programs (22.4%)
3. Teen programs (22%)
4. Environmental education (21.8%)
5. Day camps and summer camps (20.9%)
6. Mind -body balance programs (20.5%)
7. Programs for active older adults (18.1%)
8. Special needs programs (17.9%)
9. Holidays and other special events (17.4%)
10. Arts and crafts (17%)
Addressing the COVID-19 pandemic required
many respondents to either put programs or services
on hold (82%) or cut programs or services entirely
(34%). Additionally, many respondents have had to
rethink their programming portfolios. Two-thirds
of respondents (67%) had added online fitness and
wellness programming as of May 2020, 39% were
involved in programs to address food insecurity, and
one in four was involved in programs to provide
educational support to out -of -school children.
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EdmondS 2022 PRO
LOCAL PERSPECTIVES
Local recreation demands and needs were explored
through a variety of public engagement to gather
feedback on strengths and limitations of existing
recreation programs and resources available to
Edmonds residents. Public outreach included a
community survey and two virtual public meetings
to explore priorities and opportunities to enhance
recreation programming.
Community Survey
the community -wide surveys (mailed and on-line)
conducted from May to August, 2021 included several
questions related to recreation programs and activities.
Respondents expressed a greater need for community
events (56%) and program and activities geared toward
youth. In particular, respondents had a higher interest
in outdoor programs such as environmental education
(46%), youth day camps (41%) and youth sport
programs (40%). Respondents between 20 and 44 and
those with children in the household were more likely
to state a strong interest for outdoor programs, youth
sports, teen and youth programs. Consistently high
need was noted across all age groups for community
events.
Figure 23. Sentiment Toward the Availability of Recreation Program Options
Community events, such as the Concerts in the
Park or outdoor movies
Outdoor programs, including Beach Rangers or
environmental education
Youth programs, such as summer day camps, arts
or gymnastics
Youth sports programs and camps
Adult classes, such as arts, music, fitness or
wellness
Teen activities, such as game nights, trips or
camps during school breaks '
Family programs, such as scavenger hunts
Adult sports leagues, such as volleyball, pickleball
or softball
■ More Needed
E-sports leagues
0% sor
■ Current Offerings are Adequate
Respondents were asked to rank a list of potential
recreation, park and open space investments that
included hypothetical relative costs as indicated by the
use of dollar symbols (8) for each system investment.
When force -ranked against other potential park and
recreation system improvements, support for building
a new aquatic center ranked fourth out of six choices,
with 43% of respondents identifying it as a top or high
priority. Respondents to the online -only survey ranked
building a new aquatic center more favorably than the
mail survey respondents.
Given a choice between raising taxes to develop an
amenity in Edmonds versus not having such a facility
in the city, slight majorities supported more taxes for
two of five amenities tested: buying additional parks
for conservation and open space (64%) and building an
aquatic center (53%). However, and aside from buying
additional park for conservation, building an aquatic
center was the only other option for which more than
half of respondents with children supported raising
taxes.
Virtual Public Meetings
42.6%
As part of the first virtual public
meeting in July, attendees were
52.6%
'
asked a series of polling questions as
56.4%
a way to capture current sentiment
and interests. Regarding community
57 8%
events, a strong majority of
attendees (82%) indicated interest
60.
in smaller, more intimate events,
such as outdoor movies, Uptown
Evening Market, and Hazel Miller
Plaza summer concerts.
During the second virtual public
meeting in October, another polling
question explored community
events, a topic that was revealed
Z00%
as a top interest in the community
■ Fewer Needed
survey and the first public meeting.
Q
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Consistent with the first public meeting, the strongest
response (41%) for types of events to be pursued was
adding more small, neighborhood -focused events such
as concerts in local/neighborhood parks.
Also, the future direction of Yost Pool was explored in a
polling question that asked what the focus/scale should
be if the City were to replace the pool with a new
aquatics facility. Given the choices of local or regional
and indoor or outdoor, the overwhelming majority
chose local -scale (76%) with those poll responses split
between indoor (39%) and outdoor (36%) pool options.
RECREATION FACILITIES
The City of Edmonds hosts recreation and arts and
culture programs in its parks and in several municipal
buildings, most notably the Frances Anderson Center.
The day-to-day management, ongoing maintenance,
and long-term reinvestment in City facilities are
crucial to the success of Edmonds'recreation programs.
Additionally, efficient scheduling and use of the
facilities ensures that cost recovery, diversity, equity and
inclusion, program vitality and other goals are met.
Frances Anderson Center
The Frances Anderson Center is the "home" of the
majority of Edmonds Parks, Recreation & Cultural
Services programming. The Center has classroom
spaces, a drop -in weight room, a gymnasium and
dedicated gymnastics space. The Frances Anderson
Center also houses six tenants who provide a wide
range of activities that augment and enhance the
Department's mission, including a ballet school, youth
sports club, Montessori preschool and sculpting studio
space.
Meadowdale Clubhouse
The Meadowdale Clubhouse serves as the location
for the City's Meadowdale Preschool program. The
clubhouse is also available for rent, and amenities
include a kitchen, fireplace, restrooms and an outdoor
fenced playground.
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Yost Pool is located within Yost Memorial Park and is
an outdoor, 25 meter by 25 yard pool and spa. The City
recently decided to keep the pool open year-round to
extend the outdoor aquatics season.
Waterfront Center
The new Edmonds Waterfront Center is a 26,000
square foot regional community center that replaced
the old Edmonds Senior Center building. The
Waterfront Center is not operated by the City, and
through a land use lease, the Recreation & Cultural
Services division programs space at this facility for
recreation programs and classes.
The City also uses Edmonds College facilities for
volleyball leagues and City of Lynnwood facilities
for softball leagues. Going forward, the City should
continue to coordinate with the other facility and
program providers in the greater Edmonds area, such
as the Edmonds School District, Edmonds Boys and
Girls Club, Dale Turner YMCA, Sno-King Youth
Club, and the cities of Lynnwood and Mountlake
Terrace, among others, on program offerings and
scheduling.
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EdmondS 2022 PRO
RECREATION PROGRAMS
Programming Classifications
The categories below represent the major areas of focus
for current Edmonds recreation programs. Program
lists are based on a review of program offerings for
2018-2021, that were provided by the Department.
Figure 24. Existing City Programs by Classification
Sports Youth
Kidz Love Soccer, Skyhawks Soccer, UK Elite Soccer, Preschool Gymnastics, School -Age
Gymnastics, Skyhawks Summer Sports Camps, Steel Soccer Summer Camps, Gymnastics
Outdoor Camp
Adult
Pickleball Clinics, Pickleball Leagues, Sr.Softball, Co -Ed Softball, Women's 4-on-4 Volleyball
Leagues, Co-Rec Volleyball Leagues, Basketball 3-on-3
Fitness Youth
Taekwando, Kendo, Girls on the Run
Adult
Sustainable Weight Loss & Wellness, Feldenkrais, Taekwon-Do, Kendo, Circuit Training,
Strength & Endurance Interval Training, Intro to Fitness, Yoga, Tai Chi, Qigong, Essentrics,
Personal Fitness Training, Pilates Yoga Fusion, Zumba
Cultural Arts Youth
Drama Kids, Adventures in Art/Drawing/Anime, Custom Art Holiday Cards, Art Camp, Fine
Art Day Camps for Teens, Incrediflix Animation, Digital Photography Kids Camp, Steel
Band, Kindermusik, Fun Factory, Beginning Watercolor
Adult
Steel Band, Ukulele Class & Open Jam Sessions, Studio Photography Workshop, Ballroom
Dancing, West & East Coast Swing Dancing, Nightclub Two Step Dancing, Clogging, Plein
Air Drawing, Beginning Watercolor, Oil Painting, Ukrainian Egg Decorating
Aquatics Youth
Swim Lessons, Swim Team, Family Swim
Adult
Family Swim, Lap Swim, Water Walking
Education Youth
Meadowdale Preschool, Little Fishes Preschool Prep, Babysitting Basics, Play -Well STEM
camps, Online Writing, Virtual Homework Tutoring, Reading Funny Stories, Creative
Writing, Mad Science Camp, Cursive for Kids
Adult
Creative Writing, Writing Labs, ESL Tutoring,
Specialty / General Interest Youth
Cake Decorating, Etiquette Young Ladies & Gentlemen
Adult
Spanish Language classes, Canine Obedience, American Mahjong, Genealogy, Zentangle,
Personal Finance, Healthy Living
Special Needs
Special Events
Taste Edmonds, 4th of July parade and fireworks, Edmonds Arts Festival, Edmonds Classic
Car Show, Sweetheart Dance, Health & Fitness Expo, Best Book Poster Contest, Watershed
Fun Fair, Concerts in the Park, Outdoor Movies, Moonlight Beach Adventure, Bird Fest,
Write on the Sound, Walkable Main Street, Hazel Miller Plaza summer concerts, Uptown
Evening Market, Farmers Market, Celebration of Lights, Easter Egg Hunt, Spring Fest, Egg
Hunt, Tree Lighting
Outdoor Education Youth
Junior Beach Rangers, Discovery Days Spring Camp, Discovery Outdoor Beach Camp,
Discovery Outdoor Nature Camp, Junior Naturalists Outdoor Nature Camp, Sunset Bay
Beach Camps
Adult
Beach Ranger Program, Bird Fest Guided Walks, Intro to Bird Photography, Backyard Bird,
Low Tide Beach Walks, Forest Walks, Starlight Beach Walks
Seniors
Senior-specifc programs provided by the Senior Center
Self -Directed Youth
Scavenger Hunts
Adult
Open Gym Drop -in, Weight Room
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Programs Available by Age Groups
Below is listed the basic program categories that are
available for different age groups.
Figure 25. Segmentation of City Programs by Age Group
Program .. =
Sports
Fitness • •
Cultural Arts
Aquatics
Education •
•
•
•
Specialty / General Interest
Special Needs
Special Events
Outdoor Education
Self -Directed
Human Services
•
•
Program Area Definitions (generalized):
■ Sports — Team and individual sports including camps, ■ Outdoor Education — Environmental education, hiking,
clinics, and tournaments. Also includes adventure/non-
camping, kayaking, and other activities.
traditional sports.
■ Seniors — Programs and services that are dedicated to
■ Fitness — Group fitness classes, personal training,
serving the needs of seniors. This can include all of the
education, and nutrition.
activity areas noted above plus social service functions.
■ Cultural Arts — Performing arts classes, visual arts classes,
■ Self -Directed —This includes the opportunities for
literary arts, music/video production and arts events.
individuals to recreate on their own. This can include
■ Aquatics — Learn to swim classes, aqua exercise classes,
activities such as open gym, use of weight/cardio space
competitive swimming/diving, SCUBA, and other
and lap/recreational swimming. Although not an
programs (synchro, water polo, etc.).
organized program, time and space must be allocated for
■ Education — Language programs, tutoring, science
this purpose.
(STEM) classes, computer, and financial planning. Also
■ Human Services —This can include nutrition and feeding
included is CPR/AED/First Aid.
programs, job training, life skills training, childcare, and
■ Specialty/General Interest —Personal development classes
other activities such as health screenings.
and dog training classes.
■ Special Needs — Programs for the physically and mentally
impaired. Also, inclusion programs.
■ Special Events — City wide special events that are
conducted throughout the year.
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EdmondS 2022 PRO
Program Classifications
The following are the projected programming
classifications for the City. It is important to realize
that while certain program areas may be a focus for
growth in programs and services, the Department's
role in providing the actual service may be different as
indicated below.
Classification Definitions
■ Core Programs — are those programs that are a primary
responsibility of the Parks, Recreation, Cultural Arts and
Human Services Department to provide as city -based
activities.
■ Secondary Programs — are those programs that are a
lower priority to be provided directly by the Department
but may be offered by other organizations through
contract with the city.
■ Support Programs — are programs that are not a priority
for the Department to be providing directly to the
community but where the city may provide support
through facilities, program coordination, and promotion
of activities for other organizations.
The following chart identifies and summarizes
recommended future core programs, secondary
programs and support program areas for the Parks,
Recreation, Cultural Arts and Human Services
Department.
Figure 26. Recommended Future Program Types by Focus Area
Adult Sports
Cultural Arts
Fitness/Wellness
Outdoor Education
Self -Directed
Special Events
Aquatics
Education
General Interest
Youth Sports
Program Considerations
Seniors
Human Services
Special Needs
Edmonds'recreation programs serve all of the major
age groups. As shown in the community survey, the
Edmonds community considers outdoor programs,
youth recreation and youth sports to be high priorities
for City recreation services.
The following program categories are not extensive due
to the nature of the City's offerings and facilities to
support programs:
■ Special Needs — This is not a significant program area
for the Department currently, but there may be a need to
have these types of services available for the community.
It is anticipated that the vast majority of programming
will be provided by other agencies that specialize in
these services, but this will need to be coordinated by the
Department.
■ Social Services —This can include nutrition and feeding
programs, job training, life skills training, childcare
and other activities, such as health screenings. As the
Human Services division settles into the Department,
consideration should be given to how social services
overlap and integrate with broader recreational offerings.
Regarding aquatics, the City is not a direct provider of
swim lessons or aquatics and has made arrangements
for the operation and programming of Yost Pool to
other organizations. The strength and continuity of
aquatics programming should also be weighed against
the physical needs of the pool and its infrastructure.
Yost Pool is an aging facility that is nearing the end
of its useful life. In the near term, the City should
explore the feasibility of replacing Yost Pool, and
this concept was generally supported throughout this
planning process. With a new facility, the City should
re-examine its direct staffing and operations of a new
pool, as well as consider additional program options
that include lifeguarding classes, CPR/AED/
First Aid, water aerobics, and paddleboard/kayak
classes, among others.
The City should continue to stay abreast of
its program offerings and recreation trends,
as well as re-evaluate programs based on
participation rates and cost recovery targets.
Other recreational offerings could include
intergenerational programs or ethnic -based
programs that are appropriate for the cultural
orientation of the area. The Department also
should consider bringing more programming out to
the parks and activating the City's parks with programs
and outdoor classes. This will help to cross-pollinate
recreation customers with the offerings of park
facilities and improve overall community awareness of
recreational opportunities within Edmonds.
a
DRAFT 97
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8.1.b
EdmondS 2022 PRO
SPECIAL EVENTS
The Recreation & Cultural Services division is
responsible for the overall coordination of community
and special events. These public events provide
gathering opportunities, celebrations and activation of
the downtown and City parks. While not every event
is hosted or run by the City, these special events draw
the community together, attract visitors from outside
the community and are popular with residents. Some
examples of recurring or multi -day events include Taste
Edmonds, Edmonds Arts Festival, 4th of July parade
and fireworks, Farmers Market, Oktoberfest Farmers
Market, and Edmonds Classic Car Show. The City
also has hosted or supported numerous one-time or
single -day events. Recent community events include
the following:
■ Sweetheart Dance
■ Health & Fitness Expo
■ Best Book Poster Contest
■ Watershed Fun Fair
■ Concerts in the Park
■ Outdoor Movies
■ Moonlight Beach Adventure
■ Puget Sound Bird Fest
■ Write on the Sound
■ Celebration of Lights
■ Walkable Main Street
■ Hazel Miller Plaza summer concerts
■ Uptown Evening Market
■ Easter Egg Hunt
■ Spring Fest
Opportunities to connect are clearly crucial to
Edmonds'residents, particularly as the community
emerges from the COVID-19 pandemic. Survey and
public meeting responses showed strong interest for
additional community events, especially smaller, more
intimate events such as outdoor movies, the Uptown
Evening Market and the Hazel Miller Plaza summer
concerts. Participants to this PROS Plan process
offered other ideas for events and activities, including
the following:
■ Cultural celebrations near international district
■ More opportunities for neighborhood nature walks (i.e.,
small gatherings of an educational nature)
■ Educational events for wildlife; more environmental
awareness events or demonstrations.
■ Tasting tours of different restaurants
■ Consider aerial drone shows for the 4th of July partnered
with live music
Additionally, the City could explore ideas for events
that draw from the diversity of the community, such as
festivals or activities celebrating Latin American, Asian
or Native American traditions. City parks and facilities
also could be promoted for quinceaneras and other
family celebrations.
Community gathering and special events should
continue to be an area of emphasis; however, the
overall number and breadth of City -sponsored
special events should be carefully managed to align
with the availability of resources and impacts to
general park and facility use. This will ensure the
City can adequately invest in its overall recreational
offerings and maintain high -quality special events.
Other community groups should be encouraged to
be the primary funders and organizers of as many
community -wide events as possible. If the City decides
to offer more events, it should obtain sponsorships to
offset costs and develop a series of seasonal activities.
DRAFT
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DRAFT s•1.b
CHAPTER 8
TRAILS &
CONNECTIONS
Enhancing and expanding existing trails was identified
as one of the highest capital project priorities during the
community engagement process, and walking was the
top activity for Edmonds residents.
Continuing to manage and invest
in the trails system, while also
improving in right-of-way sidewalk
and bike route options are essential
to maintaining a healthy and
livable community and promoting
alternatives to motor vehicle use.
TRAIL USE TRENDS
Walking and hiking continue to
be the most popular recreational
activities nationally and regionally.
Furthermore, national recreation
studies have consistently ranked
walking and hiking as the most
popular form of outdoor recreation
over the last ten years. These studies
include:
■ Sports Participation Survey by
the National Sporting Goods
Association
■ State of the Industry Report by the
Recreation Management Magazine
■ Outdoor Recreation in America by
the Recreation Roundtable
According to the 2020 Outdoor
Participation Report published
by the Outdoor Foundation,
running (including jogging and
trail running) was the most
popular activity among Americans
when measured by the number
of participants and total annual
outings. Running was also the most
popular outdoor activity for all
ethnic groups.
The 2018-2022 Recreation and
Conservation Plan for Washington
State confirmed that outdoor
recreation is an integral part of life
for most Washington residents,
with strong participation in the
most popular category of activities,
which includes walking (94%)
and hiking (61%). Considerable
increases in participation rates in
outdoor recreation activities since
2006 indicate the importance
of State and local communities
continuing to invest in parks, trails,
and open space infrastructure.
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8.1.b
More public paths between neighborhoods.
Trails that are for walking rather than biking.
- Virtual Public Meeting Participant
It would be nice to see the emphasis on trail improvements to
accommodate kids safely having fun on their bikes. Also for older kids
making trails for mountain type bikers. Away from cars, not on the
streets. Maplewood would be great for this.
- Virtual Public Meeting Participant
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The COVID-19 pandemic
The 2020 Sports & Fitness Industry
numbers with the biggest gains
N
significantly impacted outdoor
Topline Report identified sports
in running, cycling and hiking.
N
recreation activities, including trail
that increased in popularity in
Walking, running and hiking
LO
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use. Indoor facilities and in -person
the last six years, including trail
were widely considered the
to
programming were shut down and
running, BMX biking, and day
safest activities during pandemic
a
then only partially restarted in
hiking. For most age segments,
shutdowns. Reviewing only three
2020 and 2021. Local and regional
activities that households aspired
months of data (April, May,
m
park and recreation agencies that
to (e.g., fishing, camping, biking,
and June 2020) revealed that
z
managed trail systems were pressed
and hiking) related to the need for
participation rates for day hiking
to adapt to heavy use and crowded
supporting trail infrastructure.
rose more than any other activity,
Q
trailhead parking, as many people up 8.4%.
shifted their daily exercise routines An August 2020 report from the
to outdoor activities, such as Outdoor Industries Association
revealed that Americans took
walking and bicycling.
up new activities in significant
DRAFT 101
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Trails for Walkable Communities Trails for Aging Populations Trails for Economic Health a
Parks are known to contribute to a
healthier community by providing
accessible outdoor recreation
particularly through the walking
trail within each park. Getting to
the park by foot or bike can also
offer a healthier choice integrated
with the park destination and its
amenities. In the NRPA publication
Safe Routes to Parks, the elements of
walkable, healthy community design
are outlined as convenience, comfort,
access and design, safety and the
park itself. Sidewalks, bikeways and
trails should provide an integrated
alternative transportation system for
residents to access parks and other
destinations within their community.
As further emphasis for the
importance of a walkable community
to promote public health, the
Surgeon General has issued a Call
to Action to "step it up" and promote
more walking and build a more
walkable world. A more connected
network of trails, sidewalks, and bike
lanes with links to public transit also
provides economic values.
Today's active seniors are looking
at retirement age differently, as
many are retooling for a new career,
finding ways to engage with their
community and focusing on their
health and fitness. It will be critical
for Edmonds' park and recreation
system to take a comprehensive
approach to the City's aging
population needs. Accessibility
and barrier -free parking and paths,
walkability and connectivity will
be paramount to future planning.
Providing programming for today's
older adults includes not only active
and passive recreation, but also
the type of equipment needed to
engage in certain activities. Trails
provide the infrastructure for the
most popular and frequent outdoor
recreation activity of older adults:
walking.
In the 2009 report, Walking the Walk:
How Walkability Raises Housing
Values in US Cities by Joe Cortright
for CEOs for Cities, research cited
the connection between home value
and walkability. Higher WalkScore
measurements where more typical
consumer destination were within
walking distance were directly
associated with higher home values.
Homes located in more walkable
neighborhoods command a price
premium over otherwise similar
homes in less walkable areas.'Ihe
National Association of Realtors
reports in their On Common Ground
publication with numerous articles
citing the preference of walkable,
mixed -use neighborhoods and
the role of walkability in creating
healthier communities.'Ihese
preferences translate into higher
housing values. Even the National
Association of Homebuilders
(March 2014 publication:
"Walkability, why we care and you
should too") have recognized that
walkability is desired by consumers,
creates lower development costs
and allows flexibility in design. As
part of the system of walkability
and bike -ability, recreational trails
are real estate assets that enhance
community c
contribute to
8.1.b
EdmondS 2022 PRO
LOCAL INSIGHTS
As noted in previous chapters, feedback from the
community survey and two virtual public meetings
(see Appendices B, C & D) provided a wealth of local
insights on current usage and interests in various park
and recreation amenities.
Respondents to the community survey indicated that
one of the top reason for visiting Edmonds parks and
open space is walking or running (78%). Respondents
indicated that the highest unmet park and recreation
facility need is for walking and pedestrian trails. In
the survey, respondents also noted a strong need for
additional pedestrian and bike trails in parks (84%).
Respondents were asked to rank a list of potential
recreation, park and open space investments.
Respondents to both the mail and online survey ranked
the same items as their top three priorities: expanding
trail opportunities, improving or upgrading existing
parks, and buying additional land for future parks.
Respondents to the mail survey identified expanding
trail opportunities as the top priority.
Figure 27. Community Need for Additional Park and Recreation Amenities
Expanding trail opportunities •• 21.7% 18.2% H
Improving or upgrading existing parks 25.9% 12.0%1
Buying additional land for future parks 111=1111 16.0% 15.2% 15.8%
Adding new recreational options in existing parks 23.0% 25.1% 25.7% M
Expanding recreation classes & camps ® 12.4% 25.3%
0% 20% 40% 60% 80% 100%
■ 1st ■ 2nd 3rd 4th ■ 5th
During the second virtual public meeting, a number
of comments were offered about the importance of
trails, creating stronger linkages to the Interurban
Trail, accommodating pedestrian routes between
neighborhoods and improving certain parks, such as
Maplewood Hill Park, for walking and biking trails.
TRAIL CLASSIFICATIONS
Defining and reinforcing a recreational trail
classification establishes a framework for trail design
and prioritizes proposed trail enhancements and
development. The recreational trail classification system
is based on a tiered network and includes four trail
categories:
■ Shared -Use Paved Trails
■ Neighborhood Links
■ Park Trails
■ Water Trails
While some sections of trail will accommodate higher
volumes of traffic and provide longer connections,
other sections may rely on the local street network and
be designed to link local or neighborhood destinations.
Planning for differing trail types is essential as it
encourages appropriate usage and discourages informal
trail creation that could destroy vegetation and cause
erosion.
Shared -Use Paved Trails
Shared -use paved trails serve as a vital circulation
connection that links adjacent developments,
neighborhoods, parks, schools, and other destinations.
This trail type is paved with either asphalt or concrete
and should be a minimum of 10' wide with one -foot
shoulders on each side of the trail. Typical trail users
include pedestrians, bicyclists and people with other
wheeled devices (e.g., scooters). Bicyclists also use these
routes for commuting purposes. The Interurban Trail is
an example of a shared -use paved trail.
Neighborhood Links
Neighborhood linkage trails are multi -use pedestrian
walking, hiking and biking connections that link
neighborhoods with each other and with open spaces,
parks, schools and other destinations. They provide the
functional network of the trail system and consist of
right-of-way and facilities designed for use by a variety
of non -motorized users. They consist of both soft -
surface and hard -surface materials, vary in width and
may include bike lanes and sidewalks.
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Park Trails
Several City parks contain pathways, sidewalks and
hiking trails that provide access and circulation within
and through the park. Yost Memorial Park is a well-
known site with internal park trails.
Water Trails
Water trails are recreational water routes for non -
motorized boats and watercraft. The trailhead locations
are parks or street ends with dock or beach facilities to
enable non -motorized crafts to launch and land.
The Cascadia Marine water trail on Puget Sound is a
National Recreation Trail and designated one of only
16 National Millennium Trails by the White House.
Suitable for day or multi -day trips, the Cascadia
Marine Trail (CMT) is supported by 66 campsites
and 160 day -use sites. Meadowdale Beach Park, a
Snohomish County park, is one of the few Cascadia
Marine Trail sites on the east shore of central Puget
Sound and is the nearest to Edmonds. Camping on
the beach at this park may be permitted for campers
entering and exiting the park under wind or human
powered watercraft. See: https://www.wwta.org/water-
trails/cascadia-marine-traiU
TRAIL SYSTEM INVENTORY
Within the City of Edmonds, a growing collection of
shared -use, neighborhood and park trails provides 8.6
miles of trail facilities that offer many opportunities
for connecting with nature, enjoying vistas and
accommodating health and wellness, see Map 13 on
the following page. However, gaps in the trail network
limit the access and enjoyment of trail use in Edmonds,
and additional connections should be planned to
connect destinations and grow the system.
Figure 28. Existing Recreational Trails within Edmonds
88th Street Connection
288.3
0.1
City Park
1,903.0
0.4
Esperance Park (County)
869.6
0.2
H.O. Hutt Park
635.0
0.1
Hickman Park
1,472.5
0.3
Interurban Trail
10,087.8
1.9
Maplewood Hill Park
797.2
0.2
Waterfront Walkway
7,100.0
1.3
Pine Ridge Park
3,992.8
0.8
Seaview Park
680.5
0.1
Southwest County Park (County)
5,611.2
1.1
Yost Memorial Park
11,920.3
2.3
Total Length
45,358.3
8.6
TRAIL NETWORK WALKSHEDS
As a supplement to the Comprehensive Transportation
Plan (updated in 2015), a gap analysis was conducted
during the PROS Plan development to examine
and assess the distribution of existing recreational
paths and trails. As with the parkland analysis, travel
distances were calculated along the road network
starting from each existing trail segment's known
access points. Trails within parks were also examined.
Service areas were calculated with 1/a-mile and 1h-mile
walksheds for major trails or parks (e.g., Interurban
Trail, Yost Memorial Park) and 1/a-mile walksheds
for the remainder. Map 14 illustrates the citywide
distribution of recreational trails and the relative access
to these corridors within reasonable travel walksheds.
Approximately 18% of the City has close -in access
to recreational trails, including park trails and the
Interurban Trail.
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EdmondS 2022 PRO
Legend
O City Limits
Recreational Trails
Bike Lanes & Routes
_ City Parks
Open Space & Special Use Areas
- Non -city Parks
- Edmonds School District
- Water
1 Schools
FINAL VERSION OF PROS PLAN
WILL INCLUDE MAPS AS 11 X17
FOR BETTER READABILITY
* Shorelines
1
161H eTS W
,66TH6 sW
3
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SW�4' 336TH ST SW
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8.1.b
EdmondS 2022 PRO
Legend
O City Limits
Recreational Trails
_ 1/4-mile Travelshed to Trail Access
_ 1/2-mile Travelshed to Trail Access
- City Parks
- Open Space & Special Use Areas Puget Sound
- Non -city Parks )T,
Edmonds School District
- Water
I Schools
FINAL VERSION OF PROS PLAN
1T6lt,I STSW
WILL INCLUDE MAPS AS 11 X17 Snohomish
Counly Park
FOR BETTER READABILITY 180TH6 IT
3
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Lyn,dale Park 188TH IT SW
196TH IT SW
CAS. CHS -IT NIO T6W - 200TH IT SW
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8.1.b
EdmondS 2022 PRO
Similar to transportation planning, recreational trail
planning should be geared toward connectivity, rather
than mileage. Only considering a mileage standard
for paths within the Edmonds park system will
result in an isolated and inadequate assessment of
community needs with little consideration for better
trail connectivity. This Plan recommends a connectivity
goal that re -states and reinforces the desire to improve
overall connections across the City and enhance off-
street linkages between parks and major destinations,
as feasible. Expanding trail connections was identified
as a top priority through the community engagement
process and should also include connections to public
transit when possible.
TRAIL SYSTEM DESIGN CONSIDERATIONS
Trail Development Limitations
Opportunities to develop additional trails and
connections may be limited due to the built -out nature
of Edmonds. One underlying tenet of the recreational
trail system is to enable the placement of trails within
or close to natural features to provide access to the
City's unique landscapes and accommodate outdoor
recreational access to creeks, hillsides, and waterfront.
the future planning and design of trail routes
through natural areas should be based on sensitive
and low -impact design solutions that offer controlled
access to protect the resource while providing for a
positive experience for all modes of trail user. The
determination of future trail alignments should
prioritize natural resource and natural hazards planning
and protections, in part to meet local land use policies
and Washington State requirements.
Alignment
The future growth of the trail network will need
to prioritize trail alignments and locations that are
optimal from multiple perspectives: trail user, trail
experience and trail connectivity. Cost, regulatory and
site suitability factors should also be incorporated.
New trail alignments should attempt to accommodate
different trail use types (i.e., commuter vs. recreational/
destination oriented) and utilize interim solutions such
as widening sidewalks, utilizing utility corridors and
expanding safe bike lanes and routes as opportunities
for trail improvements. Accommodating trail
alignments for local, neighborhood link trails as
connections to regional, shared -used trails or major
park trails is essential for providing access and reducing
the sole reliance on trailheads for providing access to
the trail network.
Access & Trailheads
Safe, convenient entryways to the trail network expand
access for users and are a necessary component of a
robust and successful system. A trailhead typically
includes parking, kiosks and signage and may consist
of site furnishings such as trash receptacles, benches,
restrooms, drinking fountains and bike racks.
Trailheads may be within public parks and open space
or provided via interagency agreements with partner
organizations (e.g., county, school district, public
transit, etc.) to increase use and reduce unnecessary
duplication of support facilities. Specific trailhead
design and layout should be created as part of planning
and design development for individual projects and
consider the intended user groups and unique site
conditions.
In some areas, parking on the shoulders is a problem
that hinders the utility of the shoulders for pedestrian
and bicycle use, while also creating environmental
and neighborhood impacts. In areas where parking
on the road shoulder is persistent for trail access, the
City should explore options for formalizing trailhead
parking improvements to accommodate typical
demand and localize and manage site impacts resulting
from trail use parking. The City should also continue
to explore first/last-mile connections so that potential
park visitors can arrive using transit, reducing the need
for on -site parking.
Trail Signs & Wayfinding
Coordinated signage plays an important role in
facilitating a successful trail system. A comprehensive
and consistent signage system is a crucial component
of the trail system. It is necessary to inform, orient
and educate users about the trail system itself, as
well as appropriate trail etiquette. Such a system of
signs should include trail identification information,
orientation markers, safety and regulatory messages
and a unifying design identity for branding. The
following signage types should be considered
throughout the system:
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DRAFT s•1.b
■ Directional and regulatory signage
■ Trail user etiquette and hierarchy signage
■ Route identification and wayfinding signage
■ Mileage markers or periodic information regarding
distance to areas of interest
■ Warning signs to caution users of upcoming trail
transitions or potential conflicts with motor vehicles
■ Interpretive information regarding ecological, historical
and cultural features found along and in proximity to the
trail
■ QR codes to provide links to additional information
The installation of kiosks at trailheads is a best practice
that should continue. Kiosks provide important trail
information, while reinforcing the visual brand of the
City of Edmonds.
Ongoing Maintenance
Following trail construction, ongoing trail monitoring
and maintenance will keep the trails functioning as
designed, while protecting capital investments in the
network. Future trail renovation projects should be
included in the Capital Improvement Plans as a means
to identify and secure appropriate resources for needed
enhancement.
TRAIL AND PATHWAY
RECOMMENDATIONS
■ Continue to implement the pedestrian and bikeway plan
components of the Comprehensive Transportation Plan
■ Continue to improve trail and trailhead signage and
wayfinding and explore ways to indicate connections to
bus and rail transit.
■ Support or provide bicycle skills development and
education classes for youth in partnership with the school
district and local community -based organizations.
■ Improve trailhead areas and parking at Maplewood Hill
Park, and explore options to install additional loops at
that site.
■ Conduct repairs and trail maintenance, as necessary.
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" okli
DRAFT s•1.b
CHAPTER 9
CAPITAL PLANNING &
IMPLEMENTATION
The preceding chapters provided an overview of the
Edmonds park and recreation system and established
goals and objectives to guide future plannnig, development
and operations. This chapter includes the proposed six -
year capital project plan and provides recommendations
on other strategies to successfully implement the plan.
PROJECT
RECOMMENDATIONS
Acquisitions to Fill Park
System Gaps
The acquisition of additional
neighborhood parks is necessary
to address existing gaps in park
services in the South Edmonds area
and along the SR 99 corridor. Three
new park sites should be pursed
followed by public site master
planning processes for each sites
to determine the desired level of
development and types of amenities
Additionally, the City should
continue to coordinate with local
residential developers to include
public parks in new subdivisions
and utilize tools, such as park
impact fee credits, to facilitate the
process.
Open Space & Conservation
Acquisitions
The City should continue to seek
options to expand its open space
holdings and pursue acquisitions
that adjoin city properties or
conserve unique natural areas,
such as wetlands, forested areas
and vistas. Riparian corridors with
their adjacent wetlands should
be protected more actively and
eventually undergo any necessary
restoration measures to ensure
the preservation of habitat and
movement of wildlife along natural
connections between terrestrial and
aquatic habitat.
1 think the top priority is for
acquisition especially in SE
Edmonds and the marsh.
Virtual Public Meeting Participant
Complete the 'missing link" in front
of the Ebbtide!
Virtual Public Meeting Participant
Invest in areas outside of the
bowl.
Virtual Public Meeting Participant
More park benches in a covered
area for the occasional rain shower.
Virtual Public Meeting Participant
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Parkland Acquisitions
Pursue acquisitions to fill known parkland gaps to
improve local access and distribution.
ADA Enhancements
Reduce barriers to access for recreation amenities and
improve accommodations for users of all abilities.
Park Development & Upgrades
Playground upgrades and other park enhancements
will improve year-round recreation opportunities.
Trail Connections
Pursue a coordinate approach with the Public Works
Department to align recreational trail planning with
pedestrian and bikeway improvements.
8.1. b
Yost Pool Replacement
Plan for and implement the replacement of the pool
at Yost Memorial Park.
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Improve the consistency of signage and wayfinding.
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8.1.b
Park Development & Enhancements
In the immediate near -term, the City should focus on
the completion of the redevelopment of Civic Center
Playfield, which is currently under construction with
completion slated for late 2022. The master plan
features youth athletic fields and lighting, permanent
restrooms, improved skate park, petanque court grove,
a pollinator meadow, multi -sports court, tennis court,
a perimeter walking path, fully inclusive playground,
picnic areas, and public art.
