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2022-10-25 City Council - Full Agenda-3296
Op E D o Agenda Edmonds City Council tnl. }nyo REGULAR MEETING COUNCIL CHAMBERS 250 5TH AVE NORTH, EDMONDS, WA 98020 OCTOBER 25, 2022, 7:00 PM PERSONS WISHING TO JOIN THIS MEETING VIRTUALLY IN LIEU OF IN -PERSON ATTENDANCE FOR THE PURPOSE OF PROVIDING AUDIENCE COMMENTS CAN CLICK ON OR PASTE THE FOLLOWING ZOOM MEETING LINK INTO A WEB BROWSER USING A COMPUTER OR SMART PHONE: HTTPS://ZOOM. US/J/95798484261 OR COMMENT BY PHONE: US: +1 253 215 8782 WEBINAR ID: 957 9848 4261 THOSE COMMENTING USING A COMPUTER OR SMART PHONE ARE INSTRUCTED TO RAISE A VIRTUAL HAND TO BE RECOGNIZED. PERSONS WISHING TO PROVIDE AUDIENCE COMMENTS BY DIAL -UP PHONE ARE INSTRUCTED TO PRESS *9 TO RAISE A HAND. WHEN PROMPTED, PRESS *6 TO UNMUTE. WHEN YOUR COMMENTS ARE CONCLUDED, PLEASE LEAVE THE ZOOM MEETING AND OBSERVE THE REMAINDER OF THE MEETING ON THE COUNCIL MEETINGS WEB PAGE. REGULAR COUNCIL MEETINGS BEGINNING AT 7:00 PM ARE STREAMED LIVE ON THE COUNCIL MEETING WEBPAGE, COMCAST CHANNEL 21, AND ZIPLY CHANNEL 39. "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 1. CALL TO ORDER/FLAG SALUTE 2. LAND ACKNOWLEDGEMENT 3. ROLL CALL 4. PRESENTATION 1. Annual Presentation from PFD/ECA (25 min) 5. APPROVAL OF THE AGENDA 6. AUDIENCE COMMENTS THIS IS AN OPPORTUNITY TO COMMENT REGARDING ANY MATTER NOT LISTED ON THE AGENDA AS CLOSED RECORD REVIEW OR AS A PUBLIC HEARING. SPEAKERS ARE LIMITED TO THREE MINUTES. PLEASE STATE CLEARLY YOUR NAME AND CITY OF RESIDENCE. Edmonds City Council Agenda October 25, 2022 Page 1 7. RECEIVED FOR FILING 1. Written Public Comments (0 min) 2. Outside Boards and Committee Reports (0 min) 8. APPROVAL OF THE CONSENT AGENDA 1. Approval of Council Special PSPHSP Committee Minutes of October 14, 2022 2. Approval of Council Special Meeting Minutes of October 17, 2022 3. Approval of Council Special Minutes of October 18, 2022 4. Approval of Council Regular Meeting Minutes of October 18, 2022 5. Approval of payroll and benefit checks, direct deposit and wire payments. 6. Approval of claim checks. 7. Compass Health Professional Services Agreement 8. Approval of Driftwood Players Lease at Wade James Theater Contract Addendum 1 9. Employee Expenses, Volunteer Recognition, and Reimbursements Policy 9. PUBLIC HEARING 1. Public Hearing on BD2 Designated Street Front Code Amendment (AMD2022-0003) (45 min) 10. COUNCIL BUSINESS 1. 2023 Public Works & Utilities Budget Presentation (40 min) 2. Comprehensive Plan Visioning Summary (45 min) 3. Edmonds Downtown Alliance 2023 Work Plan and Budget (45 min) 11. MAYOR'S COMMENTS 12. COUNCIL COMMENTS ADJOURN Edmonds City Council Agenda October 25, 2022 Page 2 4.1 City Council Agenda Item Meeting Date: 10/25/2022 Annual Presentation from PFD/ECA Staff Lead: Dave Turley Department: Administrative Services Preparer: Dave Turley Background/History Representatives from the Edmonds Public Facilities District / Center for the Arts give an annual presentation to Council. Staff Recommendation No recommendation; presentation only. Narrative N/A Attachments: 1 City Council Presentation - 10-25-2022 2 ECA 2022-23 Season redpdf 3 PFD ECA FINST 08-2022 4 Cash Flow Projections 08-2022 5 Edmonds PFD Audit Report - Financial - FY 2021 6 Edmonds PFD Audit Report - Accountability - FY 2021 Packet Pg. 3 0 i . a V� _ i wM• e • Lw: edmonds center for the I`4 eca fr edmonds center for the arts Thank you. Edmonds Public Facilities District / Edmonds Center for the Arts is grateful to the City of Edmonds for your long-standing support and partnership. ECA was born of the City, and endeavors to be the cultural hub of the City — a gathering place for entertainment, celebration, and community connection. Your ongoing support is deeply appreciated and is critical to ECA's long- term health and vitality. 7 11 , i �-N; 7 "_ eca fv edmonds center for the arts Mission of ECA: To celebrate the performing arts, strengthen and inspire our community, and steward the development and creative use of the ECA Campus. THE ARTS IN EVERY LIFE, EVERY DAY. eca fv edmonds center for the arts What We Do: ► Present music, dance, theatre, comedy and special attractions from around the world. ► Serve as a home for performances and events produced by a wide range of local and regional organizations. ► Inspire people of all ages and abilities through impactful education and community engagement programs. ► Steward the health and creative use of our historic facilities. - ► Generate tourism and economic activity for the City of Edmonds and Snohomish County. eca fv 2022=2023 Season edmonds center for the arts 1. ► Orquesta Akokan I Wednesday, September 28th ► Booker T: Note by Note, 60 Years of "Green Onions" & STAX Hits I Saturday, January 21 st ► Graham Nash: An Intimate Evening of Songs and Stories Tuesday, October 4th ► Red Sky Performance: Miigis I Thursday, February 9th ► The Robert Cray Band I Tuesday, October 18th ► Niyaz ft. Azam Ali I Saturday, February 11 th ► Darlingside I Thursday, October 20th ► Take Me to the River NOLA Live: Dumpstaphunk ft. Jon Cleary Saturday, February 25th it. BODYTRAFFIC I Wednesday, October 26th ► WE SPEAK Festival feat. Shane Koyczan I Saturday, March 4th ► Lyle Lovett and John Hiatt I Saturday, October 29th ► Black Opry Revue I Saturday, November 12t" ► Voctave I Thursday, March 23rd ► John McCutcheon I Saturday, March 25th ► Zakir Hussain & Niladri Kumar I Monday, November 14th ► Kenny Endo Contemporary Taiko � Thursday, April 20th ► Seattle International Comedy Competition I Wednesday, November 16th ► Magos Herrera & Brooklyn Rider: Dreamers I Thursday, May 4th ► Alphabet Rockers I Saturday, November 19th 1 1 1:OOam ► The Small Glories I Sunday, May 7th ► God is a Scottish Drag Queen I Saturday, November 19th ► Duplessy & Violins of the World I Friday, May 17th ► Kalani Pe`a Christmas Show I Thursday, December 1 st ► D'DAT I Friday, May 19th ► Karla Bonoff & Livingston Taylor: Home for the Holidays ► Elvin Bishop & Charlie Musselwhite I Thursday, May 25th Wednesday, December 21 st 0 IPA Packet Pg. 8 eca fv edmonds center for the arts AAUW, Sno-King Branch Aging Options Alicia Crank, "Bridging the Gap" Arbat Theatre Babak Kivavchi Ballyhoo Theatre Barclay Shelton Dance Cascade Symphony Orchestra Cedar Creek Memory Care Club Pro BA Comm. Christian Fellowship Cube A Sound Entertainment DeMiero Jazz Festival Edmonds Chamber of Comm. Edmonds Comm. College Edmonds H.S. Class of 1962 Edmonds In Bloom Edmonds Jazz Connection Edmonds PTA Council 7.2 Edmonds School District Everett Chorale Association EXEM Entertainment Gothard Sisters Rental Clients and Partners Goldspace GPA Live Halau Hula O' Moani Mokihana Hula O' Lehualani Islamic Center of Puget Sound James & Jamesy Theatre Kosmo Media La Jolla Booking Agency Lift Every Voice Legacy Lynnwood High School Miss Sydney & The Downtown Saints Mojgan Nazariyan Morning Islands LLC Nana I Ke Kumu Pono Northsound Church Northwest Event Planning Northwest Jr. Pipe Band Olympic Ballet School Olympic Ballet Theatre Operation Military Family Pacific Ohana Foundation PIMA Medical Institute Private Memorial Services Puget Sound Partnership Rick Steves' Europe Resilience Entertainment Reunion Parties Russian -American Entertainment Group Samrat Rana - Seattle Radio Theatre Seattle Repertory Jazz Orch. - Shoreline Young Life Sno-Isle Libraries - TEDx Sno-King Community Chorale Sno-King Music Educators Assoc. : Sno-King Youth Club Steel Magic NW Stella Maris Academy Vladimir Chernov Voice Art Group WA Council for the Blind Washington School of Dance WBAC Grand Prix Windermere Real Estate Edmo Youth America Grand Prix Packet Pg. 9 eca fr edmonds center for the arts ► Window to the Arts Education & Community Engagement egg Ma, al Ilknma&m 71!z0--i 1�. 1bo I 47 VETERANS ATTENDED THE SHOW r+ r.. Packet Pg. 10 Board Certified Music Therapist Evelyn0 . Stagnaro workin with veterans in theJ Memory Care Unit. cm / y ,LO #dMRP ' ` ,.,,�,,` •� r -rh't d 1000, U • Increases Communica • Improves Mood • Builds Social Connecti( Having you here just created a moment of joy ... I can see music therapy supporting my work every day, and improving the quality of life for our most frail veterans. - Veterans Home Recreation Therapy Manager i.. W. `. J -40 lw .�� �,-fir,.,, � ,�►� r . � � .,; � ,... rl� r W F•{ ,. , l Ill r r< ow AL_ _= IV - At -�•. :f _ r v� Award -Winning DEMENTIA -INCLUSIVE •``4r,�T. ,: SERIES TEENTIX SATURDAY MATINEES r EDUCATION MATINEES ARTISTS IN CLASSR ON mtle SUMMER CAMPS i� KIDSTOCK! A viee:. � ire WE SPEAK Our next phase of program development will be holistic, immersive, and innovative. ECA is becoming a place where arts and wellness intersect. eca fr edmonds center for the arts Facility Preservation and Campus Development ► Recent Project: Reconfiguration of Auditorium, New Accessible Seating Locations . imp, ► Next Project: Facility Envelope Assessment ► Exploring Future Possibilities: ► ECA + Boys & Girls Club - Teen Center / Education Spaces ► 4th Avenue Cultural Corridor . t�. 4.1.a Financial Audit Results January 1, 2021 through December 31, 2021 • Opinion issued in accordance with U.S. GAAP • Audit conducted in accordance with Government Auditing Standards • We reported no significant deficiencies in internal control • We identified no deficiencies that we consider to be material weaknesses. • We noted no instances of noncompliance that were material to the financial statements of the District Packet-Pg. 20 4.1.a Financial Audit Results • We didn't identify any materia misstatements during the audi • Uncorrected misstatements ha provided for review Packet-Pg. 21 eca fr edmonds center for the arts Financial Performance Operating ► Overall, the financial stability of ECA has improved, as noted in the 2021 Financial Audit Report ► FY 2021 ► Government grants (pandemic relief funds) and private contributions helped address operating shortfalls, maintained healthy cash position ► FY 2022 ► Ticket revenue, rental revenue, and contributions slow to return to prior levels ► Expenses climbing due to inflation ► Remaining pandemic relief funds will help offset operating losses, but earned and contributed revenue must recover for long-term sustainability Packet -. eca fv edmonds center for the arts Road to Recovery ► Increased investments in marketing, promotion, and communications to improve ticket sales ► Rental activity increasing rapidly as previous clients return to the ECA stage, and new clients engage ► Expansion of education and community engagement programs will result in new partnerships and new funding opportunities ► Restructuring Development department and improving fundraising strategies to increase contributed revenue from individuals, foundations eca fv edmonds center for the arts Financial Performance Non -Operating ► Sales Tax Revenues remained healthy through the pandemic, and continue to hold steady for now ► Restructuring of original 2002 Bond Debt, with assistance from the City of Edmonds, helped to reduce annual debt service, helping to generate net non -operating revenue ► Use of net non -operating revenue: ► Retire outstanding loan from City of Edmonds, which was issued to help ECA meet the District's debt service obligations during the Great Recession ► Any remaining resources placed in Board Designated Reserve Fund and invested in capital maintenance, replacement, and improvements. 0 �=Pcket Pg. 24 eca fr edmonds center for the arts 1200000 1000000 800000 600000 400000 200000 0 Projected Repayment of Loan from the City of Edmonds Outstanding Loan Amt. Projected Loan Payments Est. Interest Accrued 2022 $190679000 2022 $1009000 2022 $25,000 2023 $9929000 2023 $1509000 2023 $25,000 2024 $8679000 2024 $2009000 2024 $21,000 2025 $6889000 2025 $2009000 2025 $16,000 2026 $5049000 2026 $2009000 2026 $119000 2027 $3159000 2027 $2009000 2027 $7,000 2028 $1229000 2028 $1249000 2028 $2,000 Total $1,174,000 Total $107,000 2022 2023 2024 2025 2026 2027 2028 eca fr edmonds center for the arts Rebuilding and Restructuring ► Changes in the labor market have impacted ECA, there has been tremendous transition industry -wide, and labor costs are increasing ► In response, ECA is modifying its organizational structure in some instances and hiring now to fill critical gaps in key departments ► The outlook for staff development is extremely positive, however, as morale continues to improve and new professional development systems such as Catalytic Coaching are implemented 00. New benchmarking tool has also been deployed to ensure ECA's compensation model matches appropriately to the marketplace +^ assist with staff retention Th VA ,..Ca edmonds center for the arts 0 i . a V� _ i wM• e • Lw: edmonds center for the I`4 4.1.b ►A 1 1r4 �4 Q- '�•r .Ike, �. n ,. 42NO Ix ©'�r vo LA TAKE CIE TO THE VE SPEAK L 1: V E Q PUMPSTAPHUNK � a �i 1� , I I j � i- - �. • . R Orquesta Akokan Wednesday, September 28th Graham Nash: An Intimate Evening of Songs and Stories Tuesday, October 4th The Robert Cray Band I Tuesday, October 18th Darlingside I Thursday, October 20th BODYTRAFFIC I Wednesday, October 26th An Acoustic Evening with Lyle Lovett and John Hiatt Saturday, October 29th Black Opry Revue I Saturday, November 12th Zakir Hussain & Niladri Kumar I Monday, November 14th Seattle International Comedy Competition Wednesday, November 16th Saturdaabet edmonds center for the arts Saturday INovemberr19t�h111AMkeys God is a Scottish Drag Queen I Saturday, November 19th 2022�2023 Kalani Pe`a Christmas Show I Thursday, December 1st Karla Bonoff & Livingston Taylor: Home for the Holidays www.ec4arLs.org 1425.275.9595 Wednesday, December 21st I t -- n• Booker T: Note by Note 60 Years of "Green Onions and STAX Hits Saturday, January 21st Red Sky Performance: Miigis I Thursday, February 9th Niyaz ft. Azam Ali I Saturday, February 11th Take Me to the River NOLA Live: Dumpstaphunk ft. Jon Cleary Saturday, February 25th WE SPEAK Festival featuring Shane Koyczan Saturday, March 4th Voctave I Thursday, March 23rd John McCutcheon I Saturday, March 25th Kenny Endo Contemporary Taiko I Thursday, April 20th Magos Herrera & Brooklyn Rider: Dreamers Thursday, May 4th The Small Glories I Sunday, May 7th Duplessy & Violins of the World I Wednesday, May 17th D'DAT I Friday, May 19th Elvin Bishop & Charlie Musselwhite I Thursday, May 25th 4.1.c Edmonds Public Facilities District IS Statement of Revenue, Expenses and Changes in Net Position (income Statement) r� FubtkFac➢ities Met August, 2022 ecal Amounts in thousands Col l Col t Col 3 Col 4 Col 5 Col 6 Col 7 Col 8 Col 9 Col 10 Col 1 August, 2022 FAVORABLE Year To Date ANNU, FAV. ACTUAL UNFAVORABLE FAV. ACTUAL BUDGI ACTUAL BUDGET (UNFAV.) %VAR. LAST ACTUAL BUDGET (UNFAV.) %VAR. LAST 12 M( VARIANCE YEAR VARIANCE YEAR TOTA Operating Revenues: $64 $84 $(20) -24% $6 1 Presented Events $625 $583 $42 7% $25 $8 23 29 (6) -19% 14 2 Rentals & Leases 372 411 (39) -10% 158 5 9 15 (6) -41% 1 3 Concessions 62 91 (29) -32% 8 1 0 2 (2) -98% - 4 Advertising 0 7 (7) -94% - 2 5 (4) -67% 0 5 Historic Facility Preservation Fee 38 42 (4) -11% 4 3 - 3 7 6 Education and Outreach 5 6 (2) -28% 9 (J) 38 36 2 6% 17 7 Contributions& Operating Grants 431 482 (51) -11% 441 1,2 - - - - 8 SVOG Federal Grant - - - 710 Q - - - 9 Special Project Revenue _ _ 0) $139 $172 $(33) -19% $46 10 Total Operating Revenue $1,532 $1,623 $(91) -6% $1,356 $2,9 +�+ 11 L 0 12 Operating Expenses: $18 $58 $40 69% $5 13 Presented Events $460 $406 $(55) -13% $22 $6 16. 1 1 (0) -10% 2 14 Rentals & Leases 17 23 7 29 % 5 1 4 3 79% (0) 22 Concessions and Merchandise 13 25 13 50% 4 (D 4 8 4 52% 3 15 Advertising and Marketing 59 82 23 28% 13 1 () 3 1 (2) -264% 6 16 Education and Outreach 28 47 20 41 % 25 N 14 2 (12) -602% 1 17 Development 49 44 (5) -11% 22 1 -0 105 132 27 21 % 89 18 Payroll: Salaries & Wages 994 1,054 60 6% 497 1,5 r- 24 28 5 17% 22 19 Employee Benefits 222 226 5 2 % 162 3 O E 13 8 (6) -77% 7 20 Facilities Maintenance and Utilities 113 95 (18) -18% 80 1 0 1 1 83% 0 21 Minor Equipment 2 9 7 79% 5 LLI 13 16 4 23% 7 23 Insurance, Audit, and Legal 93 105 11 11% 69 1 - - - - - - 86 - 24 25 Bad Debt Expense Special Project Expense - - 6 - 6 - 100% 86 - OL 16 12 (4) -38% 11 26 Supplies and Other 122 109 (13) -12 % 58 1 4— $211 $270 $59 22% $239 27 Total Operating Expenses $2,172 $2,232 $61 3% $1,048 $3,4 O 28 a+ $(72) $(99) $27 27% $(193) 29 OPERATING SURPLUS (LOSS) $(640) $(610) $(30) -5% $307 $(5 30 0) 31 Non -Operating Revenue and (Expenses): to $69 $65 $4 6% $60 32 Intergovernmental Rev (Sales Tax) $713 $705 $9 1% $606 $1,1 d - - - - 33 Grant Revenue - - - 34 1 d 1 0 1 218 % 0 34 Interest Earned & misc, income 3 3 0 8% 0 - - - - 35 Gain (Loss) on Stock Sold (0) - (0) (0) (10) (11) 1 6% (11) 36 Interest Expense (83) (89) 7 7% (95) (1 C (31) (33) 2 6% (53) 37 Depreciation (248) (264) 16 6% (421) (3 Q - - - - 38 Gain (Loss) on disposal of Fixed Assets - - - - - - - 39 Debt refinancing expense _ _ - N $29 $22 $7 34% $(4) 40 Total Non -Operating Surplus (Loss) $385 $354 $31 9% $124 $7 N 41 $(43) $(77) $34 44% $(197) 42 TOTAL NET SURPLUS (LOSS) $(254) $(256) $1 0% $432 $2 G i— Z LL a U W a LL d M r C 0) E L V f� a+ a Packet Pg. 30 PFD ECA FINST 08-2022 IS 1 of 5 9/28/2022 8:03 AM Edmonds Public Facilities District Edmonds Statement of Net Position (Balance Sheet) Public Facilities District August, 2022 Amounts in thousands ASSETS: 1 Current Assets: 2 Cash & Equivalents - Unrestricted Operating 3 Cash & Equivalents - Restricted for Debt Service 4 Cash & Equivalents - Historic Facility Preservation Fund (HFPF) 5 Cash & Equivalents - Restricted -Special Purpose & Endowment 6 Receivables from Customers 7 Pledges Receivables from Donors 8 Receivables from Other Governments 9 Inventories 10 Prepayments 11 Total Current Assets 12 13 Property, Plant and Equipment 14 Land 15 Buildings and renovations 16 Equipment and technology 17 Construction in Progress 18 subtotal PPE 19 Accumulated Depreciation 20 Total PPE, net 21 22 Deferred Pension Asset 23 24 Total Assets 25 26 LIABILITIES & NET POSITION: 27 Current Liabilities: 28 Accounts Payable 29 Payroll and Benefits Payable 30 Compensated Absences Liability 31 Unearned Ticket and Other Unearned Revenue 32 Unearend Foundation Grant revenue 33 Customer Deposits Liabilities 34 Accrued Interest 35 Current Portion of Long -Term Debt 36 Total Current Liabilities 37 38 Long Term Debt: 39 First Financial NW Bank (2018 note payable from refinancing) 40 Debt Obligation -City of Edmonds 2021 bonds(issued Nov 2021) 41 Debt Obligation -City of Edmonds 2012 bonds(refinanced Nov 2021) 42 Loan Payable to the City of Edmonds 43 Note Payable to DanSound (Equip loan) 44 Total Long -Term Debt 45 46 Non Current Libilities: 47 Pension Liability 48 Deferred Pension Libility 49 Total Noncurrent Liabilities 50 51 Total Liabilities 52 53 Net Position: 54 Net Investment in Capital Assets 55 Restricted Assets (Debt Service, HFPF, Specific, Endow, Gov't Rec) 56 Unrestricted accumulated surplus/(deficit) 57 Total Net Position 58 59 Total Liabilities and Net Position August 2022 $400 849 77 1 21 205 119 2 85 $1,758 $3,445 14,677 775 7 $18,904 (8,957) $9,947 $564 $12,270 $51 75 83 282 135 36 27 490 $1,180 $1,963 2,570 1,067 $5,600 42 536 $578 $7,357 $3,857 1,045 10 $4,912 $12,270 4.1.c BS eca �r edmonds center for the arts August 2021 $842 276 46 6 21 42 98 5 52 $1,387 $3,445 14,607 636 247 $18,934 (8,818) $10,116 $143 $11,646 $57 68 67 508 32 35 688 $1,456 $2,243 2,185 1,216 4 $5,647 391 109 $499 $7,602 $3,781 1,455 (1,192) $4,044 $11,646 December 2021 $1,041 317 61 5 59 28 227 5 127 $1,870 $3,445 14,677 744 $18,866 (8,711) $10,154 $564 $12,589 $109 99 83 512 38 8 494 $1,343 $1,963 2,570 1,067 $5,600 42 536 $578 $7,520 6,630 610 (2,172) $5,068 $12,589 PFD ECA FINST 08-2022 BS 2 of 5 Packet Pg. 31 9/28/2022 8:03 AM F Edmonds Public Facilities District GRAPHS >va� August, 2022 ecaV Graphs of Financial Statistics TOTAL OPERATING REVENUES -YEAR TO DATE (excludes SVOG Grant) $3,500 $3,000 $2,500 a c y $2,000 0 0 - $1,500 $1,000 $500 $- — ■ ■ 1 J F M A M J J A S O N D ■ Actual 2022 ■ Budget 2022 Last Year 2021 CASH BALANCES $2,000 $1,800 $1,600 $1,400 e $1,200 '.$1,000 c $1,000 $800 $600 $400 $200 J F M A M J J A S O N D tActual 2022 -WLast Year 2021 —Forecast 2022 $4,000 $3,500 $3,000 N m $2,500 c $2,000 $1,500 $1,000 $500 $500 $400 $300 $200 e 3 $100 0 F $- $(100) $(200) $(300) $(400) $6,600 $6,400 $6,200 c $6,000 N e $5,800 $5,600 $5,400 $5,200 $5,000 TOTAL OPERATING EXPENSES -YEAR TO DATE J F M A M J J A S O N D ■ Actual 2022 ■ Budget 2022 ■ Last Year 2021 TOTAL NET SURPLUS (LOSS) -YEAR TO DATE (excludes SVOG Grant) N N O N J F M A M J J A S O N D ■ Actual 2022 ■ Budget 2022 Last Year 2021 O An TOTAL LONG-TERM DEBT a: Q J F M A M J J A S O N D tActua12022 -WLast Year2021—Forecast2022 PFD ECA FINST 08-2022 Graphs 3 of 5 Packet Pg. 32 9128/2022 8:03AM 4.1.c Edmonds Public Facilities District FINANCIAL DASHBOARD August, 2022 INCOME STATEMENT -KEY AMOUNTS Amounts in thousands Operating Revenues: 1 Presented Events, Concessions, HPF 2 Rentals 3 Contributions 4 SVOG Federal Grant 5 Other revenues 6 Total Operating Revenue 7 Operating Expenses: 8 Presented Events and Concessions 9 Payroll and Employee Benefits 10 Other Expenses 11 Total Operating Expenses 12 OPERATING SURPLUS (LOSS) 13 14 Non -Operating Revenues and (Expenses): 15 Intergovernmental Revenue (Sales Tax) 16 Interest Expense 17 Depreciation 18 Other revenues, net (capital grants) 19 Total Non -Operating Surplus (Loss) 20 TOTAL SURPLUS (LOSS) 21 KEY INCOME STATEMENT RATIOS 22 Revenue Sources as % of Total Revenue 23 Sales tax revenues 24 Contributions and grants 25 All other revenues: mostly presented events & rentals 26 Total Surplus/ -deficit Margin % 27 Operating Surplus/ -deficit Margin % 28 Total Debt Service (Int&Prin)/Total Sales Tax Revenue 29 BALANCE SHEET -KEY BALANCES 30 31 Amounts in thousands 32 33 Operating Cash 34 Debt Service Cash 35 Special Purpose and HPF Cash 36 Total Cash 37 Total Receivables 38 Total Assets 39 Accounts Payable 40 Unearned Ticket and Other Unearned Revenue 41 Current Portion of Long -Term Debt 42 Long -Term Debt 43 Total Net Position (Equity) 44 Total Liabilities and Net Position 45 46 KEY BALANCE SHEET RATIOS 47 Debt to Capitalization ratio (Debt/(Debt+Equity) 48 Debt Service Coverage Ratio 49 Days of Cash (Oper + Debt Service) on hand 50 Working Capital Ratio 51 52 CASH ponds l ca Pabbc FacillheS Dikt -1, a ter means AT DEC 31-ALL FUN DASHBOARD FAVORABLE UNFAVORABLE ACTUAL BUDGET FAV. ACTUAL 2022 YTD 2022 YTD 2022 (UNFAV.) %VAR. YTD 2021 BUDGET VARIANCE FULL YEAR $724 $717 $8 1% $37 $1,108 372 411 (39) -10% 158 590 431 482 (51) -11% 441 1,200 - - - 710 - 5 13 (8) -63% 9 37 $1,532 $1,623 $(91) -6% $1,356 $2,935 Q 0) t $473 $431 $(42) -10% $26 $657 L 1,216 1,281 65 5% 659 1,921 0 483 521 38 7% 363 875 $2,172 $2,232 $61 3% $1,048 $3,453 S $(640) $(610) $(30) -5% $307 $(518 L) to C $713 $705 $9 1% $606 $1,148 0 E (83) (89) 7 7% (95) (133 (248) (264) 16 6% (421) (396 W 3 3 (0) -7% 35 104 E $385 $354 $31 9% $124 $723 O 4, $(254) $(256) $1 0% $432 $205 C O ACTUAL BUDGET ACTUAL 2022 BUDGET +' YTD 2022 YTD 2022 YTD 2021 FULL YEAR +�+ GOAL 0) 0) 35.0% 31.7% 30.2% 30.4% 27.4°/ 30.0% 19.3% 20.8% 59.4% 31.1 °/ a 35.0% 49.0% 49.0% 10.2% 41.4o/ R 4.0% -11.3% -11.0% 21.6% 4.99/ 4.0% -41.8% -37.6% 22.7% -17.6o/ Q > 0.9 0.54 0.54 0.46`- N N 0 BALANCE AS OF N ACTUAL ACTUAL ACTUAL O i- AUG, 2022 AUG, 2021 DEC, 2021 (q Z 400 842 1,041 LL 849 276 317 Q 78 51 66 U $1,326 $1,169 $1,424 W $345 $161 $313 LL d $12,270 $11,646 $12,589 ty $51 $57 $109 $282 $508 $512 d E $490 $688 $494 $5,600 $5,647 $5,600 $4,912 $4,044 $5,068 Q $12,270 $11, 646 $12,589 GOAL 45.0% 55.4% 61.0% 54.6% 1.20 0.19 1.71 5.89 60.0 139.9 259.6 298.6 1.00 1.49 0.95 1.39 OOOS) $1,623 PFD ECA FINST 08-2022 DASHBOARD 4 of 5 Packet Pg. 33 Edmonds Public Facilities District Cash Flow Projections by Month Current Year - 2022 Fqpooas Amounts in thousands Pubfic Facilities District OPERATING CASH PROJECTIONS Operating Revenues: 1 Presented Events 2 Rentals 3 Concessions 4 Advertising 5 Historic Facility Preservation Fee 6 Education and Outreach 7 Contributions & Operating Grants 8 Total Operating Revenue 9 Operating Expenses: 10 Artist Presentations and Theatre 11 Rentals 12 Concessions and Merchandise 13 Advertising and Marketing 14 Education and Outreach 15 Development 16 Payroll: Salaries & Wages 17 Employee Benefits 18 All Other Expenses 19 Total Operating Expenses 20 OPERATING CASH SURPLUS (LOSS) 21 Cash Flow Reconciling Items 22 Ticket Sales related to future or past periods, net 23 Ticket Sales revenue estimated to be collected, net 24 ARF Grant -Snohomish County 25 Dan Sound installment loan payment 26 Snohomish LTAC grant (5 year) -amount due in 2022 27 Capital Expenditures -building condition study 28 Capital expenditures all other 29 Working capital (increase) decrease 30 Transfers pending between operating & debt service funds 31 Difference in Projected and Actual Cash Balance at month end 32 Cash Flow for the period 33 Beginning Cash Balance -Operating, HFPF & Special Purpose* 34 Ending Cash Operating Balance 35 Target (2 months of budgeted operating expenditures) DEBT SERVICE CASH PROJECTIONS 36 Sales Tax Revenues 37 Interest Earned 38 Debt Interest Payments 39 Debt Principal Payments 40 Subtotal - Normal Activity 41 Cash flow reconciling items 42 Snohomish LTAC Debt Service Grant due 2021, received in Jan 43 Transfers (to) from Board Designated Funds 44 Transfers pending between operating & debt service funds 45 Difference in Projected and Actual Cash Balance at month end 46 Cash Flow for the period 47 Beginning Cash Balance 48 Ending Cash Debt Service Balance 49 Target at Dec 31 eca�l CAS CASH FLOW PROJECTION BY MONTH JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL Actual Actual Actual Actual Actual Actual Actual Actual Projection Projection Projection Projection Projection Col 1 Col 2 Col 3 Col 4 Col 5 Col 6 Col 7 Col 8 Co/ 9 Co/ 10 Col 11 Cot 12 Col 13 , $106 $110 $118 $60 $43 $104 $22 $64 $77 $103 $77 $52 $934 45 45 76 39 53 74 16 23 28 37 41 72 551 4 8 7 3 12 14 4 9 14 19 15 13 122 0 0 5 3 3 11 2 6 4 3 6 12 3 2 5 7 5 5 59 (0) - (0) 2 - - - 3 - 5 8 - 18 77 61 10 36 191 9 8 38 440 52 115 113 1,149 $234 $231 $215 $143 $304 $214 $53 $139 $569 $225 $265 $253 $2,844 $94 $74 $69 $56 $42 $81 $25 $18 $52 $69 $52 $36 $669 1 0 8 2 3 2 - 1 2 2 2 4 27 1 4 1 1 (0) 4 1 1 4 5 4 4 30 1 10 13 15 8 6 3 4 22 14 15 16 126 6 0 0 4 6 1 7 3 1 8 11 1 48 1 1 6 5 16 5 2 14 75 1 2 2 128 120 118 130 132 131 123 135 105 132 132 132 132 1,521 29 27 29 31 29 27 27 24 28 28 28 28 335 24 31 42 35 43 58 54 42 41 54 44 38 507 $277 $266 $298 $280 $277 $307 $256 $211 $357 $313 $290 $260 $3,392 $(43) $(35) $(83) $(137) $27 $(93) $(203) $(72) $212 $(89) $(26) $(6) $(548) $(74) $17 $(99) $(38) $19 $23 $30 $(108) - - - - $(230) - - 70 (66) (60) 42 (14) 250 250 (2) (2) (4) 100 100 (7) (13) (21) - - (30) (71) 21 5 141 (67) 22 31 (83) (4) - - - - 66 (99) 29 14 50 72 29 29 94 - - - - 219 $(204) $14 $(40) $(214) $141 $(10) $(228) $(90) $502 $(155) $(86) $136 $(232) 1,107 903 917 878 664 805 795 567 477 979 825 739 $903 $917 $878 $664 $805 $795 $567 $477 $979 $825 $739 $875 - $570 $63 $68 $61 $61 $259 $65 $66 $69 $65 $65 $255 $65 $1,164 0 0 0 0 0 0 1 1 0 0 0 0 4 (17) (31) - (17) (17) (30) (17) (128) (110) (380) (490) $63 $69 $45 $61 $229 $66 $50 $70 $49 $66 $116 $(332) $551 100 100 - (700) (50) (750) (1) (29) (29) (29) (72) (29) (29) (0) - - - - (220) $162 $39 $16 $32 $156 $36 $20 $70 $(651) $66 $116 $(382) $(320) 317 479 518 534 565 722 758 779 849 198 263 379 $479 $518 $534 $565 $722 $758 $779 $849 $198 $263 $379 $(2) - $50 BOARD DESIGNATED FUNDS FOR CAPITAL ASSETS & MAJOR MAINTENANCE 50 Transfers from (to) Debt Service Cash $700 $50 $750 51 Use of Funds - 52 Cash Flow for the period $700 $50 $750 53 Beginning Cash Balance - - - - - - - - - 700 700 700 54 Ending Cash Board Designated Balance - - - - - - - - $700 $700 $700 $750 - 55 Target at Dec 31 $950 56 Ending Cash All Funds $1,382 $1,435 $1,411 $1,229 $1,526 $1,553 $1,345 $1,326 $1,877 $1,788 $1,819 $1,623 57 Target at 12/31 per 2022 Budget $1,570 * HFPF and Special purpose funds included in operating as expenditures that these funds support are included in the operating section PFD ECA FINST 08-2022 Cash Flow Proj 1 of 1 Packet Pg. 34 9/28/2022 8:04 AM 4.1.e Financial Statements Audit Report Edmonds Public Facilities District For the period January 1, 2021 through December 31, 2021 Published August 25, 2022 ■❑ ■❑ Find out what's new at SAO by scanning this code with Report No. 1031034 ❑ your smartphone's camera ■ Packet Pg. 35 4.1.e Office of the Washington State Auditor Pat McCarthy August 25, 2022 Board of Directors Edmonds Public Facilities District Edmonds, Washington Report on Financial Statements Please find attached our report on the Edmonds Public Facilities District's financial statements. We are issuing this report in order to provide information on the District's financial activities and condition. Sincerely, Pat McCarthy, State Auditor Olympia, WA Americans with Disabilities In accordance with the Americans with Disabilities Act, we will make this document available in alternative formats. For more information, please contact our Office at (564) 999-0950, TDD Relay at (800) 833-6388, or email our webmaster at webmasterksao.wa.gov. Insurance Building, P.O. Box 40021 • Olympia, Washington 98504-0021 • (564) 999-0950 • Pat.McCarthy@sao.wa.gov Packet Pg. 36 4.1.e Independent Auditor's Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards..................................................................................................... 4 Independent Auditor's Report on the Financial Statements............................................................ 