A number of parks have aging infrastructure that
warrants significant repairs such as sports court
resurfacing or complete replacements. A few
playgrounds are nearing the end of their useful life
and cycles and should be replaced, including those at
Maplewood Hill Park, Sierra Park and Yost Memorial
Park.
Other development projects may include adding
amenities to existing parks such as picnic shelters to
Mathay Ballinger Park, Elm Street Park and Pine
Street Park and paved pathways connections in Mathay
Ballinger Park and Pine Street Park. Tree plantings
were identified as a desirable improvement at Pine
Street Park and Haines Wharf Park. Additional
tree planting could be identified through the
implementation of the Urban Forestry Management
Plan.
Yost Pool Replacement
While continuing to manage the existing infrastructure
to keep the facility open to the community, the
City should refine their options for replacement of
Yost Pool, following guidance of the 2009 Aquatic
Feasibility Study and the public feedback gathered
during this planning process.
Trail Connections
Trail connections, including sidewalk and bike lanes
improvements, are needed to help link destinations
across the community. Acquiring additional lands,
easements and/or rights -of -way for the continuation
of the Interurban Trail (more off -road segments) are
recommended. Coordinate with the Comprehensive
Transportation Plan (and subsequent updates), as
well as coordination with local subdivision and site
development projects.
ADA & Other Accessibility Enhancements
Minor improvements to access, such as providing
ramped entrances, for site furnishings are necessary
to conform to the Americans with Disabilities Act
(ADA) and ensure universal accessibility. The CIP
includes upgrades and improvements to remove
barriers and improve universal access. In general, the
City should make improvements to existing parks as
needed to ensure proper maintenance, usability and
quality of park features and grounds.
The City also should complete an ADA Transition
Plan for park and recreation facilities to identify and
strategize ADA compliance improvements.
User Convenience Improvements
Older restroom facilities (built before 2010) may
not provide adequate universal access to people
with disabilities. Replacement (or major repairs)
are recommended for restrooms at Olympic Beach,
Seaview Park and Brackett's Landing North. Also,
permanent restrooms should be installed at Marina
Beach Park and Mathay Ballinger Park.
Also, consistent graphics and the implementation
of a consistent citywide signage style will improve
information, usability and "branding" of the City's
park and open space system. In particular, the popular
trail network within Yost Memorial Park has limited
directional and identification signs to let trail users
know their location and how to get to their destination
Municipal Code Update
The Edmonds municipal code includes definitions of
certain park classifications, and these definitions were
last updated in 2001. The municipal code should be
amended to reflect the current parkland classifications,
as appropriate, to relate to land use and development
code regulations and requirements. In addition, the
code sections related to park usage should be updated.
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8.1.b
EdmondS 2022 PRO
CAPITAL IMPROVEMENTS PLAN
The Capital Improvements Plan (CIP) puts into
chronological order the project intent and strategic
actions to guide the implementation of this Plan. It
assigns proposed time frames and estimated costs
for specific projects. The CIP provides brief project
descriptions for those projects to assist staff in
preparing future capital budget requests.
The following Capital Improvements Plan identifies
the park, trail and facility projects considered for the
next six years or more. The majority of these projects
entail the maintenance, acquisition and development of
parks, recreational amenities and trails. The following
table summarizes the aggregate capital estimates by
park types for the next six years.
Figure 29. Capital Improvements Plan Expenditures Summary
Repair/Renovation/Re
placement,
$27,724,900
Planning,
Acquisition,
$3,352,200 $6,191,400
Development,
$27,156,500
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Edmonds PROS 2022 6-Year Capital Facilities Program Working Draft
8.1.b
A 1 Edmonds Marsh Estuary
Acquisition
TBD
$
A 2 Neighborhood park - SE1
South Edmonds target area acq-1
$ 1,500,000 $ 1,545,000
$ 1,545,000
A 3 Neighborhood park - SR99
SR 99 target area acquisition
$ 1,500,000 $ 1,591,400
$ 1,591,400
A 4 Neighborhood park-SE2
South Edmonds target area acq-2
$ 2,000,000 $ 2,185,500
$ 2,185,500
A 5 Interurban Trail Extension/acquisition $ 750,000 $ 869,500 $ 869,500
$ 6,191,400
P 1 Parks & Facilities M & O Building ( Design TBD
P 2 Neighborhood park - SE1 South Edmonds NH park master plan-1 $ 75,000
79,600
P 3 Waterfront Walkway Design completion $ 500,000 $ 500,000
P 4 Edmonds Marsh Estuary Master Plan $ 250,000 $ 273,200
P 5 Johnson Property Master Plan $ 75,000 $ 82,000 $ 82,000
P 6 Neighborhood park - SR99 SR 99 target area NH park master plan $ 75,000 $ 82,000 $ 82,000
P 7 Neighborhood park - SE2 South Edmonds NH park master plan-2 $ 75,000 $ 84,400 $ 84,400
79,600
500,000
273,200
P 8 4th Avenue Cultural Corridor Design completion $ 2,000,000 $ 2,251,000 $ 2,251,000
$ 3,352,200
D 1 Edmonds Marsh Estuary Restoration TBD
D 2 Parks & Facilities M & O Building Construction TBD
D 3 City Park Pedestrian safety walkway $ 100,000 $ 50,000
D 4 Civic Center Playfields Renovation project cont (2021 start) $ 9,871,600 $ 9,871,600
50,000
9,871,600
D
5
Mathay Ballinger Park
Paved loop pathway
$
50,000
$ 53,000
$
53,000
D
6
Mathay Ballinger Park
Restrooms
$
350,000
$ 371,300
$
371,300
D
7
Mathay Ballinger Park
Small Shelter w/ picnic tables
$
75,000
$ 79,600
$
79,600
D
8
Cemetery
Columbarium Expansion - Phase II
$
150,000
$
159,100
$
159,100
9
9
Mari a -Reach Park
MasteF PlaR Implementation
$r__
$
4__
- -$--
D
10
Pine Street Park
Small Shelter w/ picnic tables
$
75,000
$
79,600
$
79,600
D
11
Pine Street Park
Paved connecting pathway
$
55,000
$
58,300
$
58,300
D
12
Pine Street Park
Canopy shade trees
$
25,000
$
26,500
$
26,500
D
13
Neighborhood park - SEl
South Edmonds NH park development-1
$
750,000
$
819,500
$
819,500
D
14
Waterfront Walkway
Construction
$
750,000
$
750,000
$
750,000
D
15
Neighborhood park - SR99
SR 99 target area NH park development
$
750,000
$ 844,100
$
844,100
D
16
Elm Street Park
Nature Playground
$
75,000
$ 84,400
$
84,400
D
17
Elm Street Park
Small Shelter w/ picnic tables
$
75,000
$ 84,400
$
84,400
D
D
Project
18
19
#
Neighborhood park - SE2
4th Avenue Cultural Corridor
Site
South Edmonds NH park development-2
Construction
Project Description
$
$
2022
750,000
6,000,000
Estimate
2022r
r
$ 869,500 $
$ 6,955,600 $
$
r
869,500
6,955,600
21,156,500
R
R
R
R
R
R
1
2
3
4
5
6
Greenhouses
Johnson Property
Meadowdale Playfields
Yost Park
Yost Park
Yost Park
Replacement
Demolition and securing site
Renovations (City of Lynnwood ILA)
Trail bridge & boardwalk repairs/replace
Pool repair
Playground replacement
$
$
$
$
$
$
100,000
200,000
500,000
80,000
175,000
250,000
$ 100,000
$ 200,000
$ 200,000
$ 80,000
175,000
$
$
257,500
300,000
$
$
$
$
$
$
100,000
200,000
500,000
80,000
175,000
257,500
R
7
Olympic Beach Park
Restroom upgrade
$
50,000
$
53,000
$
53,000
R
8
Sierra Park
Playground replacement
$
175,000
$
185,700
$
185,700
R
9
Yost Park
Resurface tennis courts
$
70,000
$
74,300
$
74,300
R
10
System -wide
Signage & wayfinding
$
50,000
$
53,000
$
53,000
R
11
Yost Park
Pool upgrades/renovation
$
500,000
$
546,400
$
546,400
R
12
Maplewood Hill Park
Playground replacement
$
125,000
$
144,900
$
144,900
R
13
System -wide
Playground replacement / inclusive level
$
175,000
$ 197,000
$ 202,900 $
399,900
R
14
Elm Street Park
Habitat restoration
$
50,000
$ 56,300
$
56,300
R
15
Yost Park
Pool replacement
$
20,000,000
$ 23,881,000 $
23,881,000
R
16 Seaview Park
Restroom replacement $ 350,000 $ 417,900
$ 417,900
R
17 System -wide
Capital repairs $ 100,000 Sam. 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
$ 600,000
$ 27,724,900
Totals $ 31,151,600 $ 10,782,666 $ 2,412,469 $ 3,266,572 $ 4,989,575 $ 3,707,678 $ 33,302,481
$ 58,425,000
Project Type
NOTES:
A
Acquisition
This list identifies planning -level cost estimates and does not assume the value of volunteer or other non -City contributions.
P
Master planning
Detailed costing maybe necessary for projects noted.
D
Development - new
This list is not an official budget and intended as a guiding document for City staff in the preparation of departmental budgets.
R
Replacement/Upgrade
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8.1.b
EdmondS 2022 PRO
IMPLEMENTATION
A number of strategies exist to enhance and expand
park and recreation service delivery for the City of
Edmonds; however, clear decisions must be made in
an environment of competing interests and limited
resources. A strong community will is necessary to
bring many of the projects listed in this Plan to life,
and the Edmonds City Council has demonstrated its
willingness in the past to support parks and recreation
and a high quality of life.
The recommendations for park and recreation services
noted in this Plan may trigger the need for funding
beyond current allocations and for additional staffing,
operations and maintenance responsibilities. Given
that the operating and capital budget of the Parks,
Recreation, Cultural Arts and Human Services
Department is finite, additional resources may be
needed to leverage, supplement and support the
implementation of proposed objectives, programs
and projects. While grants and other efficiencies may
help, these alone will not be enough to realize many
ideas and projects noted in this Plan. The following
recommendations and strategies are presented to offer
near -term direction to realize these projects and as a
means to continue dialogue between City leadership,
local residents and partners.
Additionally, a review of potential implementation
tools is included as Appendix G, which addresses local
financing, federal and state grant and conservation
programs, acquisition methods and others.
Enhanced Local Funding
According to the city budget, Edmonds maintains
reserve debt capacity for local bonds and voter
approved debt. The city's non -voted general obligation
debt is below its debt capacity limit of $85 million
for non -voted debt. Community conversations
regarding the potential to redevelop the pool at Yost
Memorial Park and/or bundle several projects from
the Capital Improvements Plan warrant a review of
debt implications for the City, along with the need to
conduct polling of voter support for such projects.
Park Impact Fees & Real Estate Excise Tax
Park Impact Fees (PIF) are imposed on new
development to meet the increased demand for parks
resulting from the new growth. PIF can only be used
for parkland acquisition, planning and/or development.
They cannot be used for operations and maintenance
of parks and facilities. The City of Edmonds currently
assesses impact fees, but the City should review its
PIF ordinance and update the methodology and rate
structure, as appropriate, to be best positioned to
obtain future acquisition and development financing
from the planned growth of the community. The
City should prioritize the usage of PIF to secure new
park properties and finance park or trail development
consistent with the priorities within this Plan.
The City currently imposes both of the quarter percent
excise taxes on real estate, known as REET 1 and
REET 2. The REET must be spent on capital projects
listed in the City's capital facilities plan element
of their comprehensive plan. Eligible project types
include planning, construction, reconstruction, repair,
rehabilitation or improvement of parks, recreational
facilities and trails. Acquisition of land for parks is not
a permitted use of REET 2 funds. REET is used for
other City projects, such as facility construction and
public works projects, may be used to make loan and
debt service payments on permissible projects. Through
annual budgeting and with discussions with City
Council, the Parks, Recreation, and Cultural Services
Department should continue to seek access to REET
funds and use the capital facilities plan to compile
compelling projects to enhance service delivery of
the amenities for which the community has indicated
strong support.
Conservation Futures Program
Snohomish County assesses the maximum allowable
excise of $0.0625 per $1,000 assessed value to fund
the Conservation Futures program and provides cities
a venue to access these funds through a local grant
process. The City should continue to submit grant
applications for support in financing the acquisition
of additional natural areas, such as wetlands and forest
lands, to facilitate the protection of additional open
space and potentially enable improved linkages to
expand the trail network
DRAFT
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DRAFT s•1.b
Parkland Donations & Dedications
Parkland donations from private individuals or
conservation organizations could occur to complement
the acquisition of parklands and open space across
the City. Gift deeds or bequests from philanthropic -
minded landowners could allow for lands to come
into City ownership upon the death of the owner or
as a tax-deductible charitable donation. Also, parkland
dedication by a developer could occur in exchange for
Park Impact Fees or as part of a planned development
where public open space is a key design for the
layout and marketing of a new residential project.
Any potential dedication should be vetted by the
Department to ensure that such land is located in an
area of need or can expand an existing City property
and can be developed with site amenities appropriate
for the projected use of the property.
Grants & Appropriations
Several state and federal grant programs are available
on a competitive basis, including WWRP, ALEA,
and LWCF. Pursuing grants is not a panacea for park
system funding, since grants are both competitive and
often require a significant percentage of local funds
to match the request to the granting agency, which
depending on the grant program can be as much as
50% of the total project budget. Edmonds should
continue to leverage its local resources to the greatest
extent by pursuing grants independently and in
cooperation with other local partners.
Appropriations from state or federal sources, though
rare, can supplement projects with partial funding.
State and federal funding allocations are particularly
relevant on regional transportation projects, and the
likelihood for appropriations could be increased if
multiple partners are collaborating on projects.
Internal Project Coordination & Collaboration
Internal coordination with the Public Works and
Development Services Departments can increase the
potential of discrete actions toward the implementation
of the proposed trail and path network, which relies
heavily on street right-of-way enhancements, and
in the review of development applications with
consideration toward potential parkland acquisition
areas, planned path corridors and the need for
easement or set -aside requests. However, to more fully
expand the extent of the park system and recreation
programs, additional partnerships and collaborations
should be sought.
Public -Private Partnerships
Public -private partnerships are increasingly
necessary for local agencies to leverage their limited
resources in providing park and recreation services
to the community. Corporate sponsorships, health
organization grants, conservation stewardship
programs and non-profit organizations are just a few
examples of partnerships where collaboration provides
value to both partners. The City has a variety of
existing agency and community -based organization
partners and should continue to explore additional and
expanded partnerships to help implement these Plan
recommendations.
Volunteer & Community -based Action
Volunteers and community groups already contribute
to the improvement of park and recreation services
in Edmonds. Volunteer projects include park clean-
up days, invasive plant removal, tree planting and
community event support, among others. Edmonds
should maintain and update a revolving list of potential
small works or volunteer -appropriate projects for the
website, while also reaching out to civic groups and
the high school to encourage student projects. While
supporting organized groups and community -minded
individuals continues to add value to the Edmonds
park and recreation system, volunteer coordination
requires a substantial amount of staff time, and
additional resources may be necessary to more fully
take advantage of the community's willingness to
support park and recreation efforts.
Other Implementation Tools
Appendix G identifies other implementation tools,
such as voter -approved funding, grants and acquisition
tactics that the City could utilize to further the
implementation of the projects noted in the Capital
Improvements Plan.
120
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� l
121
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DRAFT
8.1.b
144 RAILROAD AVENUE TIDELANDS
0.9 ACRES
Capital Improvement & Planning Opportunities:
■ None noted.
Maintenance Considerations:
■ Continue monitoring beach conditions.
■ Keep pathway clear of private vegetation.
■ Replace aging benches.
Amenities:
WATERFRONT 0 Paved path & seawall (City
owned and maintained)
■ Public art (sculptures)
■ Benches
122
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8.1.b
EdmondS 2022 PRO
BRACKETT'S LANDING - NORTH
5.06 ACRES
Capital Improvement & Planning Opportunities:
WATERFRONT
■ Parking is at a premium when divers and beach `goers' are visiting the park.
Walk-in visitors also frequent the beach with the close proximity to waterfront
food services. Consider a sign to direct drivers to go to other public parking lots
when lot is full.
■ Refurbish parking entrance gate. Upgrade restrooms.
■ Replace entryway sign, anchor, and public art.
Maintenance Considerations:
■ Mount leash rule sign on permanent post (currently attached to sawhorse on
walkway).
■ Interpretive signs fading. Plan for replacement.
■ Upgrade informational Dive Park signage.
Amenities:
■ Beachfront
■ Benches
■ Bike rack
■ Drinking fountain
■ Edmonds Underwater Park
access
■ Interpretive signs
■ Public art (sculptures)
■ Outdoor showers
■ Parking
■ Picnic tables
■ Restrooms
■ Trash receptacles
c
0
.y
a)
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O
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N
O
N
N
O
N
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DRAFT s•1.b
BRACKETT'S LANDING - SOUTH
2.22 ACRES
Capital Improvement & Planning Opportunities:
■ None noted
Maintenance Considerations:
■ Update benches as needed.
Amenities:
WATERFRONT 0
Beachfront
■
Benches
■
Bike rack
■
Bus stop
■
Interpretive sign
■
Open grass area
■
Picnic tables
■
Planting beds
■
Public art (sculptures)
■
Trash receptacles
■
Viewpoint
■
Walking trail
c
0
.N
0
o:
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a
O
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N
O
N
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8.1.b
EdmondS 2022 PRO
CITY PARK
13.96 ACRES
rive aisle.
Capital Improvement & Planning Opportunities:
■ Addition of pedestrian pathway access to park along northern exit d
Maintenance Considerations:
■ 3-tiered bleachers should have safety rails added (to meet International
Code).
■ Restroom signs are not ADA-compliant & should be replaced.
■ Handicapped parking signs mounted too low to be ADA-complian
■ Some pavement barriers (gaps/cracks) at restroom E.
T
c
A
a
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N
T
O
N
N
0
N
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DRAFT
8.1.b
CIVIC CENTER PLAYFIELDS
7.92 ACRES
COMMUNITY
Capital Improvement & Planning Opportunities:
■ Continue master plan improvements. Site construction began August 9, 2021.
Maintenance Considerations:
■ None noted.
Amenities:
■ Multi -sport court (1) Y
■ Boys & Girls Club facility a
■ Rubber surface track (1/3 mile) cm
■ Drinking fountains N
■ Field lighting
■ Petanque courts
C
A
■ Picnic tables
>
■ Shade pavilion
■ Playground (inclusive)
a
p
■ Restrooms
ti
N
■ Skate park
C
N
■ Soccer fields (1 competition,1
c
practice)
LO
■ Tennis courts (1)
N
■ Trash receptacles
w
■ Walking trail
IL
r
■ Public art
m
■ Pollinator field
E
v
■ Lighting
Q
126
Packet Pg. 275
8.1.b
EdmondS 2022 PRO
WATERFRONT CENTER PARK
1.94 ACRES
Capital Improvement & Planning Opportunities:
■ None noted - newly developed.
Maintenance Considerations:
■ None noted.
Amenities:
WATERFRONT 0
Beachfront
■
Benches
■
Bike rack
■
Drinking fountain
■
Foot wash station
■
Hand -carried boat launch
■
Lighting
■
Naturalized stormwater
management areas
■
Parking
■
Public art
■
Trash receptacles
■
Viewpoint
■
Walking trail
■
Natural play area
T
c
0
2
d
a
O
ti
N
O
N
N
O
N
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DRAFT
127
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DRAFT
ELM STREET PARK
1.85 ACRES
Capital Improvement & Planning Opportunities:
■ Nature trail with natural play area could be added.
■ Access & entry improvements.
■ Small shelter and small playground area could be added.
Amenities:
NEIGHBORHOOD 0 Dog waste bag dispenser
■ Natural area
■ Open grass lawn
■ Picnic table
■ Trash receptacle
Maintenance Considerations:
■ Native plant restoration and invasive plant species control could be
implemented.
c
0
A
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a
0
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N
0
N
N
O
N
0
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8.1.b
Edf11OW 2022 PRO
FRANCES ANDERSON CENTER FIELD
1.94 ACRES
Capital Improvement & Planning Opportunities:
■ No ADA/universal access to spectator area for amphitheater. Pl
access with next site renovation project.
Maintenance Considerations:
■
■
■
Amenities:
an for ADA
NEIGHBORHOOD ■ Baseball/softball field
■ Drinking fountain
■ Outdoor amphitheater / covered
stage
Picnic tables
Playground
Portable toilets
Soccer field
Trash & recycling receptacles
Sports field irrigation not effecting good coverage for consistent grass growth.
Evaluate irrigation system and its coverage to determine best renovation
approach. Plan for irrigation system improvements.
Manage grass sports fields for reduced clover & plantain to better support
sports activities.
Some pavement cracking/upheavals near playground need to be addressed to
remove tripping hazard.
■
M
■
■
■
■
DRAFT 129
Packet Pg. 278
Sports field irrigation not effecting good coverage for consistent grass growth.
Evaluate irrigation system and its coverage to determine best renovation
approach. Plan for irrigation system improvements.
Manage grass sports fields for reduced clover & plantain to better support
sports activities.
Some pavement cracking/upheavals near playground need to be addressed to
remove tripping hazard.
■
M
■
■
■
■
DRAFT 129
Packet Pg. 278
DRAFT
f
& . 'I.. pp--
HAINES WHARF PARK
Amenities:
0.69 ACRES NEIGHBORHOOD
0
Benches
■
Drinking fountain
■
Interpretive signs
Capital Improvement & Planning Opportunities:
■
Lighting
■ No ADA accommodation in the newer (developed 2012) neighborhood park.
0
Overlook
■ Limited shade in this park. Consider shade structure or additional shade trees.
0
Parking
■
Picnic tables
Maintenance Considerations:
■
Playground
■ Another feature in lower park area is missing - footings remain. (wind
0
Portable toilet
damage?).
■
Shade trees
■ Irrigation not used due to landslide risk.
■
Swing set (2 strap,1 tot,1
inclusive)
■
Trash receptacles
c
0
A
a�
O
ti
N
O
N
N
O
N
41
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130
Packet Pg. 279
8.1.b
EdmondS 2022 PRO
5
HICKMAN PARK
5.61 ACRES
Capital Improvement & Planning Opportunities:
■ Add permanent restrooms to this popular neighborhood park.
Maintenance Considerations:
■ Some weed growth in landscape planting beds at entrance.
■ Blackberry bushes intruding on trail through natural area — nee
■ Dog waste bag dispenser missing from post at pedestrian bridge
■ A few pavement cracks need to be addressed.
■ Plan to resurface basketball court.
s
Amenities:
d pruning.
NEIGHBORHOOD 0 Baseball/softball field
■ Basketball 1/2 courts (2)
■ Benches
■ Bike racks
■ Boulder play area (former school
site)
■ Dog waste bag dispenser
■ Drinking fountain
■ Fitness stations
■ Kiosk
■ Lighting
■ Naturalized SWM basin
■ Open grass lawn
■ Parking
■ Paved walking loop
■ Picnic shelter
■ Playground
■ Portable restrooms
■ Trail
■ Trash & recycling receptacles
c
0
A
a
O
ti
N
0
N
N
0
N
41
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DRAFT 131
Packet Pg. 280
c
0
A
a
O
ti
N
0
N
N
0
N
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DRAFT 131
Packet Pg. 280
8.1.b
HUMMINGBIRD HILL PARK Amenities:
1.22 ACRES NEIGHBORHOOD ■ Basketball court
■ Open grass lawn
■ Picnic tables
Capital Improvement & Planning Opportunities: ■ Playground
■ Consider additional play activity options.
■ Shade trees
■ Swing set
Maintenance Considerations: ■ Trash and recycling receptacles
■ Invasive blackberry cover the steep slopes. Public likes to pick the berries.
Native plant restoration could be planned when/if public opinion shifts in favor
of blackberry control.
■ Remove barrier to playground entry to provide for universal access.
132
Packet Pg. 281
8.1.b
MOW 2022 PRO
MARINA BEACH PARK
3.37 ACRES
Capital Improvement & Planning Opportunities:
WATERFRONT
■ No ADA-compliant picnic tables. Add at least one accessible picnic table along
the walking trail.
■ Add permanent restroom facility
■ Continue to implement master plan improvements.
Maintenance Considerations:
■ Based on post markings on new playground equipment, play area needs thicker
layer of fall safety surfacing.
■ Add more sand to volleyball court.
■ Add gravel to walkway path where worn down.
Amenities:
■ BBQ-Grills
■ Benches
■ Drinking fountain
Kiosk @ Dog Park
■ Off -leash dog area
�■ Open grass lawn area
■ Picnic tables
■ Playground
■ Portable restrooms
■ Sand volleyball court
g■ Shade trees
■ Shoreline access / gravel beach
■ Spigots/foot wash
■ Trash receptacles
■ View point
■ Walking trail
■ Interpretive signs
c
0
a�
o:
a
O
ti
N
T_
O
N
N
Co
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DRAFT 133
Packet Pg. 282
DRAFT
MATHAY BALLINGER PARK
1.82 ACRES
Amenities:
NEIGHBORHOOD 0 Playground
■ Bike rack
■ Basketball courts (2)
Capital Improvement & Planning Opportunities: ■ Open grass lawn area
■ Paved loop path could be added along with a small picnic shelter. 0 Shade trees
■ Upgrade the ADA parking space. Connect to park features with paved path. 0 Trash receptacles
■ Consider converting one basketball court into an alternative sport/play amenity 0 Dog waste bag dispenser
■ Picnic tables
■ Portable restroom
■ Access to Interurban Trail
■ Parking
Maintenance Considerations:
■ Control invasive blackberries.
■ Play equipment climbing net needs cable replacement.
■ Remove access barrier into play area.
■ Replace faded signs
c
0
A
a�
a
O
ti
N
0
N
N
0
N
O
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134
Packet Pg. 283
8.1.b
EdmondS 2022 PRO
■
OLYMPIC BEACH PARK
2.85 ACRES
Amenities:
WATERFRONT Public fishing pier (WFWD
facility, maintained and operated
by City)
■ Benches
Capital Improvement & Planning Opportunities: ■ Bike rack
■ The park space between buildings could support a paved pathway to connect the ■ Drinking fountains
parking area to the seawall. This connection could enhance public waterfront ■ Interpretive signs
access and provide more universal access to the public promenade.
■ Repair buckled asphalt in parking lot and replace landscape trees to avoid future ■ Parking
pavement upheavals. ■ Picnic area
■ Public art (sculptures)
■ Restrooms
■ Shoreline access/sand beach
g ■ Trash & recycling receptacles
■ View point
■ Visitor center
■ Walking trail
■ Hand -carry boat launch
Maintenance Considerations:
■ Remove, powder coat & replace benches
■ Restroom maintenance: heavy graffiti area, consider adding lightin
c
0
MA
aD
a
O
ti
N
0
N
N
O
N
41
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DRAFT 135
Packet Pg. 284
DRAFT
PINE STREET PARK
1.47 ACRES
Capital Improvement & Planning Opportunities:
NEIGHBORHOOD
■ No designated handicapped parking for park access. Need to add
accommodation.
■ Add shade trees to playground area. Consider adding a small shelter at
playground.
■ Perimeter paved park path could enhance use.
■ Outfield fence could use safety cap.
Maintenance Considerations:
■ Bleachers need safety rails added (to comply with International Building Code)
Amenities:
■ Trash receptacles
■ Bike rack
■ Picnic tables
■ Bench
■ Parking
■ Playground
■ Baseball/softball field
■ Dugouts
■ Portable restroom
■ Climbing rock
■ Swing set (2 strap & 2 toddler)
■ Open grass lawn
■ Bleachers
■ Drinking fountain
c
0
A
a�
a
O
ti
N
O
N
N
0
N
41
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Packet Pg. 285
8.1.b
EdmondS 2022 PRO
SEAVIEW PARK
6.05 ACRES
Capital Improvement & Planning Opportunities:
■ No ADA accommodation are provided in this park. Plan for up
ADA parking and paved path access to amenities.
■ Drinking fountain at restrooms is not ADA-compliant. Ensure
with separate drinking fountain fixture. Check restroom for nee
Restroom signs not ADA-compliant.
■ Basketball hoop in parking area is a user conflict &basketball 1/2
relocated in other area of park.
Maintenance Considerations:
■ Cracks in asphalt pavement need to be addressed.
■
court could be
T
c
0
a
O
ti
N
T
0
N
N
0
N
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DRAFT 137
Packet Pg. 286
DRAFT
8.1.b
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SIERRA PARK
5.52 ACRES
Capital Improvement & Planning Opportunities:
Amenities:
NEIGHBORHOOD
■
Baseball/softball field
■
Basketball hoop in parking lot
■
Benches
■
Braille interpretive trail
■ Improve ballfield infrastructure with roofed dugouts, team benches
bleachers with safety railings.
■ Add drinking fountain (ADA-compliant).
■ Old play equipment (1996 installation) should be planned for re
to and enhance play opportunities.
Maintenance Considerations:
■
■
■
■
■
Playground safety surfacing should be replaced with engineered
other approved safety surfacing.
Replace former drinking fountain.
Bleachers do not have safety railing. Add to existing or replace entire bleacher.
Asphalt path has pavement cracks from root upheavals that need to be
addressed.
Handicapped parking sign mounted too law.
■
■
r:
■
■
■
■
138
Packet Pg. 287
8.1.b
MOW 2022 PRO
YOST MEMORIAL PARK
Amenities:
45.27 ACRES COMMUNITY
'
■
■
Capital Improvement & Planning Opportunities:
'
■ Outdoor preschool camp program may need some specific amenities.
■
■ The park would benefit from a master plan to provide for future improvements
�■
that could include a renovated/replaced aquatic facility, upgraded vehicular
circulation & parking, upgraded recreation amenities, improved park pathways
■
and revised natural trail system. The master planning process could identify
■
the more sensitive environments and define special forest areas to be protected
■
while allocating the park's development envelop and helping align a more
sustainable trail network.
'
■ Prior to an overall master plan for the park, the aquatic facility should undergo
'
an updated feasibility study to determine the best approach to providing
�■
seasonal or year-round aquatic programming for the community.
■
Maintenance Considerations:
■ Trail system's boardwalks and bridges need minor repairs and should be planned
for complete replacement within 4-5 years.
■ Some trail alignments follow the fall line (i.e. straight up or down hill), making
them less navigable and more prone to erosion. As the boardwalks and bridges
are scheduled for replacement, the trail alignment should be evaluated to ensure
the improved built trail is in the most preferred alignment. Steep sections of the
trail should be re -aligned to reduce the gradient and avoid erosive conditions.
■ Invasive plant species control measures needed (currently done by volunteers —
could benefit from higher intensity).
■ Playground replacement due (1995 installation).
Basketball 1/2 court
Bench
Bike racks
Drinking fountain
Forested natural area with stream
corridor
Outdoor pool
Parking
Picnic tables
Playground
Portable restrooms
Restrooms (Pool building)
Tennis/Pickleball courts (2 or 8)
Trash receptacles
ils
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O
N
N
O
N
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DRAFT 139
Packet Pg. 288
DRAFT
CENTENNIAL PLAZA
0.08 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ None noted
Maintenance Considerations:
■ None noted
DAYTON STREET PLAZA
0.10 ACRES
SPECIAL USE
Capital Improvement & Planning Opportunities:
■ Use better identification signage to clarify public use/value.
Maintenance Considerations:
■ None noted.
DAYTON STREET PLAZA - WWTC
0.35 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ Use better identification signage to clarify public use/value.
Maintenance Considerations:
■ Some minor graffiti on upper plaza level
Amenities: ■ Ornamental plantings
■ Japanese garden ■ Paved brick plaza
■ Japanese stone lantern ■ Brick seating wall
■ Sister City dedication
■ Lighting plaques
■ Holiday tree
Amenities:
■ Ornamental plantings
■ Public art
■ Inlaid paver art
■ Retaining wall
a
Amenities: ■ Not ADA-compliant
(many stairs)
■ Benches ■ Paved plaza
■ Fountain ■ Shelter
140
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8.1.b
EdmondS 2022 PRO
EDMONDS LIBRARY PLAZA
1.29 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ None noted
Maintenance Considerations:
■ None noted
EDMONDS MARSH
24.21 ACRES
Amenities:
■ Benches
■ Bus stop
■ Lighting
■ Ornamental plantings
OPEN SPACE
Capital Improvement & Planning Opportunities:
■ Identification signs at beginning and end of walkway would be helpful.
■ Implement master plan to daylight Willow Creek.
Maintenance Considerations:
■ Check railings at viewpoints for splitting, separation and general wear.
■ Some ADA barriers to viewpoint/overlooks occur where different pavements
meet and have gaps or uneven bumps. Repair.
■ Invasive plant species management and control should continue, especially
along road ROW.
■ Edmonds Marsh East (across Edmonds Way from the main Marsh) contains
0.85 acres and no developed public access. Continue to monitor and control
invasive plant growth.
■ Public art
■ Public rental event
space
■ Restrooms - interior
■ Rooftop plaza
■ View point
Amenities:
■ Interpretive signs
■ Overlook/viewpoints
■ Boardwalk
■ Paved walking path
■ Trash receptacles
■ Wetlands
■ Natural area
■ Salt & fresh water marsh habitat
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I
EDMONDS MEMORIAL CEMETERY
6.63 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ Consider installing benches
■ Additional columbarium space
Maintenance Considerations:
■ None noted
FRANCES ANDERSON CENTER
1.62 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ Update entry sign using new style guide.
Maintenance Considerations:
■ Keep plantings trim in front of facility sign.
HAZEL MILLER PLAZA
0.09 ACRES
SPECIAL USE
Capital Improvement & Planning Opportunities:
■ None noted
Maintenance Considerations:
■ None noted
■
Amenities: Restroom
■ Shade trees
■ Columbarium
■ Grave sites
�rances Anderson
and Leisure, C
111111!1111111011111111ii�enter
Amenities: ■ Day care facility
■ Gymnasium
■ 64,000 sf community ■ Parks Dept
center
administration offices
■ Community meeting
■ Restrooms
rooms
■ Public art - mosaic,
Amenities: fountain, railings
■ Outdoor paved plaza ■ Benches, tables, chairs,
■ Interpretive signs umbrellas
0
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8.1.b
EdmondS 2022 PRO
H.O. HUTT PARK
4.53 ACRES
OPEN SPACE
Capital Improvement & Planning Opportunities:
■ If adjacent land is acquired that offers some park development potential, this
open space could be enhanced by the proximity of a developed park with its
support amenities (parking, restroom, play area, etc.)
Maintenance Considerations:
■ None noted.
Amenities:
Walking trails
■ "Old growth" trees
■ Dog waste bag dispenser
■ No public parking
■ Walk -to open space for
neighborhood
INTERURBAN TRAIL
Amenities:
3.97 ACRES SPECIAL USE
■
Bench
■
Bike rack
Capital Improvement &Planning Opportunities:
■
Bus shelter
�■
Dog waste bag dispenser
■ Extend the shared -use paved pathway to 242nd Street along the existing
■
Drinking fountain
utility corridor and provides off-street pedestrian and bicycle access to Mathay
4A
Ballinger.
■
Interpretive signs
■
Kiosk
Maintenance Considerations:
■
Paved shared use regional trail
■ Heavy weekend use requires more frequent trash collection schedule or
■
Trash receptacles
additional receptacles.
■ The section of informal trail (not officially signed as Interurban Trail) could
be improved with pavement and intentional landscaping. Native plant species
should be selected to continue the existing value as a wildlife corridor (mostly
for birds) with minimal mown edges to keep vegetation off the path.
Q
DRAFT
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DRAFT s•1.b
LAKE BALLINGER ACCESS
0.19 ACRES WATERFRONT
Capital Improvement & Planning Opportunities:
■ Consider adding a firm base (pavement) under the bench to
reduce mud.
■ Improve waterfront for easier hand -carried watercraft shore
launch
Maintenance Considerations:
■ None noted
LYNNDALE SKATE PARK
2.39 ACRES
Description:
WeFnities: 0 Hand -carried
watercraft shore launch
■ Bench ■ Lakefront access
■ Fishing pole holders (2) Trash receptacle
Amenities:
SPECIAL USE • Skate park
■ Public art
■ 'Ihe 5,000 sf skate park in Lynndale Park was a joint project between Lynnwood
and Edmonds. The skate park includes public art "Fluid Motion" of sculptural
steel railings.
■ 'Ihe skate park is supported by parking, restrooms and other features within
Lynndale Park.
■ Half of site acreage counted toward Edmonds park system
MAPLEWOOD HILL PARK
13.27 ACRES
Capital Improvement & Planning Opportunities:
OPEN SPACE
■ No parking —pedestrian access only. Adjacent property acquisition could add
developable land for additional public access and park amenities.
■ Add one ADA parking space.
■ Old play equipment (1995 installation) should be planned for replacement.
Maintenance Considerations:
■ Trail maintenance and natural habitat enhancement.
Amenities:
■ Walking trails
■ Swing set
■ Picnic area
■ Wooded open space
Mi
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8.1.b
EdmondS 2022 PRO
MEADOWDALE COMMUNITY CLUBHOUSE
1.11 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ No designated ADA parking stall.
Maintenance Considerations:
■ Designate ADA parking stall and add handicapped sign
closest to building entrance.
MEADOWDALE NATURAL AREA
1.07 ACRES
Amenities:
■ Bench
■ Community center
■ Community meeting
rooms
■ Parking
■ Preschool
■ Picnic table
■ Playground
■ Restrooms
■ Trash receptacle
Amenities:
OPEN SPACE • No public access
■ Natural area - undeveloped
Capital Improvement & Planning Opportunities:
■ Site analyses could determine degree of potential park development. Gap
mapping of park facilities could help determine need for this site as a future
park (beyond its value as preserved open space).
Maintenance Considerations:
■ None noted.
MEADOWDALE PLAYFIELDS
12.05 ACRES
COMMUNITY
Description:
■ Joint development project between Edmonds, Lynnwood and the Edmonds
School District
■ Half of site acreage counted toward Edmonds park system
Amenities:
■ Lighted youth/adult competition
softball fields (3)
■ Multipurpose sand fields (2)
■ Concession building
■ Playground
■ Walking trail
■ Picnic facilities
■ Forested area
■ Pond
■ Restrooms
■ Parking
■ Public art
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DRAFT s•1.b
OCEAN AVENUE VIEWPOINT
0.2 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ User -made path down to railroad tracks where visitors cross and access beach
Maintenance Considerations:
■ Remove the user -made path to railroad tracks and install signs to indicate no
railroad crossing.
OLYMPIC VIEW OPEN SPACE
0.49 ACRES
OPEN SPACE
Capital Improvement & Planning Opportunities:
■ Site analyses could determine degree of potential park development. Gap
mapping of park facilities could help determine need for this site as a future park
(beyond its value as preserved open space).
Maintenance Considerations:
■ None noted.
PINE RIDGE PARK
26.47 ACRES OPEN SPACE
Capital Improvement & Planning Opportunities:
■ Nature play area could be added.
Maintenance Considerations:
■ Increase servicing interval for portable toilet, especially
after busy summer weekends.
■ Laminated root rot may be present. Conduct forest
management study to inform near -term management
actions and guide restoration or reforestation activities.
■ Consider paving the parking lot and adding more defined
parking areas with ADA parking space.
Amenities:
■ Parking
■ Trash receptacles
■ View point
Amenities:
■ No public access
■ Natural area - undeveloped
Amenities:
■ Benches
■ Dog waste bag
dispensers
■ Old growth forest
■ Parking area (gravel)
0
■ Portable toilet
■ Trash receptacles
■ Tool box (for outdoor
preschool)
■ Walking trails
■ Wetlands
T
0
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8.1.b
EdI11011dS 2022 PRO
RICHARD F. ANWAY PARK
0.17 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ Remove ATM - no longer in service.
Maintenance Considerations:
■ Heavy use during ferry wait times. Continue to monitor
trash collection and restroom cleaning needs.
SEAVIEW RESERVOIR
1.31 ACRES
OPEN SPACE
Amenities:
■ Dog waste bag
dispenser
■ Landscape plantings
■ Newspaper boxes
■ Pet area
Capital Improvement & Planning Opportunities:
■ If park facility distribution indicates a need for a more developed park site at
this public works location, coordinate with physical limitations to consider how
much could safely be added to this open space site.
Maintenance Considerations:
■ None noted.
■ Picnic table
■ Public art
■ Restrooms
■ Trash & recycling
receptacles
■ Vending machines
Amenities:
■ Open grass field with perimeter
shade trees
■ Contains underground water
tank.
SHELL CREEK Amenities:
1.42 ACRES OPEN SPACE
■ No developed public access.
■ Forested natural area.
Capital Improvement & Planning Opportunities:
■ Open space properties owned by the City should be evaluated for any
opportunities for public access, depending on extent of wetlands and other
sensitive environmental areas. Where feasible, natural trails could be developed
or wildlife viewing locations to offer some appreciation for the preservation of
Edmonds' natural environments.
Maintenance Considerations:
■ Invasive plant species control.
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DRAFT
8.1.b
STAMM OVERLOOK PARK
0.36 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ No ADA-designated parking space. Consider need to
upgrade accommodation.
Maintenance Considerations:
■ None noted
SUNSET AVENUE OVERLOOK
1.14 ACRES
SPECIAL USE
Capital Improvement & Planning Opportunities:
■ None noted
Maintenance Considerations:
■ Keep roses well -trimmed where they intrude on pedestrian
paths.
UNDERWATER DIVE PARK
27 ACRES
SPECIAL USE
Description:
■ Scuba diving park located north of the ferry landing and
accessed from Brackett's Landing — North, designated as a
marine preserve and sanctuary.
■ Area not owned or maintained by City; Leased from WA
Department of Natural Resources.
■ Surface facilities including parking, restrooms, showers,
changing area, foot wash, charts and maps are available at
Brackett's Landing North Park.
Amenities:
■ Little library
■ Benches ■ Parking (5 spaces)
■ Drinking fountain ■ Trash receptacle
■ View point
Amenities: ■ Trash receptacles
■ Dog waste bag
■ Walking path dispensers
■ View corridor ■ Interpretive signs
■ Benches
.r
Amenities:
■ Man-made reef
structures
■ Sunken De Lion Dry ■ Bruce Higgins
Dock Underwater Trails
■ Sunken vessels
Photo credit: Annie Crawley
0
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8.1.b
EdmondS 2022 PRO
VETERANS PLAZA
0.15 ACRES SPECIAL USE
Capital Improvement & Planning Opportunities:
■ None noted
Maintenance Considerations:
■ Some pavers are uneven where meeting other pavement
edges. Reset uneven areas to avoid tripping hazards and
ADA barriers.
WHARF STREET
0.12 ACRES
OPEN SPACE
Capital Improvement & Planning Opportunities:
■ None noted.
Maintenance Considerations:
■ Confirm ownership of stairs
WILLOW CREEK HATCHERY
1.68 ACRES
SPECIAL USE
Capital Improvement & Planning Opportunities:
■ None noted
Maintenance Considerations:
■ Kiosk roof repairs needed.
Amenities: ■ Lighting
■ Memorials
■ Benches
■ Drinking fountain ■ Ornamental plantings
■ Flagpole ■ Paved plaza
■ K9 sculpture ■ Trash receptacles
■ Water feature
Amenities: "private beach"
■ No safe access across
■ Viewpoint railroad tracks
■ Wooden stairs signed as
Amenities:
■ Boardwalk stream crossing
■ Hatchery pond (seasonal)
■ Indoor classroom
■ Interpretive signs
■ Kiosk
■ Native plant demonstration
garden
■ Natural area/wildlife habitat
■ Parking (gravel)
■ Picnic tables
■ Portable restroom
■ Trash & recycling receptacles
■ Walking trails
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DRAFT
WILLOW CREEK PARK
2.25 ACRES OPEN SPACE
Capital Improvement & Planning Opportunities:
■ Adjacent property (if acquired) could allow for developed public access and more
recreational opportunities.
Maintenance Considerations:
■ Invasive plant species control/management
■ Natural resource/habitat enhancement
Amenities:
■ Forested wetland
■ Stream corridor
■ No developed public access
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Edmonds 2022 PRO
le1»ALlU1ra.1
�= �• SURVEY
A HAW M 111F. t-4.. Fil l.il R
SUMMARY
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Packet Pg. 300
DRAFT s•1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
To: Angie Feser, Parks, Recreation & Community Services Director
From: Steve Duh, Conservation Technix, Inc.
Date: September 7, 2021
Re: Edmonds Parks, Recreation & Open Space Plan Survey
Community Survey Summary Results
Conservation Technix is pleased to present the results of a survey of the general population of the City
of Edmonds that assesses residents' recreational needs and priorities.
SURVEY METHODOLOGY
In close collaboration with City of Edmonds staff, Conservation Technix developed the 15-question
survey that was estimated to take less than ten minutes to complete.
The City mailed 2,500 surveys to randomly chosen households in Edmonds on May 29, 2021, of which
501 surveys were completed and returned (20% response rate). Online versions of the survey in English,
Chinese, Korean and Spanish were posted to the City's website on June 4, 2021. An additional 11449
surveys in English were completed from the general, community -wide online surveys. In addition, two
Chinese, five Korean and one Spanish surveys were completed. In all, 1,958 surveys were collected.
Information about the survey was provided on the City's website and on the PROS Plan project subpage.
It was promoted via multiple in -language social media postings and city email blasts. Printed flyers with
QR code links in four languages were made available for distribution by staff for direct outreach to non-
English community groups. Also, significant effort was made to promote the survey to all language
groups during community events, pop -ups and flyer distribution through cultural based community
organizations throughout the summer months. The survey was closed on August 31, 2021, and data
were compiled and reviewed.
Although households were randomly chosen to receive the mail survey, respondents were not
necessarily representative of all City residents. However, age group segmentation shows general
alignment with current Census data. The table below shows the age demographics for the mail and
online surveys, as well as comparative percentages for Edmonds' population.
Under20
<1%
<1%
<1%
20%
20-34
7.7%
6.5%
6.9%
18%
22%
35-44
11.7%
27.7%
23.3%
12%
15%
45-54
14.9%
20.7%
19.1%
15%
19%
55-64
22.6%
14.8%
17.0%
14%
17%
65 to 74
25.0%
22.0%
22.7%
12%
15%
75 and older
17.9%
0.8%
10.3%
10%
12%
Total
100%
100%
100%
100%
100%
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8.1.b
EdmondS 2022 PRO
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Page 2
This report includes findings of community opinions based principally on mailed survey responses. Each
section also notes key differences between different demographic groups and among responses to the
online -only survey, where applicable.
Percentages in the report may not add up to 100% due to rounding.
DRAFT 153
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DRAFT
8.1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
FULL RESULTS
How much do residents value parks and recreation?
Virtually all respondents (99%) feel that local
parks, recreation options and open space
opportunities are important or essential to the
quality of life in Edmonds. More than eight in
ten respondents feel that they are essential, -
while an additional 13% believe that they are
important to quality of life, but not essential.
Less than 2% of respondents believe parks are
"Useful, but not important".
Page 3
1. When you think about what contributes to the quality of life in Edmonds,
would you say that public parks and recreation opportunities are...
Essential to the quality of life here
84%
92%
99%
Important, but not really necessary 13%
97%
7%
Useful, but not important
2%
<1%
Not important or don't know
<1%
<1%
No significant differences exist between the
survey subgroups (age, children in household,
geography); however, online survey respondents
indicated stronger responses (-8-10 percentage points
higher) that parks and recreation opportunities are
essential to quality of life in Edmonds.
How often do residents use Edmonds' recreation
facilities, parks, and open spaces?
■ Essential to the quality of
life here
■ Important, but not really
essential
■ Useful, but not necessary
■ Not important
Don't know
Respondents were asked how often they, or members of their household, visited an Edmonds park, recreation facility,
or open space. Respondents tend to visit frequently, with more than half (53%) of respondents to the mail survey
visiting at least once a week and another 20% visiting two or more times per month. Only 13% of respondents visit just a
few times per year. Very few (3%) did not visit a park last year.
4. Prior to the COVID-19 pandemic, how often did you visit or use Edmonds parks, recreation facilities (such as the Frances
Anderson Center) or open space?
50.0% ■ Mail
50% —
38.8% Online
40%
30%
20.0%
0
20% 15.9% . °
13.7% 13.1%
10% 8.40/-- o,r
■. . 3.2% 1.1% 2.7% 1.1%
0%
Everyday At least once Two or more About once a A few times Do not visit Don't know
a week times a month over the year facilities /
month parks / open
spaces
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8.1.b
EdmondS 2022 PRO
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Page 4
Online -only survey respondents tended to visit slightly more frequently than mail respondents, with 66% visiting at least
once a week and 84% visiting at least once per month. Respondents of households with children visit slightly more
frequently than those without children, with participation increasing in correspondence with the number of children in
the home. Respondents who live in the southern portion of the city (areas east and west of Esperance) were slightly less
likely than respondents elsewhere to use parks and recreation facilities frequently.
Why do residents visit parks?
Respondents visit local parks and recreation facilities for a variety of reasons. The most popular activities are visiting the
beach and waterfront (83%), walking or running (76%), followed by relaxation (61%), playgrounds (41%) and fitness
(40%). Approximately one in three respondents visited for community events/concerts (37%), wildlife viewing (36%),
dog walking (35%), or family gatherings (34%). Fewer than 7% of respondents visit to use indoor sport courts, fishing or
the Underwater Dive Park. Write-in responses included activities such as pickleball, photography and birdwatching.
5. Prior to the COVID-19 pandemic, what would you say are the main reasons your household visited Edmonds parks, recreation
facilities or open spaces in the past year? CHECK ALL THAT APPLY.
Beach / waterfront 82.9%
Walking or running 77.5%
Relaxation 60.8%
Playgrounds 40.6%
Fitness 39.5%
Community events / concerts
36.6%
Wildlife viewing
' 36.1%
Dog walking
34.7%
Family gatherings / picnicking
34.4%
Recreation programs, classes or camps
001111M 26.4%
Swimming
20.1%
Bike riding
i 19.3%
Youth sport programs, including summer...
19.1%
Outdoor sport courts
18.1%
Sport fields
18.1%
Watersports / canoeing / kayaking 10.5%
Other . 7.2%
Fishing at the pier 6.2%
Indoor sport courts 5.3%
Underwater Dive Park 3.7%
N/A— I didn't use any Edmonds facilities 11.7%
0% 20% 40% 60% 80% 100%
DRAFT 155
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DRAFT s•1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Page 5
With a few exceptions, respondents who responded to the online -only survey visited recreation facilities and parks for
similar reasons as respondents to the mail survey in similar percentages. However, slightly more online respondents
visited for playgrounds (45%), recreation programs (30%), or youth sport programs and camps (22%).
Respondents between 35 and 54 were more likely than other groups to visit for playgrounds, sports fields, outdoor sport
courts, swimming and recreation programs. Several activities, including family gatherings, walking or running,
beach/waterfront, wildlife viewing, and relaxation were similarly popular with all age groups. Respondents with children
in their home were more likely to visit for playgrounds, sport fields, outdoor sport courts, recreation programs, and
youth camps than respondents without children. No significant differences were noted in responses between
respondents living in different areas of the city.
Are residents satisfied with the number and variety of park and recreation options?
Majorities of respondents feel that there are enough or more than enough of only a few types of park and recreation
options offered by Edmonds, including developed parks with playgrounds, sport fields and picnic areas. In all,
respondents feel there are not enough trails, pools and conservation areas — suggesting an existing, latent demand for
facilities of these types. Walking and pedestrian trails had the strongest responses that 'not enough' being provided.
Respondents have fairly balanced views on the provision of recreation programs, indoor gymnasium space and
community events.
2. When it comes to meeting the needs for parks, trails and recreation facilities, would you say there are...
Walking / pedestrian trails
Pools 30.0%
Park conservation areas & open space 35.3% 9.6%
Community events (such as the Concerts in the Park)
Picnic areas & shelters
Bike trails in parks
Indoor gymnasium space
Sport fields & sport courts
Recreation programs (camps & classes)
Developed parks with playgrounds
0% 20% 40% 60% 80% 100%
■ Not enough About the right number ■ More than enough ■ Don't Know
In general, middle-aged year respondents (those between 35 and 54 years of age) were more likely than respondents
over 55 to feel there are not enough recreation programs, walking trails, pools, and developed parks with playgrounds.
Respondents with children under 18 in their home were more likely than adult -only householders to feel the City does
not have enough bike trails in parks, sport fields and courts, recreation programs and indoor gymnasium space.
Respondents living in the southeast area (south of 220th St SW and east of Esperance) noted a higher need for
developed parks with playgrounds, recreation programs, indoor gymnasium space and conservation areas.
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EdmondS 2022 PRO
City of Edmonds Page 6
Parks, Recreation & Open Space Plan Survey (2021)
How would residents rate the condition of Edmonds' parks and recreation facilities?
Respondents were asked to rate the condition of a 3. How would you rate the condition of each of the following parks
variety of park and recreation facilities on a scale from or recreation facilities?
poor to excellent. Respondents gave
overwhelming high marks to the Waterfront parks in downtown Edmonds 9.9%II
condition the onwaterfront parks ® o
In downtown
n Edmonds. Your nearest, local city park % 16.6/0
Majorities of respondents identified their
local city park (76%), city playgrounds
(63%), trails in parks (55%) and the
Frances Anderson Center (56%) as in
either excellent or good condition. Of the
facilities listed, Yost Pool and sport fields
and courts had lower condition ratings,
and both of these facilities also had the
highest percentage of 'Not Sure/No
Opinion' compared to the other facilities.
There were no significant variations in
Frances Anderson Center 9 M EL 40.6% 21.4% ' M
Playgrounds 16.3% I -
Trails in parks 29wr 29.0%
Yost Pool H-W 19.4%
Sport fields &courts A m
0% 20% 40% 60% 80% 100%
■ Excellent ■ Good Fair ■ Poor ■ Not Sure / No Opinion
how respondents rated the condition of
parks and facilities based on age. Respondents from the southeast area (south of 220th St SW and east of Esperance)
noted a higher frequency of 'fair' or 'poor' ratings for 'your nearest local park', playgrounds and trails. Respondents with
two or more children in the household were more likely to give higher 'poor' ratings for sport fields and courts.
What park and recreation options do residents have a need for? Do they feel their needs are met?
The survey asked a question regarding needs for certain park and recreation facilities. A pair of questions asked which
park and recreation facilities and amenities the respondent's household has a need for, and then, whether that need is
well met, somewhat met, or unmet locally.
Of the specific list of amenities provided, 30% of respondents indicated that the highest unmet need is for pedestrian
and bike trails (84%) and an aquatic facility or pool (65%). Pluralities of respondents indicated a need for a variety of
amenities including:
• Indoor fitness & exercise facilities
• Community gardens
• Upgraded or renovated playgrounds
• Outdoor fitness equipment
• Off -leash dog areas (dog parks)
• Additional picnic shelters for group gatherings
• Additional tennis & pickleball courts
Respondents indicated only a limited need for basketball courts and sport fields (rectangular, diamond and lighted), and
many respondents noted these amenities as being 'very well met' by existing facilities.
Overall, strong majorities of respondents feel that their need are either 'very well met' or 'somewhat met' for every
recreation amenity listed in the survey. Four facility types were noted as being 'not at all met' by between 20%-30% of
respondents; these include community gardens, outdoor fitness equipment, pool, and lighted sport fields. For
community gardens and outdoor fitness equipment, there was no significant difference between age groups or
households with/without children, indicating an underlying strength in the general sentiment for need.
DRAFT 157
Packet Pg. 306
DRAFT
8.1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Page 7
Respondents between 35 and 44 expressed a greater need for an aquatic or pool facility. Respondents without children
under 18 indicated a slightly higher need for a disc golf course. Respondents living in the southeastern portion of the city
indicated a higher need for sport fields, indoor fitness facilities, and upgraded playgrounds. Respondents to the random
sample mail survey expressed higher levels of need for all listed park amenities and facilities, especially for picnic areas
and off -leash dog parks, as compared to the online -only survey.
6/7. Does your household have a need for each of the park and recreation amenities or facilities listed below? Using the same
list of items from above, how well are your household's needs met locally for each of the park or recreation facilities?
Have Need
Community gardens 38.2% � 46.4%
Outdoor fitness equipment
Aquatic facility / pool
Lighted, all-weather turf sport fields
Indoor fitness & exercise facilities
Additional tennis & pickleball courts
All -abilities, inclusive playgrounds
Additional basketball courts
Pedestrian & bike trails in parks
Additional fields for soccer, football & lacrosse
Additional fields for baseball / softball
45.4% �
42.4%
50.6% �
1%
65.5%
_%
31.3 %
50.9% �
48.8%
I Am
45.9%
37.0%
45.0%
26.3 %
19.6%
"6.68.9%
84.3%
45.6%
27.5%
42.1%
18.7%
Off -leash dog areas (dog parks) ■ 45.0% INEEMPLA 40.9%
Upgraded or renovated playgrounds 49.0% 42.7%
Additional picnic shelters for group gatherings ' 54.2% 37.6%
0% 25% 50% 75% 100%
■ Not At All Met Somewhat Met ■ Very Well Met
What recreation options do residents have a need for?
When it comes to recreational programs and activities, respondents expressed a greater need for community events
(56%) and program and activities geared toward youth. In particular, respondents had a higher interest in outdoor
programs such as environmental education (46%), youth day camps (41%) and youth sport programs (40%). Modest
need was indicated for most of the other program options listed, with the exception of e-sport leagues.
Respondents between 20 and 44 and those with children in the household were more likely to state a strong interest for
outdoor programs, youth sports, teen and youth programs. Consistently high need was noted across all age groups for
community events.
158
Packet Pg. 307
8.1.b
EdmondS 2022 PRO
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
9/10. Please indicate if your household has participated or used each of the listed recreation program types in the past two
years. Using the same list, indicate if there should be more or less of each available.
Community events, such as the Concerts in
the Park or outdoor movies
Outdoor programs, including Beach Rangers
or environmental education
Youth programs, such as summer day camps,
arts or gymnastics
Youth sports programs and camps
Adult classes, such as arts, music, fitness or
60.8%
wellness
Teen activities, such as game nights, trips or
62.3% I
camps during school breaks
Family programs, such as scavenger hunts
Adult sports leagues, such as volleyball,
pickleball or softball
E-sports leagues
0% 50% 100%
■ More Needed ■ Current Offerings are Adequate ■ Fewer Needed
Have Participated
68.9%
34.1 %
40.2 %
37.3%
40.6%
7.8 %
19.3 %
15.7 %
2.2 %
Page 8
Respondents were also asked why they do not participate in recreation or sports programs offered by Edmonds. One in
three responded that they were not aware of program offerings, suggesting a significant opportunity for the City to
improve information and outreach. Between 15% and 20% of respondents cited a lack of desired activities (17%), being
too busy (20%) or having age or physical limitations (21%) as the reasons they do not participate. There were no
significant differences in responses based on geographic subgroups.
11. If you do not participate in recreation or sports programs offered by Edmonds, what are your reasons? (Check all that apply)
N/A — Does not apply to me
M 38.6%
Not aware of programs
29.3%
Age or physical limitations
21.2%
Too busy; no time
20.3%
Don't have activities I'm interested in
— 17.2%
Held at inconvenient times
12.9%
Do not want to participate
11.8%
Need childcare in order to participate
8.6%
Too expensive
6.8%
Held at inconvenient locations
■ 4.6%
Poor quality of programs
' 2.3%
Team sport leagues are too small or...'
1.6%
Lack of transportation
10.7%
0% 25% 50%
Reason
Mail
Onlin
N/A - Does not apply to me
31%
42%
Not aware of programs
34%
27%
Age or physical limitations
32%
17%
Too busy; no time
21%
20%
Don't have activities I'm interested in
16%
18%
Held at inconvenient times
10%
14%
Do not want to participate
13%
11%
Need childcare in order to participate
5%
10%
Too expensive
6%
7%
Held at inconvenient locations
5%
4%
Poor quality of programs
2%
2%
Team sport leagues are too small or
are often cancelled
1%
2%
Lack of transportation
<1%
1%
DRAFT 159
Packet Pg. 308
DRAFT
8.1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
What recreation and park investments would residents prioritize?
Page 9
Respondents were asked to rank a list of potential 8. For the following list, indicate how you would rank the priority for
recreation, park and open space investments. each (15t priority is highest and 5th priority is lowest). Reorder the list by
Respondents to both the mail and online survey dragging each line into your preferred order of preference.
ranked the same items as
their top three priorities: Mail Online
expanding trail 1. Expanding trail opportunities
1. Buying additional land for future parks
Opportunities, improving or 2. Improving or upgrading existing parks
2. Improving or upgrading existing parks
upgrading existing parks,
and buying additional land 3. Buying additional land for future parks
3. Expanding trail opportunities
for future parks. Mail 4. Adding new recreational options in existing parks
4. Adding new recreational options in existing parks
survey respondents were 5. Expanding recreation classes & camps
5. Expanding recreation classes & camps
more strongly supportive of
expanding trail opportunities, by Buying additional land for future parks
16.4% 15.5% 14.6%
approximately ten percentage
points. Respondents in both the Improving or upgrading existing parks
25.7% 27.2% 16.3%
mail and online surveys ranked
providing recreational programs
Expanding trail opportunities
24.8% 22.3% 20.0% M
as their lowest priority.
There were few differences in Adding new recreational options in existing
priorities between subgroups. parks
Respondents with children in their Expanding recreation classes & camps
home tended to rate improving
existing parks as a higher priority
than those without children in the
home. Respondents did not vary
significant in their priorities depending on which part of the city they live in.
Investment and revenue priorities
® 23.7% 22.9% 25.4%
0 9..w 12.4% 22.4%
0% 20% 40% 60% 80% 100%
■ 1st ■ 2nd 3rd 4th ■ 5th
Respondents were asked to rank a list of potential recreation, park and open space investments that included
hypothetical relative costs as indicated by the use of dollar symbols ($) for each system investment. Generally,
respondents to both the mail and online survey ranked improving existing parks, completing the Waterfront Walkway
near Ebb Tide Condos, and acquiring additional land for conservation and open space as their top priorities.
Respondents to the online -only survey ranked building a new aquatic center more favorably than the mail survey
respondents.
Respondents of different ages prioritized the investment options similarly, with the exception of building a new aquatic
center, which was a higher priority for respondents between 35 and 44. Respondents with children in their home tended
to rate building a new aquatic center higher than those without children in the home, who were more likely to rate
completing the Waterfront Walkway and buying additional conservation lands as higher priorities. Respondents did not
vary significantly in their priorities depending on which part of the city they live in, with a couple exceptions. Those living
in the southeastern area rated improving existing parkland as a higher priority. Those living in the southwestern area
and downtown waterfront were more supportive of buying and expanding the Marsh property.
160
Packet Pg. 309
8.1.b
EdmondS 2022 PRO
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Page 10
13. Next is a list of improvements and facilities that may be considered for the future. Each one would be funded by your tax dollars.
For each item, indicate whether you think that type of facilities should be a Top Priority, a High Priority, a Low Priority or Not a
Priority at all. Costs are estimated as: $ (somewhat expensive); $$ (moderate); $$$ (very expensive)
Highest 1
2.
3.
4.
5.
Lowest
6.
Improve existing parkland ( $ )
Complete the Waterfront Walkway section
on west side of Ebb Tide Condos ( $$ )
Buy additional parks for conservation & open
space ( $$ )
Buy additional parkland ($$$ )
Buy & expand the Marsh property toward
Woodway ($$$)
Build a new aquatic center ( $$$ )
1. Improve existing parkland ( $ )
2. Buy additional parks for conservation & open
space ( $$ )
3. Complete the Waterfront Walkway section
on west side of Ebb Tide Condos ( $$ )
4. Build a new aquatic center ( $$$ )
5. Buy additional parkland ( $$$ )
6. Buy & expand the Marsh property toward
Woodway ($$$)
Improve existing parkland ( $ )
45.8% 16.3q
Complete the Waterfront Walkway section on
34.5%
27.3% M
west side of Ebb Tide Condos ( $$)
Buy additional parks for conservation & open
33.4%
27.1% M
space ( $$)
Build a new aquatic center ( $$$)
19.3%
24.3%
Buy additional parkland ( $$$)
28.8%
32.9%
Buy & expand the Marsh property toward
23.0%
In
38.2%
Woodway ($$$ )
0% 25% 50%
75% 100%
■ Top Priority ■ High Priority ■ Low Priority ■ Not a Priority
Are residents willing to support increased taxes to fund new amenities and experiences?
Given a choice between raising taxes to develop an amenity in Edmonds versus not having such a facility in the city,
slight majorities supported more taxes for two of five amenities tested: buying additional parks for conservation and
open space (64%) and building an aquatic center (53%). Strong majorities were not in favor of increasing taxes to
support installing all-weather turf sport fields, developing a bike skills course or providing an off -leash dog park.
DRAFT 161
Packet Pg. 310
DRAFT
8.1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Respondents with children at home were
significantly more likely that those without
to support increasing taxes for all
improvements other than buy additional
parks for conservation (which received
similarly high support levels). However, and
aside from buying additional park for
conservation, building an aquatic center was
the only other option for which more than
half of respondents with children supported
raising taxes. Respondents 35 to 44 years of
age were somewhat more likely than other
age groups to support raising taxes to fund
an aquatic center or to install all-weather
sport fields. There were no significant
differences based on respondents' location
of residence.
Page 11
12. There may be some park and recreation experiences that are limited or not
available in Edmonds but are available in neighboring communities. If it came
down to a choice between increasing taxes to develop that facility in Edmonds
versus not having that in Edmonds, which would you choose?
Buy additional parks for conservation &
open space
Build an aquatic center
Install all-weather sport fields
Develop a bike skills course / pump track
Provide off -leash dog park(s)
0% 25% 50% 75% 100%
■ Increase Taxes ■ Not in Edmonds
How do residents want to hear about Edmonds' parks, facilities, programs and events?
The majority of respondents prefer to hear about
Edmonds' parks, facilities, and programs through the
City website (67%) and the City's newsletter (53%).
The Craze recreation program guide (in print and
mailed to homes) and direct are also popular sources
of information, preferred by a plurality of
respondents. These sources were popular with
respondents to both the mail and online -only surveys.
Fewer than two in five respondents would like to hear
about park and recreation opportunities through
community event signs (34) social media (e.g.,
Facebook (33%), Instagram (15%), and Twitter (7%)).
However, social media, including Facebook and
Instagram, is a significantly more popular source of
information for respondents between 35 and 54 and
for families with children. The city newsletter, city
website and community event signs are preferred at
higher rates by older respondents. There were no
significant differences in communication preferences
among those living in different areas of the city.
14. Please check ALL the ways you would prefer to learn about
Edmonds' parks, programs and events.
City website 67.2%
Update in Edmonds city newsletter 53.1%
Craze recreation program guide in... 49.8%
Direct email 43.0%
Community event signs
34.0%
Facebook
32.8%
Craze recreation program guide online...
- 25.6%
Instagram
14.7%
Other
1r 8.1%
Write-in responses included the Edmonds News and Edmonds Beacon.
Twitter . 7.0%
None of these 11.6%
0% 25% 50%
75 %
162
Packet Pg. 311
8.1.b
EdmondS 2022 PRO
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Other Comments
Page 12
The survey provided respondents with an opportunity to share their ideas and suggestions via open-ended responses.
Over 270 respondents provided written comments related to park visitation and preferred media channels. Common
themes from these comments include:
• Respondents noted a range of other activities that bring them to Edmonds' parks and facilities. These include
photography, being in nature, petanque/bocce, wildlife viewing and pickleball.
• Additional media channels noted included My Edmonds News and the Beacon.
The full list of write-in comments is available with the Parks, Recreation & Cultural Services Department.
DRAFT 163
Packet Pg. 312
DRAFT
8.1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Demographics
Number of children in household
Page 13
A majority (75%) of respondents to the mail survey live in households with no children under 18, while about one in five
live in a household with either one (11%) or two (10%) children. Less than four percent of respondents live in a
household with more than three children. Online -only survey respondents were more likely to live in households with
children than respondents to the mail survey.
80%
70%
60%
50%
40%
30%
20%
10%
0%
Mail survey responses Online -only survey responses
0 1 2 3 or more
80%
70%
60%
50%
40%
30%
20%
10%
0%
0 1 2 3 or more
Age
Nearly two-thirds of respondents to the mail survey (65%) were over 55 years of age. Another 15% were 45 to 54 years.
Respondents to the online -only survey also were predominately over 55 years old (44%); however, there were more
responses from younger respondents with 34% of responses from those 20-44 years, versus 19% in the mail survey.
Mail survey responses
30%
25%
20%
15%
10%
5%
Online -only survey responses
30%
25%
20%
5%
0% 0%
Younger 20 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 and Younger 20 to 34 35 to 44 45 to 54 55 to 64 65 to 74 75 and
than 20 older than 20 older
Location of residence
Nearly equal percentages of respondents were collected in each of the five geographic areas between the mail and
online surveys. The mail survey had six responses from people who indicated that they live outside of city limits.
However, a slightly higher portion of online -only respondents (9.5%) do not live in the city.
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164
Packet Pg. 313
8.1.b
EdmondS 2022 PRO
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
30%
25%
20%
15%
10%
5%
0%
Mail survey responses
( A) N of ( B) S of 196th ( C) W of 9th (D) S of 220th (E) S of 220th Don't live
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of 9th Ave Edmonds
Location Map
30%
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Page 14
Online -only survey responses
(A)N of (B)Sof196th (C)Wof9th (D)Sof22Dth(E)Sof220th Don't live
Caspers St / St SW, N of Ave, S of St SW, W of St SW, E of inside the city
Puget Dr 220th St SW, E Caspers St Esperance Esperance limits of
of 9th Ave Edmonds
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DRAFT 165
Packet Pg. 314
DRAFT
8.1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
ATTACHMENT 1. SURVEY INSTRUMENT
r Community Survey on Parks and Recreation
Fns IYrtV
Dear Edmonds Resrdent:
The City of Etlmorlds is hginning a Community -led process to update its citywide Recreation, Parks and Open
Space Plia n (PROS Plan, for short), We need your hel p to dete rmine how to prioritize projects a nd what we shou Id
focus on to keep o u r parks a nd programs thriving for the next 6-10 years, As a n Inilti al step, the City is conducting
this short survey to assess the community's recreation needs. we understand that COVID-15 has impacted your
a bi lity to participate i n prof rams and visit parks this year, We ask that you consider needs for t he am�
futuro as you oval uate rimmation amen Ities, Your opinions a re im porta nt to thQ Clty.The survey has L5 questions and will anlytake a few minutes to comprete, Ilse the OR code to
take this survey anIIne at httos.//y ww,survewmonkey.com/r/EdmondsPROS
1 , When you think about what cantriWt�es to the quality of life in Edmonds, would you say that Put4ic parks
and recreation opportunities are... ( CHECK ONE OMON )
❑ Essential to [he quality of life here ❑ Not important
In Important, but rat really essential ❑ oon°t know
Cl Useful, but not r*cessery
2- when It comes to maeting the needs for parks, trails and recreation facllimm, would you say there are...