6 FinancialSection........................................................................................................................... 10 About the State Auditor's Office................................................................................................... 44 Office of the Washington State Auditor sao.wa.gov Page 3 Packet Pg. 37 4.1.e INDEPENDENT AUDITOR'S O' ■ Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards Edmonds Public Facilities District January 1, 2021 through December 31, 2021 Board of Directors Edmonds Public Facilities District Edmonds, Washington We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States, the financial statements of the Edmonds Public Facilities District, a component unit of the City of Edmonds, as of and for the year ended December 31, 2021, and the related notes to the financial statements, which collectively comprise the District's basic financial statements, and have issued our report thereon dated August 18, 2022. REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING In planning and performing our audit of the financial statements, we considered the District's internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the District's internal control. Accordingly, we do not express an opinion on the effectiveness of the District's internal control. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the District's financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. Office of the Washington State Auditor sao.wa.gov Page 4 Packet Pg. 38 4.1.e Our consideration of internal control was for the limited purpose described above and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses or significant deficiencies may exist that were not identified. REPORT ON COMPLIANCE AND OTHER MATTERS As part of obtaining reasonable assurance about whether the District's financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts and grant agreements, noncompliance with which could have a direct and material effect on the financial statements. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards. PURPOSE OF THIS REPORT The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the District's internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the District's internal control and compliance. Accordingly, this communication is not suitable for any other purpose. However, this report is a matter of public record and its distribution is not limited. It also serves to disseminate information to the public as a reporting tool to help citizens assess government operations. Pat McCarthy, State Auditor Olympia, WA August 18, 2022 Office of the Washington State Auditor sao.wa.gov Page 5 Packet Pg. 39 4.1.e Report on the Audit of the Financial Statements Edmonds Public Facilities District January 1, 2021 through December 31, 2021 Board of Directors Edmonds Public Facilities District Edmonds, Washington REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS Opinion We have audited the accompanying financial statements of the Edmonds Public Facilities District, a component unit of the City of Edmonds, as of and for the year ended December 31, 2021, and the related notes to the financial statements, which collectively comprise the District's basic financial statements as listed in the table of contents. In our opinion, the accompanying financial statements referred to above present fairly, in all material respects, the financial position of the Edmonds Public Facilities District, as of December 31, 2021, and the changes in financial position and cash flows thereof for the year then ended in accordance with accounting principles generally accepted in the United States of America. Basis for Opinion We conducted our audit in accordance with auditing standards generally accepted in the United States of America (GAAS) and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of the District and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Office of the Washington State Auditor sao.wa.gov Page 6 Packet Pg. 40 4.1.e Matters of Emphasis As discussed in Note 12 to the 2021 financial statements, as a result of the COVID-19 pandemic, cancellation of events and activities in the facility occurred throughout 2021 which had a negative impact on revenues. Our opinion is not modified with respect to this matter. Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about the District's ability to continue as a going concern for twelve months beyond the financial statement date, including any currently known information that may raise substantial doubt shortly thereafter. Auditor's Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS and Government Auditing Standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements. Performing an audit in accordance with GAAS and Government Auditing Standards includes the following responsibilities: • Exercise professional judgment and maintain professional skepticism throughout the audit; • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements; Office of the Washington State Auditor sao.wa.gov Page 7 Packet Pg. 41 4.1.e • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the District's internal control. Accordingly, no such opinion is expressed; • Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements; • Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about the District's ability to continue as a going concern for a reasonable period of time; and • Communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control -related matters that we identified during the audit. Required Supplementary Information Accounting principles generally accepted in the United States of America require that the management's discussion and analysis and required supplementary information as listed in the table of contents be presented to supplement the basic financial statements. Such information is the responsibility of management and, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic or historical context. We have applied certain limited procedures to the required supplementary information in accordance with auditing standards generally accepted in the United States of America, which consisted of inquiries of management about the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We do not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance. OTHER REPORTING REQUIRED BY GOVERNMENT AUDITING STANDARDS In accordance with Government Auditing Standards, we have also issued our report dated August 18, 2022 on our consideration of the District's internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts and grant agreements and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the District's internal control over financial reporting Office of the Washington State Auditor sao.wa.gov Page 8 Packet Pg. 42 4.1.e or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the District's internal control over financial reporting and compliance. Pat McCarthy, State Auditor Olympia, WA August 18, 2022 Office of the Washington State Auditor sao.wa.gov Page 9 Packet Pg. 43 4.1.e Edmonds Public Facilities District January 1, 2021 through December 31, 2021 REQUIRED SUPPLEMENTARY INFORMATION Management's Discussion and Analysis — 2021 BASIC FINANCIAL STATEMENTS Statement of Net Position — 2021 Statement of Revenue, Expenses and Changes in Net Position — 2021 Statement of Cash Flows — 2021 Notes to the Financial Statements — 2021 SUPPLEMENTARY AND OTHER INFORMATION Schedule of Proportionate Share of the Net Pension Liability — PERS 1, PERS 2/3 2021 Schedule of Employer Contributions — PERS 1, PERS 2/3 — 2021 Office of the Washington State Auditor sao.wa.gov Page 10 Packet Pg. 44 4.1.e MANAGEMENT'S DISCUSSION AND ANALYSIS Edmonds Public Facilities District (the District) presents this Management's Discussion and Analysis of its financial activities for the fiscal year ended December 31, 2021. The Management's Discussion and Analysis is designed to: • Assist the reader in focusing on significant financial issues • Provide an overview of the District's financial activity. • Identify changes in the District's financial position (its ability to meet future years' challenges). The Management's Discussion and Analysis focuses on the current year's activities, resulting changes and currently known facts. Therefore, it should be read in conjunction with the District's financial statements. OVERVIEW OF THE FINANCIAL STATEMENTS The financial statements provide information about the District's overall financial position and results of operations. These statements, which are presented on the accrual basis, consist of Management's Discussion and Analysis (this section), the Statement of Net Position; the Statement of Revenues, Expenses and Changes in Net Position; Statement of Cash Flows; and the Notes to the Financial Statements. The District is a business -type activity, the purpose of which is to construct, maintain and operate a performing arts center within the boundaries of the City of Edmonds. Business -type activities provide specific goods or services to a group of customers that are paid for by fees charged to those customers. There is a direct relationship between the fees paid and the services rendered. The District is also supported by a legally separate entity, a 501(c)(3) not -for -profit corporation called Edmonds Center for the Arts (ECA), the purpose of which is to assist the District with community outreach, audience development and securing contributions from private sources to help support the operation of the performing arts center. ECA's financial activities are included within the Financial Statements of the District, as the non-profit is a blended component unit of the District. FINANCIAL STATEMENTS Statement of Net Position The Statement of Net Position presents information on all the District's assets, deferred inflows/outflows of resources and liabilities, with the difference between the two reported as net position. This statement is like the balance sheet of a private sector business. Over time, increases or decreases in net position may serve as useful indicators of improvement or deterioration in the District's overall financial position. Nonfinancial factors should also be considered to assess the position of the District. Page 11 Packet Pg. 45 4.1.e Condensed Statement of Net Position Current and other assets Capital assets(net) Total assets Deferred outflows of resources related to pensions Total assets and deferred outflows of resources Current and other liabilities Long-term liabilities Total liabilities Deferred inflows of resources related to pensions Total liabilities and deferred inflows of resources Net Position Net investment in capital assets Restricted Unrestricted Total net position 2021 2020 $1,867,294 $637,019 10,592,278 10,452,654 12,459,573 11,089, 672 126,296 143,489 $12,585,869 $11,233,161 $1,257,608 $1,406,680 5,724,056 6,105,066 6,981,864 7,511,746 535,873 108,664 $7,517,737 $7,620,410 $4,060,497 $4,101,920 1,043,646 985,585 (36,012) (1,474,755) $5,068,130 $3,612,750 Condensed Statement of Revenues, Expenses and Changes in Net Position The Statement of Revenues, Expenses and Changes in Net Position presents increases (revenues and gains) and decreases (expenses and losses) in the District's net position during the current year. Revenues Operating revenues Non - operating revenues Total Revenues Expenses Operating Expenses Non - operating expense Total Expenses 2021 2020 $1,513,578 $1,689,533 2,213,325 1,030,291 $3,726,903 $2,719,824 $2,015,449 255,991 $2,355,172 146,215 $2,271,440 $2,501,387 Change in net position 1,455,380 218,438 Net position - beginning 3,612,750 3,394,313 Net position - end of period $5,068,130 $3,612,750 Page 12 Packet Pg. 46 4.1.e Analysis of Revenues, Expenses and Changes in Net Position: Revenues: The District's operating revenues decreased $175,955 or—10.41% in 2021. This net change was due primarily to a decrease in contributed revenue from individual donors. Edmonds Center for the Arts remained closed and its programs dormant for the first three quarters of 2021. Without a series of stage presentations and education/community outreach programs to support, private donations fell by nearly 27% year -over -year. The District's non -operating revenue increased significantly in 2021, however, climbing $1,183,034 or 114.83%. Three key factors contributed to this growth. The district received support in the amount of $710,450 from the Federal Government for pandemic relief through the Shuttered Venue Operators Grant (SVOG) program administered through the Small Business Administration (SBA). Other contributing factors to the growth in non -operating revenue included additional sources of government relief from the State of Washington, Snohomish County, and the City of Edmonds, as well as increased revenue from the District's ongoing State Sales Tax rebate. Expenses: Total operating expenses for the district decreased $339,723 or—16.86% over the prior period. The district continued to employ strict labor and operating cost controls in 2021 to counteract limited operating revenue from ticket sales, rental activities, and contributions resulting from the impacts of the pandemic on business activities. Net Position & Capital Assets: The total net position of the District (assets in excess of liabilities) at December 31, 2021, was $5,068,130. There was an increase of $1,455,380 or 40% compared to December 31, 2020. As referenced above, this growth was due primarily to pandemic relief funds received from various government sources. The largest component of the District's net position remains its investment in capital assets, less debt related to the acquisition of these assets. These assets, such as buildings and equipment, are used to provide services to the citizens of Edmonds and the surrounding region. Of the District's total net position on December 31, 2021, $1,043,646 was restricted. This restricted portion increased by $58,061 or 6% in 2021, and the District's unrestricted net position increased by $1,438,743, or 98% (See Note 1 (f)). Any remaining, unrestricted net position of the District may be used for facility maintenance, capital repair/replacement, and functions of District operations such as employee salaries, programming, advertising, and supplies. Notes to the Financial Statements The Notes to the Financial Statements are integral to the financial statements. They immediately follow the Financial Statements in this report, and they provide additional disclosures essential to a full understanding of the statements. Page 13 Packet Pg. 47 4.1.e FINANCIAL CONDITION, RESULTS AND OUTLOOK Operating Performance As of January 1, 2021, the State of Emergency declared by Washington State Governor Jay Inslee in March 2020 in response to the COVID-19 pandemic remained in effect. Precautionary measures to slow the spread of the virus continued well into the summer months. These measures included limiting or canceling public events and requiring citizens to remain at home except to meet basic needs and serve essential functions. The district's part-time production, box office, and front -of -house staff remained furloughed and all regular administrative team members continued to work half-time through September 2021. The district presented a limited number of outdoor events June -August 2021. During this period, full - and part-time district staff slowly began to return to standard work hours in preparation for the opening of the 2021-2022 Season in September. On September 16t", Edmonds Center for the Arts held its first presentation in the auditorium since March 2020 — Marty Stuart & His Fabulous Superlatives — to a sold - out audience. As of April 2022, the district has experienced steadily increasing attendance for its season of presentations even through two resurgent waves of the virus in the fall and winter months. Despite the devastating impact of the pandemic on its operation between March 2020 and September 2021, the district's overall financial position improved substantially in 2021. In addition to relief received through the Shuttered Venue Operators Grant program (see Analysis of Revenue, Expenses and Changes in Net Position above), and other forms of government relief, the District was also able to refinance a portion of its long-term debt in November 2021 with assistance from the City of Edmonds. These were the two most significant factors in the dramatic positive shift in the District's overall financial condition. Management continues to assess the implications and the long-term financial impact of the pandemic on the organization and cash projections for the future. As it evaluates the future, the organization remains focused on the recovery of its business activities — ticket sales for its series of presentations, rental activities, concessions sales, and the development of contributed revenue to support its education and community engagement programs. Welcoming patrons and families safely back to the theatre and rebuilding a robust audience is critical to the long-term growth and success of the District. In FY 2021, the District incurred an operating loss before depreciation of $146,875, compared to the previous year in which it incurred a loss before depreciation in the amount of $33,703. As referenced above, the primary reason for this operating loss was a drop in contributed revenue from individuals due to a reduction in programming and fundraising activity resulting from the impacts of the pandemic. Strategic Planning: In June 2017, the District and the Not -For -Profit Boards and staff embarked on a planning process to update the organization's Strategic Business Plan for the five-year period of 2019 — 2023. The District and Non -Profit Boards officially approved the 5-year Strategic Business Plan at a joint Board meeting in December 2018. In 2019 and 2020, District department heads and board committees began implementing work plans based on the Strategic Business Plan objectives. These plan objectives focused primarily the further development of earned revenue by developing new rental business, expanding the non-profit donor base, analyzing the net profit of presented events before sponsorship, stewardship of District assets and the development of external partnerships. Page 14 Packet Pg. 48 4.1.e The District's ability to meet its Strategic Business Plan objectives in the latter half of the 2019-2023 implementation timeframe was impeded by the effects of the pandemic. It has also become clear that strategic priorities and goals set forth in 2019 have changed significantly, also as a result of the pandemic. Surveys have revealed that patterns of audience engagement may be forever changed, and the performing arts industry nationwide is in the process of recognizing and reacting to these changing patterns. The District, therefore, plans to begin a new strategic planning process in 2022. Audience and community surveys and focus groups, along with careful research and identification of emerging trends will be critical to the planning process. District leadership expects to complete its next strategic plan by December 2023 for implementation in 2024. Non -Operating Performance The District's Intergovernmental Revenue, which funds its long-term debt, comprises sales tax rebates from the State of Washington, contributions from Snohomish County Public Facilities District established by inter -local agreement, and a portion of any net operating revenue generated by the business activities of Edmonds Center for the Arts. Between 2011 and 2017, the District's annual bond debt services was met, in part, with assistance from the City of Edmonds in the form of loans as prescribed in a Contingent Loan Agreement (CLA) between the two entities signed in 2008 (see Note 3 in the accompanying Notes to the Financial Statements). Under the terms of the CLA, the City of Edmonds is contractually obligated to advance to the District, as a loan, the amount of any shortfall in the District's Debt Service Fund each year. The City of Edmonds pledges its full faith and credit thereto. The City must provide the same contingent financial support to the District for the life of the bonds, or until such assistance is no longer required. As of 2018, the District no longer required assistance from the City of Edmonds to meet its annual debt service obligations, and has made incremental payments on this series of loans. In 2021, the District met its long-term bond debt obligations and made a loan payment to the City in the amount of $50,000. It is anticipated that the District will make a payment on this loan in the amount of $100,000 in December 2022. Increased Sales Tax Revenues: Since 2014, the City of Edmonds and Snohomish County have experienced significant annual growth in sales tax revenues. As macro -economic conditions continue to improve, even in light of the pandemic, the sales tax rebates the District receives from the State of Washington and from Snohomish County Public Facilities District have increased and have helped to close the gap between non -operating revenue and annual debt service payments due. Extension of Public Facilities District Legislation: In 2017 the Washington State Legislature passed House Bill 1201, and the Bill was subsequently signed into law by Governor Jay Inslee in April 2017 extending the sales tax rebate for Public Facilities Districts by a period of 15 years from 2027 to the year 2041. The extension of this funding source provided the District with the opportunity to refinance a portion of its long-term debt. In November 2021, the District collaborated with the City of Edmonds to refinance bonds originally issued in 2002. This refinancing extended the repayment terms for this portion of the District's long-term debt to 2041. This extended loan period combined with a low interest rate will help free a significant portion of the District's annual non -operating revenue for capital maintenance, replacement, and improvements, or for operations as required. Page 15 Packet Pg. 49 4.1.e REQUESTS FOR INFORMATION The following Financial Statements are designed to provide users with a general overview of the District's financial performance as well as to demonstrate accountability to its citizens, investors, creditors, and other customers. If you have a question about this report, please contact Edmonds Public Facilities District, 410 Fourth Avenue North, Edmonds, Washington, 98020, (425) 275-4485. Page 16 Packet Pg. 50 4.1.e Edmonds Public Facilities District Statement of Net Position As of December 31, 2021 ASSETS: Current Assets: Cash and Cash Equivalents- Unrestricted 1,045,333 Cash and Cash Equivalents - Restricted 378,815 Customer Accounts Receivable 56,225 Pledges Receivable 27,531 Due from Other Governments 226,819 Inventory 5,270 Prepayments 127,302 Total Current Assets $ 1,867,294 Noncurrent Assets: Land $ 3,444,885 Construction in Progress - Buildings, Equipment, Furniture and Other Depreciable Assets 15,420,758 Accumulated Depreciation (8,711,376) Net Pension Asset 438,012 Total Noncurrent Assets $ 10,592,278 TOTALASSETS $ 12,459,573 DEFERRED OUTFLOWS OF RESOURCES Deferred Outflows Related to Pensions 126,296 $ 126,296 LIABILITIES: Current Liabilities: Accounts Payable $ 108,861 Wages and Benefits Payable 99,194 Unearned Ticket Sales and Other Unearned Revenue 509,376 Liabilities for Customer Deposits 37,975 Accrued Interest 7,991 Current Portion of Long -Term Liabilities 494,211 Total Current Liabilities $ 1,257,608 Noncurrent Liabilities: Loan Payable to First Financial NW Bank $ 1,962,672 Contractual Obligation to the City of Edmonds 2,570,000 Loan Payable to the Cityof Edmonds 1,066,887 Liability for Compensated Absences 82,859 Net Pension Liability 41,839 Total Noncurrent Liabilities $ 5,724,256 TOTAL LIABI LITIES $ 6,981,864 DEFERRED INFLOWS OF RESOURCES Deferred Inflows Related to Pensions 535,873 $ 535,873 NET POSITION: Net Investment in Capital Assets 4,060,497 Restricted 1,043,646 Unrestricted (36,012) TOTAL N ET POSITION $ 5,068,130 The notes to the financial statements are an integral part of this statement Page 17 Packet Pg. 51 4.1.e Edmonds Public Facilities District Statement of Revenue, Expenses and Changes in Net Position For the Period Ended December31, 2021 2021 Operating Revenues: Ticket Sales and Fees $ 228,380 Rentals 298,601 Education and Outreach 11,824 Concessions 25,661 Contributions 929,109 Advertising 1,300 Facilities 18,703 Total Operating Revenue $ 1,513,578 Operating Expenses: Artist Presentations and Theatre $ 154,580 Rentals 8,910 Education and Outreach 39,326 Development 137,393 Advertising and Marketing 43,633 Payroll, Taxes and Employee Benefits 1,150,613 Pension Expense under GASB 68 (247,262) Facilities Maintenance and Utilities 155,507 Contracted Services 5,895 Supplies and Other Operating Expenses 211,859 Depreciation 354,996 Total Operating Expenses $ 2,015,449 Operating Income (Loss) �$ (501,871) Non -operating Revenue and (Expenses): Intergovernmental Revenue $ 1,012,712 Grant Revenue 1,200,152 Interest Expense (133,356) Debt Issuance Cost (91,686) Interest Earned 461 Loss/Gain on Stock Realized (84) Loss/Gain on Fixed Assets (30,949) Non -Operating Income (Loss) $ 1,957,251 TOTAL NET INCOME (LOSS) $ 1,455,380 BEGINNING NET POSITION $ 3,612,750 END OF YEAR NET POSITION $ 5,068,130 The notes to the fi na nci a I statements are an integral part of this statement Page 18 Packet Pg. 52 4.1.e Edmonds Public Facilities District Statement of Cash Flows For the Year Ended December 31, 2021 Cash Flows from Operating Activities: Ticket Sales 301,452 Rental Receipts 292,253 Concession Sales 25,661 Contributions Received 1,031,630 Payments to Artists (270,595) Payments to Suppliers (467,418) Payments to Employees (1,170,800) Other Outside Payments (186,921) Net cash provided (used) by operating activities $ (444,738) Cash Flowsfrom Noncapital Financing Activities: Cash borrowed from the City of Edmonds $ 1,335 Cash flows from noncapital financing activities $ 1,335 Cash Flows from Capital and Related Financing Activities Receipt of sales taxes & other intergovernmental payments 948,582 Receipt of grant revenue 1,200,152 Refinance of Edmonds Bonds 2,680,000 Principal paid on long-term debt Contractual obligation to the City of Edmonds (2,585,000) Principal paid Dansound (23,157) Principal paid loan payableCityof Edmonds (48,665) Principal paid to FFNFB (280,141) I nterest pa i d on long-term debt (141,290) Debt Issuance Cost (91,686) Net cash flows from noncapital financing activities $ 1,658,795 Cash Flows from Investing Activities: Interest received on investments 461 Loss on sale of investment (84) Loss/Gain Fixed Assets (30,949) Net cash provided by investing activities $ (30,572) Total adjustments $ 1,184,821 Beginning Cash $ 239,327 Ending Cash $ 1,424,148 Reconciliation of Operating Loss to Net Cash Provided by Operating Activities Operating Loss $ (501,871) Adjustments to reconcile operating loss to net cash provided by operating activities: Depreciation 354,996 Changes in assets and liabilities: Accounts Receivables (65,255) Inventory Prepayments (67,779) Account Payable 16,107 Salaries & Benefits Payable 59,305 Compensated Absences 15,721 Unearned revenues 41,245 Unearned customer deposits 9,720 Pension Liability (306,927) Net cash provided by operating activities $ (444,738) The notes to the fi nanc ial statements are a n integral part of this statement. Page 19 Packet Pg. 53 4.1.e NOTES TO THE FINANCIAL STATEMENTS NOTE 1— SIGNIFICANT ACCOUNTING POLICIES The accounting and reporting policies of Edmonds Public Facilities District (referred to hereafter as the "District"), which conform to generally accepted accounting principles for governments as prescribed by the Governmental Accounting Standards Board (GASB), are regulated by the Washington State Auditor's Office. The District's financial statements are comprised of the accounts of the District per se, a government body, and its private -sector not -for -profit affiliate, Edmonds Center for the Arts (ECA). The District's significant accounting policies are described below. ECA follows accounting standards promulgated by the Financial Accounting Standards Board. It applies those standards by utilizing guidance contained in the American Institute of Certified Public Accountants Audit and Accounting Guide, "Not -for Profit Entities." Financial statements for ECA alone are included in its Form 990, filed annually with the Internal Revenue Service. Copies of Forms 990 filed by ECA for the three most recent years may be downloaded without charge from the website of Guidestar, Inc. (http://www.guidestar.org/). For purposes of measuring the net pension liability, deferred outflows of resources and deferred inflows of resources related to pensions, and pension expense, information about the fiduciary net position of all state sponsored pension plans and additions to/deductions from those plans' fiduciary net position have been determined on the same basis as they are reported by the Washington State Department of Retirement Systems. For this purpose, benefit payments (including refunds of employee contributions) are recognized when due and payable in accordance with the benefit terms. Investments are reported at fair value. For purposes of calculating the restricted net position related to the net pension asset, the District includes the (net pension asset only/net pension asset and the related deferred outflows and deferred inflows/net pension asset and related deferred inflows). A. Reporting Entity The Edmonds Public Facilities District was established under the authority of the Laws of the State of Washington, 1999, Chapter 165, pursuant to Ordinance No. 3358 of the City Council of the City of Edmonds, passed on April 24, 2001. Under RCW 35.57 the City has authority to form a public facilities district for the purposes, inter alia, of acquiring, constructing, operating, promoting, and financing a regional center. Edmonds Public Facilities District developed a performing arts center within the city of Edmonds called Edmonds Center for the Arts that provides for meetings, conferences, community events, sporting events, trade shows, and artistic, musical theatrical, or other cultural exhibitions, presentations or performances to the City, the County, and the entire state and their residents. Edmonds Center for the Arts is a strong contributor to the economic vitality of the region and is a source of great pride to the community and its patrons, staff, and volunteers. The District is a municipal corporation in the State of Washington. It is a discrete component unit of the City of Edmonds. Its governing board is appointed by the City Council of Edmonds and comprises of five members who serve staggered four-year terms, with one term renewal permitted. Page 20 Packet Pg. 54 4.1.e ECA is a not -for -profit corporation organized and operated in conformity with Section 501(c) (3) of the Internal Revenue Code. ECA's activities are limited to providing support for the District and its performing arts center. ECA conducts various activities to raise funds, primarily from private- sector sources, including individuals, corporations and other businesses, and foundations. Its eighteen -member Board of Directors is appointed by the Board of the District for three-year terms renewable two times. ECA Board members provide advice and counsel to the entity. ECA's financial activities are included within the Financial Statements of the District, as the non-profit is a blended component unit of the District. Edmonds Center for the Arts is grateful to host our performances and programs on the culture -rich indigenous lands of the Coast Salish people. On behalf of our staff, Boards, and volunteers, we are committed to working with local tribes to acknowledge and honor their ancestral lands. B. Basis of Accounting The District uses the economic resources measurement focus and full accrual basis of accounting, revenues are recognized when earned and expenses are recorded when incurred. Regardless of the timing of the cash flows. The District's operating expenses include all costs associated with its presenting, rental and concessions businesses, as well as the costs associated with administration and fundraising. Financial costs, principally interest expense, are recorded as non -operating expenses. The District receives and records operating revenue from the sources described below. Sales tax rebate receipts, intergovernmental revenues, as well as interest and other investment revenues as non - operating revenues. (1) Ticket Sales to ECA Presentations are recorded as a liability, "Unearned Revenue," until the date of the performance. Ticket revenue is therefore recognized as earned on the date of each performance. Tickets returned by patrons prior to performances are reclassified as contribution revenue at amounts equal to the original ticket sale price and placed back into ticket inventory for resale. (2) Rental Revenue is derived from rentals of the auditorium, as well as other spaces in the facility. Rentals received in advance are recorded as "Unearned Revenue," a current liability on the Statement of Net Position. Unpaid rents are recorded as accounts receivable. (3) Sales Tax Revenue and Intergovernmental Revenue are recorded as non -operating revenues on the Statement of Revenues, Expenses and Changes in Net Position. District sales tax revenue represents a rebate of a portion of State of Washington sales taxes assessed and collected within the District. Intergovernmental revenue consists of the proceeds of an Inter -Local Agreement between the City of Edmonds, Edmonds Public Facilities District, Snohomish County, and the Snohomish County Public Facilities District. That agreement provides for rebates of sales taxes assessed and collected elsewhere in Snohomish County to public facilities districts in the county, including the District. Under the agreements which generate these revenues, they must be used first to pay the annual principal and interest on the District's long-term debt. The debt that must be so serviced comprises the District's 2021 Contractual Obligation to the City of Edmonds (see Note 3). Loan payable to First Financial Northwest Bank (see Note 3). Loan payable to the City of Edmonds (see Note 3). In any fiscal Page 21 Packet Pg. 55 4.1.e year in which the Sales Tax and Intergovernmental Revenues exceed the amounts required to service those three liabilities, the excess may be used by the District for operations, capital expenditures, or other debt reduction. In the event the District lacks sufficient non -voted debt capacity to incur indebtedness resulting from a loan from the City, the District shall incur indebtedness for an amount equal to the District's remaining non -voted debt capacity, if any, and any loan amount greater than the District's then -remaining non - voted debt capacity shall be deemed an equity payment by the City to the District in exchange for an interest in the Regional Center, which need not be repaid. Within 60 days after any such equity payment by the City, the District shall deliver to the City a quitclaim deed conveying to the City a tenancy -in - common interest in the Regional Center. Such interest shall be a percentage ownership interest in the Regional Center, the numerator of which shall be the sum of such equity payment and the costs of transferring title and recording such quitclaim deed, and the denominator of which shall be the aggregate original principal amounts of: (a) the Refunded Bonds, (b) all bonds issued by the City to finance the Regional Center, and (c) any other bonds issued by the District to finance the Regional Center (excluding from clause (c) the Note, the Prior Note (as defined in the Original Agreement) and any bonds, or any portion thereof, issued to refinance bonds issued by the City or the District to finance the Regional Center). The Sales Tax and Intergovernmental Revenues are recorded as revenue during the fiscal period in which they are assessed. Revenues earned but not yet received are recorded as receivables. (4) Contributions are the principal revenue source for Edmonds Center for the Arts. They are received in three different forms: cash donations, donation of financial instruments, and donated performance tickets. Contributions are recorded as revenue when they are in the form of voluntary unconditional promises to give. ECA records donations as revenue on the date of receipt. ECA's policy is to sell donated financial instruments immediately thereafter. Donated tickets are placed back into inventory for sale to the public. C. Cash and Cash Equivalents In the statement of Net Position, Cash and Equivalents includes cash in the bank and short-term investments held in the Washington State Local Government Investment Pool (LGIP), these investments are reported at amortized cost. D. Receivables Customer accounts receivable consist of amounts due from private individuals or organizations for goods and services. Pledged receivables consist of amounts due on promised contributions. The amount due from governments consists of sales tax and sponsorships. Total receivables are listed below: Customers $ 56,225 Pledges from Private Sources $27,531 Due from Government $226,819 Total Receivables $ 310,575 Page 22 Packet Pg. 56 4.1.e E. Inventories Inventories consist primarily of goods held for sale as concessions. Inventories are valued at historic cost under the FIFO identification method. Balance at 12/31/2021, $5,270. This resulted in no change from 2020. F. Restricted Assets These accounts contain resources for debt services, grants, and facilities. Specific debt service reserve requirements are described in (Note 3). The District implemented a facility ticket fee in 2017 which are designated for specific purposes generally not part of the Operating Budget. Specifically, for the sole purpose of making capital improvements, or to make emergency maintenance outside of the normal day to day operations of the facility with authorization from the EPFD Board. The amount due from governments consists of sales tax, contributions made from Snohomish County Tax and Lodging, Edmonds Arts Commission, City of Edmonds - Lodging Tax (posted to revenue but not collected) and Donor restricted cash. The restricted assets are composed of the following: Cash — Debt Service $ 317,321 Cash — Facilities 61,004 Cash- Endowment Fund 490 Due from Governments 226,819 Net Pension Asset 438,012 Total Restricted Assets $1,043,646 G. Compensated Absences Employees who work 30 or more hours per week earn compensated vacation each pay period based on the number of hours worked. The amount of paid leave an employee can earn depends on their length of service with the organization and the number of hours they are regularly scheduled to work each week. A maximum of 30 unused vacation days may be carried over from one year to the next. Due to the Pandemic, the Board authorized management to extend the accrual of compensated absences to employees who worked 30 hours or more prior to March 2020, and whose hours were reduced to 20 or more hours still accrue as though they work 30 or more hours per week. This enhanced accrual returned to the pre-covid accrual rate when eligible staff returned to full time working status. The Districts long term year's liability at December 31, 2021, was $82,859. This resulted in an increase of $15,721 from 2020. Page 23 Packet Pg. 57 4.1.e H. Deferred Outflows/Inflows of Resources In the Statement of Net Position, Deferred Outflows/Inflows of Resources is related to pensions. (See Note 6.) I. Capital Assets In the Statement of Net Position, Buildings, Equipment, Furniture and Other Depreciable Assets is related to Capital Assets. (See Note 2.) The following is a list of the estimated useful lives of each category of capital assets for depreciation purposes: Asset Item Useful Life Buildings 40-54 years Building Service Equipment 10-25 years Furniture and fractures Up to 15 years General office eq uipm ent 5 years Computer hardware and peripherals (which exceed the capitali2ation threshold) 3-5 years Computer software Up to 7 years Leased assets Life of lease Leasehold improvements Remaining lease term NOTE 2 — CAPITAL ASSETS Capital assets include land, buildings, equipment, and technology/software. The District capitalizes purchased items having a useful life of more than one year and an acquisition value more than $2,000 Purchased assets are recorded at cost when placed in service. The District's major capital asset is its 2006 renovated auditorium and the un -renovated building structure (Building). The Board approved an updated Capital Asset policy that provided for extending the depreciable life of an asset, when it is determined that such asset will be in use past the life originally established. Until 2021, the building is being depreciated over a 25-year life using the straight- line method. Starting in 2021, the life has been extended by an additional 10 years, resulting in reduced depreciation expense in the current year, compared to prior year of $270,435. Other capital assets are depreciated over a period of 15 years or less using the straight-line method. Land and construction in progress are not depreciated. Donated Assets are valued at acquisition cost. If replacement or disposal of an item that is a part of the 2006 original building renovation component or other renovation project that does not specially identify the item, and such acquisition cost cannot be determined in the records, an Inflation Calculator (https://www.usinflationcalculator.com) based on the current cost of the new item shall be used to estimate the original acquisition cost of the disposed of/replaced asset. The accumulated depreciation taken to date shall be calculated from this estimated original acquisition cost. After removing accumulated depreciation, a gain or loss of the disposal would Page 24 Packet Pg. 58 4.1.e be recognized. The new asset component will be depreciated over the remaining life assigned to the original asset. The Schedule of Capital Activity that follows shows beginning and ending balances, as well as the changes in capital assets and accumulated depreciation during the year ended December 31, 2021. Schedule of Capital Asset Activity Land Construction in Progress Total capital assets, non -depreciable Capital assets, depreciable: Building Equipment, Furniture & Technology Total capital assets depreciable: Less accumulated depreciation for: Building and Renovations Equipment, Furniture & Technology Total accumulated depreciation: Balance Balance 1/1/2021 Increases Decreases 12/31/2021 3,444,885 3,444,885 162,146 87,557 (249,703) 0 $3,607,031 87,557 (249,703) $3,444,885 14,606,794 140,969 (71,246) 14,676,517 635,607 108,734 744,241 $15,242,301 249,703 (71,246) $15,420,758 (7,988,334) (311,439) 40,297 (8,259,476) (408,344) (43,557) (451,901) (8,396,678) (354,996) 40,297 (8,711,377) Total net depreciable capital assets: $6,845,623 (105,923) (30,949) $6,709,381 Total capital assets, net: NOTE 3 — LONG-TERM DEBT $10,452,654 (17,736) (280,652) $10,154,266 In 2008, Edmonds Public Facilities District issued Sales Tax Obligation and Refunding Bonds in the amount of $4,000,000. The bond proceeds were used to refund the District's outstanding balance on its 2005 General and Revenue Obligation Line of Credit ($3,883,804). The remaining proceeds were used to pay bond issuance costs and a portion was placed in reserve for future debt payments. The Bonds were issued pursuant to chapters 35.57 and 39.46 of the Revised Code of Washington and Resolution No. 27 adopted by the District's Board of Directors. When the Sales Tax Obligation and Refunding Bonds were issued, the District entered into a Contingent Loan Agreement (CLA) with the City of Edmonds (the City) providing credit support for the bonds. The CLA (original agreement dated July 14th, 2008) states that the City pledges its "full faith, credit and resources" in an "absolute and unconditional" obligation to lend money to the District for paying debt service on the bonds. The total principal and interest due on the CLA at December 31, 2021, is $1,066,887. Interest accrues on the outstanding balance at the Local Government Investment Pool rate as determined as of the last day Page 25 Packet Pg. 59 4.1.e of each month in which the loan is outstanding and shall change monthly as of the first day each month in which the loan is outstanding. Unless paid earlier, all loans shall mature on December 31�,, 2028. Resolution No. 2018-2, adopted on October 25, 2018, and entitled "A resolution of the District providing for the issuance of a note in the principal amount of not to exceed $3,000,000, to provide funds with which to repay and redeem in a current refunding of its outstanding Sales Tax Obligation and refunding bonds, 2008, and pay the costs of issuance of the note and administering the refunding plan; The 2008 Sales Tax Obligation and Refunding Bonds were refinanced in 2018. The District borrowed $2,803,516 from First Financial Northwest Bank. The Amended Contingent Loan Agreement (CLA): This first amended and restated CLA is dated November 15th, 2018, and amends and restates the CLA dated July 14t", 2008 (the original agreement), by and between the City of Edmonds and the District. The City of Edmonds and the District entered into this agreement solely for the purpose of providing credit support for the District's Loan (promissory) note, 2018 issued in the amount of $2,803,516. Under the new CLA the District did not borrow any funds. The loan amount did not exceed the amount necessary to refund the Refunded 2008 Bonds and pay the cost of issuance and sale of the note. Loan: First Financial Northwest Bank outstanding as follows: Interest Balance Paid in Balance Issue Name Rates 12/31/2020 2021 12/31/2021 First Financial Northwest Bank 3% $2,523,164 $280,141 $2,243,023 Following is a table which reflects debt service to maturity for the Contractual Obligation to the First Financial Northwest Bank: Year Principal Interest Total 2021 280,352 76,957 357,308 2022 280,352 68,219 348,571 2023 280,352 59,692 340,043 2024 280,352 51,164 331,516 2025-2029 1,401,756 128,048 1,529,806 $2,523,164 $384,080 $2,907,244 Contractual Obligation to the City of Edmonds 2021: In 2002, Edmonds Public Facilities District became obligated under an inter -local agreement with the City of Edmonds to apply its receipts of sales tax revenues to the City over the life of the City's Limited General Obligation Bonds issued in 2002. A major portion of the proceeds of that bond issue was used for the acquisition, renovation, and initial operation of a Performing Arts Center by the District. On October 12, 2012, the City of Edmonds refunded the 2002 Limited Tax General Obligation Refunding Bonds with a face amount of $5,650,000. The 2012 Refunding Bonds and related interest are a liability of the City of Edmonds and are not reported as liability of the District. However, the District remains contractually obligated to the City of Edmonds to continue to apply its sales tax receipts to the City Page 26 Packet Pg. 60 4.1.e under the Inter -local agreement as per the schedule below. The liability to the City has been appropriately recorded on the District's Statement of Net Position as "Contractual Obligation to the City of Edmonds." The amount of the District's obligation to the City at the date of refunding was $4,965,000 with interest rates ranging from 1.75% to 3.0%, depending on the maturity of each principal installment. The bonds are scheduled to be retired in annual amounts beginning in 2013 and continuing through 2026. These bonds are been refunded in 2021 as described in the next paragraph. In 2021, the District requested that the City of Edmonds refinance the above -noted 2012 bonds with taxable bonds that would reduce principal payments annually and extend annual principal payments until 2041. On November 23, 2021, the 2012 bonds were refinanced by the City of Edmonds with new taxable bonds (2021 Refunding Bonds) with a principal of $2,680,000 with interest rates ranging from 2.0% to 2.6% depending upon the maturity of each principal installment. This transaction required that the 2012 bonds be placed in an escrow with interest payments made until they can be called and paid in December 2022. The related financing and escrow costs of $91,686 are recognized in 2021 as Debt Issuance Costs shown in the non -operating section of the Statement of Revenues, Expenses and Changes in Net Position. On the District's Statement of Net Position, this new bond is shown under "Contractual Obligation to the City of Edmonds". District Contractual Obligation to the City of Edmonds currently outstanding is as follows: Interest Balance Paid in Balance Issue Name Rates 12/31/2020 2021 12/31/2021 2012 Refunding Bonds 1.75-3.0% $2,585,000 $0 $0 2021 Refunding Bonds 2.0-2.6% $0 $0 $2,680,000 Following is a table which reflects debt service to maturity for the Contractual Obligation to the City of Edmonds (2021 Refunding Bonds): Year Principal 2022 $110,000 2023 110,000 2024 115,000 2025 115,000 2026-2041 2,230,000 $2,680,000 Interest Total $60,429 $170,429 56,915 166,915 54,715 169,715 52,415 167,415 471,807 2,701,807 $696,281 $3,376,281 In 2018, a promissory note was issued with Dan Sound to facilitate the purchase of the District's Meyer Melodie sound array for use in the theater. The purchase of this equipment was funded by a Snohomish County Grant awarded in 2018 for theater upgrades. A portion of the grant was allocated as a $30,000 down payment for the upgrade, and a promissory note was issued at zero percent interest for the remaining balance. The District has benefited from this arrangement as previously when an artist's contract required enhanced sound equipment, the District would be required to rent this equipment. By owning this sound equipment, the District saves on average over $20,000 a year inclusive of the annual payments noted below. The Note payable to Dan Sound will be fully paid in February 2022. Promissory Note to Dan Sound currently outstanding is as follows: Page 27 Packet Pg. 61 4.1.e Interest Balance Paid in Balance Issue Name Rates 12/31/2020 2021 12/31/2021 Note Payable to Dansound 0% $27,017 $23,157 $3,860 NOTE 4 — CHANGES IN LONG-TERM LIABILITIES During the year ended December 31, 2021, the following changes occurred in long-term liabilities: (Note: Amounts include current portion of long-term debt components) Balance Balance Due Issue Name 12/31/2020 Additions Reductions 12/31/2021 In 2022 First Financial Northwest Bank 2,523,164 (280,141) 2,243,023 280,352 Contractual Obligation: City of 2,585,000 (2,585,000) 0 0 Edmonds (2012 Refunding Bonds) Contractual Obligation: City of 0 2,680,000 2,680,000 110,000 Edmonds (2021 Refunding Bonds) CLA - City of Edmonds 1,215,552 1,335 (50,000) 1,166,887 100,000 Note Payable to Dan Sound 27,017 (23,157) 3,860 3,860 Net Pension Liability 390,704 (348,865) 41,839 0 Compensated Absences 67,138 15,721 82,859 0 Total Long -Term Liabilities $6,808,575 $2,697,056 ($3,287,163) $6,218,468 $494,212 NOTE 5 — OTHER INCOME The District received a $53,000 Community Development Block Grant (CDBG) in 2020. This grant program originates from the federal government's Department of Housing and Urban Development (HUD) and is administered locally by the Snohomish County Human Services Department. This grant funded the removal of barriers to existing ADA accessible seating locations and created a new equitable accessible seating location in the District's auditorium. One outcome of this important project was the establishment of a clear pathway in the center of the auditorium to allow for the movement of patrons from one side of the theatre to the other, further improving accessibility and safety. These modifications doubled the amount of ADA accessible seating available on the main level of the theater and established a new accessible seating position and companion seat in the center of the house. The project launched in the 3rd quarter of 2020 and was completed in early 2021. The District received $34,477 in 2021 for this project, and the balance was received in 2022 upon completion of the work. The District also received a $500,000 multi -year grant from the Snohomish County Lodging Tax Advisory Committee (LTAC) in FY 2021. The purpose of this grant is to help increase tourism by supporting improvements to the District's facilities and infrastructure. Through this grant program, the District is reimbursed for expenses up to $100,000 each year for five years beginning in 2021 and continuing through 2025. Eligible expenses include ongoing debt service associated with the District's original renovation project in 2006, and/or new maintenance, repairs, and improvements made to the District's Page 28 Packet Pg. 62 4.1.e facilities during the grant period. In 2021, the District allocated the full amount of $100,000 to help service existing debt. In July 2021, the District received a significant grant in the amount of $710,450 through the Shuttered Venue Operators Grant (SVOG) program. This program, administered by the Small Business Administration, was passed by Congress as part of the Economic Aid Act signed into law on December 27, 2020. The purpose of this grant program was to provide relief to entertainment venues, arts organizations & cultural institutions across the United States who had been severely impacted by the COVID-19 pandemic. In May 2021, the District was invited to apply for supplemental funding from this same grant program. Additional funding in the amount of $355,255 was ultimately approved and was received in November 2021. The combined total income received from these sources in 2021 was $1,200,182. NOTE 6 PENSION PLANS The following table represents the aggregate pension amounts for all plans for the year 2021: Aggregate Pension Amounts — All Plans Pension liabilities $(41,839) Pension assets $438,012 Deferred outflows of resources $126,297 Deferred inflows of resources $(535,873) Pension expense/expenditures $(247,262) State Sponsored