( CHECK ONLY ONE BOX IN EACH ROW )
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Page 15
166
Packet Pg. 315
8.1.b
EdmondS 2022 PRO
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
E
Save a stamp Use the QR code and take this survey an line:
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4. Prior to the (OVIQ• 14 pandemic, how often did ypu visit pr use Edmonds park$, recreation facilities {Such
as"Frarires Anderson Center) or open space?
❑
Everyday ❑ A few thane over the year
O
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❑
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5. Prior to the COV10-19 pandemic, what would you say are the main reasons your household visited Edmonds
perks, recreation facilities or apen spaces in the past year? { CHECK ALL THAT APPLY }
❑
Fitness O
Outdoor sport courts
❑
Playgrounds ❑
Indoor sport courts
❑
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Beach ► waterfront
❑
Bike riding ❑
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❑
ape walking ❑
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❑
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❑
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❑
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❑
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❑
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6, Please indicate if your household has a need for each of the park and recreation options listed below AND
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Page 16
DRAFT
Packet Pg. 316
DRAFT s•1.b
City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
Community Survey on Park & Recreation Preferences
T. For the fo I laws ng list, indicate haw you would rank the priority for each l ost priority is highest and
5th priority is lawmstj. Wrk each ranking number only once.
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City of Edmonds
Parks, Recreation & Open Space Plan Survey (2021)
11. Next is a list of improvements and facilities that may be considered for the future, Each One Would be
funded by your tax dollars. For each item, indicate whether you think that type of facilities should Iye a
Top Priority, a High Priori ty, a Low Priority or Not a Priority at all. Grits are esti mated as. 5 {somewhat
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APPENDIX C
ONLINE MEETIN
SUMMARY #1 Il
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City of Edmonds PROS Plan
Community meeting summary
Date: 7/22/2021
Time: 6:30-7:30 p.m.
Location: Virtual Meeting
The City of Edmonds Parks, Recreation and Cultural Services (PRCS) team hosted the first community meeting for the
PROS Plan update using Zoom on July 22, 2021.
The Edmonds PRCS team promoted the meeting through City communication channels, email, and social media.
Meeting information was provided in simplified Chinese, English, Korean and Spanish. The Edmonds PRCS team also
promoted the event to community -based partners.
20 community members participated in the meeting. A list of attendees and participants is included in Appendix A.
The purpose of this meeting was to engage the public in the process of creating the Edmonds Parks, Recreation &
Open Space (PROS) Plan. The project team provided live interpretation for members of the Chinese-, Korean-, and
Spanish-speaking communities. Tammy Leigh DeMent, facilitator, started the meeting by introducing the project,
welcoming attendees, and providing instructions for asking questions and participating in Chinese, English, Korean,
and Spanish. The project team gave a brief plan overview, highlighted previous city and community plans,
summarized upcoming community engagement opportunities, and outlined the planning timeline. They then
engaged the group in multiple polling and discussion sessions.
Project Overview
Angie Feser, Edmonds Director of Parks, Recreation & Cultural Services (PRCS) provided the PROS Plan overview. She
introduced Edmonds PROS Plan as a 6-year guide for helping the City manage and improve its parks, recreation
programs, and other outdoor experiences. The PROS Plan looks to the future and will establish goals, identify
specific projects and ideas on how to implement projects.
Angie shared the PROS Plan will explore the City's strengths, areas for parks improvement, and how the City aspires
to meet the community's needs for park and recreation today and into the future. She added that the plan will build
upon Edmonds' tradition of community -based planning, including the Community Cultural Plan, Climate Action Plan,
Transportation Plan, and the Highway 99 Plan.
The planning timeline spans about 9 months, with a draft of the updated PROS Plan before the end of 2021 and City
Council review in early 2022. The PRCS team is engaging the Edmonds community through a survey in four
languages, tonight's virtual meeting (also in four languages), attendance at local events (like the Uptown Farmers
Market) to share information, and through group discussions with recreation program users and City partners.
Angie shared parks facts as context setting for the constraints and aspirations of the PROS Plan. Highlights include:
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• Edmonds provides 47 parks across the city, with over 230 acres of parks and open space
• It operates numerous sport fields and sport courts, and
• The City manages over 4 miles of trails, including a one -mile trail along the waterfront
• The City has 6 waterfront beaches and a fishing pier
• Before the pandemic, the City accommodated over 8,000 users in its recreation programs; and
• The City has multiple facilities for use or rent, including the Anderson Center, Waterfront Center and park
picnic shelters
• The City offers amazing recreational activities and places that Enhance the Quality of Life & Livability in
Edmonds. This ranges from community events, to playgrounds, to open spaces and trails. It also includes
Yost Pool, recreation programs, picnic and sport areas, and the Underwater (SCUBA) Park.
Angie acknowledged that the COVID-19 pandemic has impacted how people use parks and participate in programs
and activities. She emphasized that the PRCS team is using this time to plan improvements for the future and that
the planning process is just beginning. This meeting is not about decision -making, but rather for community input.
The feedback gathered during the meeting will add to the information gleaned from the community survey.
Poll No. 1: COVID-19 has had an impact on how we recreate. Park usage increased over the past year. What are
you excited about doing more of?
60%
50%
40%
30%
20%
0%
Exercising Activities at the Community
Playing
Summer camps Spending time
Anderson Center events and
organized sports
with friends and
festivals
family outdoors
Community Survey
Angie shared that the City launched a community survey in June and so far, more than 1,500 people have
responded. She encouraged participants to take the survey on the website. (Note: the survey will close August 27)
edmondswa.gov/government/departments/parks recreation cultural services
Survey highlights:
99 percent of respondents said parks and recreation are either essential or important to the quality of life in
Edmonds.
• Going to the beach or waterfront and walking or running are the top reasons for visiting city parks.
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• Survey respondents visit Edmonds parks and open space frequently, with 81 percent visiting parks and
facilities monthly and about two-thirds visiting weekly.
• Priorities include improving existing parks, completing the waterfront walkway and other trail connections,
and buying additional open space lands.
• High -demand amenities include community events, trails, community gardens, and a pool.
Poll No. 2: Survey results to date show a strong interest in making improvements to existing parks. Select your LOP
three parks where you think the City should focus additional improvements.
80%
70%
60%
50%
40%
30%
20%
10%
0%
Mathay Ballinger Marina Beach Park Pine Street Park Sierra Park Yost Memorial Park
Park
Question and Answer Session One
Tammy Leigh invited participants to share their feedback on parks they currently use and opportunities for
improvements. Below is a summary of comments. A full list of comments and questions is in Appendix B.
Comment highlights:
• Provide context for the cost of programming vs. location improvements so that people taking the survey can
better understand the funding decision -making process.
• Explain why only five parks are included in the polling question for priority projects. (Angie explained that
including all of Edmonds parks in a poll was not possible so the focus remained on five parks currently
identified for improvements.).
• Add parks and open space to the SR 99 corridor.
• Invest in areas outside of the "bowl".
• Add bike related activities in parks such as a pump track and a skills course.
• Provide activities for age groups other than young children, specifically for teens and older adults
• Consider bathroom facilities at parks.
• Acquire forested areas threatened by development and add open space throughout the city.
3
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• Manage invasive plants.
• Evaluate use levels of facilities for organized sports such as Pine St Park which has a little -used baseball field.
• Make improvements at Marina Beach Park such as more kayak and paddleboard launch sites, fewer
restrictions for kayaking and paddle boarding, more accessible parking spaces, relocation of portable
bathroom facilities, and more beach volleyball.
• Make improvements at Mathay Ballinger Park including more picnic areas, seating, ADA access, and parking
improvements.
Poll No. 3: We also heard interest in the City acquiring more conservation lands and open space. What types of
conservation lands should the City prioritize acquiring?
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Forested uplands Freshwater Lake Ballinger Saltwater beaches & Wetlands &
creeksides access waterfront marshlands
Poll No. 4: The City offers many community events. Survey results showed strong interest in events. What types
of events should the city focus on?
• 82% - Smaller, more intimate events, such as outdoor movies, uptown evening market, Hazel Miller Plaza
summer concerts
• 18% - Big events such as 4th of July parade and fireworks, Edmonds Classic Car Show, farmers markets
Poll No. 5: With COVID restrictions being lifted and 'normal' is coming back, does your household have a need for
summertime day camps, childcare and camps during school holidays?
• 46% - No
• 36% - Yes
• 15%- Not sure
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Question and Answer Session Two
Tammy Leigh encouraged participants to share thoughts and ideas for the future of Edmonds parks.
Comment highlights:
Add more parks, services, and facilities in the SR 99 corridor and the south end of the city.
Pass ordinances that prohibit use of parks for non -park purposes.
Funding recommendations include:
o Provide more funding to parks and recreation programs that serve larger populations.
o Continue funding Yost Pool
o Use Washington State Health disparities data and mapping along with resources from the Municipal
Research and Services Centre of Washington to identify locations where capital investment will
provide health benefits to the most people.
o Reference the Washington State Recreation and Conservation Plan for equity -based goals.
Expand the Edmonds Stewards program.
Park site recommendations include:
o Improve Hummingbird Park.
o Provide better access to the waterfront, specifically near the Ebb Tide condominiums, and make it
ADA accessible.
o Include bicycle features and access at parks.
o Build skate parks in other areas of the city outside of the "bowl."
o Divert stormwater from the sound.
Community engagement should include representation from each area of the City with a focus on reaching
underserved communities.
Questions:
• Does the City have funding for future park improvements?
• When will the City update the PROS webpage?
• How long will Marina Park be closed for renovation?
What's Next?
Angie concluded the meeting with a summary of how attendees can stay involved or contact the Edmonds PRCS
team through email at PROSPlan@edmondswa.gov. She reminded attendees to fill out the online survey and share it
with friends, family, and networks.
Finally, Angie announced the City will hold another community meeting in the fall to share the draft plan. She
encouraged participants to check the website and keep an eye on social media for the meeting date.
5
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APPENDIX A: Meeting attendees and participants
20 community members participated in the meeting.
Community Members ProjectTeam—
Alison Alfonzo Pence Shannon Burley, Deputy Director of the Edmonds Parks,
Recreation & Cultural Services
Linda Coburn Angie Feser,Director of the Edmonds Parks, Recreation
& Cultural Services
Mindy Woods,
Human Services Manager for the Edmonds Parks,
Recreation & Cultural Services
Rebecca Elmore-Yalch
_
Scott Burns, PRR, Inc.
Greg Ferguson
Tammy Leigh DeMent, PRR, Inc.
Kelsey Foster (City of Edmonds)
Eunji Hamnett, Korean Language Interpreter, PRR, Inc.
Lora Hein
Yiran Huang, Chinese Language Interpreter, PRR, Inc.
Bruce Higgins
Daniel Ruiz, Spanish Language Interpreter, PRR, Inc.
Nikki Okimoto Glaros
Laura Van Wert, PRR, Inc.
Zack Ott
Laurie Rose (City of Edmonds)
Joe Scordino
Natalie Seitz
Mauri Shuler
Jessica Smith
Roger Pence
Chris Ziobro
Barry
Rick
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APPENDIX D
ONLINE MEETIN
SUMMARY #2
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City of Edmonds PROS Plan
Community meeting summary
Date: 10/16/21
Time: 1:00 PM — 2:00 PM
Location: Virtual meeting
The second community meeting was held using Zoom on October 16, 2021. Attendance included 40 public
attendees, 2 elected officials and 11 City and consultant representatives of the Edmonds Park, Recreation and
Cultural Services team, Conservation Technix, PRR, and interpreters
Nancy Johnson (Sno-Isle Sierra Club)
Angie Feser, Director of the Edmonds Parks, Recreation
David Orr
Rose LeSmith
Rachel Maxwell
Bryan Roehr
& Cultural Services
Shannon Burley, Deputy Director of the Edmonds Parks,
Recreation & Cultural Services
Steve Duh, Project Manager, Conservation Technix
Laura LaBissoniere Miller, Facilitator, PRR
Scott Burns, Technical Support, PRR
Ms. J. Song, Korean Language Interpreter, PRR
Barbara Steller
Marjie Fields
Yingwen Robertson, Chinese Language Interpreter, PRR
Sonja Miranda (LMN)
Daniel Ruiz, Spanish Language Interpreter, PRR
Barbara Rood
Lizzy Buechel, Notetaker, PRR
Scott Urquhart
Judi Gladstone
Vivian Olson
Janet Phillips
Alina Rossano
Teresa Wippel
Jeanett Quintanilla
Robert White
Bill Shirey
Michael Cuzzetto
Laura Wag
Barry Ehrlich
Chrissy Roberts
Mardee Austin
Sharene Bainbridge
Bill Derry
Richard Kuehn
Jack McHenry
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Susan Paine
Susie Schaefer
Nora Carlson
Roger Pence
Gayla Shoemake
Patricia ONeill
Laurie Sorensen
Lora Hein
Nathan Sugg
Catherine
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Lynne
Kan
The City of Edmonds hosted this meeting to report back to community members who have offered input and to
discuss priorities for the City's Parks, Recreation & Open Space (PROS) Plan. This included live interpretation for
members of the Chinese-, Korean-, and Spanish-speaking communities. The project team gave a brief project
overview, highlighting survey results, a summary of community engagement, public outreach, and timeline for
completing the plan. The project team then engaged the group in multiple polling and discussion sessions to gather
input on priorities for the plan.
Laura LaBissoniere Miller, Facilitator, started the meeting by introducing the project, welcoming attendees, sharing
the meeting agenda, and providing instructions about how to participate, including live language interpretation
options. Laura shared that the City was recording the meeting and introduced Angie.
Project Overview
Angie Feser, Director of Parks, Recreation & Cultural Services for the City of Edmonds, introduced Project Consultant
Steve Duh of Conservation Technix, who provided the Edmonds PROS plan overview.
• What is the PROS Plan?
o The Edmonds Parks Recreation and Open Space (PROS) Plan is a 6-year guide for helping the City
manage and improve its parks, recreation programs and other outdoor experiences. The Plan looks
to the future and will establish goals, identify specific projects and ideas on how to implement
projects for the next 6 to 10 years.
• At the core, the PROS Plan is guided by a few basic questions:
o What are the City's strengths and what areas can see improvement?
o How will the City meet today's park and recreation needs and the futures?
• What will the City focus on?
o An assessment of Edmonds' parks and open space will help the PROS plan weigh project priorities.
The PROS plan is the foundations for pursuing state grants and will help the City stay eligible for
other grants that could help pay for some improvements in the plan.
o Community involvement, including outreach from people in Edmonds who speak languages other
than English, will also guide investments and shape the PROS plan.
• Community feedback gathered through:
o A Community -wide survey with 1,958 responses.
o A virtual community meeting in July with 20 participants.
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o Ongoing updates through the City's website and social media outlets.
• What have we heard so far?
0 99% of respondents shared that parks and recreation spaces are essential or important to their
personal wellbeing.
0 81% of respondents shared that they visit parks/recreation and open spaces at least a couple times
per month.
• Why do people visit Edmonds parks? In order of what was heard most:
Beach / waterfront -
Walking or running -
Relaxatioln -
Playground5
Fitness
Community events / concerts
Wildlife viewing
Dog walking
Family gatherings / picnicking
Recreation prograrns, classes or camps
0 20";- 4V G 60 ,'.. BQli,
• What are the amenities at parks and recreational spaces that interest people the most? Listed in order of
top preferences:
o Pedestrian and bike trails in parks
o Indoor fitness and exercise facilities
o Community gardens
o Upgraded or renovated playgrounds and play structures
o Outdoor fitness equipment
• What improvements should the City focus on? Listed in order of priorities from the community:
o Connecting gaps in trail system, expand trail connections
o Improve or upgrade existing parklands
o Buy more conservation and open space lands
o Build an aquatic center
o Improve restroom facilities
• What recreational activities and existing programs are of the highest interest to people? Listed in order of
preference:
o Community events, such as outdoor movies, Hazel Miller Plaza summer concerts
o Outdoor programs, including Beach Rangers or environmental education
o Youth programs, such as summer day camps, arts or gymnastics
o Youth sports programs and camps
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EdmondS 2022 PRO
Presentation Part One
Focus areas
• The City of Edmonds heard community interest to focus investments in south and southeast Edmonds.
• The City of Edmonds followed up on this priority and analyzed how far different residential areas in
Edmonds are to parks, recreational spaces, or open spaces. This analysis map shows areas in proximity to
developed city parks; the areas in red are within a ten-minute walking distance, while areas in white depict a
further walk to get to an outdoor recreational space.
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Poll No. 1: Over the next 6 —10 years, in what parts of Edmonds should the City prioritize additional park and
open space investments? Select up to three.
900 0
81%
81%
80%
70%
60% 54%
50%
42%
40%
30%
20%
15%
10%
■0%
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Downtown
Highway 99
Southeast
Southwest
Edmonds
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Edmonds
Edmonds
* This poll is to share quick thoughts, further discussion is welcome
during Q/A.
Poll No. 2: If you had to pick only one improvement to Edmonds' park system, which of the following would you
choose? Choose one.
35%
30%
25%
20%
20%
17% 17%
15% 13%
10% 1 1 1 .
30%
5%
3%
0% ■
0%
Playground
Improved
Improved
Picnic
Shade for Bike skills/
Community
updates
restrooms
maintenance
amenities
playgrounds pump track
gardens
We would also like to
hear from
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parks you visit and how you would like to see them improved.
What do you like about the parks?
What is missing? Are parks
easy to access? What
do they need? What could be
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Q&A:
• We are in great need for new skateparks in the area, the ones in Edmonds and Lynndale are out of date.
o The City is installing a new skatepark as part of the Civic Park Project
• There are no poll answer options for increasing the NATURAL habitat- for example the tree canopy. Instead,
the options are all structural. Children are in greater need of NATURE to interact with than they are paved
and constructed, human made facilities.
o The objective for this question is to ask about physical improvements, but there will be other
questions/polls to address the need for additional open space.
• Expand Yost Pool operations.
• More trees especially with benches. Note climate change will mean hotter temperatures
• Current Edmonds and Lynndale skateparks are not worth fixing, they need replacement.
o Lynndale Skate Park is part of the Lynnwood Park system. Civic Park is being re -developed (the old
park has been removed and a new one being built).
• Underwater dive park curation
• Will the City try to buy the UNOCAL property when it becomes available and turn it into a park and not use it
for development?
• What is the status of the UNOCAL property purchase? Land is at a premium. City needs to purchase.
o I believe you are referring to the Chevron property by the marsh. The City secured the first right of
refusal for acquisition of this property — the City is considering acquiring that property. There are
other options for other state agencies to buy that land and lease it to the city. Options are being
explored around that property.
• Increased accessibility to current parks.
• 1 have had young people mention they would like mountain biking area.
• Better trail maintenance at Yost.
• Please remember that SW County Park also serves Edmonds' residents.
• Return to natural habitat, increased accessibility, stewardship of current trails to help reduce off -trail traffic.
• Would like to see better irrigation monitoring overall. Most parks with grassy areas seem to always have
very squishy, overwatered lawn areas. Seems to me that watering could be reduced (or use better
technology to water smarter) in many areas (saving money and making grassy areas useful/less muddy).
• More park benches in a covered area for the occasional rain shower.
• 1 am concerned about the conservation needs of parks. There are erosion problems, especially in Yost and
Maplewood parks. These are the "headwaters" of Shell and Northstram creeks. Consequently, both these
creeks have serious erosion problems and sediment flows in the creeks. I'd like to see more emphasis on
use of Open Space in the PROS plan.
• Improvements are needed in upgrading the natural environments children especially and all other ages as
well have opportunity to engage with and interact within close proximity of where they live in a
predominantly built environment.
• Functional toilets: Porta-toilets are better than nothing at all.
• Make and maintain the dive park.
• It would be great to have mountain bike locations and educating the public about where mountain biking is
safe/permitted. Example, there is a lot of mountain biking activity on small trails in Yost Park and people are
unclear as to whether this is a permissible activity.
• Possible ILA with County for Esperance Park (to make better picnic benches and art corridor and electric
outlets). Possible ILA with Ballinger Park to install amenities that Edmonds residents have better access to
on Edmonds side of the Mountain Lake Terrace Park around the lake.
• Would very much like to see the Unocal property purchased as a park.
• Lynndale skatepark needs improvement — at least filling cracks. They have grown over the years making it
difficult and dangerous.
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1 live next to the main City Park on 3rd Ave S. Both the entry drive and the exit drive are badly in need of
repaving. They are also too narrow to be safe for both pedestrians and automobiles and the many vehicles
from the city maintenance yard that use these roads daily. Is there a plan to address this need?
• Community engagement in maintaining parks.
Amenities near Lake Ballinger launch
• Could the city purchase the UNOCAL Property as a City park?
• Love the improvements to the Esperance Park in southeast area that is NOT Edmonds.
1 would like to see a redesign of the South Brackett's Landing area to be more useable and feature more
drought tolerant, native plants.
When will Maplewood Park get some much -needed attention? It encourages some pretty shady behavior
since it is mostly hidden and open after dark, the gate is never closed. Bike trails for kids, better signage to
increase usage, attention to those way to tall and not healthy trees.
Presentation Part Two
The City heard a strong interest for additional community events. The City currently offers a range of community
events, including large and medium sized events, and smaller neighborhood events like concerts in local parks.
Additional events will require additional staff, maintenance, and partners. We would like to learn more about the
events you'd like to see. We want to hear your thoughts: what type of events should the city focus on? Please feel
free to use CIA to offer other ideas.
Poll No. 3: We heard interest in additional community events. What types of events should the City focus on?
45%
41%
40%
35%
30%
25%
25%
20%
16%
15% 13%
10%
6%
5%
0%
Big Events(festivals Medium Events Small Keep Existing Mix Other suggestions
and markets) (movies) Neighborhood -park
Events
* Other suggestions: Change the events focus to (use Q&A to offer ideas)
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Q&A:
• Isn't Taste run by the Chamber not the City?
o Chamber manages the Taste with the City as a partner. We are asking if the Edmonds community
would like more of these events. If so, those events could be provided by the City or other
organizations.
• Cultural celebrations near international districts
1 could hear Taste Edmonds from my house. It was awful.
Events in venues outside of the Bowl, please.
• 1 think it is appropriate for other organizations to host and manage large events.
More opportunities for neighborhood nature walks (small, quiet gatherings of an educational nature) "forest
bathing" or "forest therapy' for example, bird and plant identification and understanding.
Having partners like the Chamber and ECA or private companies if there are more events
More environmental awareness - events or demonstration areas.
Inclusion of indigenous populations.
Tasting tours of different restaurants (maybe with one ticket for all).
• For local events, use the opportunity to share information and education on environmental issues since the
Climate Crisis is upon us--- to have compost options available.
Events not in bowl, in local neighborhoods. Large events in the Bowl are not really for locals anymore. No
events in the streets or right of ways.
Educational events for wildlife.
• Encourage the permitting to change from fireworks shows to drone shows for 4th of July possibly partnered
with live music.
Now we will move on to aquatics and the need for a pool replacement. Yost pool is around 50 years old and nearing
the end of its life. A 2009 feasibility study of Yost pool suggested the need for its replacement. There is strong
support to replace Yost pool, which offers questions to consider. For example, should the pool be:
• A large, regional pool?
• A small, neighborhood pool?
• Should the pool be indoor or outdoor?
Each option listed above has different requirements for staffing, maintenance, and associated development costs.
For example, a local scale, outdoor pool is seasonal, and offers limited use in summer months. Even as a limited
option, there are high costs. For example, constructing something like this would cost around $4 — 6 million.
A year-round, local scale, indoor pool, in comparison, might cost around $15 — 20 million, and might not be able to
accommodate all activities and community desires.
A large, outdoor pool that serves regionally would be seasonal, and might cost around $10 —12 million.
An indoor, regional aquatic center - kind of like the one in Lynwood — might cost around $30 — 40 million.
Accordingly, we are interested to learn more about community preferences for the Yost pool replacement.
We
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Poll No. 4: If the City were to replace Yost Pool with a new aquatics facility, what should be the focus for a new
facility?
45%
40% 39%
36% ■35%
30%
25%
20% 18%
15%
10%
6%
5%
0%
Local -scale pool, outdoor Local -scale pool, indoor Regional -scale, outdoor Regional -scale, indoor
Q&A:
• Yost pool should be for locals, and funding should come mainly from verdant. It should be free for all.
• Lynnwood Pool is already so close. Yost should differ from that.
• Pools, fountains, other water features will become increasingly essential as hotter weather during the
summer becomes more prevalent with climate change.
• Aquatics is a perfect opportunity to partner with other cities and agencies in SW county. Edmonds needn't
go it alone.
• We need a "no pool" option to reflect that as a low priority. We have much more serious needs.
• The Yost site pool is best suited for outdoors. Stay within that footprint.
• With wonderful indoor pool facilities close by in MLT and Lynnwood, I like an offering similar to our Yost
Park offering (outdoor summer pool in the trees).
• If regional scale/outdoor - it could have traditional use in the summer, but then have winter use in the
summer as well if used as Nordic -style hot/cold therapeutic baths. Extremely popular, but very few facilities
in this area. https://www.scandinave.com/whistler/en/baths/ .
• replacement of pool in other location of Yost would allow for more trails and natural areas.
• The local -scale outdoor pool at Yost Park is the gem of Edmonds.
• What about both: local indoor and outdoor pools?
Another important priority to Edmonds community members are trails and trail connections. Opportunities for
outdoor running, and other outdoor recreation activities are also of interest. There is a community -wide desire to
expand the trail system in Edmonds. Currently, the City is planning for bike lane improvements, including how to
providing safe routes with signs and maps.
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Poll No. 5: What do you see as the most important options for improving trails in Edmonds? (Select all that apply):
50%
45%
40%
35%
30%
25%
20%
15%
10%
31%
0% —
Improve signage and Improve maintenance of
trails information existing trails
46%
40%
37%
Build new trails in Acquire and build new Use right-of-way and All options
existing trail corridors sidewalks
parks/openspace
What other ideas do you have to improve trail connections across Edmonds?
M
The interurban trail is not connected with Edmonds through the intersection with 104 — this should be a high
priority to complete so it's connected. Improved safety is important. While proximity to parks and open
space is important, the quality of resource should be a consideration in your level of service analysis. For
example, I don't think it's right to consider a 10-acre athletic field comparable to parks located within the
"Bowl"; I hope that is also a consideration in your level of service analysis, which was not quite drawn out
during your presentation.
In regard to the pool: money is not infinite, and I think that available funding should be allocated to address
the quality of services offered. The City should prioritize communities that are fundamentally underserved.
In terms of events: all events happen within the "Bowl". I would like to see an expansion of the Uptown
Market to feature more food vendors, specifically, fruit and vegetable vendors. I found this missing from the
public market.
• Use un-opened street rights of way
• Access to the trails and knowing where they are is important. I am sure there are more in the city than I am
aware of.
• More public paths between neighborhoods. Trails that are for walking rather than biking
• Complete the "missing link" in front of the Ebbtide!
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Try to offer many trails to be inclusive and accessible.
• Agree with the comment about eliminating fireworks shows in the city, especially in proximity to the
shoreline and parks. They pollute, degrade air quality, frighten animals and those with PTSD and leave
garbage that then gets washed into waterways. They also create major traffic snarls and idling cars are
another environmental degradation, not to mention being a fire hazard.
Needed a 'lighting needs on the walking paths' question- Ballinger neighborhood and the walking area
around the Playfields near OVD between (NE Edmonds)? Many people do or would walk there late in the
evening. In the winter it is dark and not as safe
The Edmonds section of the Interurban Trail does not reflect Edmonds' beauty. Also building safe
connections for bikes to access light rail is huge.
It would be nice to see the emphasis on trail improvements to accommodate kids safely having fun on their
bikes. Also for older kids making trails for mountain type bikers. Away from cars, not on the streets.
Maplewood would be great for this.
1 agree about connecting Edmonds to the interurban trail
• 1 am concerned about taking away road space in existing streets. Congestion such as might be experienced if
trails are put on the existing Highway 4. Purchasing land for bike trails is necessary rather than taking
existing land to share bike and car trails
Permitted usage for existing trails needs to be clarified. Lots of our wooded trails are used being utilized by
mountain and motorized bikes and in many cases it is hazardous to hikers/walkers due to trail size. I don't
believe they are supposed to be used this purpose but there is not signage informing users/ enforcement of
rules.
o Currently, the city code does not disallow the use of bikes in the parks; so we are unable to post
signs or rules about prohibited usage that doesn't exist. In order for us to change that, the city code
would need to be changed; then we could move forward with different signage. Overall, the code
does not state that bikes are not allowed in parks.
"HERE, HERE" for the Interurban trail improvements - bummed that it is closed during light rail development
in Lynnwood area, but all for public transportation,
Work with County and neighboring cities to repair and build new interconnections. This will increase access
and improve safety.
I would like to see the Balinger side improved to coincide with the great work that the city of MLT is doing
for upgrade at the main park area.
• 1 would like to see the Balinger side improved to coincide with the great work that the city of MLT is doing
for upgrade at the main park area.
Important to provide connections to existing trails. Trails should be accessible to walkers and bikers, without
having to drive to a parking facility to get on the trail.
Safety for walking is a concern. Any lighting in the city, especially in proximity to parks, needs to be Dark
Skies compliant, especially to reduce intrusion into wildlife habitat and interference with bird migration and
provide someplace with darkest skies for viewing the night sky.
Better access to Meadowdale Park. The signage can be confusing and direct people down Norma Beach Rd if
they miss it.
My comment is about safety in Yost Park. Last week, I went for a walk in Yost Park, no cars around, felt a
little scary b/c it was just me in park. I walked fast because no one was there; it was a little scary. Are you
guys thinking about maybe a phone or cameras in the park for people? I want to clarify that I went to the
Yost Park in the day 1:00 pm. and I were the only person there. It will be great to see police around - safety
is my priority.
o Yost Park is not lit with streetlights or other lights, although park hours are from 8 am — dusk, so it
technically closes at dusk and in the evenings when it does get darker. If there are specific
improvements that would make you feel more comfortable the PRCS would like to have that
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conversation. We would be willing to include additional improvements to make the park feel safer.
Maybe we can get in touch following this conversation. There are lots of other concerns around
safety in Yost Park, so this will be important for city to address.
We need to preserve trees, especially in watersheds.
1 think the top priority is for acquisition especially in SE Edmonds and the marsh.
Please remember the wisdom of Joni Mitchell - DO NOT pave paradise and put up a parking lot.
Also agree with all the first caller had to say. I loved the Uptown Market; however, I was disappointed that
there were few to no produce vendors/ aka FARMERS. Would love to see community gardens with options
for sharing produce in neighborhood markets such as this.
1 would like to see more work on connecting/way finding to Lake Ballinger. Edmonds should continue to rely
on Ballinger as a resource for the southeastern part of the city.
HOORAY for MORE TREES! Does the park collaborate with the Edmonds Tree Board?
With the south part of Edmonds needing more parks (we are in a parks desert), the city should look for
partnering opportunities. One is coming up with the affordable housing project with the Lutheran church. I'd
like to see the city work with the church to develop a park on some of their property so that housing project
can be integrated with the rest of the neighborhood through a playground that is used by the entire
neighborhood
More youth -oriented activities in parks like skateboarding and parkour. More park staff at the parks to
maintain and help community.
Provide grants and build more partnerships with grassroots and community organizations to host events,
improve access to parks and recreation, help with safety, etc. Grassroots and community organizations can
help local governments better understand community needs and how to engage them.
Need to reduce light pollution. I have a headlamp for some of the times I am out after dark.
When looking at pools for 4-40 million!!! Skateparks are low maintenance. If designed correctly by proper
skatepark builder they will be a timeless addition to the city that has draw from out other local
communities. MILT and Lynwood do not have parks). Brier is terrible as well. We have a huge hole in this
dept. Please see Calivera (Lake Stevens) skate park and Torgeson Nnorth Bend) as great examples of
timeless design and construction. See MLTskatepark.org my personal website for skatepark advocacy.
thank you
The local parks are not patrolled, and they are not closed at night. I live next to Maplewood and it is very
busy after hours and not in a good way.
• Is there a reason not to make Maplewood Park walk-in only/ driveway designed to obstruct vehicles to avoid
the problems happening there after hours?
o We are aware of neighbors' concerns of Maplewood Park around safety, security and after-hours
activities in the park. We are aware and in communication with police department to request for
additional sweeps and drive-throughs in the park. There is always a consideration of including a gate
in the park, however this would require maintenance staff to lock and unlock gate, and we don't
currently have the staff to do this.
1 heard "free camping." Did I hear that wrong?
o We do not have camping or campsites in any of our parks; we do not provide camping in our parks —
that is not an option.
o The section of the presentation refers to youth summer camps and to programming, rather than
camping outside.
Are there any plans around community gardens?
o Edmonds PRCS received a wonderful donation from Shirly Johnson Property, There has been some
discussions in the past about this site being used for a community garden. The Park will need to go
through master planning process for engaged community.
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o In addition, we are seeing in PROS plans responses for community gardens —that will require
additional research into finding potential locations
• Is the Park Department considering climate impacts in its planning?
o Yes, in several ways. One as simple as plant material and design — shifting to plant material that
don't require additives, etc. being aware of species that we are using, considering species that
require less water, etc.
o In addition, parks provide benefits to help with climate change as well. Le. tree canopies provide
shade, ecological benefits for water and air
• Will the permitting be different for events that will be allowed at Civic Park when it is completed?
o Civic Park was designed in conjunction with several large festival producers; things like fireworks
show and Taste of Edmonds. The park has been designed to accommodate larger festivals, and the
expectation is that they will return to Civic Park.
• The Parks Dept needs to include ways to incorporate climate mitigation and adaptation into the planning.
Examples: preserve and increase tree canopy and restore the Edmonds Marsh, which will reduce flooding on
Hwy 104.
• Regarding the question on climate change, do you have a plan to increase the tree canopy both in the parks
and open spaces?
o We don't necessarily have a plan specific to X amount of trees per park or increasing tree canopies.
But we do utilize our parks for tree and vegetation planting. There is a considerable amount of tree
planting every year within parks department. We complete tree planting during the restoration of
park sites.
• More outreach and volunteerism solicited for park and marsh maintenance. The supervision may mean it
isn't even a cost savings but makes the community more vested in our natural spaces. I want to ditto an
earlier commenter who said that outreach and education on being good stewards of the earth would be a
great focus for our park in our park spaces- passive methods not so expensive. Also, where can we put
water collection tanks to minimize amounts of stormwater going into our creeks?
o This is something that we have started to do and are looking for more opportunities for partnership.
• Lynndale as I understand it was a collaboration between Lynnwood and Edmonds? Great to hear about
already planned replacement of Civic Park. Who is the designer? This is a huge problem when cities do not
consult skateboarders and people who use them when designing. You may be just making another park that
will have little use due to poor design. This is the most unfortunate part of skateboard park development. I
have links to preferred designers on my site. www.Mltskatepark.org. — Grindline, Dreamworks, Evergreen.
• Water usage needs to be considered in all new plantings and landscaping.
• Since Civic Park will include many features to enhance the space for all to enjoy, how can you continue to
have fireworks there when they cause noise and mess that impacts all who live nearby? I highly recommend
partnering with the chamber to offer drone or laser shows. Since we are the first designated Creative
District, I would like to see us do something new, creative and special in our community for the 4th of July
celebrations.
• The current Edmonds Marsh will need lots of help ($) readjusting to salt water and clean up of invasive
species. Can the plan include potential connectivity to the UNOCAL property?
• The concern about safety in Yost is regarding unleashed dogs - not just for people but for leashed dogs too.