Pension Plans Substantially all Edmonds Public Facilities District full-time and qualifying part-time employees participate in one of the following statewide retirement systems administered by the Washington State Department of Retirement Systems, under cost -sharing, multiple -employer public employee defined benefit and defined contribution retirement plans. The state Legislature establishes, and amends, laws pertaining to the creation and administration of all public retirement systems. The Department of Retirement Systems (DRS), a department within the primary government of the State of Washington, issues a publicly available annual comprehensive financial report (ACFR) that includes financial statements and required supplementary information for each plan. The DRS ACFR may be obtained by writing to: Department of Retirement Systems Communications Unit P.O. Box 48380 Olympia, WA 98540-8380 Or the DRS ACFR may be downloaded from the DRS website at www.drs.wa.gov. Public Employees' Retirement System (PERS) Page 29 Packet Pg. 63 4.1.e PERS members include elected officials; state employees; employees of the Supreme, Appeals and Superior Courts; employees of the legislature; employees of district and municipal courts; employees of local governments; and higher education employees not participating in higher education retirement programs. PERS is comprised of three separate pension plans for membership purposes. PERS plans 1 and 2 are defined benefit plans, and PERS plan 3 is a defined benefit plan with a defined contribution component. PERS Plan 1 provides retirement, disability, and death benefits. Retirement benefits are determined as two percent of the member's average final compensation (AFC) times the member's years of service. The AFC is the average of the member's 24 highest consecutive service months. Members are eligible for retirement from active status at any age with at least 30 years of service, at age 55 with at least 25 years of service, or at age 60 with at least five years of service. Members retiring from active status prior to the age of 65 may receive actuarially reduced benefits. Retirement benefits are actuarially reduced to reflect the choice of a survivor benefit. Other benefits include duty and non -duty disability payments, an optional cost -of -living adjustment (COLA), and a one-time duty -related death benefit, if found eligible by the Department of Labor and Industries. PERS 1 members were vested after the completion of five years of eligible service. The plan was closed to new entrants on September 30, 1977. Contributions The PERS Plan 1 member contribution rate is established by State statute at 6 percent. The employer contribution rate is developed by the Office of the State Actuary and includes an administrative expense component that is currently set at 0.18 percent. Each biennium, the state Pension Funding Council adopts Plan 1 employer contribution rates. The PERS Plan 1 required contribution rates (expressed as a percentage of covered payroll) for 2021 were as follows: PERS Plan 1 Actual Contribution Rates Employer Employee January —June 2021 PERS Plan 1 7.92% 6.00% PERS Plan 1 UAAL 4.87% Administrative Fee 0.18% Total 12.97% 6.00% July — December 2021 PERS Plan 1 10.07% 6.00% Administrative Fee 0.18% Total 10.25% 6.00% PERS Plan 2/3 provides retirement, disability and death benefits. Retirement benefits are determined as two percent of the member's average final compensation (AFC) times the member's years of service for Plan 2 and 1 percent of AFC for Plan 3. The AFC is the average of the member's 60 highest -paid consecutive service months. There is no cap on years of service credit. Members are eligible for retirement with a full benefit at 65 with at least five years of service credit. Retirement before age 65 is considered an early retirement. PERS Plan 2/3 members who have at least 20 years of service credit and are 55 years of age or older, are eligible for early retirement with a benefit that is reduced by a factor Page 30 Packet Pg. 64 4.1.e that varies according to age for each year before age 65. PERS Plan 2/3 members who have 30 or more years of service credit and are at least 55 years old can retire under one of two provisions: With a benefit that is reduced by three percent for each year before age 65; or With a benefit that has a smaller (or no) reduction (depending on age) that imposes stricter return -to -work rules. PERS Plan 2/3 members hired on or after May 1, 2013 have the option to retire early by accepting a reduction of five percent for each year of retirement before age 65. This option is available only to those who are age 55 or older and have at least 30 years of service credit. PERS Plan 2/3 retirement benefits are also actuarially reduced to reflect the choice of a survivor benefit. Other PERS Plan 2/3 benefits include duty and non -duty disability payments, a cost -of -living allowance (based on the CPI), capped at three percent annually and a one-time duty related death benefit, if found eligible by the Department of Labor and Industries. PERS 2 members are vested after completing five years of eligible service. Plan 3 members are vested in the defined benefit portion of their plan after ten years of service; or after five years of service if 12 months of that service are earned after age 44. PERS Plan 3 defined contribution benefits are totally dependent on employee contributions and investment earnings on those contributions. PERS Plan 3 members choose their contribution rate upon joining membership and have a chance to change rates upon changing employers. As established by statute, Plan 3 required defined contribution rates are set at a minimum of 5 percent and escalate to 15 percent with a choice of six options. Employers do not contribute to the defined contribution benefits. PERS Plan 3 members are immediately vested in the defined contribution portion of their plan. Cnntrihutinns The PERS Plan 2/3 employer and employee contribution rates are developed by the Office of the State Actuary to fully fund Plan 2 and the defined benefit portion of Plan 3. The Plan 2/3 employer rates include a component to address the PERS Plan 1 UAAL and an administrative expense that is currently set at 0.18 percent. Each biennium, the state Pension Funding Council adopts Plan 2 employer and employee contribution rates and Plan 3 contribution rates. The PERS Plan 2/3 required contribution rates (expressed as a percentage of covered payroll) for 2021 were as follows: PERS Plan 2/3 Actual Contribution Rates Employer 2/3 Employee 2 January —June 2021 PERS Plan 2/3 7.92% 7.90% PERS Plan 1 UAAL 4.87% Administrative Fee 0.18% Employee PERS Plan 3 Varies Total 12.97% 7.90% July — December 2021 PERS Plan 2/3 6.36% 6.36% PERS Plan 1 UAAL 3.71% Administrative Fee 0.18% Employee PERS Plan 3 Varies Total 10.25% 6.36% Page 31 Packet Pg. 65 4.1.e The District's actual PERS plan contributions were $35,548 to PERS Plan 1 and $59,664 to PERS Plan 2/3 for the year ended December 31, 2021. Actuarial Assumptions The total pension liability (TPL) for each of the DRS plans was determined using the most recent actuarial valuation completed in 2021 with a valuation date of June 30, 2020. The actuarial assumptions used in the valuation were based on the results of the Office of the State Actuary's (OSA) 2013-2018 Demographic Experience Study and the 2019 Economic Experience Study. Additional assumptions for subsequent events and law changes are current as of the 2020 actuarial valuation report. The TPL was calculated as of the valuation date and rolled forward to the measurement date of June 30, 2021. Plan liabilities were rolled forward from June 30, 2020, to June 30, 2021, reflecting each plan's normal cost (using the entry -age cost method), assumed interest and actual benefit payments. Inflation: 2.75% total economic inflation; 3.50% salary inflation Salary increases: In addition to the base 3.50% salary inflation assumption, salaries are also expected to grow by promotions and longevity. • Investment rate of return: 7.4% Mortality rates were developed using the Society of Actuaries' Pub. H-2010 mortality rates, which vary by member status, as the base table. The OSA applied age offsets for each system, as appropriate, to better tailor the mortality rates to the demographics of each plan. OSA applied the long-term MP-2017 generational improvement scale, also developed by the Society of Actuaries, to project mortality rates for every year after the 2010 base table. Mortality rates are applied on a generational basis; meaning, each member is assumed to receive additional mortality improvements in each future year throughout their lifetime. There were no changes in assumptions since the last valuation. There were changes in methods since the last valuation. For purposes of the June 30, 2020 Actuarial Valuation Report (AVR), a non -contribution rate setting valuation under current funding policy, the Office of the State Actuary (OSA) introduced temporary method changes to produce asset and liability measures as of the valuation date. See high-level summary below. OSA will revert back to the methods outlined in the 2019 AVR when preparing the 2021 AVR, a contribution rate -setting valuation, which will serve as the basis for 2022 ACFR results. To produce measures at June 30, 2020, unless otherwise noted in the 2020 AVR, OSA relied on the same data, assets, methods, and assumptions as the June 30, 2019 AVR. OSA projected the data forward one year reflecting assumed new hires and current members exiting the plan as expected. OSA estimated June 30, 2020, assets by relying on the fiscal year end 2019 assets, reflecting actual investment performance over FY 2020, and reflecting assumed contribution amounts and benefit payments during FY 2020. OSA reviewed the actual June 30, 2020, participant and financial data to determine if any material changes to projection assumptions were necessary. OSA also considered any material impacts to the plans from 2021 legislation. See the 2020 AVR for more information. Page 32 Packet Pg. 66 4.1.e Discount Rate The discount rate used to measure the total pension liability for all DRS plans was 7.4 percent. To determine that rate, an asset sufficiency test was completed to test whether each pension plan's fiduciary net position was sufficient to make all projected future benefit payments for current plan members. Based on OSA's assumptions, the pension plans' fiduciary net position was projected to be available to make all projected future benefit payments of current plan members. Therefore, the long- term expected rate of return of 7.4 percent was used to determine the total liability. Long -Term Expected Rate of Return The long-term expected rate of return on the DRS pension plan investments of 7.4 percent was determined using a building -block -method. In selecting this assumption, the OSA reviewed the historical experience data, considered the historical conditions that produced past annual investment returns, and considered Capital Market Assumptions (CMA's) and simulated expected investment returns provided by the Washington State Investment Board (WSIB). The WSIB uses the CMA's and their target asset allocation to simulate future investment returns at various future times. Estimated Rates of Return by Asset Class Best estimates of arithmetic real rates of return for each major asset class included in the pension plan's target asset allocation as of June 30, 2021 are summarized in the table below. The inflation component used to create the table is 2.2 percent and represents the WSIB's most recent long-term estimate of broad economic inflation. Asset Class Target Allocation % Long -Term Expected Real Rate of Return Arithmetic Fixed Income 20% 2.20% Tangible Assets 7% 5.10% Real Estate 18% 5.80% Global Equity 32% 6.30% Private Equity 23% 9.30% 100% Sensitivity of the Net Pension Liability/(Asset) The table below presents the District's proportionate share of the net pension liability calculated using the discount rate of 7.4 percent, as well as what the District's proportionate share of the net pension liability would be if it were calculated using a discount rate that is 1-percentage point lower (6.4 percent) or 1-percentage point higher (8.4 percent) than the current rate. PERS 1 1% Decrease 6.40% Current Rate 7.40% 1% Increase 8.40% 2,080,441,000 1,221,234,000 471,917,000 0.003426% 71,276 41,839 16,168 PERS 2/3 (2,837,869,000) (9,961,609,000) (15,828,012,000) 0.004397% (124,781) 1 (438,012) (695,958) Page 33 Packet Pg. 67 4.1.e Pension Plan Fiduciary Net Position Detailed information about the State's pension plans' fiduciary net position is available in the separately issued DRS financial report. Pension Liabilities (Assets), Pension Expense, and Deferred Outflows of Resources and Deferred Inflows of Resources Related to Pensions At June 30, 2021, the District reported its proportionate share of the net pension liabilities as follows Liability (or Asset) PERS 1 $41,839 PERS 2/3 $(438,012) At June 30, the District's proportionate share of the collective net pension liabilities was as follows: Proportionate Share 6/30/20 Proportionate Share 6/30/21 Change in Proportion PERS 1 .007533% .003426% .004107% PERS 2/3 .009754% .004397% .005357% Employer contribution transmittals received and processed by the DRS for the fiscal year ended June 30, 2021, are used as the basis for determining each employer's proportionate share of the collective pension amounts reported by the DRS in the Schedules of Employer and Non employer Allocations. Pension Expense For the year ended December 31, 2021, the District recognized pension expense as follows: Pension Expense PERS 1 $(151,149) PERS 2/3 $ (96,113) Total $ (247,262) Deferred Outflows of Resources and Deferred Inflows of Resources At December 31, 2021, the District reported deferred outflows of resources and deferred inflows of resources related to pensions from the following sources PERS 1 Deferred Outflows of Resources Deferred Inflows of Resources Differences between expected and actual experience $ $ Net difference between projected and actual investment earnings on pension plan investments $ $(46,428) Changes of assumptions $ $ Changes in proportion and differences between contributions and proportionate share of contributions $ $ Contributions subsequent to the measurement date $21,044 $ TOTAL $21,044 $(46,428) Page 34 Packet Pg. 68 4.1.e Deferred outflows of resources related to pensions resulting from the District's contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ended December 31, 2022. Other amounts reported as deferred outflows and deferred inflows of resources related to pensions will be recognized in pension expense as follows: Year ended December 31: PERS 1 2022 $(12,299) 2023 $(11,270) 2024 $(10,656) 2025 $(12,203) 2026 $0 Thereafter $0 PERS 2/3 Deferred Outflows Deferred Inflows of Resources of Resources Differences between expected and actual experience $21,274 $(5,370) Net difference between projected and actual $0 $(366,075) investment earnings on pension plan investments Changes of assumptions $640 $(31,106) Changes in proportion and differences between $47,263 $(86,895) contributions and proportionate share of contributions Contributions subsequent to the measurement date $36,076 $0 TOTAL $105,253 $(489,446) Deferred outflows of resources related to pensions resulting from the District's contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ended December 31, 2022. Other amounts reported as deferred outflows and deferred inflows of resources related to pensions will be recognized in pension expense as follows: Year ended December 31: PERS 2/3 2022 $(100,963) 2023 $(94,386) 2024 $(95,656) 2025 $(106,033) 2026 $(12,272) Thereafter $(10,959) ALL PLANS Deferred Outflows of Resources Deferred Inflows of Resources Differences between expected and actual experience $21,274 $(5,370) Net difference between projected and actual investment earnings on pension plan investments $0 $(412,502) Changes of assumptions $640 $(31,106) Changes in proportion and differences between contributions and proportionate share of contributions $47,263 $(86,895) Contributions subsequent to the measurement date $57,120 $0 TOTAL $126,297 $(535,873) Page 35 Packet Pg. 69 4.1.e NOTE 7 — LONG-TERM RENTAL AGREEMENT In 2006, the District entered a long-term rental agreement with a customer for the use of some of its facilities on designated future dates. The initial term of the agreement was ten years, which expired on October 31, 2018, with the tenant having options to renew for three successive five- year terms. The tenant exercised its option, and the agreement now extends through December 31, 2023, with options for two additional five-year terms. The rent is received in monthly payments to the District and totaled $50,010 in 2021, which is included in "Rental Revenues" on the District's Statement of Revenues, Expenses and Changes in Net Position. In light the current pandemic this long-term renter's access to the facilities was restricted due to state mandated health protocols. During this period, the District was able to maintain some portion of its revenue through a pro -rated rental rate. This adjusted rental rate was negotiated by granting the renter limited access to the rental spaces as well as taking advantage of the facility's outdoor space and use of its parking lot. The tenant has every intention on renewing the agreement beyond 2023: rents for the year 2022 through 2023 will be: Year 2022 $94,571 Year 2023 $97,408 NOTE 8 — DEPOSIT AND INVESTMENTS Credit Risk. The District complies with state law which requires all investments of the District's funds be obligations of the U.S. Government, U.S. agency issues, Obligations of the State of Washington, repurchase agreements, prime banker's acceptances, the Washington State Local Government Investment Pool (LGIP), and time certificates of deposit with authorized Washington State banks. Custodial Credit Risk - Deposits. All District and ECA deposits are insured by Federal Depository Insurance Corporation (FDIC) coverage limits. The standard insurance amount is $250,000 per depositor, per insured bank, for each account ownership category. The FDIC provides separate coverage for deposits held in different account ownership categories. Depositors may qualify for coverage over $250,000 if they have funds in different ownership categories and all FDIC requirements are met. All deposits that an accountholder has in the same ownership category at the same bank are added together and insured up to the standard insurance amount. Investments. The district is a participant in the Local Government Investment Pool was authorized by Chapter 294, Laws of 1986, and is managed and operated by the Washington State Treasurer. The State Finance Committee is the administrator of the statute that created the pool and adopts rules. The State Treasurer is responsible for establishing the investment policy for the pool and reviews the policy annually and proposed changes are reviewed by the LGIP advisory Committee. Investments in the LGIP, a qualified external investment pool, are reported at amortized cost which approximates fair value. The LGIP is an unrated external investment pool. The pool portfolio is invested in a manner that meets the maturity, quality, diversification, and liquidity requirements set forth by the Page 36 Packet Pg. 70 4.1.e GASB 79 for external investments pools that elect to measure, for financial reporting purposes, investments at amortized cost. The LGIP does not have any legally binding guarantees of share values. The LGIP does not impose liquidity fees or redemption gates on participant withdrawals. The Office of the State Treasurer prepares a stand-alone LGIP financial report. A copy of the report is available from the: Office of the State Treasurer, PO Box 40200, Olympia, Washington 98504-0200, online at http://www.tre.wa.gov. As of December 31, 2021, the District held $315,401 in the LGIP at amortized cost. NOTE 9 — RISK MANAGEMENT Edmonds Public Facilities District is a member of the Enduris Washington (Pool). Chapter 48.62 RCW provides the exclusive source of local government entity authority to individually or jointly self -insure risks, jointly purchase insurance or reinsurance, and to contract for risk management, claims, and administrative services. The Pool was formed July 10, 1987, pursuant to the provisions of Chapter 48.62 RCW, Chapter 200-100 WAC, and Chapter 39.34 RCW when two counties and two cities in the State of Washington joined together by signing an interlocal governmental agreement to fund their self -insured losses and jointly purchase insurance and administrative services. For the Pool's fiscal year ending August 31, 2021, there were 539 Enduris members representing a broad array of special purpose districts throughout the state. The Enduris' program provides for various forms of joint self-insurance and reinsurance coverage for its members: Liability coverage, which includes: General Liability, Automobile Liability, Public Officials' Errors and Omissions liability, Terrorism liability and Employment Practices liability; Property coverage, which includes: Building and Contents, Mobile Equipment, Boiler and Machinery, and Business Interruption/Extra Expense; Automobile Physical Damage coverage; Cyber coverage; Crime blanket coverage; Named Position coverage; and an Identity Fraud reimbursement program. Pollution coverage is provided on a "claims made" coverage form. All other coverage is provided on an "occurrence" coverage form. Members are responsible for a coverage deductible or co -pay on each covered loss. Each policy year members receive a Memorandum of Coverage (MOC) outlining the specific coverage, limits, and deductibles/co-pays that are applicable to them. In certain cases, the Pool may allow members to elect to participate in the programs at limits, coverage, deductibles, and co -pays that are specific to their needs. Enduris is responsible for payment of all covered losses above the member retention, up to the Pool self -insured retention (SIR). Enduris acquires excess/reinsurance from unrelated insurance companies to cover losses above the Pool's SIR up to the coverage maximum limit of liability. The tables below reflect the Pool's SIR, reinsurance limits and member deductibles/co-pays by coverage type. Page 37 Packet Pg. 71 4.1.e Coverage Coverage Type Pool Excess/ Member Self -Insured Reinsurance Deductibles/ Retention Limits Co -Pays 0 Liability: Comprehensive Per Occurrence $1 million $20 million $1,000 - $100,000 General Liability Automobile Liability Per Occurrence $1 million $20 million $1,000 - $100,000 Public Officials Errors Each Wrongful Act $1 million $20 million $1,000 - $100,000 and Omissions Liability Member Aggregate $20 million Terrorism Liability(2) Per Occurrence $500,000 $0 $1,000 - $100,000 Pool Aggregate $1 million Fully funded by Pool Employment Practices Per Occurrence $1 million $20 million 20% Copay(3) Liability Member Aggregate $20 million (1) Members may request or be required to pay a higher deductible than the minimum for certain coverage and certain types of losses require a specific co -pay or deductible (2) Terrorism liability is fully funded by the Pool i.e. no excess/reinsurance is procured. (3) Members pay a 20% co -pay of costs up to a maximum of $100,000. By meeting established guidelines, the co -pay may be waived. Property (z): Buildings and Contents Per Occurrence $250,000 $800 million $1,000 - $250,000 Mobile Equipment Per Occurrence $250,000 $800 million $1,000 - $250,000 Boiler and Machinery (3) Per Occurrence Varies $100 million Varies Business Interruption Per Occurrence $250,000 $100 million (BI)/ $1,000 - $250,000 (BI)/ Extra Expense(EE)0) $50 million (EE) Sublimit(s): Flood Per Occurrence $250,000 $50 million $1,000 - $250,000 (shared by Pool members) Earthquake Per Occurrence 5%; $500,000 $10 million $1,000 - $250,000 maximum (shared by Pool members) Terrorism Primary Per Occurrence $250,000 $100 million/ Pool $1,000 - $250,000 member Pool Aggregate $200 million Terrorism Excess Per Occurrence $500,000 $600 million/Pool $0 member APIP Per Occurrence $1.2 billion/APIP Page 38 Packet Pg. 72 4.1.e Coverage Coverage Type Pool Excess/ Member Self -Insured Reinsurance Deductibles/ Retention Limits Co -Pays APIP Aggregate $1.4 billion/APIP Automobile Physical $25,000; Damage(') Per Occurrence $100,000 for $800 million $250 - $1,000 Emergency Vehicles Crime Blanket Per Occurrence $50,000 $1 million $1,000 Named Position Per Occurrence $50,000 $1 million $1,000 Cyber (9) Each Claim $100,000 $2 million 20% Copay APIP Aggregate $25 million Identity Fraud Member Aggregate $0 $25,000 $0 Expense Reimbursement (10) (1) Members may request or be required to pay a higher deductible than the minimum for certain coverage and certain types of losses require a specific co -pay or deductible. (2) Property coverage for each member is based on detailed property schedule. Scheduled items are covered to the extent of the cost of repair or replacement pursuant to the excess/reinsurance policy terms. Under the Alliant Property Insurance Program (APIP) Reinsurance carriers cover insured losses over $250,000 to the limit of $800 million except for certain types of sub -limited property losses such as flood, earthquake, and terrorism. (3) Boiler and Machinery self -insured retention for the Pool varies depending on motor horsepower. (4) Business Interruption/ Extra expense coverage is based on scheduled revenue generating locations/operations. A limited number of members schedule and the rest are limited to $500,000 of coverage with a $2.5 million Pool maximum for undeclared exposure. The waiting period (deductible) is typically 24 hours but there are exceptions specific to the type of exposure covered. (5) This sublimit list is simplified and is not all-inclusive. In addition, sub -limits are often shared or aggregated by all pool members and, in a few cases, are shared by all APIP members. Deductibles often vary by coverage sub -limit. (6) Auto Physical Damage coverage includes comprehensive, named perils and collision. Coverage for each member is based on a detail vehicle schedule. (7) Crime Blanket coverage (also referred to as "Employee Dishonesty Coverage with Faithful Performance" of $2,500 is provided to each member. Member's may elect to "buy -up" the level of coverage from $5,000 to $1 million. (8) Named Position coverage is optional. Members may elect to schedule various employees, directors, and commissioners, with individual limits of between $5,000 and $1 million. (9) Cyber coverage is included under the Pool's Property program. Members are subject to a 20% co -pay per loss and the Pool's SIR is tiered between $50,000 and $100,000 depending on the insured/members property TIV with an 8 hour waiting period. By meeting established guidelines, the co -pay may be waived. The reinsurance maximum limit of liability is $2 million, with various declared sub -limits. (10) Identity Fraud Expense Reimbursement coverage is purchased by Enduris. Member claims do not have a deductible. There is a $25,000 limit per member. The District believes its various property and casualty risks are covered appropriately by its Enduris Membership. The amount of settlements has not exceeded insurance coverage in the last three years. NOTE 10— FINANCIAL CONDITION The Board of Directors and Management of Edmonds Public Facilities District are confident that the financial condition of the District is stable, and that the strategies outlined in the Management's Discussion and Analysis section of this report will lead to long-term financial stability. Further, the recently adopted extension of the Public Facilities District legislation by the State of Washington will conservatively provide an estimated $16 Million in new projected revenue. This new Page 39 Packet Pg. 73 4.1.e law extends the current legislation establishing and governing Public Facilities Districts, including the related sales tax rebate, by a period of 15 years beyond its original sunset date (2026) to the year 2041. The extension of this funding source will provide the District with several options for re -funding or refinancing long-term debt for capital maintenance, replacement, or improvements. The District continues to focus on revenue development through new programming, the acquisition of multi -year capital investment grants, continued partnership with the City of Edmonds and expansion of rental activities within the facilities. This chart provides a two-year look at actual revenues for Fiscal Years 2020-2021 from these three intergovernmental revenue streams. Tax Revenue 2020-2021 Tax Revenue Source: 2020 2021 State of Washington Direct Sales Tax Rebate $335,538 $411,931 Snohomish County "Tier 1" Agreement $324,871 $338,928 Snohomish County "Tier 2" Agreement $238,464 $261,853 Total: $898,873 $1,012,712 In FY 2010, the State Auditor's Office began to express concern about the overall financial condition of the District. The 2008 housing crisis and the Great Recession that followed had a devasting impact on the District's non -operating revenues. Non -operating revenues consist primarily of a rebate to the District of a small portion of the sales taxes collected by the State of Washington within the boundaries of the City of Edmonds and Snohomish County. This revenue stream, which had been conservatively projected to increase 3.6% annually, fell by -17% and -9% respectively in 2008 and 2009. The lingering effects of these dramatic reductions in non -operating revenue were felt by the District for more than a decade. In 2011, the District's sales tax revenue stream began to recover. The average year -over -year growth rate was 8.1% between 2011 and 2021. But despite the strong growth in non -operating revenue during this period, it was not until 2018 that non -operating revenue finally returned to sufficient levels to fully cover non -operating expenses (primarily debt service). Fiscal Year 2021 marked a critical turning point for the District. In November 2021, in partnership with the City of Edmonds, the District refinanced a significant portion of its long-term debt. Per Washington State Law, the District is required to have a portion of its original capital debt (first issued in 2002) outstanding through the year 2041 in order to continue to qualify to receive the State Sales Tax Rebate. Refinancing this portion of long-term debt and extending the terms to 2041 helped reduce the District's annual debt service by 34%. As the District's annual debt service has declined, non -operating revenues continue to climb. The District's direct sales tax rebate from the State of Washington grew 20.5% in 2021. In this same year, the District also received the first of five annual installments of $100,000 from the Snohomish County Lodging Tax Fund, a multi -year commitment that may be invested in capital maintenance/improvements or debt service as needed. The District's net non -operating revenue is projected to exceed $700,000 in 2022. It is anticipated that net non -operating revenue will continue grow each year by 4% or more. Washington State Law allows Page 40 Packet Pg. 74 4.1.e the District to invest these funds in the "construction, maintenance, and operation" of its facilities. Management is confident that sufficient funds will be available to meet the District's capital and operating needs, and that the Financial Condition of Edmonds Public Facilities District is healthy and will remain so for the foreseeable future. NOTE 11 —SUBSEQUENT EVENTS The Board of Directors and Management of Edmonds Public Facilities District have identified and acted upon several opportunities following the close of this reporting period which will help to further strengthen the District's financial position. • Partnership with the City of Edmonds: In January 2022, the District received operating support from the City of Edmonds in the amount $50,000. Annual operating support from the City validates the importance of the District to the City's continued economic growth and cultural vitality. • Pandemic Relief Funds: The District has received notification that Snohomish County Council approved a $250,000 allocation of a portion of its American Rescue Plan funds for Edmonds Public Facilities District for FY 2022. These funds will help the District continue to recover from the impacts of the pandemic on its operations. • Multi -Year Foundation Grant: In March 2022, the District received a commitment from the Hazel Miller Foundation to provide $150,000 ($50,000 per year for three years) to support its expanding education and community engagement programs. • As the District emerges from the pandemic and returns to full operation, trends in ticket sales and attendance have been increasingly positive. Sales in 2022 have recently reached 90% of the tickets sold and revenue earned in 2019. Management is confident that ticket sales, rental revenue, and contributions will continue to recover in 2022 and should return to or exceed previous levels by the end of FY 2023. Note 12 — COVID-19 Pandemic In February 2020, the Governor of the state of Washington declared a state of emergency in response to the spread of COVID-19. Precautionary measures to slow the spread of the virus continued throughout 2021. These measures included limitations on business operations, public events, gatherings, travel, and in -person interactions. Up until September of 2021, in response to the pandemic, the District was closed to the public. During that time, many District employees worked remotely, and new procedures were put in place. While some activities were limited or temporarily curtailed, the District continued to operate to sustain continuity for returning to full operations. As the District continues to adapt to the changing conditions from the pandemic, management is monitoring the situation for any operational or financial effects and is ready to respond appropriately as needed. The length of time these measures will continue to be in place, and the full extent of the direct or indirect financial impact on the District is unknown at this time. Page 41 Packet Pg. 75 4.1.e REQUIRED SUPPLEMENTARY INFORMATION Edmonds Public Facilities District Schedule of Proportionate Share ofthe Net Pension Liability PER51 As ofJune 30, 2021 Last 10 Fiscal Years* 2021 2020 2019 2018 2017 2016 2015 Employer's proportion ofthe net pension liability (asset) % 0.003426% 0.007533% 0.006779% 0.006585% 0.006117% 0.005395% 0.005002% Employer's proportionate share ofthe net pension liability $ 41,839 265,955 260,675 294,088 290,256 289,737 261,651 Covered payroll $ 577,295 1,042,941 965,643 900,485 832,051 661,838 583,133 Employer's proportionate share ofthe net pension liabilityas a percentage ofcovered payroll % 7.25% 25.50% 26.99% 32.66% 34.88% 43.78% 44.87% Plan fiduciary net position as a percentage ofthe total pension liability % 88.74% 68.64% 67.12% 63.22% 61.24% 57.03% 59.10% Notes to Schedule: *Until a full 10-yeartrend is compiled, only information forthose years available is presented. Schedule of Proportionate shareof the NetPension liability PERS 2/3 As of June 30, 2021 Last 10 Fiscal Years* 2021 2020 2019 2018 2017 2016 2015 Employer's proportion of the net pensionIiabiIity(asset) % 0.004397% 0.009754% 0.008757% 0.008426% 0.008208% 0.690500% 0.006463% Employer's proportionate share of the net pension I i ability $ (438)012) 124,748 85,060 143,866 285,189 347,661 230,927 Coy eredpayroll $ 577,295 1,042,941 965,643 900,485 832.051 661,838 583,133 Enployer's proportionate shareof the netpension liability as a percentage of cover Ed pay rolI %-75.87% 11.96% 8.81% 15.98% 3428% 52.53% 39.60% Plan fiduciary net position as a percentage of the total pension liability % 120.29% 97.22% 97.77% 95.77% 9097% 85.82% 99.20% Notes to Schedule: *Until a ful 110-year trend is compiled, only information for thoseyea rs available is presented Page 42 Packet Pg. 76 4.1.e REQUIRED SUPPLEMENTARY INFORMATION Edmonds Public Facilities District Schedule of Employer Contributions PERS 1 For the year ended December 31, 2021 Last 10 Fiscal Years* 2021 2020 2019 2018 2017 2016 2015 Statutori I or contra ctua l l y required contributions $ 35,548 36,244 54,012 46,231 41,117 34,540 26,654 Contributions in rel ati onto the statutori I y or contra ctua I I y required contributions $ 35,548 36,244 54,012 46,231 41,117 34,540 26,654 Contribution deficiency (excess) $ 0 0 0 0 0 0 0 Covered payroll $ 865,059 756,953 1,093,650 913,402 900,087 724,116 597,937 Contributions as a percentage of covered payroll % -4.11% -4.79% -4.94% -5.06% -4.57% -4.77% -4.46% Notes to Schedule: *Until a full 10-year trend is compiled, only information for those years available is presented. REQUIRED SUPPLEMENTARY INFORMATION Statutorily or contractually required contributions GDntributions in relation to the statutorily or contractually required contributions Contribution deficiency (excess) Covered payroll Contributions as a percentageofcovered payroll Edmonds Public Facilities District Sched ul a of Employer Contributions PERS 2/3 For the year ended December 31, 2021 Last 10 Fiscal Years* 2021 2020 2019 2018 2017 2016 2015 $ 59,664 S919S1 94,504 68,500 59,684 45,112 34,212 $ 59,664 59,951 84,504 68,500 59,684 45,112 34,212 $ 0 0 0 0 0 0 0 $ 865,059 756,953 1,093,650 913,402 900,087 724,116 597,937 % -6.90% -7.92% -7.73% -750% -6.63% -6.23% -5.72% Notes to Sahedrile: *Until a full 10-year trend is compiled, only information for those years available is presented. Page 43 Packet Pg. 77 4.1.e The State Auditor's Office is established in the Washington State Constitution and is part of the executive branch of state government. The State Auditor is elected by the people of Washington and serves four-year terms. We work with state agencies, local governments and the public to achieve our vision of increasing trust in government by helping governments work better and deliver higher value. In fulfilling our mission to provide citizens with independent and transparent examinations of how state and local governments use public funds, we hold ourselves to those same standards by continually improving our audit quality and operational efficiency, and by developing highly engaged and committed employees. As an agency, the State Auditor's Office has the independence necessary to objectively perform audits, attestation engagements and investigations. Our work is designed to comply with professional standards as well as to satisfy the requirements of federal, state and local laws. The Office also has an extensive quality control program and undergoes regular external peer review to ensure our work meets the highest possible standards of accuracy, objectivity and clarity. Our audits look at financial information and compliance with federal, state and local laws for all local governments, including schools, and all state agencies, including institutions of higher education. In addition, we conduct performance audits and cybersecurity audits of state agencies and local governments, as well as state whistleblower, fraud and citizen hotline investigations. The results of our work are available to everyone through the more than 2,000 reports we publish each year on our website, www.sao.wa.gov. Additionally, we share regular news and other information via an email subscription service and social media channels. We take our role as partners in accountability seriously. The Office provides training and technical assistance to governments both directly and through partnerships with other governmental support organizations. Stay connected at sao.wa.gov • Find your audit team • Request public records • Search BARS manuals (GAAP and cash), and find reporting, templates • Learn about our training workshops and on -demand videos • Discover which governments serve enter an address on our map • Explore public financial data with the Financial Intelligence Tool Other ways to stay in touch • Main telephone: (564) 999-0950 • Toll -free Citizen Hotline: (866) 902-3900 • Email: webmaster&sao.wa. gov Office of the Washington State Auditor sao.wa.gov Page 44 Packet Pg. 78 4.1.f Accountability Audit Report Edmonds Public Facilities District For the period January 1, 2020 through December 31, 2021 Published August 25, 2022 ■❑ ■❑ Find out what's new at SAO by scanning this code with Report No. 1031041 ❑ your smartphone's camera ■ Packet Pg. 79 4.1.f Office of the Washington State Auditor Pat McCarthy August 25, 2022 Board of Directors Edmonds Public Facilities District Edmonds, Washington Report on Accountability Thank you for the opportunity to work with you to promote accountability, integrity and openness in government. The Office of the Washington State Auditor takes seriously our role of providing state and local governments with assurance and accountability as the independent auditor of public accounts. In this way, we strive to help government work better, cost less, deliver higher value and earn greater public trust. Independent audits provide essential accountability and transparency for District operations. This information is valuable to management, the governing body and public stakeholders when assessing the government's stewardship of public resources. Attached is our independent audit report on the District's compliance with applicable requirements and safeguarding of public resources for the areas we examined. We appreciate the opportunity to work with your staff and value your cooperation during the audit. Sincerely, Pat McCarthy, State Auditor Olympia, WA Americans with Disabilities In accordance with the Americans with Disabilities Act, we will make this document available in alternative formats. For more information, please contact our Office at (564) 999-0950, TDD Relay at (800) 833-6388, or email our webmaster at webmaster(csao.wa.gov. Insurance Building, P.O. Box 40021 • Olympia, Washington 98504-0021 • (564) 999-0950 • Pat.McCarthy@sao.wa.gov Packet Pg. 80 4.1.f AuditResults................................................................................................................................... 4 RelatedReports............................................................................................................................... 5 Information about the District......................................................................................................... 6 About the State Auditor's Office..................................................................................................... 7 Office of the Washington State Auditor sao.wa.gov Page 3 Packet Pg. 81 4.1.f Results in brief This report describes the overall results and conclusions for the areas we examined. In those selected areas, District operations complied, in all material respects, with applicable state laws, regulations, and its own policies, and provided adequate controls over the safeguarding of public resources. In keeping with general auditing practices, we do not examine every transaction, activity, policy, internal control, or area. As a result, no information is provided on the areas that were not examined. About the audit This report contains the results of our independent accountability audit of the Edmonds Public Facilities District from January 1, 2020 through December 31, 2021. Management is responsible for ensuring compliance and adequate safeguarding of public resources from fraud, loss or abuse. This includes the design, implementation and maintenance of internal controls relevant to these objectives. This audit was conducted under the authority of RCW 43.09.260, which requires the Office of the Washington State Auditor to examine the financial affairs of all local governments. Our audit involved obtaining evidence about the District's use of public resources, compliance with state laws and regulations and its own policies and procedures, and internal controls over such matters. The procedures performed were based on our assessment of risks in the areas we examined. Based on our risk assessment for the years ended December 31, 2021 and 2020, the areas examined were those representing the highest risk of fraud, loss, abuse, or noncompliance. We examined the following areas during this audit period: • Accounts payable — credit cards, employee reimbursements, promotional hosting • Payroll — leave cash outs, employment contracts • Financial condition — reviewing for indications of financial distress • Open public meetings — compliance with minutes, meetings and executive session requirements Office of the Washington State Auditor sao.wa.gov Page 4 Packet Pg. 82 4.1.f Financial Our opinion on the District's financial statements is provided in a separate report, which includes the District's financial statements. That report is available on our website, http://portal.sao.wa. og v/ReportSearch. Office of the Washington State Auditor sao.wa.gov Page 5 Packet Pg. 83 4.1.f Edmonds City Council formed Edmonds Public Facilities District in 2001 to construct and operate a performing arts center that provides for community events, sporting events, exhibitions and performances. A five member Board of Directors governs the District and is formally appointed to four-year terms by the Edmonds City Council. In 2003, the District created a 501(c)3 nonprofit corporation called Edmonds Center for the Arts to help raise funds from private sources and to manage the facility. The District reports the financial activity of the non-profit organization as a blended component unit on its financial statements. The Edmonds Center for the Arts nonprofit is governed by an independent Board of Directors. The Board of Edmonds Center for the Arts also assists with the development of arts programming, marketing and promotion of the Center, and fundraising to support the Center's annual operations. In its first 10 years of operation, the Center has served more than 575,000 people through its own presentations, rental events and activities, and education and outreach programs. For fiscal year 2021 the District had operating revenue of $1,513,578 and operating expenditures of $2,015,449. Contact information related to this report Address: Edmonds Public Facilities District 410 Fourth Avenue North Edmonds, WA 98020 Contact: Lori Meagher, Director of Finance & Operations Telephone: (360) 535-9567 Website: www.ec4arts.org Information current as of report publish date. Audit history You can find current and past audit reports for the Edmonds Public Facilities District at hqp://portal.sao.wa. og v/ReportSearch. Office of the Washington State Auditor sao.wa.gov Page 6 Packet Pg. 84 4.1.f The State Auditor's Office is established in the Washington State Constitution and is part of the executive branch of state government. The State Auditor is elected by the people of Washington and serves four-year terms. We work with state agencies, local governments and the public to achieve our vision of increasing trust in government by helping governments work better and deliver higher value. In fulfilling our mission to provide citizens with independent and transparent examinations of how state and local governments use public funds, we hold ourselves to those same standards by continually improving our audit quality and operational efficiency, and by developing highly engaged and committed employees. As an agency, the State Auditor's Office has the independence necessary to objectively perform audits, attestation engagements and investigations. Our work is designed to comply with professional standards as well as to satisfy the requirements of federal, state and local laws. The Office also has an extensive quality control program and undergoes regular external peer review to ensure our work meets the highest possible standards of accuracy, objectivity and clarity. Our audits look at financial information and compliance with federal, state and local laws for all local governments, including schools, and all state agencies, including institutions of higher education. In addition, we conduct performance audits and cybersecurity audits of state agencies and local governments, as well as state whistleblower, fraud and citizen hotline investigations. The results of our work are available to everyone through the more than 2,000 reports we publish each year on our website, www.sao.wa.gov. Additionally, we share regular news and other information via an email subscription service and social media channels. We take our role as partners in accountability seriously. The Office provides training and technical assistance to governments both directly and through partnerships with other governmental support organizations. Stay connected at sao.wa.gov • Find your audit team • Request public records • Search BARS manuals (GAAP and cash), and find reporting templates • Learn about our training workshops and on -demand videos • Discover which governments serve enter an address on our map • Explore public financial data with the Financial Intelhizence Tool Other ways to stay in touch • Main telephone: (564) 999-0950 • Toll -free Citizen Hotline: (866) 902-3900 • Email: webmasterksao.wa. gov Office of the Washington State Auditor sao.wa.gov Page 7 Packet Pg. 85 7.1 City Council Agenda Item Meeting Date: 10/25/2022 Written Public Comments Staff Lead: City Council Department: City Council Preparer: Beckie Peterson Background/History N/A Staff Recommendation Acknowledge receipt of written public comments. Narrative Public comments submitted to the web form for public comments <https://www.edmondswa.gov/publiccomment> between September 1, 2022 and October 19, 2022. Attachments: public comments 20221025 Packet Pg. 86 7.1.a Edmonds City Council Public Comments 10/25/2022 Submitted on: 10/4/2022 5:34:57 PM Name: Natalie Seitz City of Residence: Edmonds Agenda Topic: 9.2 SMAP, 9.4 Emergency Interim Ordinace and Supplemental EIS Comments: Good evening. Would you please accept the following comments for your consideration: 9.2 - The report still includes errors that have previously been made available to the planning board and y staff with regard to fish passage barriers. Given the City's focus on Perrinville it is hard to imagine the city coming to a different outcome. Choosing to disproportionally weight factors that benefit the E western draining watersheds, while discounting the fish resources, water resource impacts, lack of v benefits, health disparities and redevelopment occurring in the east of the City is just another way of U assuring a the City's pre -determined outcome of where investment will go. 9.4 - 1 support the Emergency Interim Ordinance and I hope the City will take further steps to supplement the EIS to a c address other significant impacts including but not limited to park resource impacts. In the SR99 area r the park level of service has gone down from 2017 to present and will continue to plummet in this underserved area if the City fails to take decisive action to address service gaps. This is a significant impact. I am also concerned that traffic, blight, fire services and displacement of residents from o Edmonds are probable significant impacts, and not adequately addressed or mitigated in the FEIS. The City has sufficient information to trigger a SEIS under 197-11-405(4) a & b. Thank you for your time and consideration of these comments Submitted on: 10/17/2022 4:54:59 PM Name: Lawrence Jones City of Residence: Edmonds Agenda Topic: New Council Member Comments: We would seriously suggest Janelle Cass for the open Council Seat. She would be an excellent choice. Submitted on: 10/18/2022 2:24:13 PM Name: Sue Oskowski City of Residence: Edmonds Agenda Topic: Gateway District -Terrace Place Project Packet Pg. 87 7.1.a Comments: Thank you for your assistance with this request. I live off 84th near the interstate of 236th SW where the Terrace Place 6-story 231 apartment complex is planned. I am concerned about two issues I don't think have adequately addressed yet. First, the 84th and 236th intersection is already a site of frequent collisions, and there is not even a sidewalk on either side of the road for pedestrians. Second, the planned Terrace Place apartments in addition to a number of other housing projects in the area definitely needs to have a community park, for both children as well as adults. The Esperance Park is too far to conclude that it will be a viable option for the current residents as well as the residents of the new planned housing units. Similarly any parks east of hiway 99 is not a reasonable option. Thank you for hearing my concerns and I will be watching for some concrete plans and funding to address these needs. Sincerely, Sue Oskowski c a� E E 0 V V a c m r Packet Pg. 88 7.2 City Council Agenda Item Meeting Date: 10/25/2022 Outside Boards and Committee Reports Staff Lead: Council Department: City Council Preparer: Beckie Peterson Background/History Outside Boards and Committee Reports will be submitted to the Received for Filing portion of the agenda for last meeting of the month. Staff Recommendation N/A Narrative The Council is asked to review the attached committee reports/minutes from the following organizations: Community Transit Snohomish Health District Port of Edmonds Public Facilities District SNO911 WRIA8 Attachments: 09.01.22 Board Minutes Community Transit 9-13-2022 Regular Meeting Sno Health District MINUTES 9-12-22 Port of Edmonds pfd-board-special-meeting-minutes-09-12-2022 Port Of Edmonds _ Commission Meeting Minutes 9-26-22 SNO911-Special-Board-Packet-20220922 WRIA8-Update-and-CmteRprt-Sept2022 Packet Pg. 89 7.2.a MELco umm nitytranMinutes Board of Directors' Meeting Thursday, September 1, 2022 Hybrid Meeting 3:00 p.m. Board Members Present Council Member Kim Daughtry City of Lake Stevens Mayor Christine Frizzell* City of Lynnwood Mayor Joe Marine City of Mukilteo Council Member Tom Merrill City of Snohomish Mayor Jon Nehring City of Marysville Council Member Nate Nehring* Snohomish County Lance Norton Labor Representative, non -voting Mayor Sid Roberts City of Stanwood Council Member Jan Schuette City of Arlington Board Members Absent Council Member Jared Mead Snohomish County Others Present** Mary Albert CT -Budget Manager Sabina Araya* Self Roland Behee CT -Director of Planning & Development Don Burr CT-Dep. Dir. Safety, Security & Sustainability Melissa Cauley CT-Dep. Director of Planning & Development Tim Chrobuck CT -Chief Technology Officer Kathleen Custer ATU President Al Hendricks CT -Legal Counsel Mark Holmes CT -Chief Operating Officer Perrin Hopkins ATU Ric Ilgenfritz CT -CEO Dani Julien ATU Vice -President Mary Beth Lowell CT -Director of Comm. & Public Affairs Sophie Luthin CT -Long Range Planning Manager Molly Marsicek CT -Director of Customer Experience Kyoko Matsumoto Wright* City of Mountlake Terrace, Board Alternate Reyes Ojeda* CT -Customer Care Specialist Deb Osborne CT -Chief of Staff Susan Paine* City of Edmonds, Board Alternate Jacob Peltier CT -Mgr. of Security & Emergency Mgmt. Cesar Portillo CT -Director of Employee Engagement Mike Swehla CT -Deputy Director of Maintenance Barb Taylor Transit Police Unit Thomas Tumola CT -Manager of Planning Rachel Woods CT -Executive Board Administrator 'Attended meeting remotely **Names of those who were confirmed as attendees are included, others who attended remotely without submitting their names a Packet Pg. 90 7.2.a Board of Directors' Meeting September 1, 2022 Page 2 Call to Order Chair Marine called the September 1, 2022, Board of Directors' meeting to order at 3:00 p.m. The meeting was held in -person at 2312 W Casino Road, Everett, WA 98204 and by Zoom. The meeting was recorded and livestreamed. Roll Call of Members The Executive Board Administrator called roll. Attendance was as noted above. A quorum was present. Mayor Frizzell joined the meeting at 