• Needs to include safety for the other beings (wildlife) with whom we share this area, the ones who came
before us who are being increasingly driven from their original homes. We need contiguous wildlife habitat
that provides safe habitat for native species of all kinds, including places protected from human and other
invasive intrusion.
Other comments for engagement:
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Zoom is really not an effective way to reach all of our folks. It requires a fast internet connection, as well as a
device. Phoning in leaves the presentation sight unseen. So, these meetings are only truly accessible to
those with means and not the general community.
o Due to COVID, we can have limited in person engagement around this plan (attending night market);
we will continue to look for opportunities around this plan as it is safe to do so.
Is it possible for individuals, other than those attending today, to give feedback about specific parks? I'm
thinking specific input on specific parks might be valuable to the department
o We encourage questions and comments to continue after the meeting ends. We encourage you to
ask your neighbors to share feedback as well.
Time to do some in -person events again also, with appropriate precautions, of course. Doing Zoom -only is
not adequate.
o Edmonds' current policy does not allow in person meetings; we would obviously prefer to do this in
person but are unable to do so. Do have a timeline associated with project — adoption by February
to be eligible for state funding for the next 3 years. Additional comments are welcome. The team is
always available to email directly to the PROS plan email address and parks dept. is always available
for conversations via phone call, or email.
I hope there will be virtual opportunities to attend. Some people wouldn't attend an in- person event.
What's Next?
Visit city website; continued conversations with city council and planning board; draft PROS Plan by year
end; please visit website to share additional comments.
The survey links have been posted in the Chat for this meeting. You can access the survey directly from
those links or use your phone to scan the QR code shown on the screen.
If you have anything else you would like to share, please email the Edmonds team at
PROSPlan@edmondswa.gov and someone will respond directly to you.
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CONSERVATION
T E C H H I x
STAKEHOLDER DISCUSSION NOTES
Project Name: Edmonds PROS Plan Update
Location: Zoom Video Conference
Notes by: Steve Duh, Conservation Technix
Participant: Greg Ferguson, Edmonds Stewards
program
Jenna Nand, business owner, Chamber
board member
Bill Derry, resident, retired planner,
People for Puget Sound board chair
Subject: Stakeholder Group Discussion (#1)
PURPOSE
Project No.: Proj-# 21-138PLN
Interview Date: August 17, 2021 Time: 12:30 pm
Angie Feser, Director, Edmonds Parks,
Recreation & Cultural Services
Shannon Burley, Assistant Director, Edmonds
Parks, Recreation & Cultural Services
Steve Duh, Conservation Technix
To discuss current interests and future needs related to Edmonds' parks and recreation opportunities. The meeting
took place on August 17, 2021, via a Zoom video conference from 12:30 pm — 2:00 pm.
DISCUSSION
The discussion began with brief introductions and an overview of the City's PROS Plan update process. A set of
questions were used to initiate the discussion and explore ideas about local parks and recreation needs.
What Participants Value about Edmonds' Parks and Recreation
• Growing up and playing at Mathay Ballinger Park
• Waterfront and beach public space — great democratic space, everyone can enjoy the view and the water
(e.g., walk the marina, picnic by the sea)
• Waterfront, especially daytime low tide
• There are more visitors coming to Edmonds, which is good for merchants. Edmonds has the best people
and public space, which equals charm
• There is frequent music and at different scales (small, solo performer events and large concerts in City Park
and on Main Street).
• It is critical for kids to play outside and have natural space
• Access to two county parks — chapter 2 of the 2016 PROS Plan notes per capita acreage and level of service.
Edmonds is low in open space parks, and service levels might show as better if the city counts the county
park in Esperance
Interview Notes 1 August 28, 2021
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Interview Notes (continued
Comments on Maintenance
• Parks operation staff is doing great, work hard and interact with the public graciously
• Parks are well -maintained and clean. Cleanliness is not an issue in the Bowl and north Edmonds. There is a
different demographic around Mathay Ballinger Park and Hwy 99, with more of a 'street population' there.
Park maintenance and cleanliness is more of an issue in southwest and southeast Edmonds.
• Consider starting a business investment district along Hwy 99 to help finance improvements.
• Yost Park has been very busy during COVID; parking lot has been full
• There are different uses in open spaces versus parks (i.e., encampments). The city should tackle it, so all
feel safe to use these spaces. Support and assistance for the unhoused are better than a sweep. (Note: The
City is trying to get a social worker to aid in this area.)
• Maintenance overall is really good and should continue to be high/highest priority.
• Invasive species is an ongoing issue. Sound Salmon Solutions and Edmonds Stewards can help with invasive
species control (see 2016 Plan, chapter 4, goal 4)
Open Space Needs
• Edmonds Marsh is an underused gem; expanding that site is a big habitat opportunity and chance to
daylight creek into the Sound. Add a boardwalk and viewing platform
• Look at the Unocal property; it might be a surplus opportunity from the company. Consider adding it to
Edmonds' park system
• There is not a lot of open space left in the city. One opportunity is to open street rights -of -way, Consider
opportunities for temporary or permanent improvements, such as basketball, tennis, trails. There is a fair
amount of unopened ROW in southeast Edmonds
• The forest parcel across from Yost Park might be subdivided and would be a good candidate to buy it and
maintain as tree canopy (Shell Creek).
Recreation Opportunities & Needs
• At Mathay Ballinger, add exercise equipment — play equipment for adults. More open to all ages and
abilities, especially seniors
• Sport leagues are well -organized for active sports, politically strong and can take care of themselves
• There is a need for extended trails and natural trails — connect waterfront, Meadowdale, Marsh, Yost
• The 2016 Plan has a reference to climate change. Make parks easier to access on foot, attempt to lessen
the impact of vehicular access. Also, watch for water rise at waterfront sites; add more tree cover
• Would like to see more flowering trees along streets and more trees along Hwy 99. More trees and shade
will help with the impact of high temperatures on the street and sidewalk. Add more shade, benches and
hydration stations
Recreation Programs
• Yoga on beach or in parks. Hainsworth Park has outdoor yoga
• Focus on youth, elderly and disabled communities, with focus on public health
Interview Notes
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Interview Notes (continued
Project ideas
• Acquire more park and open space lands (south and east Edmonds are most deficient).
• Focus more on Hwy 99, which is not recognizable as Edmonds (i.e., art, trees, look, feel). There should be
more equity in park investments. Hwy 99 generates more tax revenue than the Bowl; harder to fund
projects in area like Hwy 99.
• The Marsh property offers opportunities for trees and habitat value; might be easier to find outside
resources fund a project like the Marsh than Hwy 99 area projects.
• Develop more space for pollinators and re -wilding. Consider a wildlife crossing on 76th. Plant more trees
and plants.
• Concern about dog park near Puget Sound and with urine and waste going into the Sound. It is a bacterial
'hotspot'
• Look for opportunities for an east/west trail from Hwy 99 to the ferry, something safe and separated
-- End of Notes --
Interview Notes
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CONSERVATION
T E C H N I x
STAKEHOLDER DISCUSSION NOTES
Project Name: Edmonds PROS Plan Update
Location: Zoom Video Conference
Notes by: Steve Duh, Conservation Technix
Participant: Ken Cooper, Edmonds Boys & Girls Club,
Executive Director
Heather Damron, Edmonds moms group
Alison Pence, Rotary, Diversity
Commission
Tia Scace, Edmonds Garden Club
Subject: Stakeholder Group Discussion (#2)
PURPOSE
Project No.: Proj-# 21-138PLN
Interview Date: August 19, 2021 Time: 10:00 am
Ashley Song, Arts Commission
Matt Finch, ESD Facility Manager
Angie Feser, Director, Edmonds Parks,
Recreation & Cultural Services
Shannon Burley, Assistant Director, Edmonds
Parks, Recreation & Cultural Services
Steve Duh, Conservation Technix
To discuss current interests and future needs related to Edmonds' parks and recreation opportunities. The meeting
took place on August 19, 2021, via a Zoom video conference from 10:00 am —11:30 am.
DISCUSSION
The discussion began with brief introductions and an overview of the City's PROS Plan update process. A set of
questions were used to initiate the discussion and explore ideas about local parks and recreation needs.
What Participants Value about Edmonds' Parks and Recreation
• Walking the waterfront, several parks have different things to offer (i.e., variety, active, passive, sunset,
water)
• For the Boys & Girls Club, we take our biking club to Yost Park and use City Park for the splash pad.
Appreciate rule change for dogs in parks
• Value the greenspace. As a parent, I appreciate the playgrounds, but gravitate toward the trails. At Sierra
Park, would prefer to see nature area, rather than playground equipment
• Always try to hike forested park on walks
• There are a lot of trees that offer environmental benefits
• Would like to see more open space and more public art in parks
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Interview Notes (continued
Comments on Maintenance
• Maintenance is great. There is not a lot of litter and no damage to trails
• City Park is packed daily; Pine Street Park is used heavily
• City Park is clean, busy. With all the events, the clean-up is great
• The pier walkway has a lot of seaweed and is slippery at times
• Focus on areas that aren't just in higher economic areas
• There are never enough staff to manage plants. Volunteers are great, but more is needed to remove
invasives
Recreation Needs
• Make sure all parks are accessible.
• At Marina Park, the ADA parking is closest to the water, but the porta potties are near the off -leash area
and far from these parking stalls. Move the logs for room for porta potties closer in
• At Mathay Ballinger, there is one ADA stall, and visitors can't really get to the features in the park from
there (e.g., picnic table, porta potty, play area)
• More effort on conservation (i.e., climate change) — would like to see less grass/lawn (incl the related
watering, fertilizing & resources) and more regionally appropriate plants
• Need more open space and parks
• There is really nothing in the southeast portion of the city, especially in multi -family areas with no open
space to walk to
• There is a demand for athletic fields — need both, open space and fields for active use
• ESD worked more with the city in the past building turf fields at Woodway and with Lynnwood for
Meadowdale fields
• If there were to be an aquatic center, maybe find a site along Hwy 99, rather than in the Bowl
• Walking and biking paths across the city and to/from school.
• Collaborate with ESD regarding improvements that might help accommodate field trips or walking to
school. (ESD noted that there are likely no major construction in Edmonds in the next ten years.)
• Connect a trail east/west to the Interurban Trail
• Add a food garden or more community gardens; Garden Club gets requests for more pea patches
Future needs
• More open fields and more athletic fields
• Maintain what we have
• The Boys & Girls Club is always searching for space for recreation programs
• Keep a strong focus on tree canopy
• Moon shot idea — walkable recreation within five minutes for all residents. This might be a challenge in the
south and southeast. Difficult to walk to Mathay Ballinger Park— no direct route, dangerous traffic, no safe
pedestrian route
• More green for everyone and closer to Hwy 99
• Conserve open space and expand on it with more restoration; improve access to nature and wildlife. During
COVID, really appreciate having things to see and do (i.e., trees, birds, wildlife, etc.)
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Interview Notes (continued
Communication
• Consider translating more city materials and information, but it may need in -person translation in the
various dialects. The focus tends to be on the main dialect (i.e., Mandarin). Personal, direct outreach should
be expanded, but the city may need to have people of color conducting the outreach
• Hwy 99 area needs more access to social and health services
-- End of,'Votes --
Interview Notes
August 28, 2021
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CONSERVATION
T E C H H I x
STAKEHOLDER DISCUSSION NOTES
Project Name:
Edmonds Parks, Recreation & Open Space Plan
Project No.: Proj-# 21-138PLN
Location:
Phone Calls & Zoom Conferences Interview
Sept. 3, 9, 10, & 28, Times: varied
Dates:
2021
Notes by:
Jean Akers, Conservation Technix
Participant:
Angela Harris, Port of Edmonds
Matt Finch, Director of Facility Operations,
Commissioner
Edmonds School District
Natalie Seitz, Resident, Equity advocate
Jean Akers, Conservation Technix
Kirsten Paust, Resident, Pool advocate
Subject:
Stakeholder One-on-one Interviews
PURPOSE
To discuss current issues, opportunities and needs for park and recreation amenities. The interviews took place
individually from September 3`d to 28th via phone call or Zoom engagement.
DISCUSSION
Each interview began with a brief introduction and overview of the City's Parks, Recreation and Open Space (PROS)
Plan update process. The interviewee was asked to briefly describe their role and relationship to Edmonds' parks
and recreation provision. A set of questions were then used to guide the discussion and elicit ideas about the park
system and local recreation needs.
Agency or Individual Roles
• The Port of Edmonds values its partnership with City Parks & Recreation; the relationship and
communications are good.
• The Port owns land adjacent to several city -owned park and open space lands and coordinates with access
and amenities, where feasible.
• Edmonds School District (ESD) goes beyond the City of Edmonds with its boundaries including Woodway,
Lynnwood, Mountlake Terrace and Esperance.
• The City Parks & Recreation and ESD have collaborated on sports fields implementation projects in the past
and are interested in continuing to partner on capital projects that can benefit the community.
• ESD actively supports community events by offering rental of is facilities and parking areas to support
festivals and programming.
• Advocating for equity and inclusion of the South Edmonds and SR 99 communities to provide more park
and recreation facilities in underserved areas.
• Advocating for better management and future upgrades and improvements at Yost Pool.
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Interview Notes (continued)
Value/Rating of Parks
• Port Commissioners noted that parks were generally in average to good condition and had numerous
volunteer activities engaged in work projects.
• More promotion could be coordinated to spread the word about community events.
• Waterfront Center is amazing.
• ESD wants to reconnect parks leadership with their Capital Partnership Program that works informally to
coordinate community -related improvements through needs assessments.
• Park facilities are good.
• South Edmonds and the SR 99 community are lacking in sufficient park facilities and should take a more
upfront priority in creating a more equitable park system.
Concerns or Issues
• Restrooms at the fishing pier need an upgrade. They're too dark and have bad night lighting.
• Restrooms near the ferry dock & underwater park needs major upgrade/renovation.
• City park sports fields have drainage issue in right field in the spring.
• Increased walkability and safe routes to school & parks.
• Capital investments have been mostly focused on downtown and waterfront leaving the South Edmonds
and SR 99 community underserved in park and trail facilities.
• Current gap in Interurban Trail makes for a dangerous connection. Connect gaps to create more regional
trail value.
• Create a durable process using an equity -based matrix and review/evaluate maintenance allocations to
ensure equity in park care.
• Reinforce the public health role of parks in the community.
• SR 99 & South Edmonds communities have higher temperatures due to more urban development (and away
from waterfront) and could benefit from more green spaces and tree canopy.
• Spur trail between Mathay Ballinger Park and Interurban Trail needs to be repaved.
• Avoid consuming Mathay Ballinger Park with a future SWM basin, reducing its footprint for possible future
recreational amenities.
• In gap analysis, add service areas for all park & rec amenities, not just neighborhood and community parks.
• Address access to programming.
• What's the future plan for Yost Pool? Aquatic programs are big value to community & need to be preserved
into the future.
• Yost Pool had a great summer swimming program run by the YMCA but the switch to Cascade Swim Club
has limited the public access to the pool.
• Review and evaluate concessionaire terms and agreements to ensure community -based programming
value.
• Yost Park had unlimited access for YMCA programming that affected park capacity and public use of Yost
Park. Was there any review of park carrying capacity? Traffic study for effect of programming?
• Sunset corridor may be impacted by railroad expansion of third rail line. How can trail access be protected?
• Older kids are not well -served except at the skate park. More recreational opportunities are needed like
zip -lines, BMX tracks, BIG swings, etc.
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Interview Notes (continued
Project ideas
• Parks map would be good to make information more accessible.
• Promotion of Edmonds parks could include other providers (county, school & other lands) as useful
resources in their park information.
• Future daylighting of Willow Creek could be an opportunity for more partnering and coordination between
Port and City Parks.
• A community recreation center (better than Yost).
• Improved access & boardwalk along the east side of Edmonds Marsh.
• Enhanced interpretive programs around the hatchery
• More sports fields for games and practices are needed
• More arts, cultural and environmental activities
• More soccer and mountain biking
• A Park Steward program could represent park efforts and solidify volunteer activities
• Enhance walkability to the waterfront from residential areas.
• Potential expansion of former Woodway HS campus could involve additional sports fields, lighting or a
future school site.
• City could benefit from a sports complex that provides tournament capacity to draw more economic
activity.
• An "opportunity fund" for SR 99 could help with resources and acquisitions to address current inequities.
• Parks could provide meeting spaces that could be rented/reserved by small businesses and individuals since
library only allows public uses. Snohomish (Willis Tucker) provides private reservable meeting space as a
good service to the community. This space could be combined with the City's future satellite office along
SR 99.
• Add a bike tool station on the Interurban Trail.
• Rework 77 to Trail so it's safer.
• Add restrooms and a drinking fountain to Mathay Ballinger Park.
• Enhance landscaping along utility corridor for better aesthetics.
• Upgrade infrastructure at Yost Pool.
• Marina Beach Park OLA could be improved by the removal of some of the older agility equipment.
Key Priorities
• Collaborate on Port's waterfront project to help create a seamless boardwalk experience.
• Consideration of an inter -local agreement between parks and ESD to help facilitate partnerships and
capital project resources and implementation. ESD has an ILA with Lynnwood where Lynnwood
contributes to elementary school construction to enlarge the gym to be able to accommodate more
community -based programming.
• Safe routes to parks and schools through enhanced walkability in the community.
• Lighting for Woodway Campus synthetic fields to extend available play time throughout the year.
• Add a "pocket park" classification to address an inequity in park definitions. Address the disparity
between park plan classifications and city code definitions.
• Provide more park amenities in SR 99 & South Edmonds communities.
• The 'International District' along SR 99 deserves more city investment and attention: tree plantings,
connected green spaces, pedestrian -friendly amenities. (See Shoreline as an example.)
• Yost Pool upgrades.
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Interview Notes (continued)
• Completion of Civic Park.
• Balance resources to invest across the City.
nthar Cnmmantc
• The Port will be moving its administration building (current structure to be removed) with a major rework
of the waterfront boardwalk. The project will create some small open space(s) along the promenade.
• ESD is facing capacity issues at Sherwood & West Gate Elementary Schools while Edmonds Elementary
School has declining enrollment. A 5-10 year plan for elementary school replacement in Edmonds could be
an opportunity to partner with Parks & Recreation.
• Partnering with ESD for a future aquatic center is feasible.
• Could there be a partnership with Mountlake Terrace to allow some development of the west side of
Ballinger Park to provide for Edmonds' residential park needs? Could Edmonds lease part of that parkland
for developing more active park facilities, like sports fields?
• "Edmonds Moms", a Facebook group, has over 7,000 members and could be a resource for parks & rec
communications.
• "Edmonds Dogs" is another local interest group to be considered in communications about projects and
programming.
• Informal volunteer group in Yost Park has been trimming blackberries and clearing overgrown vegetation
along trails. Could this be a human resource that gets expanded into a "Friends of Parks" 501.3.c entity?
-- End of Notes --
Interview Notes
September 29, 2021
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CONSERVATION
T E C H H I x
STAKEHOLDER DISCUSSION NOTES
Project Name: Edmonds Parks, Recreation & Open Space Plan Project No.: Proj-# 21-138PLN
Location: Zoom Video Conference Interview Date: Oct. 14, 2021 Times: 11:00am
Notes by: Jean Akers, Conservation Technix
Participant: Joomi Kim, Executive Director Jean Akers, Conservation Technix
Korean Community Services Center
Subject: Stakeholder Interview
PURPOSE
To discuss current issues, opportunities and needs for park and recreation amenities. The interview took place on
October 141h via Zoom video conference.
DISCUSSION
The discussion began with a brief introduction and overview of the City's Parks, Recreation and Open Space (PROS)
Plan update process. Joomi Kim was asked to briefly describe her role and organization and its relationship to
Edmonds' parks and recreation provision. A set of questions were then used to guide the discussion and elicit ideas
about the park system and local recreation needs.
Agency Perspectives
• The Korean Community Services Center (KCSC) provides a variety of social, financial, legal, counseling and
linguistic services for the Korean -speaking population in the Puget Sound Region. Up until now it has had
little if any relationship with the City of Edmonds and its provision of parks and recreation.
• Many of the people KCSC serves are not connected to recreation programming or the use of park facilities
due to language barriers.
• KCSC is advocating for equity and inclusion of the South Edmonds and SR 99 communities to provide more
park and recreation facilities in underserved areas.
Value/Rating of Parks
• The City's parks are beautiful but not as essential as needed social services.
• Walking trails and safe walking environments are important. Walking in green spaces is better than heavily
urban.
• Waterfront Center is very nice but KCSC clientele are not likely to use it due to discomfort with language
barrier.
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Interview Notes (continued)
Concerns or Issues
• Heavy investment in waterfront & downtown has left underserved areas of Edmonds without adequate
facilities and services.
• Distance from waterfront and its amenities can be an additional barrier for KCSC community. SR 99 corridor
needs more focus & attention.
• The City (and Parks & Rec) is not engaged with its Korean community.
• Affordable housing is in short supply. High-rise residential housing could provide needed affordable living
and a small community center could be part of the project.
• City does not currently place many park and recreation resources in non -white, diverse resident
populations.
Project ideas
• A small (or large) community center located along SR 99 corridor could help provide much -needed services
and access to recreation programming.
• KCSC is ready to provide Korean translators for a variety of recreation programs. They run lots of programs
but need more space and are willing to help City with translation.
• KCSC runs a number of "wisdom" classes where life skills are taught such as photography, flower arranging,
knitting, computer use, Yoga, and how to use a smartphone. They have limited space and could expand
their programming to collaborate with Edmonds' recreation programming and provide the teachers
(Korean -speaking).
Help create better walking environment in SR 99 & South Edmonds communities.
Key Priorities
• Somewhere near SR 99 corridor, a multi -cultural community center is needed. The center should provide
reservable meeting space, conference/auditorium space, commercial kitchen, game room, gym, after
school programs and maybe an indoor pool.
Other Comments
• Look at the land surrounding the Burlington Coat Factory. Is there an opportunity to acquire some space
for a community center?
• As an example of type of needed facility: the Snohomish Senior Association meets one to three times a
week and likes to prepare their own meals (needs a kitchen) have an indoor gathering space, play some
simple games (ping pong, Mah Jong, etc).
-- End of Notes --
Interview Notes
October 14, 2021
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DRAFT s•1.b
The following summaries from recognized park and
recreation resources provide background on national,
state and local park and recreation trends. Examining
current recreation trends may inform potential park
and recreation improvements and opportunities to
enhance programs and services.
2020 NRPA Agency Performance Review
The 2020 National Recreation and Park Association
(NRPA) Agency Performance Review summarizes the
key findings from their Park Metrics benchmarking
tool and is intended to assist park and recreation
professionals in effectively managing and planning
their operating resources and capital facilities. The
report offers a comprehensive collection of park- and
recreation -related benchmarks and insights to inform
professionals, key stakeholders, and the public about
the state of the park and recreation industry. The 2020
NRPA Agency Performance Review contains data
from 1,053 unique park and recreation agencies across
the United States as reported between 2017 and 2019.
Key Findings and Characteristics
Park facilities and operations vary greatly across
the nation.. The typical agency participating in the
NRPA park metric survey serves a jurisdiction of
approximately 42,500 people, but population size
varies widely across all responding jurisdictions. The
typical park and recreation agency has jurisdiction
over 20 parks comprising over 430 acres. Park facilities
also have a range of service levels in terms of acres of
parkland per population and residents per park. These
metrics are categorized by the agency's population size.
Park Facilities
Nearly all (96%) of park and recreation agencies
operate parks and related facilities. The typical park and
recreation agency has:
■ One park for every 2,281 residents
■ 9.9 acres of park land for every 1,000 residents in its
jurisdiction
■ 11 miles of trails for walking, hiking, running and/or
biking
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Figure F1. Median Residents per Park Based On Population Size
7,000 5,908
6,000
5,000
4,000 2 889
3,000 2,281 1,963 2,523
2,000 1,300
1,000
0
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Figure F2. Acres of Parkland per 1,000 Residents based on Population Size
14 12
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12 g,g
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10
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7.7
8
6
4
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A large majority of park and recreation agencies
provide playgrounds (93.9%) and basketball courts
(86.5%) in their portfolio of outdoor assets. Most
agencies offer community and/or recreation centers
(60%) while two in five offer senior centers.
The typical park and recreation agency that manages
or maintains trails for walking, hiking, running and/or
biking has 11.0 miles of trails. Agencies serving more
than 250,000 residents have a median of 84.5 miles of
trails under their care.
Park and recreation agencies often take on
responsibilities beyond their core functions of
operating parks and providing recreational programs.
Other responsibilities may include tourist attractions,
golf courses, outdoor amphitheaters, indoor swim
facilities, farmer's markets, indoor sports complexes,
campgrounds, performing arts centers, stadiums/
arenas/racetracks, fairgrounds and/or marinas.
Programming
Nearly all (93%) of park and recreation agencies
provide recreation programs and services. More than
eight in ten agencies provide themed special events
(88% of agencies), team sports (87%), social recreation
events (87%), youth summer camps (83%), fitness
enhancement classes (82%), and health and wellness
education (81%).
Staffing
Park and recreation employees are responsible for
operations and maintenance, programming and
administration. The typical park and recreation agency
has:
■ 41.9 full-time equivalent staff (FTEs) on payroll
■ 8.1 FTEs on staff for every 10,000 residents in its
jurisdiction
■ Median FTE counts also positively correlate with
the number of acres maintained, the number of parks
maintained, operating expenditures, and the population
served. For example, agencies that serve populations
between 20,000 and 49,999 residents employ an average
of 27.3 FTE, while agencies that serve 50,000 to 99,000
people employ an average of 60 FTE.
Figure F3. Park and Recreation Agency Staffing: Full -Time Equivalents (By
Jurisdiction Population)
350.0
300.0
LL 250.0
200.0
v
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Jurisdiction Population
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Another way of comparing agency staffing across
different park and recreation agencies examines
number of staff per 10,000 residents. These comparative
numbers hold fairly steady across population sizes with
the median for all agencies at 8.1 FTEs.
Figure K Park and Recreation Agency FTEs Per10,000 Residents
10
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Jurisdiction Population
Capital and Operating Expenses
For capital expenses, the typical park agency:
■ Dedicates about 55% to renovation projects and 32% to
new development projects.
■ Plans to spend about $5,000,000 million on capital
expenditures over the next five years.
■ For operations, the typical park agency spends:
■ $4.3 million per year on total operating expenses
■ $7,000 on annual operating expenses per acre of park and
non -park sites managed by the agency
■ $81.00 on annual operating expenses per capita
■ $97,000 in annual operating expenditures per employee
■ 54% of the annual operating budget on personnel costs,
38% on operating expenses, and 5% on capital expenses
not included in the agency's capital improvement plan
(CIP)
■ 44% of its operating budget on park management and
maintenance, 43% on recreation, and 13% on other
activities
Agency Funding
The typical park and recreation agency:
■ Derives 60% of their operating expenditures from
general fund tax support, 26% from generated revenues,
11% from dedicated taxes or levies, and 5% from grants,
sponsorships and other sources
■ Generates $21.00 in revenue annually for each resident in
the jurisdiction
2020 State of the Industry Report
Recreation Management magazine's 2020 Report
on the State of the Managed Recreation Industry
summarizes the opinions and information provided
by a wide range of professionals (with an average 22.3
years of experience) working in the recreation, sports,
and fitness industry. Given the emerging COVID-19
pandemic, Recreation Management also conducted a
supplemental survey in May 2020 to learn about both
the impacts to the industry and what mitigation steps
organizations were taking in response.
Partnerships
The 2020 report indicated that most (89%) recreation,
sports, and fitness facility owners form partnerships
with other organizations as a means of expanding their
reach, offering additional programming opportunities
or as a way to share resources and increase funding.
Local schools are shown as the most common partner
(64%) for all facility types. Youth -serving organizations
(Ys, JCC, Boys & Girls Clubs) and park and recreation
organizations were the most likely to report that they
had partnered with outside organizations, at 100% and
95% respectively.
Revenue Outlook
In January 2020, half of respondents expected revenues
to increase in both 2020 and 2021. Survey respondents
from urban communities are more optimistic about
revenue increases as compared to rural respondents.
In last year's report, parks respondents had reported
increases in their average operating expenditures with
operating costs that grew by 14% between fiscal year
2019 and 2019. Respondents generally expected their
operating expenses to continue to increase between
2019 and 2021, with camps expecting a 10% increase,
recreation centers at 8%, and parks at 6%.
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Relative to costs and revenues, few facilities covered
by the survey reported that they cover more than
75 percent of their operating costs via revenue. The
percentage recovered varied with type of organization
with the average percentage of costs recovered for all
respondents hovering near 50% and private for -profit
organizations achieving the highest cost recovery rates.
For parks, the cost recovery rate remained steady at
44%.
Over the past decades, public parks and recreation
departments and districts have faced a growing
expectation that facilities can be run like businesses.
Many local facilities are expected to recover much of
their operating costs via revenues. While this is the
business model of for -profit facilities like health clubs,
it is a relatively recent development for publicly owned
facilities, which have typically been subsidized via tax
dollars and other funding sources. Most recreation
providers (81%) have been taking actions to reduce
expenditures. Cost recovery actions typically involve
reduction in expenses with improving energy efficiency
as the most common action (51% of respondents).
Increased fees and staffing cost reductions and putting
off construction or renovation plans were reported as
other common methods for reducing operating costs.
As of May 2020, nearly 90% of respondents anticipated
that total revenues would decline in 2020 due to the
COVID-19 pandemic. Most anticipated a revenue
drop of 30-50%, though one in seven expected a
decline of more than 50%. In general, respondents are
split on when they expect that revenues will begin to
recover - 44% believe revenues will begin to rebound in
2021 while 40% expect further revenue declines.
Facility Use
The majority of respondents reported an increase in
use of their recreational facilities as of January 2020.
Looking forward, more than half of respondents (53%),
including 60-65% of parks and recreation centers, were
expecting to see further increases in the number of
people using their facilities over the next two years.
In 2020, 22% of respondents said they were planning to
add more staff at their facilities, 75% were planning to
maintain existing staffing levels, and 3% were planning
to reduce staffing. The May 2020 survey found,
however, that nearly half of responding organizations
had laid off or furloughed staff due to the impacts
of COVID-19 and nearly two-thirds had suspended
hiring plans.
Facilities and Improvements
Respondents from parks were more likely than other
respondents to include: park shelters (83.3% of park
respondents had shelters); playgrounds (82.7%); park
restroom structures (79%); open spaces (73.9%);
outdoor sports courts (71.9%); bike trails (48.3%);
outdoor aquatic facilities (42.1%); dog parks (40.4%);
skateparks (39.9%); fitness trails and outdoor fitness
equipment (34.5%); disc golf courses (33.7%); splash
play areas (33.3%); community gardens (32.3%); golf
courses (29.2%); bike and BMX parks (14.2%); and ice
rinks (13.9%).
Over the past seven years, the percentage of
respondents who indicate that they have plans for
construction, whether new facilities or additions or
renovations to their existing facilities, has grown
steadily, from 62.7 percent in 2013 to 72.9 percent
in 2020. Construction budgets have also risen. The
average amount respondents were planning to spend on
their construction plans was up 10.8% in 2020, after an
18.4% increase in 2019.On average, respondents to the
2020 survey were planning to spend $5.6 million on
construction.
A majority of park respondents (54%) reported plans
to add features at their facilities and were also the most
likely to be planning to construct new facilities in the
next three years (39%).
The top 10 planned features for all facility types
include:
1. Splash play areas (25.4% of those with plans to add
features were planning to add splash play)
2. Playgrounds (20.3%)
3. Park shelters (17.3%)
4. Dog parks (17.1%)
5. Park restrooms (16.1%)
6. Synthetic turf sports fields (14.8%)
7. Walking and hiking trails (14.8%)
8. Fitness trails and outdoor fitness equipment (14.8%)
9. Disc golf courses (12.9%)
10. Outdoor sports courts (11.3%)
The COVID-19 pandemic is having a significant
impact on construction plans. As of May 2020, over
one-third (34%) of respondents had put construction
on hold due to the impacts of the pandemic, rising
costs, and supply shortages.
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Programming
Nearly all respondents (97%) offer programming
of some kind. The top 10 most commonly offered
programs include: holiday events and other special
events (provided by 65.3% of respondents); educational
programs (59%); group exercise programs (58.8%);
fitness programs (57.6%); day camps and summer
camps (57.3%); youth sports teams (55.2%); mind -
body balance programs such as yoga and tai chi
(51.2%); adult sports teams (46%); arts and crafts
programs (45.8%); and programs for active older adults
(45.4%).
Respondents from community centers, parks and
health clubs were the most likely to report that they
had plans to add programs at their facilities over
the next few years. The ten most commonly planned
program additions were:
1. Fitness programs (24% of those who have plans to add
programs)
2. Group exercise programs (22.4%)
3. Teen programs (22%)
4. Environmental education (21.8%)
5. Day camps and summer camps (20.9%)
6. Mind -body balance programs (20.5%)
7. Programs for active older adults (18.1%)
8. Special needs programs (17.9%)
9. Holidays and other special events (17.4%)
10. Arts and crafts (17%)
Addressing the COVID-19 pandemic required
many respondents to either put programs or services
on hold (82%) or cut programs or services entirely
(34%). Additionally, many respondents have had to
rethink their programming portfolios. Two-thirds
of respondents (67%) had added online fitness and
wellness programming as of May 2020, 39% were
involved in programs to address food insecurity, and
one in four was involved in programs to provide
educational support to out -of -school children.
General Challenges
In January 2020, facility managers were asked about
the challenges they anticipated impacting their
facilities in the future. Generally, overall budgets are
the top concern for most respondents including their
ability to support equipment and facility maintenance
needs (58%) and staffing (54%). Marketing, safety/
risk management, and creating new and innovative
programming also remain continuing challenges
for facility managers. Facility managers also report
that environmental and conservation issues (13%)
and social equity and access (10%) are posing
increasing challenges. However, as of May 2020,
many respondents concerns had shifted to addressing
the COVID-19 pandemic impacts described in the
sections above.
2020 Outdoor Participation Report
Overall Participation
According to the 2020 Outdoor Participation Report,
published by the Outdoor Foundation, just over
half of Americans ages 6 and older participated in
outdoor recreation at least once in 2019, the highest
participation rate in five years. This increase was not
universal, however, and there was significant variation
in participation between age, gender, and racial groups.
Despite the overall increase in the percentage of
Americans engaging in outdoor recreation, the total
number of recreational outings declined in 2019.
Outdoor participants went on a total of 10.9 billion
outdoor outings in 2019 — a 12% drop from the 2012
high-water mark of 12.4 billion outings. In addition,
the number of outings per participant declined 17% in
the past five years, from 85 outings per participant in
2014 to 71 in 2019.
This drop mirrors a decline in the total number of
outings per participant. Each year for over a decade,
participants have engaged less often in outdoor
activities. As a result, the percentage of `casual'
participants in outdoor recreation (i.e. those who
participate one to 11 times per year) has grown by
about 4% over the past 15 years, which the percentage
of `core' participants (i.e. weekly participants) has
declined.
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Figure F5. Frequency of Outdoor Outings: Trending Over Many Years
Casual (1 to 11 times) 28.2% 27.9%
Moderate (12 to 51 times) 32.5% 31.8%
Core (52+times) 39.3% 40.4%
Running, jogging and trail running in the most popular
outdoor activity by levels of participation, as shown in
the chart below, followed by fishing, hiking biking and
camping.
Figure F6. Most Popular Outdoor Activities by Participants, Nationwide
Running, jogging & trail running
Freshwater, saltwater & flyfishing
Hiking
Road biking, mountain biking & BMX
Car, backyard & RV camping
0.0% 5.0% 10.0% 15.0% 20.0%
Youth Participation Declines
the youngest participants, children 6 to 17, were
outdoors far less than in previous years.lheir average
outings fell from a high of 91 in 2012 to just 77 per
child in 2019. Youth participation declined across the
board in 2019, with the biggest declines seen in girls
aged 18 to 24 (-5%) and boys ages 13 to 17 (-4%).
Households with children, however, continue to drive
growth in participation. Adults with children had much
higher outdoor recreation participation rates (57%)
than adults without children (44.4%).
Female Participation Continues to Grow
In 2019, women made up 46% of participants in
outdoor recreation while men made up 53.8%,
representing the smallest gender gap measured in the
report's history. Women's participation has increased
from 43% of all participants in 2009 to 46% in 2019.
28.4% 31.7% 32.6%
33.1% 32.5% 32.6%
38.5% 35.8% 34.9%
Diversity Gap Remains
Despite increases in participation, Black/African
American and Hispanic Americans continue to be
significantly underrepresented in outdoor recreation.
Hispanics made up 11.6% of outdoor recreation
participants, a 35 percent shortfall relative to their
proportion of the population ages 6 and over (17.9%).
Similarly, Black/African Americans represented 12.4%
of the U.S. population ages 6 and over in 2019, but
just 9.4 percent of outdoor participants, a 24 percent
participation deficit. Black youth were the least likely to
participate in outdoor recreation as compared to Asian,
Hispanic, and Caucasian youth — signaling a potential
future gap in outdoor participants. However, those
Black and Hispanic Americans who do participate in
outdoor recreation do so frequently — more often, on
average, than members of other racial groups.
In 2019, 62% of Asian Americans participated in
outdoor recreation, followed by 53% of White, 48% of
Hispanic, and 40% of Black/African Americans.
Impacts of COVID-19
An August 2020 report from the Outdoor Industry
Association indicated that COVID-19 impacted
recreation participation in April, May and June as
Americans flocked to outdoor recreation amid COVID
restrictions. Americans took up new activities in
significant numbers with the biggest gains in running,
cycling, and hiking given that these activities were
widely considered the safest activities during pandemic
shutdowns.'Ihe hardest hit activity segments during
COVID shutdowns were team sports (down 69%) and
racquet sports (down 55%). Reviewing just April, May
and June 2020, participation rates for day hiking rose
more than any other activity, up 8.4%.
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2020 Sports, Fitness, and Leisure Activities
Topline Participation Report
Prepared by a partnership of the Sports and Fitness
Industry Association (SFIA) and the Physical Activity
Council (PAC), this February 2020 participation report
summarizes levels of activity and identifies key trends
in sports, fitness, and recreation in the US. The report is
based on over 18,000 online interviews of a nationwide
sample that provides a high degree of statistical
accuracy using strict quotas for gender, age, income,
region, and ethnicity. The study looked at 122 different
team and individual sports and outdoor activities.
Compared to 2014, eight million more Americans were
casually active in 2019 indicating a positive movement
toward an increasingly active population. Sports that
made great strides in the last six years include trail
running, cardio tennis, BMX biking, and day hiking.
Over the last year, only 2.1 million additional people
reported participating in an activity that raises their
heart rate for more than 30 minutes. Participation in
active high calorie activities has remained flat for the
last four years.
The percentage of people reporting no physical activity
during the past year declined to 27% in 2019 - its
lowest point in six years — continuing an increasing
trend in activity. Rates of inactivity continue to be
linked to household income levels, with lower income
households having higher rates of inactivity. However,
in 2019, households across the income spectrum saw
declines in inactivity.
Figure F7. Total Participation Rate by Activity Category
Fitness Sports
Outdoor Sports
Individual Sports
Team Sports
-
Water Sports
Racquet Sports
Winter Sports
Fitness sports continue to be the most popular
activity type for the 5th consecutive year. Other
sports activities, including individual sports, racquet
sports, and water sports have seen a modest decline in
participation since 2018. Team sports experienced a
slight increase in participation, driven by the increasing
popularity of basketball and outdoor soccer. While
racquet sports lost about 2% of participants since
2018, mostly due to declines in squash and badminton
participation, the rising popularity of pickleball and
cardio tennis may reverse this declining trend.
When asked which activities they aspire to do, all
age -groups and income levels tend to show interest
in outdoor activities like fishing, camping, hiking,
biking, bicycling, and swimming. Younger age groups
are more interested in participating in team sports,
such as soccer, basketball and volleyball, while older
adults are more likely to aspire to individual activities
like swimming for fitness, bird/nature viewing, and
canoeing.
Physical education (PE) participation shows 96% of
6 to 12-year old youth and 82% of 13-17 year olds
participated in PE in 2019. While younger children
were more likely to participate in PE, older youth
had higher average days of participation. Children
were more than twice as likely to be inactive if they
did not attend PE. Overall, all ages saw an increase in
PE 2019. Participation in PE is thought to lead to an
increase of active healthy lifestyles in adulthood.
Figure F8. Sports with the highest 5-year increase in participation
Trail Running
Hiking (Day)
Rowing Machine
Kayaking (Recreational)
Aquatic Exercise
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Figure F9. 5-Year Change in Outdoor Sports Participation
190
160%
130%
100%
76%
70% 56% 52%
40% 33% o
24% 20% 17% 13% 12% 9% o
10%
4/0 2% 2% 1%
.. .
. . .
-20% - -9% -12% -13% -14%
-24%
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Americans Engagement with Parks Survey
This annual study from the National Park and
Recreation Association (NRPA) probes Americans'
usage of parks, the key reasons that drive their use, and
the greatest challenges preventing greater usage. Each
year, the study examines the importance of public parks
in Americans' lives, including how parks compare to
other services and offerings of local governments. The
survey of 1,000 American adults looks at frequency
and drivers of parks/recreation facilities visits and the
barriers to that prevent greater enjoyment. Survey
respondents also indicate the importance of park and
recreation plays in their decisions at the voting booth
and their level of support for greater funding.
In 2020, NRPA conducted a shorter -than -typical
Engagement survey because of the dynamic nature of
life during the COVID-19 pandemic.'Ihe 2020 Study
focused on the impacts of the COVID-19 pandemic
on park and recreation usage, whether residents see
public parks as an essential public service, and whether
people vote for political leaders based on their support
for parks and recreation funding.
Key findings include:
■ Eighty-two percent of U.S. adults agree that parks and
recreation is essential.
■ Seventy-seven percent of survey respondents indicate
that having a high -quality park, playground, public open
space or recreation center nearby is an important factor in
deciding where they want to live.
■ U.S. residents visit local park and recreation facilities more
than twice a month on average.
■ Three in five U.S. residents — more than 190 million
people — visited a park, trail, public open space or other
recreation facility at least once during the first three
months of the pandemic (mid -March through mid -June
2020). Impacts of the COVID-19 Pandemic
According to the Americans Engagement with Parks
report,
"In many communities across the nation, parks,
trails and other public open spaces have been crucial
resources available to people seeking a brief respite
from the public health crisis. As businesses shut
down operations during the spring, many parks
and trails remained open, providing people with
opportunities to safely enjoy outdoor physical
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activity with its many attendant physical and mental
health benefits. According to NRPA Parks Snapshot
Survey data (nrpa.org/ ParksSnapshot), 83 percent
of park and recreation agencies kept some/all of their
parks open during the initial wave of COVID-19
infections in April 2020, while 93 percent did the
same with some/all of their trail networks.
Consequently, people flocked to their local parks,
trails and other public open spaces. Three in five
U.S. residents — more than 190 million people
— visited a park, trail, public open space or other
recreation facility at least once during the first
three months of the pandemic — from mid -March
through mid June 2020. Parks and recreation usage
was particularly strong among GenZers, Millenials,
Gen Xers, parents, people who identify as Hispanic/
Latinx and those who identify as nonwhite.
As has been the case with virtually every aspect
of life, the COVID-19 pandemic has altered the
frequency with which most people engage with their
local park and recreation amenities. Still, slightly
more than half of people have been visiting parks,
trails and other public open space amenities as
often — if not more often — since the start of the
pandemic than they had during the same period in
2019. Twenty-seven percent of U.S. residents report
that their use of parks, trails and other public open
spaces increased during the first three months of
the pandemic relative to the same period in 2019. A
quarter of survey respondents indicates their parks
and recreation usage during the period from mid -
March to mid- June 2020 matched that of the same
three months in 2019. Forty-eight percent of people
report that their usage of parks, trails and public
open spaces declined during the early months of the
pandemic."
Washington State Recreation and Conservation
Plan
The 2018-2022 Recreation and Conservation Plan
for Washington State provides a strategic direction
to help assure the effective and adequate provision of
outdoor recreation and conservation to meet the needs
of Washington State residents. The plan identifies the
following five near and long-term priority areas and
establishes specific actions within each priority to help
meet the outdoor recreation and conservation needs
within the state:
1. Sustain and Grow the Legacy of Parks, Trails, and
Conservation Lands
2. Improve Equity of Parks, Trails, and Conservation
Lands
Meet the Needs of Youth
4. Plan for Culturally Relevant Parks and Trails to Meet
Changing Demographics
5. Assert Recreation and Conservation as a Vital Public
Service
Sustain & Grow the Legacy
A wealth of existing recreation and conservation areas
and facilities should be kept open, safe, and enjoyable
for all. Some modifications to meet the interests of
today's population may be needed at some facilities.
Sustaining existing areas while expanding and building
new facilities to keep up with a growing population is
one of the five priority goals.
Improve Equity
The National Recreation and Park Association's
position on social equity states:
"Our nation's public parks and recreation services
should be equally accessible and available to all
people regardless of income level, ethnicity, gender,
ability, or age. Public parks, recreation services and
recreation programs including the maintenance,
safety, and accessibility of parks and facilities, should
be provided on an equitable basis to all citizens of
communities served by public agencies."
The Washington plan restates that equity goal for all
its citizens. Improving equity is also a strategy for
improving a community's health. Current statewide
participation rates in outdoor activities were surveyed
as part of the plan.
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Figure F10. Participation Rates for Washington Residents in Outdoor Activi-
a:..
Walking
94%
Nature activities
89%
Leisure activities at parks
82%
Swimming
68%
Sightseeing activities
67%
Hiking
61%
Outdoor sports
48%
Water -based activities (freshwater)
46%
Camping
45%
Trending activities
33%
Snow and ice activities
30%
Bicycling
28%
Get Youth Outside
Washington State youth participate in outdoor
activities to a greater extent than youth nationally. Park
and recreation providers are urged to offer a variety
of outdoor activities for youth and to support youth
programs. Most youth are walking, playing at a park,
trying new or trending activities, fishing in freshwater,
exploring nature, and riding bikes. Other activities of
interest to youth are activities in freshwater such as
boating and paddling, fishing in saltwater, and target
shooting, hiking, outdoor sports, and riding off -road
vehicles.
Figure F11. Youth Participation Rates for Washington Residents in Outdoor
Activities
Walking
88%
Leisure in parks
78%
Trending activities
77%
Fishing in freshwater
77%
Nature -based activities
75%
Bicycling
74%
Freshwater -based activities*
66%
Target shooting
62%
Hiking
57%
Outdoor sports
57%
Off -road vehicle riding
57%
Fishing in saltwater
53%
*(not swimming)
Plan for Culturally Relevant parks and Trails to Meet
Changing Demographics
Washington's population is expected to grow by 2
million people by 2040 leading to more congestion
and competition for recreation resources. Between
2010-2040, the percent of people of color are expected
to increase from 27 percent to 44 percent. With the
cultural change in the population, preferred recreational
activities also will change. By 2030, more than one of
every five Washingtonians will be 65 years old or older.
By 2040, there will be more seniors than youth. Park
and recreation providers should be prepared to create
new and diverse opportunities and accommodate the
active senior population.
Assert Recreation and Conservation as a Vital Public
Service
the plan recognizes that outdoor recreation contributes
to a strong economy and is a public investment like
other public services and infrastructure. The report cites
the Outdoor Industry Association and other economic
studies that reinforce the importance of park and
recreation services locally, regionally and statewide.
2019 Special Report on Paddlesports & Safety
In 2019, the Outdoor Foundation produced a report
focused on paddlesports data based on a participation
survey (over 20,000 online interviews with a
nationwide sample of individuals and households).
In 2018, 22.9 million Americans (approximately
7.4% of the population) participated in paddle sports.
This represents an increase of more than 4 million
participants since the study began in 2010.Over the
last five years, there continues to be an increase in
paddlesports popularity among outdoor enthusiasts,
with significant portions of the nationwide growth
occurring in the Pacific region.
Recreational kayaking continues to grow in popularity
but may be driving some of the decline in canoeing.
"Ihe popularity of stand-up paddling has soared,
increasing by 1.5 million participants over the past
five years, though it does not have nearly as high a
participation rate as either recreational kayaking or
canoeing.
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Most paddlers are Caucasian, other racial and ethnic
groups are largely under -represented. However,
Caucasian participation has remained relatively flat
while participation by people identifying as Hispanic
or Black/African American has grown by 0.5% to
1% per year since 2013. 71his growth has led to more
than 773,000 new Hispanic paddlers in just six years,
signaling the importance and potential of engaging
minority groups in paddlesports.
One in eight paddlers have been participating in the
sport for 21 years or more. However, many participants
— between thirty and sixty percent, depending on the
discipline — tried a paddlesport for the first time in
2018. Such high levels of first-time participation may
produce longer term growth in paddling, assuming
participants continue to enjoy the sport.
Among adult paddlers, most participate for excitement
and adventure, for exercise, or to be close to nature.
Kayakers, rafters, canoers and stand-up paddlers often
enjoy, or would be willing to try, other paddlesports.
Many also enjoy similar outdoor "crossover" activities
such as hiking, camping, walking, and nature viewing.
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APPENDIX G
IMPLEMENTA
TACTICS
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LOCAL FUNDING OPTIONS
The City of Edmonds possesses a range of local
funding tools that could be accessed for the benefit
of growing, developing and maintaining its parks and
recreation program. The sources listed below represent
likely potential sources, but some also may be dedicated
for numerous other local purposes which limit
applicability and usage. "Therefore, discussions with City
leadership are critical to assess the political landscape
to modify or expand the use of existing City revenue
sources in favor of park and recreation programs.
Councilmanic Bonds
Councilmanic bonds may be sold by cities without
public vote. The bonds, both principal and interest, are
retired with payments from existing city revenue or
new general tax revenue, such as additional sales tax or
real estate excise tax. The state constitution has set a
Excess Levy — One Year Only
Cities and counties that are levying their statutory
maximum rate can ask the voters, at any special
election date, to raise their rate for one year (RCW
84.52.052). As this action increases revenue for one-
year at a time it is wise to request this type of funding
for one-time uses only.
Regular Property Tax - Lid Lift
Cities are authorized to impose ad valorem taxes
upon real and personal property. A city's maximum
levy rate for general purposes is $3.375 per $1,000 of
assessed valuation. Limitations on annual increases
in tax collections, coupled with changes in property
value, causes levy rates to rise or fall; however, in no
case may they rise above statutory limits. Once the rate
is established each year, it may not be raised without
the approval of a majority of the voters. Receiving
voter approval is known as a lid lift. A lid lift may be
permanent, or may be for a specific purpose and time
maximum debt limit for councilmanic bonds of 11/z% of period.
the value of taxable property in the city.
General Obligation Bond
For the purposes of funding capital projects, such as
land acquisitions or facility construction, cities and
counties have the authority to borrow money by selling
bonds. Voter -approved general obligation bonds may
be sold only after receiving a 60 percent majority
vote at a general or special election. If approved, an
excess property tax is levied each year for the life of
the bond to pay both principal and interest. The state
constitution (Article VIII, Section 6) limits total debt
to 5% of the total assessed value of property in the
jurisdiction.
A levy lid lift is an instrument for increasing property
tax levies for operating and/or capital purposes. Taxing
districts with a tax rate that is less than their statutory
maximum rate may ask the voters to "lift" the levy lid
by increasing the tax rate to some amount equal to
or less than their statutory maximum rate. A simple
majority vote of citizenry is required.
Cities and counties have two "lift" options available to
them: Single-year/basic or Multi -year.
Single -year: The single -year lift does not mean that the
lift goes away after one year; it can be for any amount
of time, including permanently, unless the proceeds
will be used for debt service on bonds, in which case
the maximum time period is nine years. Districts may
permanently increase the levy but must use language in
the ballot title expressly stating that future levies will
increase as allowed by chapter 84.55 RCW. After the
initial "lift" in the first year, the district's levy in future
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years is subject to the 101 percent lid in chapter 84.55
RCW. This is the maximum amount it can increase
without returning to the voters for another lid lift.
The election to implement a single -year lift may take
place on any election date listed in RCW 29A.04.321.
Multi -year: The multi -year lift allows the levy lid to
be "bumped up" each year for up to a maximum of six
years. At the end of the specified period, the levy in
the final period may be designated as the basis for the
calculation of all future levy increases (in other words,
be made permanent) if expressly stated in the ballot
title. The levy in future years would then be subject to
the 101 percent lid in chapter 84.55 RCW.
In a multi -year lift, the lift for the first year must state
the new tax rate for that year. For the ensuing years,
the lift may be a dollar amount, a percentage increase
tied to an index, or a percentage amount set by some
other method. The amounts do not need to be the
same for each year. If the amount of the increase for
a particular year would require a tax rate that is above
the maximum tax rate, the assessor will levy only the
maximum amount allowed by law.
The election to implement a multi -year lift must be
either the August primary or the November general
election.
The single -year lift allows supplanting of expenditures
within the lift period; the multi -year left does not, and
the purpose for the lift must be specifically identified in
the election materials. For both single- and multi -year
lifts, when the lift expires the base for future levies will
revert to what the dollar amount would have been if no
lift had ever been done.
The total regular levy rate of senior taxing districts
(counties and cities) and junior taxing districts
(fire districts, library districts, etc.) may not exceed
$5.9011,000 AV. If this limit is exceeded, levies are
reduced or eliminated in the following order until the
total tax rate is at $5.90.
Parks & Recreation Districts (up to $0.60)
Parks & Recreation Service Areas (up to $0.60)
Cultural Arts, Stadiums & Convention Districts (up to
$0.25)
Flood Control Zone Districts (up to $0.50)
Hospital Districts (up to $0.25)
Metropolitan Parks Districts (up to $0.25)
All other districts not otherwise mentioned
4. Metropolitan Park Districts formed after January 1,
2002 or after (up to $0.50)
5. Fire Districts (up to $0.25)
6. Fire Districts (remaining $0.50)
Regional Fire Protection Service Authorities (up to
$0.50)
Library Districts (up to $0.50)
Hospital Districts (up to $0.50)
Metropolitan Parks Districts formed before January 1,
2002 (up to $0.50)
Sales Tax
Paid by the consumer, sales tax is a percentage of the
retail price paid for specific classifications of goods and
services within the State of Washington.
Governing bodies of cities and counties may impose
sales taxes within their boundaries at a rate set by state
statute and local ordinances, subject to referendum.
Until the 1990 Legislative Session, the maximum
possible total sales tax rate paid by purchasers in cities
was 8.1 percent. This broke down as follows: state, 6.5
cents on the dollar; counties, 0.15 cents; cities, 0.85
cents; and transit districts, a maximum of 0.6 cents
(raised to 0.9 cents in 2000). Since then multiple sales
options were authorized. Those applicable to Parks and
Recreation include: counties may ask voters to approve
a sales tax of up to 0.3 percent, which is shared with
cities. At least one-third of the revenue must be used
for criminal justice purposes.
Counties and cities may also form public facilities
districts, and these districts may ask the voters to
approve a sales tax of up to 0.2 percent. The proceeds
may be used for financing, designing, acquisition,
construction, equipping, operating, maintaining,
remodeling, repairing, and reequipping its public
facilities.
Revenue may be used to fund any essential county and
municipal service.
If a jurisdiction is going to change a sales tax rate or
levy a new sales tax, it must pass an ordinance to that
effect and submit it to the Department of Revenue at
least 75 days before the effective date. The effective date
must be the first day of a quarter: January 1, April 1,
July 1 or October 1.
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Business and Occupation Tax
Business and occupation (B&O) taxes are excise taxes
levied on different classes of business to raise revenue.
Taxes are levied as a percentage of the gross receipts of
a business, less some deductions. Businesses are put in
different classes such as manufacturing, wholesaling,
retailing, and services. Within each class, the rate must
be the same, but it may differ among classes.
Cities can impose this tax for the first time or raise
rates following referendum procedure.
B&O taxes are limited to a maximum tax rate that can
be imposed by a city's legislative body at 0.2 percent
(0.002), but grandfathered in any higher rates that
existed on January 1,1982. Any city may levy a rate
higher than 0.2 percent, if it is approved by a majority
of voters (RCW 35.21.711). Beginning January 1,
2008, cities that levy the B&O tax must allow for
allocation and apportionment, as set out in RCW
35.102.130.
Admissions Tax
An admissions tax is a use tax for entertainment.
Both cities and counties may impose this tax through
legislative action.
Cities and/or counties may levy an admission tax in an
amount no greater than five percent of the admission
charge, as is authorized by statute (cities: RCW
35.21.280; counties: RCW 35.57.100). This tax can be
levied on admission charges (including season tickets)
to places such as theaters, dance halls, circuses, clubs
that have cover charges, observation towers, stadiums,
and any other activity where an admission charge is
made to enter the facility.
If a city imposes an admissions tax, the county may not
levy a tax within city boundaries.
The statutes provide an exception for admission to
elementary or secondary school activities. Generally,
certain events sponsored by nonprofits are exempted
from the tax; however, this is not a requirement.
Counties also exempt any public facility of a public
facility district for which admission is imposed. There
are no statutory restrictions on the use of revenue.
Impact Fees
Development impact fees are charges placed on new
development in unimproved areas to help pay for
various public facilities that serve new development or
for other impacts associated with such development.
Both cities and counties may impose this tax through
legislative action.
Counties that plan under the GMA, and cities, may
impose impact fees on residential and commercial
development activity to help pay for certain public
facility improvements, including parks, open space,
and recreation facilities identified in the county's
capital facilities plan. The improvements financed from
impact fees must be reasonably related to the new
development and must reasonably benefit the new
development. The fees must be spent or encumbered
within ten years of collection.
Real Estate Excise Tax
Excise tax levied on all sales of real estate, measured
by the full selling price, including the amount of any
liens, mortgages, and other debts given to secure the
purchase. Both cities and counties may impose this tax
through legislative action.
Counties and cities may levy a quarter percent tax
(REET 1); a second quarter percent tax (REET 2) is
authorized. First quarter percent REET (REET 1)
must be spent on capital projects listed in the city's
capital facilities plan element of their comprehensive
plan. Capital projects include planning, acquisition,
construction, reconstruction, repair, replacement,
rehabilitation, or improvement of parks, recreational
facilities, and trails.
The second quarter percent REET (REET 2) must also
be spent on capital projects, which includes planning,
construction, reconstruction, repair, rehabilitation, or
improvement of parts. Acquisition of land for parks
is not a permitted use of REET 2. Both REET 1 and
REET 2 may be used to make loan and debt service
payments on projects that are a permitted use of these
funds. The City of Edmonds currently assesses both
REETs and uses this funding for a variety of capital
project needs.
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Lodging Tax
The lodging tax is a user fee for hotel/motel
occupation. Both cities and counties may impose this
tax through legislative action.
Cities and/or counties may impose a "basic" two
percent tax under RCW` 67.28.180 on all charges
for furnishing lodging at hotels, motels and similar
establishments for a continuous period of less than one
month.
This tax is taken as a credit against the 6.5 percent
state sales tax, so that the total tax that a patron pays in
retail sales tax and hotel -motel tax combined is equal
to the retail sales tax in the jurisdiction. In addition,
jurisdictions may levy an additional tax of up to two
percent, or a total rate of four percent, under RCW
67.28.181(1). This is not credited against the state sales
tax. Therefore, if this tax is levied, the total tax on the
lodging bill will increase by two percent.
If both a city and the county are levying this tax, the
county must allow a credit for any tax levied by a city
so that no two taxes are levied on the same taxable
event. These revenues must be used solely for paying
for tourism promotion and for the acquisition and/
or operating of tourism -related facilities. "Tourism" is
defined as economic activity resulting from tourists,
which may include sales of overnight lodging, meals,
tours, gifts, or souvenirs; there is no requirement that a
tourist must stay overnight.
Conservation Futures Tax (Snohomish
Counties)
The Conservation Futures Tax (CFT) is provided for
in Chapter 84.34 of the Revised Code of Washington.
Snohomish County imposes a Conservation Futures
levy at a rate of $0.0625 per $1,000 assessed value for
the purpose of acquiring open space lands, including
green spaces, greenbelts, wildlife habitat and trail
rights -of -way proposed for preservation for public use
by either the county or the cities within the county.
Funds are allocated annually, and cities within the
county, citizen groups and citizens may apply for funds
through the county's process. The CFT program for
each county provides grants to cities to support open
space priorities in local plans.
FEDERAL & STATE GRANTS AND
CONSERVATION PROGRAMS
Rivers, Trails and Conservation Assistance
Program
The Rivers, Trails and Conservation Assistance
Program, also known as the Rivers &Trails Program
or RTCA, is a technical assistance resource for
communities administered by the National Park
Service and federal government agencies so they can
conserve rivers, preserve open space and develop trails
and greenways. The RTCA program implements the
natural resource conservation and outdoor recreation
mission of NPS in communities across America.
Community Development Block Grants
These funds are intended to develop viable urban
communities by providing decent housing and
a suitable living environment, and by expanding
economic opportunities, principally for low and
moderate income persons. Snohomish County, in
partnership with 18 cities and towns within the county
through an interlocal agreement, receives CDBG
funds on an entitlement basis as an Urban County
Consortium. The county administers this funding
on behalf of the consortium through the Snohomish
County Office of Housing and Community
Development (OHCD). CDBG funds can be used
for a wide variety of projects, services, facilities and
infrastructure.
North American Wetlands Conservation Act
Grants Program
The North American Wetlands Conservation Act of
1989 provides matching grants to organizations and
individuals who have developed partnerships to carry
out wetland conservation projects in the United States,
Canada, and Mexico for the benefit of wetlands -
associated migratory birds and other wildlife. Two
competitive grants programs exist (Standard and a
Small Grants Program) and require that grant requests
be matched by partner contributions at no less than
a 1-to-1 ratio. Funds from U.S. Federal sources may
contribute toward a project, but are not eligible as
match.
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The Standard Grants Program supports projects in
Canada, the United States, and Mexico that involve
long-term protection, restoration, and/or enhancement
of wetlands and associated uplands habitats.
The Small Grants Program operates only in the
United States; it supports the same type of projects
and adheres to the same selection criteria and
administrative guidelines as the U.S. Standard Grants
Program. However, project activities are usually smaller
in scope and involve fewer project dollars. Grant
requests may not exceed $75,000, and funding priority
is given to grantees or partners new to the Act's Grants
Program.
Recreation and Conservation Office Grant
Programs
The Recreation and Conservation Office was created
in 1964 as part of the Marine Recreation Land Act.
The RCO grants money to state and local agencies,
generally on a matching basis, to acquire, develop,
and enhance wildlife habitat and outdoor recreation
properties. Some money is also distributed for planning
grants. RCO grant programs utilize funds from various
sources. Historically, these have included the Federal
Land and Water Conservation Fund, state bonds,
Initiative 215 monies (derived from unreclaimed
marine fuel taxes), off -road vehicle funds, Youth
Athletic Facilities Account and the Washington
Wildlife and Recreation Program.
Aquatic Lands Enhancement Account (ALEA)
This program, managed through the RCO, provides
matching grants to state and local agencies to protect
and enhance salmon habitat and to provide public
access and recreation opportunities on aquatic
lands. In 1998, DNR refocused the ALEA program
to emphasize salmon habitat preservation and
enhancement. However, the program is still open to
traditional water access proposals. Any project must
be located on navigable portions of waterways. ALEA
funds are derived from the leasing of state-owned
aquatic lands and from the sale of harvest rights for
shellfish and other aquatic resources.
Washington Wildlife & Recreation Program
(WWRP)
The RCO is a state office that allocates funds to local
and state agencies for the acquisition and development
of wildlife habitat and outdoor recreation properties.
Funding sources managed by the RCO include the
Washington Wildlife and Recreation Program. The
WWRP is divided into Habitat Conservation and
Outdoor Recreation Accounts; these are further
divided into several project categories. Cities, counties
and other local sponsors may apply for funding in
urban wildlife habitat, local parks, trails and water
access categories. Funds for local agencies are awarded
on a matching basis. Grant applications are evaluated
once each year, and the State Legislature must
authorize funding for the WWRP project lists.
Land and Water Conservation Fund
The Land and Water Conservation Fund (LWCF)
provides grants to buy land and develop public outdoor
facilities, including parks, trails and wildlife lands.
Grant recipients must provide at least 50% matching
funds in either cash or in -kind contributions. Grant
program revenue is from a portion of Federal revenue
derived from sale or lease of off -shore oil and gas
resources.
National Recreational Trails Program
The National Recreational Trails Program (NRTP)
provides funds to maintain trails and facilities that
provide a backcountry experience for a range of
activities including hiking, mountain biking, horseback
riding, motorcycling, and snowmobiling. Eligible
projects include the maintenance and re-routing
of recreational trails, development of trail -side and
trail -head facilities, and operation of environmental
education and trail safety programs. A local match
of 20% is required. This program is funded through
Federal gasoline taxes attributed to recreational non -
highway uses.
Youth Athletic Facilities (YAF) Program
The YAF provides grants to develop, equip, maintain,
and improve youth and community athletic facilities.
Cities, counties, and qualified non-profit organizations
may apply for funding, and grant recipients must
provide at least 50% matching funds in either cash or
in -kind contributions.
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Puget Sound Acquisition and Restoration Fund
Grants are awarded by the Salmon Recovery Funding
Board for acquisition or restoration of lands directly
correlating to salmon habitat protection or recovery.
Projects must demonstrate a direct benefit to fish
habitat. "There is no match requirement for design -only
projects; acquisition and restoration projects require
a 15% match.lhe funding source includes the sale
of state general obligation bonds, the federal Pacific
Coastal Salmon Recovery Fund and the state Puget
Sound Acquisition and Restoration Fund.
STP Regional Competition - Puget Sound
Regional Council
Surface Transportation Program (STP) funds are
considered the most "flexible" funding source provided
through federal transportation funding. Every two
years the Puget Sound Regional Council conducts a
competitive grant program to award FHWA Surface
Transportation Program (STP) and Congestion
Mitigation and Air Quality (CMAQ) funds. These
funds are awarded at the Regional level by PSRC
and at the countywide level by the Infrastructure
Coordinating Committee (ICC). The ICC is a standing
sub -committee of Snohomish County Tomorrow
(SCT) comprised of public works representatives of the
cities, the County and the Tulalip Tribe; representatives
from the PUD, the Washington State Department
of Transportation, Port of Everett, and local transit
agencies.
For the Countywide STP/CMAQcompetitions,
the policy focus is on providing transportation
improvements to a center or centers and the corridors
that serve them. Centers are defined as regional growth
and regional manufacturing/industrial centers, centers
as designated through countywide processes, town
centers, military bases/facilities and other local centers
OTHER METHODS & FUNDING
SOURCES
Metropolitan Park District
Metropolitan park districts may be formed for the
purposes of management, control, improvement,
maintenance and acquisition of parks, parkways and
boulevards. In addition to acquiring and managing
their own lands, metropolitan districts may accept
and manage park and recreation lands and equipment
turned over by any city within the district or by the
county. Formation of a metropolitan park district may
be initiated in cities of five thousand population or
more by city council ordinance, or by petition, and
requires majority approval by voters for creation.
Park and Recreation District
Park and recreation districts may be formed for the
purposes of providing leisure -time activities and
recreation facilities (parks, playgrounds, pools, golf
courses, paths, community centers, arboretums,
campgrounds, boat launches, etc.) and must be initiated
by petition of at least 15% percent of the registered
voters within the proposed district. Upon completion
of the petition process and review by county
commissioners, a proposition for district formation and
election of five district commissioners is submitted to
the voters of the proposed district at the next general
election. Once formed, park and recreation districts
retain the authority to propose a regular property tax
levy, annual excess property tax levies and general
obligation bonds. All three of these funding types
require 60% percent voter approval and 40% percent
voter turnout. With voter approval, the district may
levy a regular property tax not to exceed sixty cents
per thousand dollars of assessed value for up to six
consecutive years.
Park and Recreation Service Area (PRSA)
Purpose to finance, acquire, construct, improve,
maintain or operate any park, senior citizen activities
center, zoo, aquarium and/or recreation facilities; and
to provide higher level of park service. The Northshore
Parks and Recreation Service Area, which owns the
Northshore Senior Center building, is located east of
Edmonds.
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Business Sponsorships/Donations
Business sponsorships for programs may be available
throughout the year. In -kind contributions are often
received, including food, door prizes and equipment/
material.
Interagency Agreements
State law provides for interagency cooperative efforts
between units of government. Joint acquisition,
development and/or use of park and open space
facilities may be provided between Parks, Public Works
and utility providers.
Private Grants, Donations & Gifts
Many trusts and private foundations provide funding
for park, recreation and open space projects. Grants
from these sources are typically allocated through a
competitive application process and vary dramatically
in size based on the financial resources and funding
criteria of the organization. Philanthropic giving is
another source of project funding. Efforts in this area
may involve cash gifts and include donations through
other mechanisms such as wills or insurance policies.
Community fundraising efforts can also support park,
recreation or open space facilities and projects. The
Community Foundation of Snohomish County also
offers small grants ($500 - $5,000) to qualified non-
profit organizations (501(c)(3)) or public agencies such
as local government, schools, libraries or parks.
ACQUISITION TOOLS & METHODS
DIRECT PURCHASE METHODS
Market Value Purchase
Through a written purchase and sale agreement, the
city purchases land at the present market value based
on an independent appraisal. Timing, payment of real
estate taxes and other contingencies are negotiable.
Partial Value Purchase (or Bargain Sale)
In a bargain sale, the landowner agrees to sell for less
than the property's fair market value. A landowner's
decision to proceed with a bargain sale is unique and
personal; landowners with a strong sense of civic pride,
long community history or concerns about capital gains
are possible candidates for this approach. In addition
to cash proceeds upon closing, the landowner may be
entitled to a charitable income tax deduction based on
the difference between the land's fair market value and
its sale price.
Life Estates & Bequests
In the event a landowner wishes to remain on the
property for a long period of time or until death,
several variations on a sale agreement exist. In a life
estate agreement, the landowner may continue to
live on the land by donating a remainder interest
and retaining a "reserved life estate." Specifically, the
landowner donates or sells the property to the city, but
reserves the right for the seller or any other named
person to continue to live on and use the property.
When the owner or other specified person dies or
releases his/her life interest, full title and control over
the property will be transferred to the city. By donating
a remainder interest, the landowner may be eligible for
a tax deduction when the gift is made. In a bequest, the
landowner designates in a will or trust document that
the property is to be transferred to the city upon death.
While a life estate offers the city some degree of title
control during the life of the landowner, a bequest does
not. Unless the intent to bequest is disclosed to and
known by the city in advance, no guarantees exist with
regard to the condition of the property upon transfer or
to any liabilities that may exist.
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Gift Deed
When a landowner wishes to bequeath their property
to a public or private entity upon their death, they
can record a gift deed with the county assessors office
to insure their stated desire to transfer their property
to the targeted beneficiary as part of their estate. the
recording of the gift deed usually involves the tacit
agreement of the receiving party.
Option to Purchase Agreement
this is a binding contract between a landowner and the
city that would only apply according to the conditions
of the option and limits the seller's power to revoke an
offer. Once in place and signed, the Option Agreement
may be triggered at a future, specified date or upon
the completion of designated conditions. Option
Agreements can be made for any time duration and
can include all of the language pertinent to closing a
property sale.