3:03 pm. Public Comment Two written comments were received from Joe Kunzler and provided to the Board in advance of the meeting. Reyes Ojeda, Customer Information Specialist, commented that he was fielding calls in customer service from customers who were upset with service issues including missed trips. Sabina Araya requested the Board reply to the comments she submitted as part of the Transit Development Plan. She requested copies of correspondence with the FTA regarding a Title VI requirement exemption for the eight routes with March 2022 service reductions. Presentations Service Awards CEO Ilgenfritz thanked Stephanie Wright for over 12 years of service to Community Transit as a Snohomish County representative to the Board of Directors. She was congratulated on her new policy position at Snohomish County. Ms. Wright was recognized as a collaborative Board member, one who thoughtfully considered and advocated for the needs of the community and customers. The Board shared memories and comments of appreciation. CEO Ilgenfritz recognized Dani Julien, ATU Vice -President, for her 25 years of service to Community Transit. She was previously a coach operator and was known for her employee advocacy and attention to detail. Safety and Security Update/Security Enhancement Strategic Plan Jacob Peltier, Manager of Security and Emergency Management, presented the plan. It reflected input received from employees and was responsive to concerns and suggestions for enhanced security measures. The plan was a substantial investment in security over the next five years. It was an integrated strategy for keeping employees and customers safe. The plan contained initiatives established in 2022 and included new transit security officers and establishing a Security Operations Center. The proposed timeline was reviewed. The Board asked questions. Chief Executive Officer's Report CEO Ilgenfritz shared that the agency won a Grand Award in the America Public Transportation Association (APTA) 2022 AdWheel Awards marketing and communications competition for the "Campaign to Recruit Coach Operators for Workforce Development." Recent events and activities were reviewed. CEO Ilgenfritz would join Snohomish County leaders for the Economic Alliance of Snohomish County trip held in Washington D.C. mid -September. During the week of 2 Packet Pg. 91 7.2.a Board of Directors' Meeting September 1, 2022 Page 3 September 10-25, the agency would participate in the Week Without Driving initiative coordinated by Disability Rights Washington. The agency received a consolidation grant from WSDOT for the design and technical included as part of the transit joint study with the city of Everett. The staffing shortage trend was being seen at the local, state, and national level. Service delivery on directly operated service was at 97-99% on average and all September service change work was assigned. The staffing shortage was impacting contracted staff more significantly. Updates would be provided monthly on this topic. The 2023 proposed budget would be presented at the October 28, 2022 Board Workshop. An audit exit conference was scheduled for September 23, 2022. Committee Reports Executive Committee Chair Marine reported on the August 18, 2022 meeting. The CEO Report was provided. The next Executive Committee meeting was scheduled for September 15, 2022, at 11:30 a.m. Strategic Alignment and Capital Development Committee Council Member Merrill reported on the August 17, 2022 meeting. The Committee reviewed and forwarded three action items to the Board: Resolution No. 17-22, Adopting the 2022-2027 Transit Development Plan, ITB #2022-040, Purchase of Replacement Paratransit Buses and RFP #2002-078, Task Order for Transit Consolidation Study. The Committee reviewed and forwarded one item to the consent agenda, RFP #2022- 065, Data Program Support. The Committee was briefed on the Zero Emissions Study. The next meeting was scheduled for September 21, 2022, at 2:00 p.m. Finance, Performance, and Oversight Committee Council Member Schuette reported on the August 18, 2022 meeting. The Committee reviewed and forwarded the July 2022 monthly expenditures & payroll to the consent agenda. The Committee reviewed and forwarded the Security Enhancement Strategic Plan to the Board as an informational item. The Committee received briefings on the Quarter 1 2022 Financial report, July 2022 sales tax, and July 2022 diesel fuel reports. The next meeting was scheduled for September 15, 2022, at 2:00 p.m. Consent Calendar Mayor Nehring moved to approve items A through I on the consent calendar. a. Approve minutes of the July 21, 2022, Board of Directors' Special Meeting. b. Approve minutes of the August 4, 2022, Board of Directors' Meeting. C. RFP #2022-065, Data Program Support. d. Approve vouchers dated July 1, 2022 in the amount of $4,523,142.36. e. Approve vouchers dated July 8, 2022 in the amount of $1,658,084.69. f. Approve vouchers dated July 18, 2022 in the amount of $2,166,165.30. g. Approve vouchers dated July 25, 2022 in the amount of $4,864,737.03. h. Approve vouchers dated July 29, 2022 in the amount of $1,842,185.87. i. Approve July 2022 Payroll: i. Direct Deposits Issued, #417465-419610 in the amount of $5,252,983.80. ii. Paychecks Issued, #109004-109077 in the amount of $$73,553.37. iii. Employer Payroll Tax Deposits in the amount of $585,400.02. 3 Packet Pg. 92 7.2.a Board of Directors' Meeting September 1, 2022 Page 4 iv. Employer Deferred Compensation for IAM in the amount of $11,953.66. The motion was seconded by Council Member Daughtry and passed unanimously. Action Items Resolution No. 17-22, Adopting the 2022-2027 Transit Development Plan Sophie Luthin, Long Range Planning Manager, presented. Community Transit was required by the Washington State Department of Transportation to adopt a six -year Transit Development Plan annually. The plan was a roadmap for the agency and included priorities such as personalized services, access to lightrail and a zero emissions fleet. The plan's timeline and public review process was recapped. The ten public comments received were summarized. The Board commented. Mayor Nehring moved to approve Resolution No. 17-22, adopting the final 2022-2027 Transit Development Plan. The motion was seconded by Council Member Merrill and passed unanimously. ITB #2022-040, Purchase of Replacement Paratransit Buses Mike Swehla, Deputy Director of Maintenance, reviewed the purchase of eleven 14-passenger paratransit buses. The buses were tax exempt and would be purchased using the Washington State Vehicle Contract Council Member Merrill moved that the Board of Directors authorize the Chief Executive Officer to negotiate and purchase eleven paratransit buses using State Vehicle Contract #06719 (ITB #2022- 040) with Creative Bus Sales. This purchase includes contingency, equipment changes, licenses, and fees for a not to exceed total amount of $1,652,725. The motion was seconded by Council Member Schuette and passed unanimously. RFP #2022-078, Transit Consolidation Study Roland Behee, Director of Planning & Development, presented. A consultant would conduct research and analysis to develop a fully integrated public transit network for Snohomish County. The objective of this work was to define a mutually agreeable integration plan for Everett Transit to join Community Transit's Public Transportation Benefit Area. Nelson Nygaard Consulting Associates, Inc. ranked highest in the evaluation process. Expenses for this work would be reimbursed by a $500,000 WSDOT Transit Coordination Grant secured by Community Transit. Mayor Nehring moved that the Board of Directors authorize the Chief Executive Officer to negotiate and award contract RFP #2022-078, Task Order for Transit Consolidation Study to Nelson Nygaard Consulting Associates, Inc. for a not -to -exceed amount of $220,224. The motion was seconded by Council Member Merrill and passed unanimously. Chair's Report Chair Marine thanked Stephanie Wright for her contributions to Community Transit. He thanked the employee who provided public comments earlier in the meeting. Board Communication Council Member Daughtry was selected to be a member of the Puget Sound Regional Council (PSRC) Transportation Policy Board FTA Working Group. Mayor Frizzell was looking forward to the microtransit project kicking off in October in Lynnwood. Council Member Paine was looking forward to the kickoff event for on -demand transit. 0 Packet Pg. 93 7.2.a Board of Directors' Meeting September 1, 2022 Page 5 Mayor Matsumoto Wright asked to talk to Community Transit about the lightrail Mountlake Terrace station. Other Business The next regular Board meeting was scheduled for October 6, 2022 at 3:00 p.m. Adjourn The meeting adjourned at 4:48 p.m. Rachel Woods Executive Board Administrator 5 Packet Pg. 94 7.2.b U0 SNOHOMISH HEALTH DISTRICT Administration Division Snohomish Health District Board of Health Minutes September 13, 2022 The meeting was held in the auditorium of the Rucker Building and via Zoom conference call/video Members Present via Zoom Julieta Altamirano-Crosby, Councilmember, Lynnwood — BOH Chair (Virtual) Elisabeth Crawford, Councilmember, Mukilteo (Virtual) Megan Dunn, County Councilmember (Virtual) Joseph Hund, Councilmember, Sultan (Virtual) Mark James, Councilmember, Marysville (Virtual) Anji Jorstad, Councilmember, Lake Stevens — Vice Chair Heather Logan, Councilmember, Arlington (Virtual) Sam Low, County Councilmember (Virtual) Nate Nehring, County Councilmember Neil Tibbott, Councilmember, Edmonds (Virtual) Stephanie Vignal, Councilmember, Mill Creek (Virtual) Members Absent Kyoko Matsumoto Wright, Mayor, Mountlake Terrace Jared Mead, County Councilmember Ben Zarlingo, Councilmember, Everett Call to Order The regular meeting of the Board of Health was called to order using a hybrid setting at 3:00 p.m. by Vice Chair Anji Jorstad. Roll Call Roll call was taken by Ms. Sarah de Jong who reported there was a quorum present. Approval of Agenda Contents and Order It was moved by Ms. Heather Logan and seconded by Mr. Neil Tibbott to approve the agenda contents and order. The motion passed unanimously. Special Business Oath of Office City of Sultan Councilmember Joseph Hund was sworn in as a Board member by legal counsel Nikki Thompson. Approval of Minutes It was moved by Ms. Logan and seconded by Ms. Stephanie Vignal to approve the minutes of the regular meeting of July 12, 2022. The motion passed unanimously. It was moved by Ms. Megan Dunn and seconded by Ms. Logan to approve the minutes of the special retreat meeting of August 25-26, 2022. The motion passed unanimously. Public Comment Ms. Jorstad opened the floor for public comment. No public comment was received and Ms. Jorstad closed public comment. 3020 Rucker Avenue, Suite 306 0 Everett, WA 98201-3900 0 Ph: 425.339.5210 0 fax: 42 Packet Pg. 95 7.2.b NU0 Action SNOHOMISH HEALTH DISTRICT WWW.SNOHD.ORG Administration Division Vouchers and Res. 22-22 authorizing Health District expenditures from July 16, 2022, to August 15, 2022 (no staff report; T. Kellogg) It was moved by Ms. Vignal and seconded by Ms. Dunn to approve vouchers and Res. 22-22 authorizing Health District expenditures from July 16, 2022, to August 15, 2022. The motion passed unanimously. Res. 22-21 recognizing and honoring National Hispanic Heritage Month (SR 22-083; S. Frederick) Mr. Shawn Frederick read aloud the resolution in English. Ms. Julieta Altamirano-Crosby then read the resolution in Spanish. It was moved by Ms. Altamirano-Crosby and seconded by Ms. Stephanie Vignal to approve Res. 22-21 recognizing and honoring National Hispanic Heritage Month. The motion passed unanimously. Thompson, Guildner, and Associates legal counsel amendment (SR 22-078; S. Frederick) Mr. Frederick shared that the current agreement with the District's legal counsel expires today. Due to the pending merge, staff are requesting extending the agreement through the dissolution of the Health District. Once a date is known for the dissolution, an amendment can be drafted that would state the actual date of termination. It was moved by Mr. Tibbott and seconded by Ms. Heather Logan to authorize the Administrative Officer to sign the amendment with Thompson, Guildner, and Associates. The motion passed unanimously. Approve Resolution 22-23, establishing every Thursday at 12 p.m. at the main offices of Snohomish Health District located at 3020 Rucker Avenue, Everett, Washington, and via virtual meeting platform, as the set day, time, and location of its regular Executive Committee meeting (SR 22-085; S. Frederick) At its July Board meeting, the Board of Health approved adopting a resolution that suspended the division of responsibilities and delegated decision making authority to the Executive Committee specific to matters related to the County withdrawal. The purpose of this Resolution 22-23 would allow the Executive Committee to meet more frequently and ensure timely action is taken when required. It was moved by Ms. Vignal and seconded by Ms. Logan to approve Resolution 22-23, establishing every Thursday at 12 p.m. at the main offices of Snohomish Health District located at 3020 Rucker Avenue, Everett, Washington, and via virtual meeting platform, as the set day, time, and location of its regular Executive Committee meeting. The motion passed unanimously. Authorize the Administrative Officer to apply for the National Association of County & City Health Officials (NACCHO) grant: Implementing Overdose Prevention Strategies at the local level (SR 22-076; P. Sampaga- Khim) The Health District currently has an Overdose to Action grant through the CDC that focuses on data collection through area hospitals and mitigation non -fatal overdoses. This grant would allow the District to expand this surveillance data to include current law enforcement agency partners and other public safety partners in the community. It would also allow increased outreach to target communities that are disproportionately affected by opioid use and overdose. It was moved by Ms. Logan and seconded by Ms. Vignal to authorize the Administrative Officer to apply for the National Association of County & City Health Officials (NACCHO) grant: Implementing Overdose Prevention Strategies at the local level. The motion passed unanimously. Briefings Stipends for community members to participate in the Community Health Assessment (SR 22-086; K. Curtis) Health District Board of Health September 13, 2022 Minutes Packet Pg. 96 7.2.b NU0 SNOHOMISH HEALTH DISTRICT WWW.SNOHD.ORG Administration Division The Health District has received funds through Foundation Public Health that are earmarked for the Community Health Assessment (CHA). To help encourage public participation, the District is able to offer stipends to community members for this work. Department Director hiring process Mr. Frederick introduced Ms. Lacey Harper from the County Executive's Office. Ms. Harper briefed the Board o on the County's process for hiring a public health department director. That position will be an equivalent role to the Health District's administrator. The process of hiring a director is clearly laid out in the Snohomish County Charter and that process will be followed. County staff will be seeking approving from the County 2 Council to hire a temporary project manager position that will transition into the Health Department Director on E January 1. The County plans on working and consulting with Board of Health and Public Health Advisory c Council members through this process. U c Executive Session y The Snohomish Health District Board of Health recessed and convened into Executive Session for the purposes of discussing with legal counsel the legal risk of a potential action pursuant to RCW C 42.30.110(1)(i)(iii) and pending litigation pursuant to RCW 42.30.110(1)(i). Executive Session is expected to m last up to 20 minutes. Unless extended to a later time, the Board will reconvene into regular session at 4:03 2 p.m. and is not expected to take action. The Board of Health extended Executive Session 10 minutes and 5 minutes, and reconvened into regular session at 4:18 p.m. and did not take action. Health Officer's Report COVID-19. Dr. James Lewis shared that the county is currently in the low COVID-19 category with 78 new cases per 100,000 population over a seven-day period. New COVID-19 hospital admissions have also seen a decline and are currently to down to 5.5 per 100,000 population over a seven day period. The percent of staffed inpatient beds occupied by COVID-19 patients for a seven-day average is down to 8%. However, it's important to note that hospitals test for COVID upon admittance, whether COVID contributed to their hospitalization or not, and so this metric is likely inflated. The CDC has updated their guidance that deemphasizes quarantine and mask wearing for the general public. The new bivalent vaccine has been approved and recommended for those 12 years old and up. This vaccine replaces the monovalent for boosters and will likely be an annual booster moving forward. As this vaccine is new, it's in high demand and will be in short supply until production meets demand. HHS has also created a website that allows you to search for vaccine locations by zip code and sort by vaccine type. Monkeypox. There are more than 488 monkeypox cases in Washington State. The hospitalization rate remains low and the overall severity appears to be low. 96% of cases are male and 46% are Hispanic. Mitigation efforts employed include prioritizing vaccine for people who have been exposed and also for those that have not been exposed but are considered at a high risk of exposure. Fall Flu Season. Public health professionals are expecting a greater than normal increase in respiratory illnesses this fall, which would add pressure to the already stressed healthcare system. Area hospitals are aware of this and working to mitigate potential negative outcomes. Childhood Vaccinations. Vaccination rates for children has dropped over the course of the pandemic. Current rates for vaccination against polio were at 75.9% in December 2021, about a 9% drop since June 2019. Looking at full vaccination coverage for children ages four to six years old is around 58%. This low vaccination rate puts the county at risk for an outbreak. Administrative Officer's Report Mr. Frederick shared the following updates: Health District Board of Health September 13, 2022 Minutes Packet Pg. 97 7.2.b NU0 SNOHOMISH HEALTH DISTRICT WWW.SNOHD.ORG Administration Division • A memorandum of understanding has been signed with Housing Authority of Snohomish County for the District's child lead prevention program. This is the first of many agreements that will be signed for this work. • The District was a recipient to an award given by Congresswoman Suzan Del Bene that provides $250,000 for telehealth and electronic health records. Congresswoman Del Bene will be planning to 0 visit the Health District later this year to present the award in person. • A contractor has been selected and will soon begin work to fix the sinkholes in the parking lots. • Dave Gossett, the consultant hired by the Health District to help with the County public health as integration, has been very helpful in keeping tasks organized. E E • The budget ad hoc committee met for the second time this year earlier today. Today's presentation laid 0 out the plan for the remainder of the year. The committee will go through each division's budgets one at a time and by the middle of October we plan to bring forward the preliminary budget through all y committees. • The District has acquired five Chevrolet Traverses and are expecting four Ford Escapes. These are all m° gas vehicles as there are currently no options for electric or hybrid vehicles available. • Mr. Frederick will be out of the office beginning Thursday, September 15 and will return Monday, October 3. O Information Items Ms. Sarah de Jong shared the upcoming meetings. Written Reports Ms. Jorstad noted that the following reports can be found in the Board packet: a. Finance Manager's Report for May 2022 (SR 22-070; T. Kellogg) b. Program Policy Committee draft minutes — July 21 c. Executive Committee draft minutes — July 22 d. Administration Committee draft minutes — July 27 e. Executive Committee draft minutes — July 28 f. Executive Committee draft minutes — August 9 g. Executive Committee draft minutes — August 31 h. Public Health Advisory Council special meeting draft minutes — July 27 Adjournment The meeting was adjourned at 4:54 p.m. a Altamirano-Crosby, HD Chair, Board of Health Shawn Frede'rime< Administrative Officer / Secretary Health District Board of Health September 13, 2022 Minutes Packet Pg. 98 DocuSign Envelope ID: 55EEAA47-5FA6-4B48-9FB7-02800F596BEA 7.2.c PoxT OF EDMONDS PORT COMMISSION OF THE PORT OF EDMONDS MINUTES OF REGULAR MEETING (Via Zoom & In Person) COMMISSIONERS PRESENT David Preston, President Steve Johnston, Vice President Jim Orvis, Secretary Jay Grant COMMISSIONERS ABSENT Angela Harris - Excused CALL TO ORDER September 12, 2022 STAFF PRESENT Bob McChesney, Executive Director Brandon Baker, Director of Marina Operations Tina Drennan, Manager of Finance and Accounting OTHERS PRESENT Jordan Stephens, Port Attorney Neil Tibbott, Edmonds City Council President Preston called the meeting to order at 7:00 p.m. FLAG SALUTE All those in attendance participated in the Pledge of Allegiance to the American Flag. CONSENT AGENDA COMMISSIONER ORVIS MOVED THAT THE CONSENT AGENDA BE APPROVED TO INCLUDE THE FOLLOWING ITEMS: A. APPROVAL OF AGENDA B. APPROVAL OF AUGUST 29, 2022 MEETING MINUTES, AS SUBMITTED C. APPROVAL OF PAYMENTS IN THE AMOUNT OF $657,185.37 COMMISSIONER JOHNSTON SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY. PUBLIC COMMENTS Shari Hanke of Puget Sound Express (PSE) submitted a letter into the record, and Mr. McChesney read it as follows: "We are concerned, as a tenant, that CPI as an indicator for moorage increases would be too high this year. The distortion will occur because food and fuel are the top reasons given in Seattle for this abnormally large CPI. If you were to continue in adopting CPI plus 1 % for 2023, this would be over $10, 000 to PSE. Put another way, this would double our moorage in less than 10 years rather than the 30 year track budgeted. As I scanned the 6-month financial statement for the Port, it was noted revenue was up and expenses are down for a net near $550, 000 over budget. These numbers make it more difficult for a tenant to accept the Packet Pg. 99 DocuSign Envelope ID: 55EEAA47-5FA6-4B48-9FB7-02800F596BEA 7.2.c proposed I1 % increase. PSE believes itself to be a great tenant for the Port, bringing approximately $900, 000 gross to the annual budget. Just this spring we signed an agreement increasing the Port's revenue by an estimated $40,000 annually. This brings PSE's share of shore -side revenue for the Port to over $220, 000. Moorage is on a month -to -month basis, with indications for an agreement in the future. Fuel was discounted by $.20 per gallon. This discount at $3.00 a gallon was about 6916, and today it is near 3% on $650, 000 gross expense for us. The results for PSE this year show sales down 12%, so our results are the opposite of the Port's, with revenue down and expenses up. What we would like is a moorage agreement that considers the other contributions PSE participates in and does not use this year's CPI. " Mr. McChesney said that the Commission and staff would take the letter under advisement. It has been the consistent policy of the Port Commission over the last 10 or 11 years to increase moorage and other rates by CPI plus 1%. Ms. Hanke agreed that it has been a consistent policy for many ports, but that doesn't mean it has to continue in years where there is an anomaly. She requested that the Commission carefully consider how the increase would impact PSE. There were no other public comments. MARINA OPERATIONS 2ND QUARTER 2022 REPORT Mr. Baker presented the 2nd Quarter Marina Operations Report, highlighting the following: • Moorage terminations were at a 5-year low, with 13 terminations and 18 assignments. The turnover ratio decreased from 2.5% in 2021 to 1.9% in 2022. • The waitlist for in -water moorage had 346 total applications on file at the end of 2nd Quarter 2022 compared to 279 at the same time in 2021. He suggested this is indicative of all marinas, as people are not giving up their spaces and boaters are learning that calling in April for slips will no longer work. Commissioner Preston asked if the Port could convert some of its smaller slips to fewer large slips, which are more in demand. Commissioner Orvis said the Port did convert some slips and it was costly. Mr. Baker noted that the current electrical infrastructure would not support larger slips. • The total number of nights in Guest Moorage decreased 35%. The number of boats and number of reservations were also down. It was extremely warm during the 21 Quarter of 2021, and that was not the case in 2022. In addition, fuel prices were significantly higher in 2022. • Document compliance was 90% in 2nd Quarter for both water moorage and dry storage. Staff works hard to stay on top of this issue. • Dry Storage had a 91.4% occupancy rate at the end of 2nd Quarter 2022 compared to 91.1% in 2021. • Trailer Storage was at I I I% occupancy, with 57 out of 51 spaces occupied. They might want to adjust the trailer storage inventory or eliminate the maximum number of spaces. He commended dry storage staff for finding the additional spots for customers without impeding operations. • Launch activity was down 2 1 % in 2022 and wash down area use decreased by 24%. • The total boat handling moves by the forklift decreased by 15% compared to 2" Quarter 2021. • In the boatyard, total round trips decreased by 8% (11 fewer moves). Sling time with pressure increased by 55% (12 more), sling time with no pressure wash decreased by 35% (8 fewer), stall usage decreased by 17% (184 fewer), and pressure wash treatments increased by 22% (33 total treatments). Commissioner Orvis observed that there appeared to be a lot of large boats in the boatyard. Mr. Baker agreed there were a lot of large boats, which was good practice for the drivers in training who did a great job handling some large haul outs. Commissioner Orvis asked how the new travelift is working, and Mr. McChesney answered that it is working well, but there was a learning curve that staff had to overcome. • The total gallons pumped at the fuel dock decreased by 20% or 21,749 fewer gallons compared to 2021. At the end of the 21 Quarter, the area average for unleaded fuel was $5.59 and $5.76 for diesel. The Port's average price for unleaded fuel without the pay -at -the -pump discount was $5.66 or $.07 above the area average. The Port's average price for diesel fuel was just over $6.00 or $.27 above the area average. • At the public launch, round-trip launches in 2' Quarter 2022 were 29% fewer than the same period in 2021. One-way launches decreased by 1% from 2021. MINUTES OF REGULAR MEETING Port Commission September 12, 2022 Page 2 Packet Pg. 100 DocuSign Envelope ID: 55EEAA47-5FA6-4B48-9FB7-02800F596BEA 7.2.c Commissioner Preston asked if it is possible to track the total number of nights and people at Guest Moorage. Mr. Baker said they can track the number of slips that are occupied each night or the total number of guest boats in the marina per night. Tracking the number of occupants on each of the boats would be difficult. Commissioner Orvis asked for an update on the Boatyard General Permit (National Pollutant Discharge Elimination System or NPDES) requirements. Mr. Baker recapped that failure of some of the samples in 2nd Quarter 2022 triggered an engineering report, which is currently underway with Landau Associates. The information from that will be helpful going forward with the new permit, which will be more strict. Commissioner Johnston asked if the exceedances were