Right of First Refusal
In this agreement, the landowner grants the city
the first chance to purchase the property once the
landowner wishes to sell. the agreement does not
establish the sale price for the property, and the
landowner is free to refuse to sell it for the price offered
by the city. this is the weakest form of agreement
between an owner and a prospective buyer.
Conservation and/or Access Easements
through a conservation easement, a landowner
voluntarily agrees to sell or donate certain rights
associated with his or her property (often the right to
subdivide or develop), and a private organization or
public agency agrees to hold the right to enforce the
landowner's promise not to exercise those rights. In
essence, the rights are forfeited and no longer exist.
this is a legal agreement between the landowner
and the city that permanently limits uses of the land
in order to conserve a portion of the property for
public use or protection. The landowner still owns
the property, but the use of the land is restricted.
Conservation easements may result in an income
tax deduction and reduced property taxes and estate
taxes. Typically, this approach is used to provide trail
corridors where only a small portion of the land
is needed or for the strategic protection of natural
resources and habitat. through a written purchase and
sale agreement, the city purchases land at the present
market value based on an independent appraisal.
Timing, payment of real estate taxes and other
contingencies are negotiable.
Park or Open Space Dedication Requirements
Local governments have the option to require
developers to dedicate land for parks under the State
Subdivision Law (Ch. 58.17 RCW) and the State
Environmental Policy Act (SEPA) (Ch. 43.21C
RCW). Under the subdivision law developers can be
required to provide the parks/recreation improvements
or pay a fee in lieu of the dedicated land and its
improvements. Under the SEPA requirements, land
dedication may occur as part of mitigation for a
proposed development's impact.
LANDOWNER INCENTIVE MEASURES
Density Bonuses
Density bonuses are a planning tool used to encourage
a variety of public land use objectives, usually in urban
areas. They offer the incentive of being able to develop
at densities beyond current regulations in one area, in
return for concessions in another. Density bonuses are
applied to a single parcel or development. An example
is allowing developers of multi -family units to build
at higher densities if they provide a certain number
of low-income units or public open space. For density
bonuses to work, market forces must support densities
at a higher level than current regulations.
Transfer of Development Rights
The transfer of development rights (TDR) is an
incentive -based planning tool that allows land
owners to trade the right to develop property to its
fullest extent in one area for the right to develop
beyond existing regulations in another area. Local
governments may establish the specific areas in which
development may be limited or restricted and the
areas in which development beyond regulation may
be allowed. Usually, but not always, the "sending" and
"receiving" property are under common ownership.
Some programs allow for different ownership, which,
in effect, establishes a market for development rights to
be bought and sold.
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IRC 1031 Exchange
If the landowner owns business or investment property,
an IRC Section 1031 Exchange can facilitate the
exchange of like -kind property solely for business
or investment purposes. No capital gain or loss is
recognized under Internal Revenue Code Section
1031 (see www.irc.gov for more details). This option
may be a useful tool in negotiations with an owner of
investment property, especially if the tax savings offset
to the owner can translate to a sale price discount for
the City.
Current (Open Space) Use Taxation Programs
Property owners whose current lands are in open space,
agricultural, and/or timber uses may have that land
valued at their current use rather than their "highest
and best" use assessment. This differential assessed
value, allowed under the Washington Open Space
Taxation Act (Ch.84.34 RCW) helps to preserve
private properties as open space, farm or timber lands.
If land is converted to other non -open space uses, the
land owner is required to pay the difference between
the current use annual taxes and highest/best taxes for
the previous seven years. When properties are sold to
a local government or conservation organization for
land conservation/preservation purposes, the required
payment of seven years worth of differential tax rates is
waived. The amount of this tax liability can be part of
the negotiated land acquisition from private to public
or quasi -public conservation purposes. Snohomish
County has four current use taxation programs that
offer this property tax reduction as an incentive
to landowners to voluntarily preserve open space,
farmland or timber land on their property.
OTHER LAND PROTECTION
OPTIONS
Land Trusts & Conservancies
Land trusts are private non-profit organizations
that acquire and protect special open spaces and are
traditionally not associated with any government
agency. Forterra is the regional land trust serving
the Edmonds area, and their efforts have led to the
conservation of more than 234,000 acres of forests,
farms, shorelines, parks and natural areas in the region
(www.forterra.org). Other national organizations with
local representation include the Nature Conservancy,
Trust for Public Land and the Wetlands Conservancy.
Regulatory Measures
A variety of regulatory measures are available to
local agencies and jurisdictions. Available programs
and regulations include: Critical Areas Ordinance,
Edmonds; State Environmental Policy Act (SEPA);
Shorelines Management Program; and Hydraulic
Code, Washington State Department of Fisheries and
Department of Wildlife.
Public/Private Utility Corridors
Utility corridors can be managed to maximize
protection or enhancement of open space lands.
Utilities maintain corridors for provision of services
such as electricity, gas, oil, and rail travel. Some utility
companies have cooperated with local governments
for development of public programs such as parks and
trails within utility corridors.
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City Council Agenda Item
Meeting Date: 02/1/2022
Enterprise Resource Planning System (ERP) Replacement: Action Items
Staff Lead: Megan Menkveld
Department: Administrative Services
Preparer: Megan Menkveld
Background/History
The City of Edmonds' financial system, Eden, is a twenty -year -old system that is being phased out by
Tyler Technologies. They are instructing customers to begin their search for a new system.
The COVID-19 pandemic has created an urgent need for a comprehensive, cloud -based solution to
ensure timely and accurate budget preparation as well as maintaining regular finance functions.
Employees need to be able to work from home for an indefinite amount of time, as their job allows, to
ensure the City stays operable.
Staff Recommendation
1. Staff is requesting that City Council authorize the Mayor to execute an agreement for
implementation of OpenGov's Budget Suite for a fixed -fee five year SaaS contract of $67,822 per
year and a $55,500 one-time implementation fee for a five-year total of $394,610 using ARPA
funds.
2. Staff is requesting that City Council waive RFP purchasing requirements for ERP replacement.
Narrative
Product selection for an ERP system is detailed and complex and requires a significant amount of staff
effort across departments. The execution of a RFP takes about six months, and the implementation can
take years. Due to limited City staff resources, a contracted project manager is necessary to coordinate
and lead the search and then manage the implementation. Due to the urgency placed by the COVID-19
pandemic emergency and other factors, staff recommends waiving RFP requirements for the ERP
system(RCW 39.04.280). Instead staff will do its due diligence in making a selection.
In order to expedite necessary changes, staff recommends implementing the OpenGov Budget Suite
first, which attaches to any ERP system, while the search continues for a full ERP replacement. The
budget is touched and seen by potentially hundreds of people, and the Budget Suite addresses access
and collaboration issues resulting from the pandemic. It can be deployed at anytime, regardless of ERP.
OpenGov's Budget Suite is the only integrated cloud solution for operating budget development, capital
and workforce planning, and online budget book creation. This multi -tenant Software -as -a -Service
solution connects stakeholders to the budget process, engages them for real-time feedback, accurately
forecasts personnel costs, and integrates with the City's current financial system (Eden), resulting in
improved outcomes, enhanced internal efficiencies, and more time for strategic planning.
The integrated suite aggregates and synchronizes financial and non -financial data providing a means of
storing informational documentation pertinent to the budget. The product streamlines and transforms
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the budget process from the initial stages of planning and personnel forecasting on through final
publication while enabling collaboration throughout.
The OpenGov Reporting and Transparency Platform, part of the Budget Suite, simplifies and streamlines
the collection, analysis, and communication of complex information. This solution reduces manual
reporting, data scrubbing, and formatting by providing on -demand access to dynamic, interactive
reports and dashboards. Simple, self-service tools empower anyone with access to the platform to
perform analysis without burdening technical teams, making it easier to discover trends, provide
historical context, and find anomalies quickly. OpenGov allows limitless users.
Staff will continue with the search for a project manager and ERP system and bring separate
recommendations to Council.
The total cost for this OpenGov Budget Suite fixed -fee five-year software as a service (SaaS) contract is
$67,822 per year and a $55,500 one-time deployment fee for a five-year total of $394,610.
Staff proposes utilizing ARPA Funds as it meets the spending criteria, mitigating employee exposure to
events like COVID-19, by providing a telework infrastructure, remote access to City Council, and a tool
for better communication and public access to the final budget.
Attachments:
OpenGov Order Form Contract and Statement of Work
Council Presentation February 12022
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OpenGov Inc.
PO Box41340CZ)OPENGOV San Jose CA 95160
United States
Order Number: Q002997
Prepared By:
Andrew Kercado
Created On: 01/20/2022
Email:
akercado@opengov.com
Quote Expiration Date: 02/01/2022
Contract Term:
60 Months
Subscription Start Date: 02/01/2022
Subscription End Date: 01/31/2027
ICustomer Information
Customer: City of Edmonds, WA
Contact Name:
Dave Turley
Bill To/Ship To: 121 Fifth Avenue North, 1 st Floor, Edmonds,
Email:
dave.turley@edmondswa.wa.us
Washington 98020
United States
IOrder Details
Billing Frequency: Annual
Payment Terms: Net 30
SOFTWARE SERVICES:
Software Annual Total: $67,822.00
PROFESSIONAL SERVICES:
Product / Service Start Date Total Amount
Professional Services Deployment - Prepaid 02/01/2022 $55,500.00
Services Total Amount: $55,500.00
Order Form Legal Terms
Welcome to OpenGov! Thanks for using our Software Services. This Order Form is entered into between OpenGov, Inc., with its principal place of
business at PO Box 41340, San Jose, CA 95160 ("OpenGov"), and you, the entity identified above ("Customer"), as of the Effective Date. This
Order Form includes and incorporates the OpenGov Software Services Agreement ("SSA") attached, or if no such SSA is attached, the SSA
available at https:Hopengov.com/tenns-of-service and the applicable Statement of Work ("SOW") incorporated herein in the event Professional
Services are purchased. The Order Form, SSA and SOW shall hereafter be referred to as the "Agreement". Unless otherwise specified above, fees
for the Software Services and Professional Services shall be due and payable, in advance, on the Effective Date. By signing this Agreement,
Customer acknowledges that it has reviewed, and agrees to be legally bound by, the OpenGov Terms and Conditions. Each party's acceptance of
this Agreement is conditional upon the other's acceptance of the terms in the Agreement to the exclusion of all other terms.
City of Edmonds, WA
OpenGov, Inc.
Signature:
Signature:
Name:
Name:
Title:
Title:
Sign Date:
Countersign Date:
Billing/Service Periods:
Period 1 February 1, 2022
$123,322.00
Period 2 February 1, 2023
$67,822.00
Period 3 February 1, 2024
$67,822.00
Period 4 February 1, 2025
$67,822.00
Period 5 February 1, 2026
$67,822.00
https://opengov.com 11 1 Packet Pg. 383
8.2.a
OPENGOV SOFTWARE SERVICES AGREEMENT
OPENGOV SOFTWARE SERVICES AGREEMENT
This Software Services Agreement (this "Agreement") is entered into by OpenGov, Inc., a Delaware corporation
with a principal place of business at 6525 Crown Blvd #41340, San Jose, CA 95160 ("OpenGov") and the customer
listed on the signature block below ("Customer"), as of the date of last signature below (the "Effective Date"). This
Agreement sets forth the terms under which Customer will be permitted to use OpenGov's hosted software services.
DEFINITIONS
"Customer Data" means data that is provided by Customer to OpenGov pursuant to this Agreement (for
example, by email or through Customer's software systems of record). Customer Data shall not include any
confidential personally identifiable information.
"Documentation" means the documentation for the Software Services at the Customer Resource Center page
found at https:Hopengov.zendesk.com.
"Feedback" means suggestions, comments, improvements, ideas, or other feedback or materials regarding
the Software Services provided by Customer to OpenGov, including feedback provided through online developer
community forums.
"Initial Term" means the initial license term specified in number of years on the Order Form, commencing on
the Effective Date.
"Intellectual Property Rights" means all intellectual property rights including all past, present, and future rights
associated with works of authorship, including exclusive exploitation rights, copyrights, and moral rights, trademark
and trade name rights and similar rights, trade secret rights, patent rights, and any other proprietary rights in
intellectual property of every kind and nature.
"Order Form" means OpenGov's Software Services order form that: (a) specifies the Software Services
provided by OpenGov; (b) references this Agreement; and (c) is signed by authorized representatives of both
parties.
"Renewal Term" means each additional renewal period, which shall be for a period of equal duration as the
Initial Term, for which this Agreement is extended pursuant to Section 7.2.
SOFTWARE SERVICES, SUPPORT AND PROFESSIONAL SERVICES
2.1 Software Services. Subject to the terms and conditions of this Agreement, OpenGov will use commercially
reasonable efforts to perform the software services identified in the applicable Order Form entered into by OpenGov
and Customer ("Software Services").
2.2 Support & Service Levels. Customer support is available by email to support@opengov.com or by using the
chat messaging functionality of the Software Services, both of which are available during OpenGov's standard
business hours. Customer may report issues any time. However, OpenGov will address issues during business
hours. OpenGov will provide support for the Software Services in accordance with the Support and Software Service
Levels found at https://opengov.com/service-sla, as long as Customer is entitled to receive support under the
applicable Order Form and this Agreement.
2.3 Professional Services.
(a) If OpenGov or its authorized independent contractors provides professional services to Customer, such as
implementation services, then these professional services will be described in a statement of work ("SOW") agreed
to by the parties (the "Professional Services"). Unless otherwise specified in the SOW, any pre -paid Professional
Services Fees must be utilized within one (1) year from the Effective Date. Any unused pre -paid Professional
Services Fees shall be forfeited.
(b) Unless the SOW provides otherwise, all reasonable travel expenses, pre -approved by Customer and
incurred by OpenGov in performing the professional services will be reimbursed by Customer. Travel expenses
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include cost of coach airfare travel round trip from the individual's location to Customer's location, reasonable hotel
accommodations, ground transportation and meals.
3. RESTRICTIONS AND RESPONSIBILITIES
3.1 Restrictions. Customer may not use the Software Services in any manner or for any purpose other than as
expressly permitted by the Agreement. Customer shall not, and shall not permit or enable any third party to: (a)
use or access any of the Software Services to build a competitive product or service; (b) modify, disassemble,
decompile, reverse engineer or otherwise make any derivative use of the Software Services (except to the extent
applicable laws specifically prohibit such restriction); (c) sell, license, rent, lease, assign, distribute, display, host,
disclose, outsource, copy or otherwise commercially exploit the Software Services; (d) perform or disclose any
benchmarking or performance testing of the Software Services; (e) remove any proprietary notices included with
the Software Services; (f) use the Software Services in violation of applicable law; or (g) transfer any confidential
personally identifiable information to OpenGov or the Software Services platform.
3.2 Responsibilities. Customer shall be responsible for obtaining and maintaining computers and third party
software systems of record (such as Customer's ERP systems) needed to connect to, access or otherwise use the
Software Services. Customer also shall be responsible for: (a) ensuring that such equipment is compatible with the
Software Services, (b) maintaining the security of such equipment, user accounts, passwords and files, and (c) all
uses of Customer user accounts by any party other than OpenGov.
4. INTELLECTUAL PROPERTY RIGHTS; LICENSE GRANTS; ACCESS TO CUSTOMER DATA
4.1 Software Services. OpenGov retains all right, title, and interest in the Software Services and all Intellectual
Property Rights in the Software Services. The look and feel of the Software Services, including any custom fonts,
graphics and button icons, are the property of OpenGov and Customer may not copy, imitate, or use them, in whole
or in part, without OpenGov's prior written consent. Subject to Customer's obligations under this Agreement,
OpenGov hereby grants to Customer a non-exclusive, royalty -free license during the Term to use the Software
Services.
4.2 Customer Data. Customer retains all right, title, and interest in the Customer Data and all Intellectual Property
Rights therein. Customer hereby grants to OpenGov a non-exclusive, royalty -free license to, and permit its partners
(which include, without limitation the hosting providers of the Software Services) to, use, store, edit and reformat
the Customer Data, and to use Customer Data for purposes of sales, marketing, business development, product
enhancement, customer service, or for analyzing such data and publicly disclosing such analysis ("Insights"),
provided that in all such uses Customer Data is rendered anonymous such that Customer is no longer identifiable.
4.3 Access to Customer Data. Customer may download the Customer Data from the Software Services at any
time during the Term, other than during routine software maintenance periods. OpenGov has no obligation to return
Customer Data to Customer.
4.4 Feedback. Customer hereby grants to OpenGov a non-exclusive, royalty -free, irrevocable, perpetual,
worldwide license to use and incorporate into the Software Services and Documentation Customer's Feedback.
OpenGov will exclusively own any improvements or modifications to the Software Services and Documentation
based on or derived from any of Customer's Feedback including all Intellectual Property Rights in and to the
improvements and modifications.
5. CONFIDENTIALITY
5.1 Each party (the "Receiving Party") agrees not to disclose any Confidential Information of the other party (the
"Disclosing Party") without the Disclosing Party's prior written consent, except as provided below. The Receiving
Party further agrees: (a) to use and disclose the Confidential Information only in connection with this Agreement;
and (b) to protect such Confidential Information using the measures that Receiving Party employs with respect to
its own Confidential Information of a similar nature, but in no event with less than reasonable care. Notwithstanding
the above, the Receiving Party may disclose Confidential Information to the extent required by law or court order,
provided that prior written notice of such required disclosure and an opportunity to oppose or limit disclosure is
given to the Disclosing Party.
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5.2 "Confidential Information" means all confidential business, technical, and financial information of the
disclosing party that is marked as "Confidential" or an equivalent designation or that should reasonably be
understood to be confidential given the nature of the information and/or the circumstances surrounding the
disclosure (including the terms of the applicable Software Agreement). OpenGov's Confidential Information
includes, without limitation, the software underlying the Software Services and all Documentation.
5.3 Notwithstanding the foregoing, "Confidential Information" does not include: (a) "Public Data," which is data
that the Customer has previously released to the public, would be required to release to the public, upon request,
according to applicable federal, state, or local public records laws, or Customer requests OpenGov make available
to the public in conjunction with the Software Services. Confidential Information does not include (b) information
that has become publicly known through no breach by the receiving party; (c) information that was rightfully received
by the Receiving Party from a third party without restriction on use or disclosure; or (d) information independently
developed by the Receiving Party without access to the Disclosing Party's Confidential Information.
6. PAYMENT OF FEES
6.1 Fees; Invoicing; Payment; Expenses.
(a) Fees. The fees for the Software Services for the Initial Term and any Renewal Term ("Software Services
Fees") and the fees for Professional Services ("Professional Services Fees") are set forth in the applicable Order
Form. Software Services Fees and Professional Services Fees shall hereafter be referred to as "Fees". Except to
the extent otherwise expressly stated in this Agreement or in an Order Form, (i) all obligations to pay Fees are non -
cancelable and all payments are non-refundable, (ii) Customer must pay all Fees due under all Order Forms and
SOW within thirty (30) days after Customer receives each invoice (invoices are deemed received when OpenGov
emails them to Customer's designated billing contact); (iii) the Software Service Fee shall be due annually in
advance, and (iv) Customer must make all payments without setoffs, withholdings or deductions of any kind.
(b) Annual Software Maintenance Price Adjustment. OpenGov shall increase the Fees payable for the
Software Services during any Renewal Term by 5% each year of the Renewal Term.
(c) Invoicing and Payment. OpenGov will invoice the Customer according to the Billing Frequency listed on
the Order Form. Customer shall pay all invoices according to the Payment Terms listed on the Order Form.
(d) Travel Expenses. Unless the SOW provides otherwise, OpenGov will invoice Customer for travel
expenses, pre -approved by the Customer, incurred in connection with each SOW as they are incurred. Customer
shall pay all such valid invoices within thirty (30) days of receipt of invoice. Each invoice shall include receipts for
the travel expenses listed on the invoice.
(e) Customer Delays; On Hold Fee
I. On Hold Notice. Excluding delays caused by Force Majeure as described in Section 10.5, if
OpenGov determines that Customer's personnel or contractors are not completing Customer's responsibilities
described in the applicable SOW timely or accurately, OpenGov shall promptly, but in no event more than
thirty (30) days from the date of such determination deliver to Customer a notice (an "On Hold Notice") that
(A) designates the Professional Services to be provided to the Customer as "On Hold", (B) detail Customer's
obligations and responsibilities necessary for OpenGov to continue performing the Professional Services, and
(C) specify the Customer shall be invoiced for lost time in production (e.g. delayed or lost revenue resulting
from rescheduling work on other projects, delay in receiving milestone payments from Customer, equipment,
hosting providers and human resources idle) for a fee equal to 10% of the first year Software Service Fee (the
"On Hold Fee").
II. Effects of On Hold Notice. Upon issuing an On Hold Notice, OpenGov shall be entitled, without
penalty, to (A) reallocate resources otherwise reserved for the performance of the Professional Services, and
(B) stop or caused to be stopped the Professional Services to be provided to the Customer until the Customer
has fulfilled its obligations as set forth in the On Hold Notice. OpenGov shall remove the "On Hold" status, only
upon Customer's fulfillment of its obligations set out in the On Hold Notice, including payment of the On Hold
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Fee. Upon Customer's fulfillment of its obligations in the On Hold Notice, OpenGov may, in its sole discretion,
extend the timeline to complete certain Professional Services up to six (6) weeks, depending on the availability
of qualified team resources (OpenGov cannot guarantee that these team resources will be the same as those
who were working on the project prior to it being placed On Hold). OpenGov shall bear no liability or otherwise
be responsible for delays in the provision of the Professional Services occasioned by Customer's failure to
complete Customer's responsibilities or adhere to a Customer schedule which were brought to the attention
of the Customer on a timely basis, unless such delays result, directly or indirectly from the failure of OpenGov
or its authorized independent contractors to perform the Professional Services in accordance with this
Agreement or applicable SOW.
6.2 Consequences of Non -Payment. If Customer fails to make any payments required under any Order Form or
SOW, then in addition to any other rights OpenGov may have under this Agreement or applicable law, (a) Customer
will owe late interest penalty of 1.5% of the outstanding balance per month, or the maximum rate permitted by law,
whichever is lower and (b) If Customer's account remains delinquent (with respect to payment of a valid invoice)
for thirty (30) days after receipt of a delinquency notice from OpenGov, which may be provided via email to
Customer's designated billing contact, OpenGov may temporarily suspend Customer's access to the Software
Service for up to ninety (90) days to pursue good faith negotiations before pursuing termination in accordance
with Section 7. Customer will continue to incur and owe all applicable Fees irrespective of any such Service
suspension based on such Customer delinquency.
6.3 Taxes. All Fees under this Agreement are exclusive of any applicable sales, value-added, use or other taxes
("Sales Taxes"). Customer is solely responsible for any and all Sales Taxes, not including taxes based solely on
OpenGov's net income. If any Sales Taxes related to the Fees under this Agreement are found at any time to be
payable, the amount may be billed by OpenGov to, and shall be paid by, Customer. If Customer fails to pay any
Sales Taxes, then Customer will be liable for any related penalties or interest, and will indemnify OpenGov for any
liability or expense incurred in connection with such Sales Taxes. In the event Customer or the transactions
contemplated by the Agreement are exempt from Sales Taxes, Customer agrees to provide OpenGov, as evidence
of such tax exempt status, proper exemption certificates or other documentation acceptable to OpenGov.
TERM & TERMINATION
7.1 Term. Subject to compliance with all terms and conditions, the term of this Agreement shall commence on the
Effective Date and shall continue until the Subscription End Date specified on the Order Form (the "Initial Term")
unless sooner terminated pursuant to Section 7.3 below.
7.2 Renewal. This Agreement shall automatically renew for another period of the same duration as the Initial Term
(the "Renewal Term" and together with the Initial Term, the "Term"), unless either party notifies the other party of
its intent not to renew this Agreement in writing no less than thirty (30) days before the end of the Initial Term.
7.3 Termination. Neither party shall have the right to terminate this Agreement without a legally valid cause. If
either party materially breaches any term of this Agreement and fails to cure such breach within thirty (30) days
after notice by the non -breaching party (ten (10) days in the case of non-payment), the non -breaching party may
terminate this Agreement.
7.4 Effect of Termination.
(a) In General. Upon termination pursuant to Section 7.3 or expiration of this Agreement pursuant to Section
7.1: (a) Customer shall pay in full for all Software Services and Professional Services performed up to and including
the effective date of termination or expiration, (b) all Software Services provided to Customer hereunder shall
immediately terminate; and (c) each party shall return to the other party or, at the other party's option, destroy all
Confidential Information of the other party in its possession.
(b) Deletion of Customer Data. Unless otherwise requested pursuant to this Section 7.4(b), upon the
expiration or termination of this Agreement the Customer Data, excluding any Insights, shall be deleted pursuant to
OpenGov's standard data deletion and retention practices. Upon written request, Customer may request deletion
of Customer Data, excluding any Insights, prior to the date of termination or expiration of this Agreement. Such
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request must be addressed to "OpenGov Vice President, Customer Success" at OpenGov's address for notice
described at Section 10.
7.5 Survival. The following sections of this Agreement shall survive termination: Section 5 (Confidentiality), Section
6 (Payment of Fees), Section 7.4(b) (Deletion of Customer Data), Section 8.3 (Warranty Disclaimer), Section 9
(Limitation of Liability) and Section 10 (Miscellaneous).
8. REPRESENTATIONS AND WARRANTIES; DISCLAIMER
8.1 By OpenGov.
(a) General Warranty. OpenGov represents and warrants that: (i) it has all right and authority necessary to
enter into and perform this Agreement; and (ii) the Professional Services, if any, will be performed in a professional
and workmanlike manner in accordance with the related statement of work and generally prevailing industry
standards. For any breach of the Professional Services warranty, Customer's exclusive remedy and OpenGov's
entire liability will be the re -performance of the applicable services. If OpenGov is unable to re -perform all such
work as warranted, Customer will be entitled to recover all fees paid to OpenGov for the deficient work. Customer
must make any claim under the foregoing warranty to OpenGov in writing within ninety (90) days of performance of
such work in order to receive such warranty remedies.
(b) Software Services Warranty. OpenGov further represents and warrants that for a period of ninety (90)
days, the Software Services will perform in all material respects in accordance with the Documentation. The
foregoing warranty does not apply to any Software Services that have been used in a manner other than as set
forth in the Documentation and authorized under this Agreement. OpenGov does not warrant that the Software
Services will be uninterrupted or error -free. Any claim submitted under this Section 8.1(b) must be submitted in
writing to OpenGov during the Term. OpenGov's entire liability for any breach of the foregoing warranty is to repair
or replace any nonconforming Software Services so that the affected portion of the Software Services operates as
warranted or, if OpenGov is unable to do so, terminate the license for such Software Services and refund the pre-
paid, unused portion of the Fee for such Software Services.
8.2 By Customer. Customer represents and warrants that (i) it has all right and authority necessary to enter into
and perform this Agreement; and (ii) OpenGov's use of the Customer Data pursuant to this Agreement will not
infringe, violate or misappropriate the Intellectual Property Rights of any third party.
8.3 Disclaimer. OPENGOV DOES NOT WARRANT THAT THE SOFTWARE SERVICES WILL BE
UNINTERRUPTED OR ERROR FREE; NOR DOES IT MAKE ANY WARRANTY AS TO THE RESULTS THAT
MAY BE OBTAINED FROM USE OF THE SOFTWARE SERVICES. EXCEPT AS SET FORTH IN THIS SECTION
8, THE SOFTWARE SERVICES ARE PROVIDED "AS IS" AND OPENGOV DISCLAIMS ALL OTHER
WARRANTIES, EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, IMPLIED WARRANTIES OF
MERCHANTABILITY, TITLE, FITNESS FOR A PARTICULAR PURPOSE, AND NON -INFRINGEMENT.
9. LIMITATION OF LIABILITY
9.1 By Type. NEITHER PARTY, NOR ITS SUPPLIERS, OFFICERS, AFFILIATES, REPRESENTATIVES,
CONTRACTORS OR EMPLOYEES, SHALL BE RESPONSIBLE OR LIABLE WITH RESPECT TO ANY SUBJECT
MATTER OF THIS AGREEMENT UNDER ANY CONTRACT, NEGLIGENCE, STRICT LIABILITY, OR OTHER
THEORY: (A) FOR ERROR OR INTERRUPTION OF USE OR FOR LOSS OR INACCURACY OF DATA OR COST
OF PROCUREMENT OF SUBSTITUTE GOODS OR SERVICES OR LOSS OF BUSINESS; (B) FOR ANY
INDIRECT, EXEMPLARY, PUNITIVE, INCIDENTAL, SPECIAL, OR CONSEQUENTIAL DAMAGES; OR (C) FOR
ANY MATTER BEYOND SUCH PARTY'S REASONABLE CONTROL, EVEN IF SUCH PARTY HAS BEEN
ADVISED OF THE POSSIBILITY OF SUCH LOSS OR DAMAGE.
9.2 By Amount. IN NO EVENT SHALL EITHER PARTY'S AGGREGATE, CUMULATIVE LIABILITY FOR ANY
CLAIMS ARISING OUT OF OR IN ANY WAY RELATED TO THIS AGREEMENT EXCEED THE FEES PAID BY
CUSTOMER TO OPENGOV (OR, IN THE CASE OF CUSTOMER, PAYABLE) FOR THE SOFTWARE SERVICES
UNDER THIS AGREEMENT IN THE 12 MONTHS PRIOR TO THE ACT THAT GAVE RISE TO THE LIABILITY.
9.3 Limitation of Liability Exclusions. The limitations of liability set forth in Sections 9.1 and 9.2 above do not apply
to, and each party accepts liability to the other for: (a) claims based on either party's intentional breach of its
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obligations set forth in Section 5 (Confidentiality), (b) claims arising out of fraud or willful misconduct by either party
and (c) either party's unauthorized use, distribution, or disclosure of the other party's intellectual property.
9.4 No Limitation of Liability by Law. Because some jurisdictions do not allow liability or damages to be limited to
the extent set forth above, some of the above limitations may not apply to Customer.
10. MISCELLANEOUS
10.1 Logo Use. OpenGov shall have the right to use and display Customer's logos and trade names for marketing
and promotional purposes in connection with OpenGov's website and marketing materials, subject to Customer's
trademark usage guidelines provided to OpenGov.
10.2 Notice. Ordinary day-to-day operational communications may be conducted by email, live chat or telephone
communications. However, for notices, including legal notices, required by the Agreement (in Sections where the
word "notice" appears) the parties must communicate more formally in a writing given by personal delivery, by pre-
paid first-class mail or by overnight courier to the address specified in the most recent Order Form (or such other
address as may be specified in writing in accordance with this Section).
10.3 Anti -corruption. OpenGov has not offered or provided any bribe, kickback, illegal or improper payment, gift, or
thing of value to any Customer personnel in connection with the Agreement, other than reasonable gifts and
entertainment provided Customer in the ordinary course of business. If OpenGov become aware of any violation of
the above restriction then OpenGov shall promptly notify Customer.
10.4 Injunctive Relief. The parties acknowledge that any breach of the confidentiality provisions or the unauthorized
use of a party's intellectual property may result in serious and irreparable injury to the aggrieved party for which
damages may not adequately compensate the aggrieved party. The parties agree, therefore, that, in addition to
any other remedy that the aggrieved party may have, it shall be entitled to seek equitable injunctive relief without
being required to post a bond or other surety or to prove either actual damages or that damages would be an
inadequate remedy.
10.5 Force Maieure. Neither party shall be held responsible or liable for any losses arising out of any delay or failure
in performance of any part of this Agreement, other than payment obligations, due to any act of god, act of
governmental authority, or due to war, riot, labor difficulty, failure of performance by any third -party service, utilities,
or equipment provider, or any other cause beyond the reasonable control of the party delayed or prevented from
performing.
10.6 Severability; Waiver. If any provision of this Agreement is found to be unenforceable or invalid, that provision
will be limited or eliminated to the minimum extent necessary so that this Agreement will otherwise remain in full
force and effect and enforceable. Any express waiver or failure to exercise promptly any right under this Agreement
will not create a continuing waiver or any expectation of non -enforcement. There are no third -party beneficiaries to
this Agreement.
10.7 Assignment. Except as set forth in this Section, neither party shall assign, delegate, or otherwise transfer this
Agreement or any of its rights or obligations to a third party without the other party's prior written consent, which
consent shall not be unreasonably withheld, conditioned, or delayed. Either party may assign, without such consent
but upon written notice, its rights and obligations under this Agreement to: (i) its corporate affiliate; or (ii) any entity
that acquires all or substantially all of its capital stock or its assets related to this Agreement, through purchase,
merger, consolidation, or otherwise. Any other attempted assignment shall be void. This Agreement shall inure to
the benefit of and bind each party's permitted assigns and successors.
10.8 Independent Contractors. No agency, partnership, joint venture, or employment is created as a result of this
Agreement and neither party has any authority of any kind to bind the other party in any respect.
10.9 Attorneys' Fees. In any action or proceeding to enforce rights under this Agreement, the prevailing party will
be entitled to recover costs and attorneys' fees.
10.10Governing Law and Jurisdiction. This Agreement shall be governed by the laws of the State of California
without regard to its conflict of laws provisions. Exclusive jurisdiction for litigation of any dispute, controversy or
claim arising out of or in connection with this Agreement shall be only in the Federal or State court with competent
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8.2.a
jurisdiction located in San Mateo County, California, and the parties hereby submit to the personal jurisdiction and
venue therein.
10.11 Complete Agreement. This Agreement is the complete and exclusive statement of the mutual understanding
of the parties and supersedes and cancels all previous written and oral agreements, communications, and other
understandings relating to the subject matter of this Agreement. No modification of this Agreement will be binding,
unless in writing and signed by an authorized representative of each party.
[SIGNATURE PAGE TO FOLLOW]
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Signatures
Customer:
Signature:
Name:
OPENGOV, INC.
Signature:
Name:
Title: Title:
Date: Date:
[SIGNATURE PAGE TO OPENGOV SOFTWARE SERVICES AGREEMENT]
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(2)OPENGOV
Statement of Work
City of Edmonds, WA
Created by: Ariana Tuckey
Creation Date: 01/20/22
Document Number: DD-02316
Version Number: 2
Overview 2
Preamble 2
Methodology 3
Project Initiation 4
Best Practice Review 4
Configuration 4
Validation 4
Deploy 5
Project Completion 5
Project Schedule 5
Roles and Responsibilities 6
Roles and Responsibilities Matrix 6
Governance 8
Regular Communication Components 8
Commitment to Project Direction and Goals 10
Escalation Process 10
Process 10
Escalation Requirements 10
Documentation 11
General Project Commitments 11
Project Scope 12
OpenGov Reporting & Transparency Platform 12
OpenGov Reporting & Transparency Platform Project Deliverables 12
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Project Tasks
12
Initiate
12
Best Practices
13
Configuration
13
Validation
14
Deploy
14
OpenGov Budgeting & Planning
15
Budget & Planning Project Deliverables
15
Project Tasks - Budgeting and Planning
15
Initiate
15
Best Practices
17
Configure
17
Validation
19
Deploy
19
Financial Integration
20
Financial Integration Deliverables
20
Financial Integration Tasks
20
Initiate
20
Configuration
21
Validation
21
Deploy
22
Acceptance 22
Acceptance Process 22
Acceptance Requirements 23
Change Management 23
1. Overview
1.1. Preamble
This Statement of Work ("SOW") identifies services that OpenGov, Inc. ("OpenGov" or "we")
will perform for City of Edmonds, WA ("Customer" or "you") pursuant to that order for
Professional Services entered into between OpenGov and the Customer ("Order Form")
which references the Software Services Agreement or other applicable agreement entered
into by the parties (the "Agreement").
• Customer's use of the Professional Services are governed by the Agreement and not
this SOW.
• Upon execution of the Order Form or other documentation referencing the SOW, this
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SOW shall be incorporated by reference into the Agreement.
In the event of any inconsistency or conflict between the terms and conditions of this
SOW and the Agreement, the terms and conditions of this SOW shall govern with
respect to the subject matter of this SOW only. Unless otherwise defined herein,
capitalized terms used in this SOW shall have the meaning defined in the Agreement.
This SOW may not be modified or amended except in a written agreement signed by
a duly authorized representative of each party.
openGov will be deployed as is, Customer has access to all functionality available in
the current release.
Initiation
rt Validation> > Deploy Project
Completion
Initiation
Best Practice Review
Validation
Go Llve
Project Completl on
Key Activitles: Learn Ing and appl lcation of Best
Key Activities:
Practices, Hands-on Workshops, Admin Tral ning
Key ActMdea:
Key Activities: System
Key Activkles: Fl naI
Introductions, project plan
Key Work Products: Document Request
Configuratlon Review,
In use
Acceptance, Transition to
review, establish charter
Checklists. Solutlon Recommendation, Data Map,
user Acceptance Testing,
Customer Success
and plan timelines
Solutlon Document
Data ConfIrmatlon, User
Key Work Products:
Manager and Technical
Training
Projectt7ocumentatlon
Support, Feedback survey
Key Work Products: Roles
and responsibilities
Configuration
Key Work products: Data
Key Work Products: Project
Overview, Project Plan,
Key Activities: Applicatlan and Sol utlon
Valldatlon, Customer
Acceptance, Trgnsltion
Charter and Schedule
Configuratlon, Initial Data Migration
Review
Key Wark Products: Solution ConSguratlan. Peer
Review, Solution Documernt
2. Methodology
OpenGov's deployment methodology, often referred to as the OpenGov Way ("OG Way"),
delivers on OpenGov's mission to power more effective and accountable governments.'It is
an innovative, modern, and iterative approach that leads our customers to successfully
deploy our products and help them successfully achieve their vision. The OG Way
differentiates itself in the market by its foundation of customer empowerment. We rely on
our years of experience working with governments, leading in governments, and leveraging
best practices from the public and private sector in order to coach our customers through
the change management needed to leverage our best practices and quality software. This
methodology requires a degree of focus and engagement to ensure collaboration between
both parties to produce the desired results in a timely manner. We look forward to our
partnership and can't wait to show you how The OG Way will improve the way you do
business and the services you're able to provide to your citizens!
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Project Initiation
During project initiation, we will introduce project resources, review the products and
services purchased, finalize project timelines, and conduct the kickoff meeting. Both
OpenGov and Customer are responsible for assigning their Project Managers for the
project. We will hold a planning meeting to review all project documents OpenGov has
received to date. We'll also provide additional worksheets that need to be included. We'll
set-up meetings to finalize the project plan and ensure there is a centralized location for
these documents to be stored for collaboration. Lastly, we'll determine the date for the
larger kickoff meeting and discuss the agenda for this critical meeting.
Best Practice Review
• OpenGov will provide your team with access to OG University and OpenGov's
Resource Center so that you can start learning.
• Provided checklists with samples of data and information that we'll need completed.
We will obtain all data and integration information at this time in our standard format.
• We will review your agency -specific documents to validate your business
requirements.
• We will then coach you on our best practices by showing you how our tool works in
the most effective manner.
• Based on our best practices review, we'll make solution recommendations based on
our domain expertise.
• We'll align with your team based on our understanding of your operating processes
based on technical requirements and product functionality.
• We'll review all data and integration requirements. A data map will be mutually
agreed upon and signed off on by Customer.
• We'll present a solution document to be mutually agreed upon prior to starting the
configuration.
Configuration
• We will set-up the base configuration based on the mutually agreed upon solution
document.
• We will mutually configure the use cases based on the mutually agreed upon solution
document.
• We will migrate your data based on our mutually agreed upon data map.
Validation
• Review the completed work performed during configuration.
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• The appropriate members of the Customer project team will confirm that the
solution has been configured correctly based on the solution and data mapping
documents by testing the use of the solution.
• Training will be provided based on the selected package, or as set forth herein.
• Any items that were configured or migrated incorrectly based on the data map and
solution document will be tracked via an issue log. We will work with your team to
identify deployment critical issues that will be worked out prior to launch. If the item
is not included in the mutually agreed upon data map and solution document, a
mutually agreed upon change order will be discussed as defined in Section 10
Change Management of this SOW.
• The exit criteria for this phase is the sign off by the Customer's Project Manager of
the configuration based on the mutually agreed upon solution and data map as
defined in Section 9 Acceptance of this SOW.
Deploy
• The solution is usable by Customer.
Project Completion
• Customer is sent a project acceptance form to sign as defined in Section 9
Acceptance of this SOW.
• Customer will be asked to respond to a brief survey to provide feedback about the
experience.
• Customer is introduced to Customer Support and educated on how to engage with
customer support based on Customer's procured package.
3. Project Schedule
OpenGov will schedule resources for this project upon signature of the order form. Unless
specifically noted, the OpenGov assigned project manager (as identified below or such
alternate designated by OpenGov, the "OpenGov Project Manager") will work with Customer
Project Manager to develop the project schedule for all requested deliverables under this
SOW. OpenGov reserves the right to adjust the schedule based on the availability of
OpenGov resources and/or Customer resources, and the timeliness of deliverables provided
by the Customer.
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4. Roles and Responsibilities
4.1. Roles and Responsibilities Matrix
OpenGov
Role
Role Description
Executive Sponsor
Responsible for ensuring alignment on project value proposition
("ES")
and vision. Escalation point for Customer Executive Sponsor to
mitigate any risks that the project team cannot resolve. Executive
Sponsor attends monthly (or other frequency) executive
meetings to review deployment status, documented issue list,
status and closure summary.
Project Manager
Responsible for the delivery of the professional services based
("PM")
upon the agreed upon contract and SOW within the budgeted
hours and timeframe. Ensures the project is properly forecasted,
assigns tasks/resources, and tracks toward project completion.
Holds executive steering committee meetings and/or quarterly
business reviews as appropriate to ensure project issues are
properly escalated and success is achieved. Facilitates the
transition to support.
Analyst ("IA")
Responsible for helping Customer configure OpenGov's product
suites as assigned. The Analyst is the primary consultant,
guiding Customer through configuration working sessions to put
together successful workflows.
Subject Matter
OpenGov Subject Matter Experts ("SMEs") will engage in
Expert ("SME")
strategy, design, and execution discussions internally and with
Customer during the deployment. The SME has a specific area of
expertise, and depending on the scope of the project more than
one SME may engage. The SME will not be on all working
sessions, but will be involved per the direction of the OpenGov
Project Manager.
Integration Engineer
Responsible for migrations, conversions, and integrations as
("IE")
assigned. Responsible for providing clear direction on
specifications to ensure proper delivery of migration,
conversions, and integrations. Clear data mapping and data
validation to be provided with customer sign -offs obtained by the
OpenGov Project Manager.
Account Executive
The Account Executive is responsible for the sales cycle. Aligning
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("AE")
on program vision, value proposition, and contract terms. The
Account Executive will facilitate project kickoff along with the
OpenGov Project Manager. The Account Executive will be
engaged with the customer throughout theirjourney with
OpenGov, post -deployment and beyond.
Customer Manager
The Customer Manager ("CM") is the primary customer
("CM")
relationship holder post -Deploy. The "Air Traffic Controller" or
"Quarterback" of OpenGov resources with focus on long term
success of Customer's partnership with OpenGov. The CM will
engage with Customer to discuss adoption strategy and conduct
periodic reviews to ensure Customer's key stakeholders
understand all OpenGov offerings and how they align to key
Customer priorities. The CM will be introduced at deployment
kick-off, but will not be an active participant in deployment
working sessions. As the deployment approaches closure, the
CM's engagement will ramp -up, and the OpenGov Project
Manager to CM meeting with Customer will occur prior to Project
Completion.
Customer
Role
Role Description
Budget Owner ("BO")
The Customer Budget Owner commits the funds to the project
deployment, assesses the value to the cost (ROI), and approves
changes orders. In some cases, the Budget Owner and Executive
Sponsor are the same person.
Executive Sponsor
Responsible for ensuring Customer team is aligned to core
("ES")
project value proposition and goals. Able to intervene if the
project goes off track, and has ability to make decisions on
timeline and budget when decisions are stalled. The Executive
Sponsor is not expected to regularly attend deployment working
sessions. Executive Sponsors, attend monthly (or other
frequency) executive meetings to review deployment status,
documented issue list, status and closure summary.
Project Manager
Serves as the primary contact for OpenGov Project Initiation,
("PM")
Best Practice Review, Configuration, Validation, Deploy, Project
Completion. Coordinates meetings and schedules. Controls
communication between the Customer and OpenGov project
teams.
Project Lead ("PL")
Is an internal SME in the functional area of deployment. Attends
working sessions, trainings, and responsible for reviewing
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configurations. Primary OpenGov counterpart will be the
Analyst.
Data and
Responsible for mapping out data infrastructure and validating
SystemsLead ("DSL")
migration, conversion, integration requirements. Someone who is
able to connect OpenGov team with any of Customer's
third -party data sources and vendors as needed to fulfill SOW
requirements.
5. Governance
Project Governance provides the foundation and framework to manage deployments by
assessing progress and addressing questions and challenges during the course of
deployment. OpenGov follows three guiding principles for governance to maximize the
deployment value with our customers:
• Regular communication aligned to the agreed upon project plan and timing will
occur. OpenGov expects our customers to raise questions or concerns as soon as
they arise. OpenGov will do the same, as we can only address items when known.
• Executive involvement is expected from both OpenGov and Customer. Not only may
Executives be called upon to clarify expectations and/or confusion, but also to steer
strategic items to maximize the value through the deployment.
• Commitment to the direction outlined in this SOW and critical assessment change
orders to ensure they drive value.
5.1. Regular Communication Components
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Statement
Bi-Annually
Review of
PM, ES,
PM, BO.
Committee
milestones per
AE, CM
ES
commercial
agreement, review
budget and fiscal
matters.
Discuss strategic
direction from
deployment,
alignment of
OpenGov with
Customer's 3-year
roadmap, evaluate
potential shift in
strategy and
impact to
relationship
Executive Sponsor Meeting
Monthly /
Discuss
PM, ES,
PM, ES,
Bi-Monthly
deployment:
plus
plus
- Strategic
others as
others as
impacts: timing,
necessary
necessary
scope, process
- Value prop
changes,
confusion
- Project specific:
items that need
guidance, support
and/or clarity
Weekly Deployment Updates
Weekly
Summary of
Project
Project
project actions
Team +
Team +
against project
ES(s)
ES(s)
plan.
Risks and
achievements
highlighted in
addition to asks of
leadership.
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5.2. Commitment to Project Direction and Goals
This SOW is the direction agreed upon by Customer and OpenGov. Transparency of the plan
is paramount for our Customers to attain the value the SOW or any subsequent change
order outlines.
Should direction of the deployment become disconnected, OpenGov and Customer Project
Managers will outline the gaps as they understand them and communicate the gaps to their
respective Executive Sponsor(s) (or Project Teams) for discussion and resolution.
The communication path for this engagement will be outlined in the kick off meeting,
documenting both phone numbers and email. The general path is:
OpenGov Project Manager --+ Professional Services Sr. Manager / SVP , Executive Sponsor
6. Escalation Process
The purpose of this section is to define the escalation process, should it be needed, to
support closing issues that are raised, discussed to move forward with the deployment.
OpenGov and Customer agree to raise concerns and follow the escalation process, resource
responsibility, and documentation.
6.1. Process
• Identification of an issue impeding deployment progress, outcome or capturing the
value proposition, that is not acceptable.
• Customer or OpenGov Project Manager summarizes the problem statement and
impasse.
• Customer and OpenGov Project Managers will outline solution, acceptance or
schedule Executive review in accordance with SLA as defined in Section 7 General
Project Assumptions.
• Resolution will be documented and signed off following Executive review in
accordance with SLA as defined in Section 7 General Project Assumptions.
6.2. Escalation Requirements
• OpenGov and Customer Project Managers will summarize the impasse and
recommendation to present at scheduled or ad hoc executive meetings. Unless
otherwise noted in this SOW, Customer Project Manager can approve how hours are
used, but not where funding is required.
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• Executive Sponsors attend monthly (or other frequency) executive meetings to
review deployment status, documented issue list, status, and closure summary.
• Steering Committees, where applicable, will be the arbitrator to direction and issue
closure. Unless otherwise noted in this SOW, the Customer Executive Sponsor must
approve change orders that result in additional cost.
• Customer or OpenGov Subject Matter Experts may be requested to provide input to
the issue and assist in closure. Both Customer and OpenGov will make best effort to
enable those Subject Matter Experts to be available and participate.
6.3. Documentation
• Issue Escalation: Problem Statement with clear impact to the deployment and/or
engagement.
• Acceptance Document: Which will include any change order(s) or other process
adjustments required and summary of the resolution.
• Notes from Project Meetings, Executive Reviews, and Steering Committee meetings,
as appropriate.
7. General Project Commitments
OpenGov is excited to work with Customer on the implementation of our OpenGov
ERP Cloud. In order to ensure we are able to meet the project timeline and ensure
Customer is successful in this implementation, OpenGov asks that Customer abide
by the General Assumptions detailed in this SOW.
• This SOW is limited to the Implementation of the OpenGov Cloud as defined
in the Project Scope. Any additional services or support will be considered out
of scope.
• Customer will commit and provide access to all necessary stakeholders and
subject matter experts, and other key parties whose roles are defined in
Section 4.1, necessary to the successful implementation of the OpenGov ERP
Cloud as defined in this SOW.
• Customer is responsible for internal change management associated with the
purchase of new software.
• Response Protocol
o OpenGov and Customer commit to responding to inquiries, updates, or
any other project -related matters in no more than 10 business days
throughout the course of this project. If Customer is delayed in its
response, Customer acknowledges that: a) the delay may impact the
project schedule; and b) any fees for Professional Services due to
OpenGov after such delay shall become due and OpenGov may invoice
Customer for such prepayment.
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o As set forth in Section 6.1(e) of the Agreement, if extended delays in
Customer responsiveness are encountered, OpenGov may opt to put
the project into an "On Hold" status, which includes causing OpenGov
to stop or cause to be stopped the Professional Services to be
provided to the Customer, until the Customer has fulfilled its
obligations set forth in the On Hold Notice as described in the
Agreement.
o The Professional Services will be provided during regular business
hours (8am to 6pm Pacific Time) Monday through Friday (holidays
excluded).
• SOW Expiration:
o This SOW is valid for up to 90 days from the Creation Date, or as
agreed to in writing by OpenGov and Customer.
8. Project Scope
8.1. OpenGov Reporting & Transparency Platform
8.1.1. OpenGov Reporting & Transparency Platform Project
Deliverables
OpenGov Cloud based Reporting & Transparency Platform that includes:
Reporting & • Stories
Transparency • Open Town Hall
Platform • Reporting
• Dashboards
• Transparency Portal
8.1.2. project Tasks
The tasks listed below are required for OpenGov and Customer to successfully complete the
OpenGov Reporting & Transparency Platform implementation.
8.1.2.1. Initiate
Provisioning OpenGov will provision Customer's OpenGov entity and verify Customer
R&T Platform has access to all purchased modules.
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OpenGov
University
Platform
Training
OpenGov will provide access to OpenGov University online training
courses intended to teach users on the basics of the Reporting &
Transparency Platform.
Stories and
OpenGov will build out an example of a Story:
Open Town
• One standard story based on available templates in OpenGov.
Hall Examples
OpenGov will build out an example of a topic in Open Town Hall.
Initial Data
OpenGov will upload any applicable datasets to the OpenGov Platform.
Migration
• Base Budget File
• Historical Budget and Transactions Files, including beginning
balances
• Budget Reference Year data files
OpenGov will accept flat files such as CSV, Text, and/or Excel
8.1.2.2. Best Practices
FunctionalityDescription
Overview of OpenGov assesses and identifies how best to configure and map data
Best Practice to ensure success based on materials provided by Customer.
Stories and The Implementation Analyst will conduct a review of the examples
Open Town created.
Hall Review
Solution OpenGov will present a solution document to be mutually agreed upon
Document prior to beginning configuration.
8.1.2.3. Configuration
Chart of OpenGov will review and give feedback on Customer's general ledger
Accounts chart of accounts
OpenGov will provide a functional build of the proposed OpenGov
Chart of Accounts, and gain sign off on acceptance from Customer.
OpenGov will configure OpenGov Chart of Accounts in OpenGov
system
OpenGov OpenGov will:
Reports I • Setup 3 OpenGov reports (Annual, Budget to Actuals, and
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Transactions)
8.1.2.4. Validation
8.1.2.5. Deploy
Functionality
Description
Training
OpenGov will review configured story and train Customer on how to:
Stories
• Create new stories
• Update/Maintain current stories
• Publish internally and externally
Training Open
OpenGov will present configured Open Town Hall site and theme.
Town Hall
OpenGov will train Customer on Open Town Hall functionality
Training
OpenGov will review configured OpenGov reports.
OpenGov
OpenGov will train Customer on report:
Reports
• Configuration
• Update/Maintenance
• Publishing internally and externally
Training
OpenGov will review configured Dashboards
Dashboards
OpenGov will train Customer on Dashboard:
• Configuration
• Update/Maintenance
• Publishing internally and externally
Platform
OpenGov will review configured COA and uploaded data.
Training
OpenGov will train Customer on Platform maintenance::
• Users
• Uploading data
• Maintaining COA
Sign Off
Customer will sign off that they have:
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• Configured Story
• Configured Open Town Hall
• Configured OpenGov reports
• Been trained on Stories, Open Town Hall, OpenGov reports,
Dashboards
8.2. OpenGov Budgeting & Planning
8.2.1. Budget & Planning Project Deliverables
OpenGov Budgeting & Planning Suite, includes:
Budgeting & • Operating Budget
Planning Suite • Workforce Planning
• Capital Improvement Project Budgeting
• Online Budget Book
• Budget Reporting
8.2.2. Project Tasks - Budgeting and Planning
The tasks and responsibilities listed below are required for OpenGov and Customer to
successfully complete the OpenGov Budgeting and Planning Suite implementation.
8.2.2.1. Initiate
Functionality Description
Documentation Customer to provide OpenGov:
Receipt • Budget export
• Examples of the documentation currently provided to
department,
• Budget schedule,
• Management budget reports example
OpenGov During the initial phase, OpenGov will provide system training to
University administrators.
Budget Training will include:
Training • How to create
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• a budget
• a proposal
• a worksheet
• add a line item
• reselect line items
• submit a budget
• Reporting overview
• Stories overview
• Open Town Hall overview
• Workforce Planning Overview
Budget and
OpenGov will build out examples of best practices for budgeting
Workforce
solutions:
Solution
Examples
Operating
• 2 budget instances in OpenGov
• 2 proposals for each budget instance (Traditional and OpenGov)
• 3 budget reports
• Operating Budget Development
• Operating Budget Details
• Operating Budget Categories
• 1 budget story for review
Capital
• 1 budget instances in OpenGov
• 2 proposals
• 3 budget reports
• Capital Budget Development
• Capital Budget Details
• Capital Budget Categories
• 1 capital story for review
Workforce Planning Shell
• 4 Standard cost elements
• Wages
• Insurance
• Retirement
• Taxes
Online Budget
OpenGov will build out:
Book Examples
• Look and feel of Online Budget Book
• Best practice templates for:
• Table of Contents
• Budget message
• Introduction
• Revenue and Expenditure Assumptions
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o Budget Summary
o Departmental Information
o Debt
8.2.2.2. Best Practices
Functionality Description
Overview of OpenGov assesses and identifies how best to configure and map data
Best Practice to ensure success based on materials provided by Customer.
Budget and
The Implementation Analyst will conduct a review of the examples
Workforce
created and work with the customer to confirm a budget format on
Solution
which to move forward.
Online Budget
The Implementation Analyst will conduct review of Online Budget Book
Book Solution
templates and work with Customer to confirm format and approach.
Solution
OpenGov will present a solution document to be mutually agreed upon
Document
prior to beginning configuration.
8.2.2.3. Configure
Base Budget OpenGov will configure and upload Customer's base budget file into
File OpenGov.
Budget I Based on the Review and Confirmation phase OpenGov OpenGov will
Configuration setup Customer's preferred budget format:
Operating
• 1 Budget instance
• 2 Proposals (Department)
• Corresponding worksheets (single, fund, division, or function)
• 1 standard budget Story template
Capital
• 1 Budget instance
• 2 Proposals (Department or Project)
• Corresponding worksheets (single, fund, division, or function)
• 1 standard capital Story template
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Based on the review of the Workforce Planning Shell and with the
guidance of the Implementation Analyst, Customer will:
• Buildout remaining cost elements
• Populate position template
• Validate Workforce calculation
Budget
OpenGov will hold working sessions between the Implementation
Configuration
Analyst and Customer for the purpose of validating, reviewing, and
Working
iterating upon draft budget instances. Session will focus on:
Sessions
• Set up
• Structure
• Workflow
• Useraccess
Administrator
OpenGov will provide 1, 60-Minute training sessions to enable
Budget
Customer's Budget Administrators to manage and maintain their
Management
OpenGov budgets including:
Training
• User access
• Approval workflow
• Cloning
• Phases
• Proposal status
Dataset and
OpenGov will set up 1 export and dataset view to enable budget reports
View
Configuration
Budget
OpenGov will set up 8 budget reports to include:
Report(s)
Operating
• Operating Budget Milestones
• Operating Budget Development
• Operating Budget Details
• Operating Budget Categories
Capital
• Capital Budget Development
• Capital Budget Details
• Capital Budget Categories
• Capital Plan Report
Budget
OpenGov will provide 1, 60-Minute training sessions to enable
Exports and
Customer to own, manage and maintain their OpenGov Budget Data
Reporting
and Reports including:
Training
• Exports
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• Dataset views
• Reports
Online Budget
OpenGov will setup 3 OpenGov standard Online Budget Book templates
Book
chosen from examples defined above.
Configuration
and Training
Once templates are finalized, OpenGov will:
Session
• Create one Story shell for each department and fund from
templates. (Department or fund can be substituted for another
template listed above)
• Create up to 2 reports for use in the Online Budget Book
• Create OpenGov report views and add report tiles to created
templates.
Administrator training
o One 60-Minute session for training:
■ Using and Copying Templates
■ How Datasets and Reports work in Stories
■ How the Online Budget Book works with
Transparency Portal
■ Preparing for updating and ongoing use
• OpenGov will provide working sessions for OpenGov to consult
with Customer on Online Budget Book, scheduled as needed. (Not
to exceed more than 10 sessions unless agreed upon by openGov
Project Manager and Customer.)
Customer administrators will set up additional project story shells and
corresponding project users, and admins/users will add content
8.2.2.4. Validation
Validation of The OpenGov Project Manager and Analyst will confirm with
Configured Customer's Project Lead that all budget proposals are configured
Budgets properly based on the agreed upon format.
8.2.2.5. Deploy
Internal OpenGov will provide 1, 60-Minute training sessions to enable
Budget User Customer's internal users to understand budgeting requirements.
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Training
Sign Off Customer will provide written sign off that all Budgets and reports have
been configured based on agreed upon formats.
8.3. Financial Integration
8.3.1. Financial Integration Deliverables
Financial I OpenGov will work with Customer's IT Staff and Project Team to setup a
Integration one way data integration from Tyler Eden to OpenGov
8.3.2. Financial Integration Tasks
The tasks listed below are required for OpenGov and Customer to successfully complete the
Financial Integrations with OpenGov.
8.3.2.1. initiate
Solution OpenGov will review the proposed solution with Customer
Review • Functionalities to be Integrated
o Actuals (Revenue and Expenses)
o Budget
• Integration Approach
o Database Connect / Agent Install
• OpenGov Assumes:
o The data will be linked to the Customer's COA.
o Integration is unidirectional from the Customer's
accounting software into OpenGov.
Data Analysis OpenGov will perform the data analysis
• To align with the required functionalities
• To align with the COA
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8.3.2.2. Configuration
Integration OpenGov will perform the following
Setup • Installation of Agent
• Database View Deployment
• OpenGov Assumes:
o OpenGov will require assistance from Customer to
understand source system specific customizations and
configurations when building the data extract. When
OpenGov is not able to access or extract data as per
requirements, Customer should provide the data files in
CSV format into OpenGov FTP Location.
When the source accounting software is hosted by a third
party vendor on behalf of Customer, Customer is
responsible for brokering OpenGov's access to
Customer's data residing at the vendor's premises in
accordance with OpenGov's data formatting
requirements.
Configuration OpenGov will perform the Configuration to
and Testing • Extract, Transform (when required) and load the data
• Build Reports for the required functionalities
• Initial validation of data
8.3.2.3. Validation
Data Validation OpenGov team to work with Customer to
• Validate the historical data
• Validate the current year data
• OpenGov Assumes:
o Customer will provide data to validate against (PDF
Export). Data should be received prior to the start of the
integration.
o OpenGov will perform the validation for data accuracy for
the Integration, workingjointly with Customer team to
approve the Financial Integration data.
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8.3.2.4.
FunctionalityDescription
Deployment OpenGov will perform the Configuration to
and Wrap Up • Schedule the current year data load
• Train the administrators
• Monitor the data load
Sign Off Customer will complete OpenGov-provided sign off document
acknowledging
• Accuracy of the data for historical years and current year
associated with the functionalities
• Accuracy Reports associated with the functionalities
• Adequately trained on the Integration Functionalities
9. Acceptance
9.1. Acceptance Process
All Deliverables require acceptance from the Customer Project Manager(s) following the
completion of Deliverables and upon Project Closure. Customer is responsible for
conducting any additional review or testing of such Deliverable pursuant to any applicable
mutually agreed upon acceptance criteria agreed upon by the parties for such Deliverable.
Upon completion of these phases, the OpenGov Project Manager shall notify the Customer
Project Manager(s) and provide the necessary documents for review and sign off.
The following process will be used for accepting or acknowledging Deliverables and Project
Closure:
• OpenGov shall submit the completed Deliverables to Customer to review or test
against the applicable acceptance criteria. Customer shall notify OpenGov promptly
of its acceptance or rejection in accordance with the agreed upon acceptance
criteria.
• Customer must accept all Deliverables that meet the applicable acceptance criteria.
OpenGov Project Manager will provide the Customer Project Manager with the
OpenGov Acceptance form to sign off on the Deliverable and project. Once all
Deliverables required to meet a particular phase have been accepted or are deemed
accepted, the phase shall be deemed complete.
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• Upon completion of the phase or project, OpenGov allows Customer 10 business
days to communicate that the particular Deliverable(s) does not meet Customer's
requirements. Failure to communicate that the particular Deliverable(s) does not
meet Customer's requirements will be deemed as acceptance and any further work
provided to remedy Customer's complaint might incur additional cost.
• Customer shall provide to OpenGov a written notice detailing the reasons for
rejection and the nature of the failure to meet the acceptance criteria. OpenGov shall
make best effort to revise the non -conforming Deliverable(s) to meet the acceptance
criteria and re -submit it to Customer for further review and testing.
• If the acceptance form is not received in accordance with Section 7 General Project
Assumptions, the project phase and/or project will be considered accepted and
automatically closed.
9.2. Acceptance Requirements
• All acceptance milestones and associated review periods will be tracked on the
project plan.
• The Customer Project Manager will have decision authority to approve/reject all
project Deliverables, Phase Acceptance and Project Acceptance.
• Any open issues shall receive a response in accordance with Section 7 General
Assumptions of this SOW following the Validation Acceptance review, or as mutually
agreed upon between the parties, for resolution prior to advancing on in the project.
• Both OpenGov and Customer recognize that failure to complete tasks and respond
to open issues may have a negative impact on the project.
• For any tasks not yet complete, OpenGov and/or Customer will provide sufficient
resources to expedite completion of tasks to prevent negatively impacting the
project.
10. Change Management
This SOW and related efforts are based on the information provided and gathered by
OpenGov. Customer acknowledges that changes to the scope may require additional effort
or time, resulting in additional cost. Any change to scope must be agreed to in writing or
email, by both Customer and OpenGov, and documented as such via a:
• Change Order -Work that is added to or deleted from the original scope of this SOW.
Depending on the magnitude of the change, it may or may not alter the original
contract amount or completion date and be paid for by Customer. Changes might
include:
23
Packet Pg. 414
8.2.a
Q OPENGOV
• Timeline for completion
• Sign off process
• Cost of change and Invoice timing
• Signed by OpenGov and Customer Executives approving funds.
Change documentation will be mutually agreed upon as defined in Section 7 General
Assumptions of this SOW. Should that not occur, the change will be added to the next
Executive Sponsor agenda for closure.
Example of changes that might arise during a deployment:
• Amending the SOW to correct an error.
• Extension of work as the complexity identified exceeds what was expected by
Customer or OpenGov.
• Change in type of OpenGov resources to support the SOW.
24
Packet Pg. 415
Replacement of Enterprise Resource
Planning Software (Eden)
Action Items
February 1, 2022
Packet Pg. 416
Action Items
E
1. Authorize the Mayor to execute an agreement for implementation of OpenGov's Budget Suite for a fixed -fee five-year SaaS N
contract of $67,822 per year and a $55,500 one-time implementation fee for a five-year total of $394,610 using ARPA funds
a.
2. Waive RFP purchasing requirements for ERP replacement.
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Action Item 1:
Authorize the Mayor to execute an agreement for implementation of OpenGov's Budget Suite for a fixed -fee five-year SaaS
contract of $67,822 per year and a $55,500 one-time implementation fee for a five-year total of $394,610 using ARPA funds.
Order Form:
gnature Required
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Included in the Agenda Packet
Service Agreement:
LL Signature Required
OPENGOV SOFTWARE SERVICES AGREEMENT
This Software Services Agreement (this "Agreement") is entered into by OpenGov. Inc_, a Delaware corporation
with a pimp place of business at 6525 Craw. Blvd #4134ft, San Jose, CA 95160 ("OperrGrn!'] and the customer
listed on the signature block below (`Customer"), as of the date of last signature below (the "Effective Date'). This
Agreement setsfodterms under the teunder which Customer will be permitted to use OpenG-. hosted software services_
1_ DERNITIONS
"Customer Data' means data that is provided by Cuslomer to Openi pursuant to this Agreement (fur
example, by email or through Customer's software systems of record). Customer Data shall not include any
mnfrdential personally idenhhahle infonrhation_
"Documentation' mems the documentation for the Software Services at the Customer Resource Center page
found at htpsJlopergov.zmdesk.com.
'Feedback' means suggestions, comments, improvements, ideas, a other feedback or materials regarding
the Software Services provided by Cusioma to OpenGov, including feedback provided through online developer
mmmurrifv fomns_
"Initial Tenn` means the ii license term specified in nurnber of years on the Order Form, commenong on
the Effective Date.
"Intellectual Procertv Riahts" means all intellectual property rights including all past, present, and future rights
assoclated with works of authorship, including exclusive exploitation rights, copyrights, and moral rights, tradomark
and trade name rights and similar rights, trade secret rights, patent rights, and any other proprietary rights in
intellectual property of every kind and nature_
"Order Form" means OpenGov's Software Services order forth that (aj specifies the Software So--
Provided by OpenGov; (b) references this Agreement; and (c) is signed by aulhohzed representatives of both
Parties.
Statement of Work:
For Information
OPENGov
Statement of Work
City of Edmonds, WA
Created by: Ariana Tuckey
Creation Date:01/20/22
Document Number: DD-02316
Version Number:2
Overview 2
Preamble 2
Methodology 3
Project Initiatlon 4
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Packet Pg. 418
Action Item 1: Cost and Budget
Billing Frequency: Annual
SOFTWARE SERVICES:
Product 1 Service
Budgeting &Planning
Dashboards, Financial Integration, Open Toxin Hall, Operating & Capital
Budgetine. Revorhmn & AnaNtics. Stories. Transuarenev. Workforce Plain',
Payment Terms: Net 30
Start Date End Date
02/01'2022 01/31/2027
Software Annual Total:
Annual Fee BURnglSei-°ice Periods:
$67,822.00 Period 1 February
1, 2022
$123,322.00
Period 2
February 1, 2023
$67,822.00
Period 3
February 1, 2024
$67,822.00
$671822.00 Period 4
February 1, 2025
$67,822.00
Period 5
February 1, 2026
$67,822.00
PROFESSIONAL SERVICES:
Product 1 Service Start Date Total Amount
Professional Services Deployment - Prepaid 02/01/2022 $55,500.00
Services Total Amount: $55,500.00
City of Edmonds
ARPA Funds Appropriation
Schedule
$3949610
for 5-year contract
Approved/Requested
Spent
Approved
Account
Amount
Expenditures
Remaining
Funds
Balance
Account A
- City Expenditures
750,000
90,474.35
659,526
79,984.54
10,490
Account B
- Household Support
4,150,000
1,050,000.00
3,100,000
240,432
809,568
Account C
- Business Support
1,125,000
562,006.94
562,993
236,321
325,686
Account D
- Nonprofit Support
500,000
420,500.00
79,500
420,500
-
Account E
- Job Retraining
600,000
600,000.00
-
199,999
400.001
Account F
- Green Infrastructure
4,768,099
-
4,768,099
Total Funds
11,893,099
2,722.981
9,170,119
1,177,237
Packet Pg. 419
Action Item 1: ARPA
ARPA: American Rescue Plan Act
Coronavirus State and Local Fiscal Recovery Funds: A subset of ARPA
2 CFR Part 35 111. Eligible Uses I A. Public Health and Economic Impacts
• Purpose is to "Authorize the use of payments from the Fiscal Recovery Funds to
respond to the public health emergency with respect to COVID- 19...
• Must be in response to the disease itself.. .
Packet Pg. 420
Action Item 2:
Waive RFP Requirement for ERP Replacement
Uniform exemptions to competitive bidding requirements (39.04.280 RCW)
1. Purchases that are clearly and legitimately limited to a single source of supply (Sole Source Vendor):
2. Purchases involving special facilities or market conditions (auction)
3. Surplus Property (surplus property from another government
4. Purchases in the event of an emergency
5. Interlocal Agreements (State standard contracts)
6. Competitive Negotiations Competitive negotiation can be used as an alternative to the competitive bidding
procedures for the acquisition of electronic data processing and telecommunications systems; energy saving or
energy related equipment or services; or when it is determined in writing that the use of competitive bidding is
neither practical nor advantageous to the City.
Packet Pg. 421
Next Steps
Packet Pg. 422
8.3
City Council Agenda Item
Meeting Date: 02/1/2022
Hybrid Meetings Update and Vote to Extend Virtual Meetings
Staff Lead: City Council/Administrative Services/IT
Department: City Council
Preparer: Scott Passey
Background/History
As COVID continues its' assault on communities everywhere, Edmonds faces the challenge of conducting
effective Council meetings where all meeting participants have an equivalent meeting experience that is
independent of their location, either in -person or virtual. Council asked staff and fellow councilmembers
to explore updates to the current system to produce a better hybrid meeting format for Council and the
public.
A presentation was given on January 4, 2022, regarding the city's ability and resources to support a
hybrid meeting format. Council voted to extend the virtual -only format through the month of January
and review at the first meeting in February.
Recommendation
Receive information regarding hybrid meetings and vote to extend virtual -only meetings.
Narrative
Staff will provide an update outlining the steps taken since January 4 to support hybrid meetings.
Packet Pg. 423