significant, and Mr. Baker answered no. For the most part, they are within range. He recalled that the old permit used a seasonal average, so one bad month could have a big difference on the end result. With the new permit, the Port will have to make some changes in how they filter and treat the water. Staff is currently working with Landau Associates to determine what those changes will be. Commissioner Preston pointed out that much of the pollutant found in the samples could have come from the train tracks and streets, etc. Commissioner Orvis recalled that the Port raised this issue previously, with no success. Commissioner Grant asked if other ports in the area are having similar problems, and Mr. Baker answered that every boatyard is having the same issues. Mr. McChesney pointed out that, with the new permit, the copper limitation will decrease from 144 ug/1 to 44 ug/l. Commissioner Johnston asked if the Department of Ecology (DOE) has provided any statistical information to support the change. Mr. Baker answered that the DOE does extensive modeling. They got so much feedback from the industry questioning the science and data behind it that their planned 3-month review and revision process took 18 months. Commissioner Orvis summarized that the old regulations did not go down to the level that science says effects salmon adversely. Therefore, the DOE is lowering the level even more to avoid getting sued, themselves, by the Puget Soundkeeper's Alliance. As per the old permit, a benchmark could be exceeded if a boatyard is actively pursuing corrective measures. Otherwise, a significant number of boatyards would have been shut down. He suspects that the new permit will have a significant impact on a number of boatyards. Mr. McChesney said that in order to comply with the thresholds in the new permit, the Port will have to install some type of apparatus, and this will have significant budgetary implications. Commissioner Grant asked if the State's criteria are based on Federal law. Mr. McChesney answered that the Federal government has delegated authority to states to set the standards. Commissioner Johnston added that the State criteria must be at least as stringent as the Federal criteria, and they are almost always more stringent. It was noted that tire dust from State Route 104 is a significant contributor to stormwater pollution. Mr. Baker advised that there has been no appeal on the DOE's current draft permit from the Puget Soundkeeper's Alliance, and the industry has decided it isn't a bad outcome from where it could have been. Mr. McChesney asked when the Port will likely have to install a filtration system, and Mr. Baker said he anticipates it will be necessary near the end of 2023. Mr. McChesney advised that this cost must be included in the 2023 budget, and Commissioner Johnston said he would anticipate a cost of between $200,000 and $250,000. Commissioner Grant asked about the primary cause of the sample failures. Mr. Baker explained that the outfall near the boatyard is affected by the tide. The Port changed the sampling location to be at the source where the water is coming out the cleanest, but the tide doesn't always cooperate. One of the goals of the new apparatus is to eliminate outside factors and only sample the water the Port has treated from its boatyard. Commissioner Orvis commented that the Puget Soundkeeper's Alliance model is to sit down with boatyard owners to go through their books to see how much they can milk out of them. For the Port, that could be a very costly proposition. Commissioner Johnston suggested they look to the Port of Everett to see how they handle the permit requirements. They are being very cooperative with the Puget Soundkeeper's Alliance. Commissioner Preston noted this topic would be a good discussion for the upcoming Washington Public Port Association's (WPPA) Environmental Seminar. Mr. Baker reported that 709 adults and 69 youth participated in the Colic, Derby, and 271 fish were caught. The winner was just over nine pounds. He agreed to provide statistics for Port activity over that weekend. He said he anticipates a number of boats will launch from the Port for the Everett Colic, Derby on September 24t' and 251h and they will have a weigh station at the Port, as well. MINUTES OF REGULAR MEETING Port Commission September 12, 2022 Page 3 Packet Pg. 101 DocuSign Envelope ID: 55EEAA47-5FA6-4B48-9FB7-02800F596BEA MISSION STATEMENT REVIEW Mr. McChesney reviewed that updating the Port's Mission Statement has been a discussion at previous Commission meetings. The Commission reviewed a draft Mission Statement at their last meeting and made some suggestions. The issue was remanded back to the Planning Committee. Based on the Commission's feedback, Commissioners Johnston and Grant prepared two options for discussion. Commissioner Johnston reviewed that Commissioners favored the Mission Statement that was adopted in 1992, with some minor updates. He explained that Version 2 is a variation of the 1992 statement and Version 1 is an updated statement that expresses the Port's mission in a different way. He voiced concern that Version 2 does not mention the environment, which is one of the Port's main areas of focus. He is also concerned about Version 1 because he is unclear on what is meant by "education." If it is to inform the public of issues of interest to them (public outreach), it would be appropriate to include. Commissioner Grant said he didn't feel very comfortable with the Commission's last discussion because it didn't result in clear direction. He said he is concerned with the use of word "marina" in Version 2. The Port is in the marine business and the marina is part of that, but there are other aspects, as well. He also felt that the environment should be included. To him, the term "education" could be a little too broad. He was thinking more of educational programs, such as the professional divers who help clean the marina and educate the public. He noted that neither option includes "business," and he would like to include Harbor Square. Lastly, he said he was looking for a broader statement. He said it is also important to be careful when referencing Edmonds and Woodway to recognize that Woodway is an important part of the Port District. Commissioner Johnston pointed out that the term "marine" has a much broader connotation than "marina." "Marine Operations" could include everything from cargo terminals to maritime uses, which is beyond what the Port does. While he doesn't particularly like either term, he would prefer "marina" over "marine." Commissioner Grant commented that "maritime" is very broad and "marine" addresses things that are water -oriented. Commissioner Orvis said that, aside from the marina, the Port's primary focus is on real estate. He said he prefers Version 1, but felt it could be reworked to read more smoothly. It includes "environmentally sustainable business activities," which is a Commission preference. Commissioner Preston questioned what is meant by "environmentally sustainable business activities," and Commissioner Johnston answered it includes everything the Port does with an environmental umbrella on top of it. Commissioner Grant suggested that when the Port does anything, it is important to make good environmental choices. Commissioner Johnston asked Ms. Drennan to expand on an email she sent regarding how the term "education" might be construed. Ms. Drennan advised that the Port of Seattle got a finding for giving money to a school in the name of education. The State Auditor advised that there are other agencies that have the authority to educate and ports are not one of those. She said the Port of Seattle also got in trouble for giving money to a salmon alliance to educate the public on the need to save salmon. Commissioner Grant asked Ms. Drennan to forward the State Auditor's actual finding to the Commissioners. Mr. McChesney voiced concern that simply using the term "education" might be too broad, as it might be construed to include everything related to the education business. Commissioner Grant pointed out that ports are required to operate within the scope of their authority as outlined in the Revised Code of Washington (RCW), which the Port of Seattle did not do. Commissioner Johnston cautioned against trying to cite everything the Port does in the Mission Statement. Commissioner Grant added that the Mission Statement should simply encompass the general direction the Port is going. Mr. McChesney said broader terms are needed if the goal is for the statement to be succinct and concise. Port Attorney Stephens explained that, because mission statements are broad by nature, they will always be subject to an interpretation that is outside the bounds of what the Port can do. There is nothing wrong with including the words "education" or "economic development." Although they could go down a bad path on each of the words that are included in the Mission Statement, they could also execute them all quite lawfully. She cautioned against choosing not to use a word because it could be misinterpreted in a way that would get the Port in trouble. It is more about how the words are interpreted practically moving forward. MINUTES OF REGULAR MEETING Port Commission September 12, 2022 Page 4 Packet Pg. 102 DocuSign Envelope ID: 55EEAA47-5FA6-4B48-9FB7-02800F596BEA 7.2.c Commissioner Grant suggested that they should also consider what the Mission Statement tells the community. The words that are used should bring value. The remainder of the Commissioners concurred. The Commissioners agreed to discuss the Mission Statement again at their next meeting. In the meantime, Commissioners were invited to submit potential draft Mission Statements and/or lists of terms that need to be included. CITY OF EDMONDS REPORT Council Member Tibbott commented that the Commission's discussion relative to a Mission Statement has been good, and he agreed they need to incorporate language that is broader than "marina." He said that, in the past, he has asked organizations to review their values as an organization. Summarizing their values can give clarity for a mission statement that is both specific and true to the organization. Council Member Tibbott reported that he recently attended a Health District Board Retreat. He announced that the health district is going to become a department of Snohomish County. This change is expected to bring together a synergy of resources that are available to Snohomish County. One of those happens to be emergency response, including emergency response with ports in the County. At the retreat, he learned that the Health District operates as rapid responders to the crises that are experienced by the residents of the County. Discussions moving forward should include how the Health District can provide rapid response at ports in the event of an emergency, contagion, etc. He encouraged the Port to pursue a relationship with the Health District as the changes move forward, and he offered to help foster these opportunities. Council Member Tibbott announced that the City Council appointed former City Council Member Dave Teitzel to fill the vacant Council seat. He is very familiar with the Port and very supportive of its activities. He is a well-connected member of the community who will serve both the Port and the City of Edmonds well. EXECUTIVE DIRECTOR'S REPORT Mr. McChesney reviewed that, at their last meeting, the Commission spent some time talking about the City of Edmonds/Port of Edmonds agreement regarding a jointly -owned parking lot. Some suggestions were made, and with the help of Port Attorney Stephens, staff has edited the agreement. It has been forwarded to the City of Edmonds for review before being presented to the Commission for approval. Mr. McChesney reported that the Administration/Maintenance Building Project is generally on schedule. As mentioned earlier by Commissioner Orvis, there is a shortage of concrete owing to the residual effect of the long strike that occurred, putting major projects behind. However, at this point, the contractor is supposed to start pouring concrete later this week. Mr. McChesney further reported that staff is working on the Port Management Agreement and the bathymetric marine survey. The surveyors will be in the field this week and are expecting to have a formal report by the third week of October. Mr. McChesney said he was recently asked to participate in a Civic Roundtable, and the first meeting is scheduled for September 261. The topic of discussion will be the City of Edmonds Waterfront Study, which is a prequel to the Comprehensive Plan Update. Upon his recommendation, they invited Kernen Lien, from the City's Planning Department, to participate, as well. Unless the Commission has an objection, he plans to participate in the discussion, although with some trepidation because the philosophy of economic development and the Port's future development plans might not be exactly what the City has in mind. Mr. McChesney announced there is a new television at the Weather Center, and it is working well. They are currently working to improve the content. COMMISSIONER'S COMMENTS AND COMMITTEE REPORTS Commissioner Grant announced that staff from Senator Cantwell's office is scheduled to visit the Port on September 19', but the timing is to be determined. He has already forwarded information to the Commerce Committee, outlining MINUTES OF REGULAR MEETING Port Commission September 12, 2022 Page 5 Packet Pg. 103 DocuSign Envelope ID: 55EEAA47-5FA6-4B48-9FB7-02800F596BEA 7.2.c where the Port is in its North Portwalk and Seawall Project. He is looking at a subsequent conversation with Representative Larsen, who will likely be the chair or ranking member of the Infrastructure Committee. Commissioner Grant reported that he met with Susan McLaughlin, City of Edmonds Director of Planning and Development. They discussed her ideas and what the City is and is not doing. It was a good conversation. Commissioner Grant advised that he sent all of the Commissioners a copy of his preliminary notes following two days of Cyber Security Agency meetings. The meetings were sponsored by the Washington National Guard and Pacific Labs. Former Washington Secretary of State Kim Wyman, who now works on election security at the Cybersecurity and Infrastructure Security Agency in the Biden Administration, was in attendance, as were representatives from the Ports of Benton County, Seattle and Tacoma. Rather than focusing on the data itself, the discussion focused on implementation. They also talked about data safeguards, and the fact that some of the election safeguards that were put in were discontinued based on rumors rather than facts. The Army National Guard primarily focuses on fiscal emergency management and the Air Force Command is working on cyber. He summarized that people generally think of information technology as one thing, but larger groups look at risk management and the actual functioning of information technology as two separate departments. Commissioner Orvis commented that the Port is fortunate to have a very competent employee on board to handle the Port's information technology needs. Mr. McChesney and the remainder of the Commissioners concurred. Commissioner Preston asked if the Port would need to hire someone to support our IT Department in addressing cyber security issues. Mr. McChesney said the notion has not yet been perfected. Commissioner Grant said there are programs the Port may be able utilize without having to hire a full-time employee. Commissioner Johnston said he was invited to the Port of Everett's unveiling ceremony for the Blue Heron Salmon Restoration Project, which is a large constructed wetland. Three of the dikes have been breached to inundate part of a 340-acre feature that will become a partial mitigation bank to offset impacts that might accrue from future projects in the area. The project is a joint effort by the Tulalip and Squamish Tribes, the Port of Everett, the United States Navy, and a number of other stakeholders. It is an impressive project and the ceremony was impressive, as well. Mr. McChesney noted that the Port of Everett's experience with this project may come in handy for the Port of Edmonds as it gets into mitigation negotiations for the North Portwalk and Seawall Project. They may find it is more economical to purchase mitigation credits from the Port of Everett's mitigation bank than to do their own mitigation project. Commissioner Johnston said he also met with Susan McLaughlin, Edmonds Director of Planning and Development, Brad Shipley, Edmonds City Planner, and Jennifer Leach, Edmonds Program Coordinator. He showed them around the marsh and waterfront, and met with Port staff to discuss the Port's approach for addressing sea level rise. They seemed generally satisfied with what the Port was doing. They talked about what would happen in the event of a massive sea level rise, which is not predicted in the future. They discussed how the railroad might provide a low-level dyke in the future for uses to the east, and it was noted that during king tides they are already over topping. Sooner or later, all of lower Edmonds may be faced with moving further up the hill. Commissioner Johnston announced that he would attend the Washington Public Port Association's (WPPA) Environmental Seminar in Leavenworth on September 211 through 231, along with Commissioners Grant, Preston and Harris. ADJOURNMENT The Commission meeting was adjourned at 8:25 p.m. Respectfully submitted, DocuSigned by: t�'�bEB3384D3... Port Commission Secretary MINUTES OF REGULAR MEETING Port Commission September 12, 2022 Page 6 Packet Pg. 104 7.2.d Edmonds Public Facilities District Board of Directors Special Meeting September 12, 2022 The Edmonds Public Facilities District Board special hybrid meeting convened at 9:01 a.m. in the Edmonds Center for the Arts Green Room, 410 411 Avenue North, Edmonds, and via Zoom. EPFD Board Members Present ECA Staff Present Ray Liaw, President Lori Meagher, Director of Finance and Operations Suzy Maloney David Brewster Other Guests Present Dave Teitzel City Council Liaison EPFD Board Members Absent Bill Willcock Vice President Robert White 1. Call to Order Board President Liaw called the meeting to order. 2. Land Acknowledgement Board Member Brewster read the Land Acknowledgement statement. 3. Board President's Comments Board President Liaw welcome newly appointed City Councilmember Teitzel and looked forward to him attending EPFD Board meeting. She reminded of the GALA on September 23; tickets are still available. Questions about attending or donating can be directed to Development Coordinator Katherine Smith. 4. Public Comment There was no public comment. 5. PFD Board Business • Approval of Snohomish County LTAC (Small Fund) Grant Requests Ms. Meagher displayed the Snohomish County 2023 Hotel -Motel Small Fund Grant Application, explaining the EPFD/ECA applies for this grant annually to offset marketing that brings people to the area to stay in hotels, a win -win for the ECA and for Snohomish County. Due to staff transition in the development department, the deadline for submission was missed and a request was made to Snohomish County to submit the grant after the deadline. To avoid requiring approval to submit the grant each year, she requested EPFD Board approval for staff to apply annually as the grant becomes available. Discussion followed regarding requested the requested amount, matching funds and total project budget, and how grant funds are used. Edmonds Public Facilities District Board Draft Minutes September 12, 2022 Page 1 Packet Pg. 105 7.2.d BOARD MEMBER BREWSTER MOVED TO APPROVE THE 2023 SNOHOMISH COUNTY HOTEL -MOTEL SMALL FUND GRANT APPLICATION AND APPROVE STAFF APPLYING FOR THE GRANT IN THE FUTURE. BOARD MEMBER MALONEY SECONDED THE MOTION. MOTION CARRIED UNANIMOUSLY. 6. Executive Session Executive Director Contract — Review and Negotiations At 9:09 a.m., the EPFD Board convened in executive session to review and negotiate the Executive Director contract in accordance with RCW 42.30.110(1)(g). 7. Adjourn The meeting was adjourned immediately following the conclusion of the executive session. Next EPFD Board Meeting: Thursday, September 22, 2022 - 7:30 AM Edmonds Public Facilities District Board Draft Minutes September 12, 2022 Page 2 Packet Pg. 106 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 (https://www.portofedmonds.org/author/adminre/) PORT COMMISSION OF THE PORT OF EDMONDS MINUTES OF REGULAR MEETING (Via Zoom) September 26, 2022 COMMISSIONERS PRESENT David Preston, President a as Steve Johnston, Vice President as Jim Orvis, Secretary E Jay Grant E Angela Harris c STAFF PRESENT 0 Bob McChesney, Executive Director 00 m Brandon Baker, Director of Marina Operations Tina Drennan, Manager of Finance and Accounting 0 N Brittany Williams, Manager of Properties and Economic Development N OTHERS PRESENT Jordan Stephens, Port Attorney Neil Tibbott, Edmonds City Council CALL TO ORDER President Preston called the meeting to order at 7:00 p.m. FLAG SALUTE All those in attendance participated in the Pledge of Allegiance to the American Flag. CONSENT AGENDA COMMISSIONER ORVIS MOVED THAT THE CONSENT AGENDA BE APPROVED TO INCLUDE THE FOLLOWING ITEMS: A. APPROVAL OF AGENDA B. APPROVAL OF SEPTEMBER 12, 2022 MEETING MINUTES, AS SUBMITTED C. APPROVAL OF PAYMENTS IN THE AMOUNT OF $360,688.95 https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ Packet Pg. 107 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 COMMISSIONER JOHNSTON SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY. PUBLIC COMMENTS There were no public comments. SEA NOTES AT THE MARINA RECAP Ms. Williams shared pictures that were taken during the Sea Notes events as she reviewed that Sea Jazz was created in the summer of 2012 with the intention of providing high school musicians the opportunity to perform in a public setting. In 2021, the program was expanded to include local, professional jazz musicians, as well. Building upon the success and positive feedback from 2021, the program was developed even further in 2022 with the introduction of additional genres of music. The program name was changed to Sea Notes at the Marina to encompass all of this summer's performers. Ms. Williams further reviewed that, new to 2022, was Songwriter Sundays, which featured local singer -songwriters playing in the plaza on Sunday afternoons. Guitarist Lito Castro performed on Saturday evenings and played everything from Hawaiian music to classic rock Deep Sea Jazz Jam Sessions were back for the second year in a row to fill the Friday night spot. High school musicians from Meadowdale, Mountlake Terrace, Edmonds-Woodway and Lynnwood High Schools were featured in jazz combos and jams throughout the summer during weekday performances. Sea Notes also featured special performances from Edmonds/Woodway High School Jazz Colony, Edmonds School District Honor Jazz Band, directed by Jake Bergevin, and Steel Magic Northwest (steel drum band). All Sea Note performances took place at the Mary Lou Block Public Plaza. Ms. Williams summarized that the Port strives to provide an informal music venue accessible by all. Walkers and diners in the area are encouraged to enjoy the tunes as they walk or dine nearby. Through local advertising, community members were also encouraged to attend. Press releases ran in My Edmonds News and The Edmonds Beacon, and advertising was done on Facebook and in My Edmonds News. Posters were displayed around Port property, and Sea Notes was featured on the Port's website, social media and newsletter. Ms. Williams advised that the Port took on the role as the primary sponsor of Sea Notes by providing the venue, event promotion, and program oversight. However, the success of t https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ Packet Pg. 108 10/20/22, 11:35 AM V Port Of Edmonds I Commission Meeting Minutes 9-26-22 year's program can be attributed to the talented musicians who took part and the individuals who coordinated all the details behind the scenes. She specifically thanked the following individuals: • Pete Bennett was the main Program Coordinator and worked tirelessly to manage the schedule, coordinate musicians, promote performances and organize all performance logistics. The growth of Sea Notes can be attributed to the enthusiasm and dedication that Mr. Bennett has for bringing great music to the community. • Rachel Gardner coordinated and managed the Songwriter Sundays. She curated an extremely talented line-up of local musicians for this new program feature. • Jake Bergevin, Director of Bands and Department Chairperson at Edmonds-Woodway High School, coordinated, performed and conducted all summer long. • Anthony's Restaurants was the other Sea Notes Program sponsor, generously providing each performer with a voucher for a complimentary meal and beverage. Anthony's Manager, Blake Ulin, made all of the musicians feel welcome when performing in the plaza and worked with the program coordinators on schedule logistics. • Numerous Musicians shared their time and talents with the community. As accounted for in the 2022 Budget, Ms. Williams advised that a $2,000 stipend will be paid to the Edmonds-Woodway Music Boosters Program on behalf of Pete Bennett and in exchange for the work he provided as the Sea Notes Program Coordinator for the 2022 summer program. Pete Bennett, Sea Notes Program Manager, said a lot of people participated in making the 2022 program a success. He said it was great to offer a variety of music genres, and he hopes that even more variety can be added in coming years. He noted that the very last event featured a chamber group from Edmonds-Woodway High School. He summarized that not only does the program support music as an art form and provide an opportunity for young musicians to perform, a number of professional musicians were also able to share their talents, as well. He said he plans to continue the coordinating the program, making more improvements going forward. He advised that the Hazel Miller Foundation, Hubbard Foundation, Kennelly Keys and Edmonds-Woodway Music Boosters have all offered support to music programs in the community, and he plans to continue to seek additional sponsors. Rachel Gardner, Coordinator and Manager of Songwriter Sundays, commented that, as a musician living in Edmonds, it is surprisingly hard to book gigs in your hometown. Most of the amazing music that comes to Edmonds is provided by musicians who live out of town. All of the participants in Songwriter Sundays were local musicians. These were talented, https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ 1 Packet Pg. 109 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 professional musicians who wanted to perform for their hometown audience. She hopes to grow the program in coming years. Commissioner Orvis said he had an opportunity this year to see how valuable the Sea Notes Program is. It is important to recognize how hard the students had to work to practice and develop their talents during the pandemic. The opportunity to perform during the summer with their group, as well as in jam sessions, has been invaluable to the students and it demonstrates some high -quality people. Mr. McChesney gave a shout out to Commissioner Preston, who was the Godfather of Sea Jazz. Coordinating all the musicians is one thing, but the logistics (moving equipment around) is very challenging, as well. He commended Mr. Bennett and his team for their hard work. Mr. Bennett shared how impressive it was to watch the young musicians interact with the more experienced musicians, as it tends to motivate the younger musicians to get better. He also commented on the enthusiasm that Jake Bergevin had this year, bringing student groups to the plaza for Wednesday performances. Commissioner Preston asked if the Port has been able to tie the Sea Notes Program in with the Edmonds Arts District events. Ms. Williams said she is on the Creative Arts Committee, which is still a work in progress. Currently, the emphasis is on signage on 4th Avenue, and they haven't started the process of building all of the various events into their calendar. However, the Sea Notes events were advertised on the Arts Events Calendar. SARAH HANKE, PUGET SOUND EXPRESS UPDATE Ms. Williams introduced Sarah Hanke, Director of Sales and Business Development for Puget Sound Express (PSE), who was present to provide an overview of PSE's 2022 operations. The review will include information on wildlife and conservation partners, as well as tourism insight of the typical PSE guest. She advised that Ms. Hanke grew up in the greater Puget Sound area and is part of the Hanke family, who has owned and operated PSE for over 35 years. She originally started working for PSE in 2001 before attending Whitworth University where she graduated with a bachelor's degree in business management. Before returning to PSE, she worked as an event planner and sales manager at The Resort at Port Ludlow. Ms. Williams continued that Ms. Hanke now oversees corporate group business, daily operations, and public relations for PSE. As owners of one of the oldest whale -watching companies in the region, she and her family were among the founding members of the Pacific Whale Watch Association and one of the first companies to establish and honor whale- https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ I Packet Pg. 110 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 watching guidelines in the region. She also serves on the Visit Seattle Partner Roundtable to discuss tourism in the Seattle area that is generated from conventions, cruise ships and out- of-town guests. Ms. Williams advised that PSE offers whale and wildlife excursions departing from Edmonds and Port Townsend. Riders enjoy cruising speeds of up to 40 mph on the Saratoga and Swiftsure vessels as they are transported throughout the Salish Sea and San Juan Islands. PSE has been a tenant at the Port of Edmonds since 2015. In 2021, PSE had over 32,000 guests departing on whale -watching tours from Edmonds. Sarah Hanke, Director of Sales and Business Development for Puget Sound Express, announced that, so far in 2022, PSE has run 265 tours out of Edmonds for whale watching, and whales have been spotted during all but one of them. Because the boat is fast and can go any direction (San Juan Islands, Victoria B.C., and Olympia), PSE has had a lot of success finding wildlife. She explained that there are two types of whales they frequently see, Orcas and Humpbacks. Humpbacks have an every -other -year effect, and this year was a boom year. Instead of going out to see one humpback, they were able to see twenty. Each year, more generations of humpbacks are returning, so the population is growing. As long as there is food in the region, this trend will likely continue. The Biggs Orca population is also growing. There are heightened seal and sea lion populations in the region, and Biggs Orcas feed on them. They have also seen sea otters this far south, which is unusual. As part of Edmonds Birdfest, PSE was able to take people to Smith Island where they saw about a dozen puffins. Ms. Hanke reported that the fishing vessel that sank off the San Juan Islands this year spilled oil for almost 30 days before it was pulled out of the water. This happened in an area that was heavily populated with wildlife. For the most part, the communication between the Coast Guard Response Team, Department of Fish and Wildlife and whale -watch operators was good throughout the event. Ms. Hanke said PSE served about 32,000 guests in 2021 from Edmonds, and they are `o a currently at about 21,000 for 2022. She anticipates the total 2022 number will be about 28,000. Fuel prices and the economy have really played a part in people's ability to spend on m E extra -curricular activities. In addition, another operation in Seattle has started offering whale r Q watching. They offer half -day trips, but their boat has a maximum speed of 25 knots and doesn't have the range of PSE's boats. While PSE's reviews significantly outpace this company, its location in Seattle is at the heart of the cruise ship and hotel guests. Ms. Hanke announced that PSE's new vessel, Swiftsure, came online in July, which increased 1 Packet Pg. 111 https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 capacity from 122 guests to 145 guests. They have had some VIP guests on board this year 7.2.e from KING 5, KOMO 4, the Associated Press and various travel writers. Their group reservation program is still getting going, as people are still hesitant to gather in indoor spaces. A new reservation system in downtown Seattle called Summit is expected to double the groups coming to Seattle starting in 2023, and people are starting to plan for more group business starting next year. Ms. Hanke said she had an opportunity to tour the Edmonds Waterfront Center, which is a beautiful building. She talked to them about the possibility of combining whale watching with group business in Edmonds, pulling people from Edmonds to patronize the local businesses Ms. Hanke summarized that, overall, PSE has had a good year. They haven't received any negative reviews, and they have received a number of 5-star reviews, which can be attributed to PSE's staff. They work hard to make every trip memorable. Mr. McChesney asked Ms. Hanke how many of PSE's passengers are local from the Puget Sound area. Ms. Hanke said that is tricky to determine because a lot of guests from Puget Sound are bringing out-of-town guests. She estimated that about 80% of their guests are visitors to the Seattle area and the remaining 20% are local. Commissioner Preston asked if PSE has participated in any other local events, similar to Birdfest. Ms. Hanke said PSE plans to operate through the holiday season, and the open houses they offered pre -pandemic were popular. She asked if the Argosy Christmas Ship would be coming to the Edmonds Marina this year. Ms. Williams answered no, and said she doesn't believe Edmonds will be included in the ship's stops going forward. Ms. Hanke said PSE plans to run daily trips through the end of October, and three days a week in November and December (Wednesdays, Fridays and Saturdays). Mr. McChesney commented that PSE has been a very welcome addition to the Port of Edmonds and the entire community. He applauded their efforts and their continued success. Ms. Hanke said she is excited about the Port's current development plans, and she hopes that the new Administration/Maintenance Building Project will include a crosswalk over Admiral Way. The Commission had a brief discussion with Ms. Hanke about the possibility of PSE conducting an open house as part of a Port event during the holidays. Ms. Williams said Port staff has talked about having a similar event as in previous years, but without the Argosy Christmas Ship. She agreed to reach out to PSE to discuss the opportunity further. https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ I Packet Pg. 112 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 HARBOR SQUARE ASPHALT REPAIR AS COMPLETE, CONTRACT NUMBER 2022-430 Mr. McChesney reviewed that the Port went out to bid for asphalt repairs at Harbor Square on July 29th, but there were no responsive bidders. Subsequently, the Port approached Superior Asphalt and obtained a proposal for repairs, and a contract was awarded. He explained that, as long as the Port goes through the process of soliciting bids, they can choose a contractor if no bids are received. The work was completed by September 19th to the satisfaction of the Director of Facilities and Maintenance, who declared the work complete. The notification is being brought before the Commission for formal acceptance of work as complete. Once accepted by the Commission, the Port will file a Notice of Completion of Public Work and coordinate with the state agencies regarding retainage release. Commissioner Preston asked why the Port didn't receive any bids, and Mr. McChesney answered that the job is quite small and contractors are busy. Commissioner Johnston asked for information about the scope of work. Mr. McChesney said pieces were cut out and the subgrade was repaired as needed. Commissioner Johnston asked how much of the area was repaired, and Mr. McChesney answered just under 10,000 feet. They also did some improvements to the ADA accessible ramps. Commissioner Orvis asked when the entire parking lot would be refurbished. Mr. McChesney explained that when the work is done in sections, you end up starting over again after all of the sections have been finished. Commissioner Grant asked if the work includes a sealant. Mr. McChesney explained that, because the subgrade is so poor and there is a lot of alligatoring and cracking, a seal coat would not do what it is designed to do. Commissioner Johnston added that a seal coat doesn't have a significant life, either. Mr. McChesney recommended the Commission approve the contract with Superior Asphalt in the amount of $44,962.50 plus sales tax for the Harbor Square Asphalt Repair Contract Number 2022-430 as complete. COMMISSIONER HARRIS MOVED THAT THE COMMISSION ACCEPT CONTRACT NUMBER 2022-430 WITH SUPERIOR ASPHALT IN THE AMOUNT OF $44,962.50 PLUS SALES TAX FOR THE HARBOR SQUARE ASPHALT REPAIR 2022 CONTRACT AS COMPLETE. COMMISSIONER JOHNSTON SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY. CITY OF EDMONDS/PORT OF EDMONDS AGREEMENT REGARDING JOINTLY -OWNED PARKING LOT https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ Packet Pg. 113 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 Mr. McChesney reviewed that, as previously discussed, this agreement pertains to the Fishing Pier parking lot, which is co -owned by the Port and the City of Edmonds. The ownership is equal and undifferentiated. The obligations of each party are stipulated in the Parking Lot Agreement dated February 4, 1982. Subsequently, the City has added various utilities and appurtenances to support the Fishing Pier and other local City infrastructure, such as the Tsunami Warning Siren. Since the parking lot is jointly owned without differentiation, the requirement for specific easements to support these physical improvements may not be strictly necessary. However, it is necessary for the good order and management of the property to obtain some type of written documentation to memorialize the arrangements. Mr. McChesney referred to the draft agreement, which was attached to the Staff Report. He reviewed that the agreement was initially presented to the Commission for approval on August 29, 2022 as a Consent Agenda item. Upon further review, the Commission remanded the draft to an action item at a subsequent Commission meeting for additional discussion. Several potential flaws to the draft agreement were identified and tagged for revision. Necessary changes have since been made, with review and concurrency by Port Counsel, and the edits are shown in redline format. The City of Edmonds has agreed to accept the changes as presented to them. He recommended the Commission approve the Agreement Regarding Jointly -Owned Parking Lot between the City and Port as revised and presented. COMMISSIONER JOHNSTON MOVED THAT THE COMMISSION AUTHORIZE THE EXECUTIVE DIRECTOR TO SIGN THE SUBJECT AGREEMENT AS REVISED AND PRESENTED. COMMISSIONER ORVIS SECONDED THE MOTION, WHICH CARRIED UNANIMOUSLY. N-DOCK MID -MARINA ELECTRICAL FEEDER CONTRACT Mr. McChesney reviewed that the Commission declared an emergency on August 4, 2022 with Resolution Number 22-03 to address electrical repairs on N-Dock in mid marina that needed to be done immediately. The resolution allocated $100,000 and waived competitive bidding. In the interim, supply chain delays for pedestal breaker parts offered an opportunity to do a megger test of the line to determine exactly where the failure is. The scope of work was revised, and the Port took advantage of the delay to solicit contractors. They received two proposals, but one was deemed unresponsive because the contractor could not provide Longshore and Harbor Workers Insurance, which is required for in -water work. The Port icciiorl n rnntrnrt to \/allow Plortrir, (r%mnnnw of AAniint \/ornnn fnr (tFF QRC, nIiic tnv https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ I Packet Pg. 114 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 < y I IIIr I I IV I I L III II I I W-I JJI- Substantial completion is anticipated by October 31st. However, supply delays may extend 7.2.e this date. Commissioner Grant asked if the Port is looking ahead at other potential electrical problems. Mr. McChesney answered that the intent is to inspect all of the feeders going forward and make improvements, as needed. He said they are discovering that nearly all of the junction boxes will need to be replaced, as they are all original equipment, and inferior installation methods were used. Commissioner Grant noted that there is significant grant funding available for projects of this type. As the work will be moving forward in the near term, he suggested the Port submit grant applications, as appropriate. Mr. McChesney summarized that the Port has received good cooperation from the Edmonds Yacht Club, and Marina Operations staff did an excellent job moving boats around during the Coho Derby event, trying to find places with power and accommodating the customers. CITY OF EDMONDS REPORT Council Member Tibbott thanked the Port Commission and staff for the great partnership they have with the City of Edmonds. He said he enjoyed the presentations related to the Sea Notes Program and Puget Sound Express. He announced that Senior Planner, Mike Clugston, has been elevated to become the City's code writer. The City has committed to completing the Development Code Updates by the end of 2024, which coincides with completion of the Comprehensive Plan update. The updates will include minor code amendments to bring the code current, as well as major amendments to the Tree Code, Building Code, etc. At least some of the updates will apply to walkways around the Port. He is encouraged that there is now a timeline in place and a code writer on staff full time to move the update process forward. EXECUTIVE DIRECTOR'S REPORT Port Attorney Stephens advised that she would not be able to attend the Washington Public Port Association's (WPPA) Small Ports Seminar because all accommodations are full. However, she is interested in getting material from some of the sessions and will be in touch with the Commissioners who attend. https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ I Packet Pg. 115 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 Mr. McChesney said staff and Commissioner Grant met with Cameron Caldwell from Senator Cantwell's office. Ms. Williams prepared a nice presentation to draw attention to the Port's North Portwalk and Seawall Project for potential grant funding, and both projects seemed to be well received. Mr. McChesney reported that work continues on the new Administration/Maintenance Buildings. Supply chain issues are a problem and the project is now two -weeks behind in terms of pouring concrete as a result of the concrete strike. The Port has been advised that the footings would be poured on September 29th. The steel needed for the project is being fabricated now, and it appears it will be delivered on time. He summarized that the contractor is doing a good job of getting everything ordered in a timely fashion, and they are still working on some of the Leadership in Energy and Environmental Development (LEED) Certification questions. As advised at an earlier meeting, it appears that LEED Gold Certification will be out of reach without a significant cost, but the project will meet the requirements for LEED Silver Certification. COMMISSIONER'S COMMENTS AND COMMITTEE REPORTS Commissioner Johnston reported that he attended the Washington Public Port Association (WPPA) Environmental Seminar. His top takeaways include: • A discussion about relationships with tribes. The Port is fortunate to have a good relationship with the Tulalip Tribe, but some good suggestions were provided for those who are finding it challenging. Always keep conversations honest and keep negotiations with them early, meaningful and individual. • A discussion about climate action planning. It was noted that evidence of climate change includes storm surges, erosion, fire, extreme heat, etc. They stressed the importance of having a climate action plan to provide direction and policy for ports with regard to those issues. Not only are the plans the right thing to do, they strengthen a port's competitiveness for grant funding. They also result in longer -term commercial success and protect and sustain social license to operate. They discussed the need for emission inventories and forecasts, noting there are emission sources that can and cannot be controlled. From the standpoint of opportunity, look for utility rebates and discounts, etc. Also, be aware of new building code requirements that pertain to climate change issues. Dana Horton, Lobbyist for the Pacific Northwest Waterways Association, invited ports to share inventory results they might have if they decide to do a carbon emissions inventory. https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ I Packet Pg. 116 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 • The big issue of discussion was that permitting is a mess, and there doesn't seem to be a clear end in sight. There is a lot of conflict between the Corps of Engineers and the National Marine Fisheries Service, and the Pacific Northwest Waterways Association, in concert with others, has left for Washington to discuss the situation with various legislators. Mr. McChesney advised that staff met with the project team for the North Portwalk and Seawall Project this morning where Steve Quarterman from Landau Associates provided an update on permitting. He said he would invite Mr. Quarterman and the project engineer to update the Commission on the status of the permits. Using a mitigation calculator, Mr. Quarterman has been able to determine that the Port will likely be able to satisfy the mitigation requirement, subject to review by National Marine Fisheries Service, by purchasing credits from the Blue Heron Mitigation Bank. Based on the calculator, the Port will need to purchase four credits, at a cost of about $16,000 each. He pointed out that it would be much more costly for the Port to design its own mitigation project. Commissioner Harris noted that the Port would be interested in contributing funds toward a project at the marsh to satisfy the mitigation requirement, but that is not an option at this point. Mr. McChesney agreed that the Port's early direction was a preference to do mitigation at the marsh, but the Port would have to design the project. The Blue Heron Mitigation Bank, which was developed by the Port of Everett, is ready to go. Commissioner Johnston voiced his belief that significant mitigation of the marsh could be five to ten years out. • They talked about how National and State Environmental Policy Acts were modified by the Trump Administration. It looks like some of the requirements will be restored, but not all of them. They will continue to look at greenhouse gas emissions, both upstream and downstream of projects, but to what extent is still being ironed out. • There is a consortium of interests that spun out of the Southern Resident Killer Whale Task Force, which was disbanded in early 2020, dealing with underwater noise and other factors that continue to disturb marine wildlife. The Port of Seattle is taking the lead in this effort. • During the "Show Something Cool," session, the Ports of Vancouver and Bellingham shared projects related to the treatment of stormwater, which might have some relevance to the Port's issues. Commissioner Orvis asked if there is potential that, by the time North Portwalk and Seawall Project gets started, the Port will come under intense pressure to spend its mitigation dollars on the marsh. Mr. McChesney agreed that is a high likelihood. In addition to the mitigation that the Federal Government will impose, the City of Edmonds, via its jurisdiction over the https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ I Packet Pg. 117 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 7.2.e Shoreline Master Program, may require additional mitigation, similar to what was required with the Jacobsen's Marine project. Commissioner Johnston suggested the Port could lead the charge by thinking about what it would be willing to do and offer that up. The remainder of the Commissioners agreed that they should consider potential City requirements well in advance. Commissioner Grant said he also attended the WPPA Environmental Seminar, where he enjoyed hearing about the National Environmental Policy Act changes. He found it interesting that Congress adequately funded The Army Cops of Engineers, which should assist in processing applications. However, they did not additionally fund NOAA for their requirements. He expects the Corps will be able to streamline things, but that doesn't mean anyone else will. Commissioner Johnston said it was interesting to learn that the Corps of Engineers will be allowed to proceed with maintaining all of its facilities, but everyone else has to jump through the permitting hoops. Commissioner Grant reported that he has attended a number of Edmonds City Council Meetings, and he and Commissioner Preston attended a Woodway Town Council meeting. He also advised that the incoming WPPA Executive Director spoke to him about the Cyber Taskforce, which is set to move forward. Commissioner Preston said he attended the WPPA Environmental Seminar, as well as the Woodway Town Council meeting. He said he plans to attend the Economic Alliance of Snohomish County's (EASCs) Coffee Chat on September 27th, as well as the Elected Officials Meeting in October. He announced he would attend the WPPA Small Ports Conference, noting that the WPPA will now have a Communications Committee. He announced that Commissioner Grant would attend the Northwest Marine Trade Association (NMTA) meeting. Commissioner Preston reminded the Commissioners that their October 31st meeting was rescheduled to November 1st. Ms. Drennan announced that the state audit will start next week. ADJOURNMENT The Commission meeting was adjourned at 8:20 p.m. Respectfully submitted, Jim Orvis https://www. portofed monds.org/com mission-meeting-minutes-9-26-22/ Packet Pg. 118 10/20/22, 11:35 AM Port Of Edmonds I Commission Meeting Minutes 9-26-22 Port Commission Secretary TAGS: 2022 Port of Edmonds Commission Meeting Minutes (https://www.portofedmonds.org/tag/2022-port-of-edmonds-commission-meeting- minutes/), City of Edmonds Port of Edmonds Agreement regarding jointly owned parking lot (https://www.portofedmonds.org/tag/city-of-edmonds-port-of- edmonds-agreement-regarding-jointly-owned-parking-lot/), Harbor Square Asphalt Repair as Complete- Contract # 2022-430 (https://www.portofedmonds.org/tag/harbor-square-asphalt-repair-as-complete- contract-2022-430/), N-Dock mid -marina electrical feeder contract (https://www.portofedmonds.org/tag/n-dock-mid-marina-electrical-feeder- contract/), Puget Sound Express (https://www.portofedmonds.org/tag/puget- sound-express/), Sarah Hanke (https://www.portofedmonds.org/tag/sarah- hanke/), Sea Notes at the Marina Recap (https://www.portofedmonds.org/tag/sea-notes-at-the-marina-recap/) 7.2.e https://www.portofedmonds.org/commission-meeting-minutes-9-26-22/ I Packet Pg. 119 7.2.f SNOHOMISH COUNTY SNOHOMISH COUNTY 911 BOARD OF DIRECTORS SPECIAL MEETING AGENDA September 22, 2022 at 10:00 a.m. Web Conference — Join Zoom Meeting https://us02web.zoom.us/j/86000466014?pwd=YWxBbE9HMIJuT2ZXMmtYVU8rSnBkUT09 r L Meeting ID: 860 0046 6014, Passcode: 195881 0 or dial +1 253 215 8782 W aD a� Physical location: Everett Police South Precinct, 1121 SE Everett Mall Way, Everett, WA Please note that most Board members and staff attend the meeting remotely. However, E 0 pursuant to RCW 42.30, a physical location is also provided. 0 0 1. Call to Order �a A. Roll Call m a� B. Announcements r 2. Public Comments p 3. Old Business N A. 2023 Budget........................................................................................................2 B. Dispatcher Engagement Resolution 2022-05.......................................................9 4. New Business 5. Good of the Order 6. Adjourn Packet Pg. 120 I 7.2.f I Action Proposal Form Date: Sept 20, 2022 Title: 2023 Budget (Second Revision) Background / Purpose: SNOHOMISH COUNTY Board support for this engagement is firm, however, there remain concerns about adding costs when the agency is struggling to fill existing vacancies, combined with the current economic uncertainty related to a potential recession. The agency is requesting 12 additional dispatchers to implement the DEI (Dispatcher Engagement Initiative). Each of the following options has been proposed with the addition of Option D added after the September Regular Board Meeting. Option A: Authorize 8 included in 2023 budget and 4 in 2024 (Original August request) Option B: Authorize all 12 positions in 2023 with funding for 6 dispatchers in 2023 and the remaining from undesignated reserves. Staff Recommendation) Option C: Authorize all 12 positions in 2023 with funding for 6 dispatchers occurring in May 2023 and the remaining from undesignated reserves. Option D: Approval of budget with no additional dispatch staff funded from Operating Budget. If satisfactory progress is made, staff will request the additional 6 dispatchers to be funded from existing Reserves in 2023. Summary of actions occurring with approval of the 2023 Budget effective 10/1/2022: • Elimination of HR & Finance Director position • Elimination of Finance Manager position • Addition of Finance Director Grade 16 • Reclassification of Finance Analyst/Contracts Administrator to Sr. Finance Analyst/Contracts Administrator Grade 14 • Reclassification of Recruiter to HR Generalist Grade 13 • Conversion of temporary Finance Coordinator to permanent Finance Coordinator • Title change of HR Coordinator to HR Generalist • Title Change of (1) one Admin. Assistant to Executive Assistant • Title Change of (1) one Admin. Assistant to Records Coordinator • Authorization to begin negotiations with the union on engagement schedule Suggested Action/Recommendation: Approve the 2023 Budget as Option appointive wage grid effective 1/1/2023. Funding: Operating Fund 70 as presented, that includes the new Packet Pg. 121 1 7.2.f Option D Budget & Assessment Worksheet SNOHOM ISH COUNTY 911 Operating Budget with Prior Year Comparison Ordinary Income/Expense Income 4020 Dispatch Services (Assessments) 4040 E911 Excise Tax Revenue 4045 Emergency Communications Sales Tax Revenue 4200 - Miscellaneous Income 4290 • Other Misc Income Total 4200 • Miscellaneous Income Total Income Expense Total 5000 Payroll Expenses Total 6000 Reimbursed Expenses Total 6150 Professional Fees Total 6200 Administrative Support Total 6201 Operating Contingency Total 6225 • Recognition Total6250 Rent Total6252 Utilities Total 6300 Repairs & Maintenance Total 6350 Insurance Total6400 Communication Total 6500 Training & Travel Total 6600 • Minor Capital Equipment Total 6700 • Office Supplies Total Expense Funding Sources Total from E911 Funds Total from Emergency Communications Sales Tax Revenue Total from Police Contract Members Total from Fire Contract Members Total Other Miscellaneous Income Total from Operating Assessements Note: This is a budget worksheet and subject to change. 2022 2023 $ Change % Change $ 16,710,256 $ 16,848,329 $ 138,073 0.83% $ 6,608,979 $ 6,929,602 $ 320,624 4.85% $ 2,000,000 $ 3,500,000 $ 1,500,000 75.00% $ 715,463 $ 1,131,376 $ 415,914 58.13% $ 715,463 $ 1,131,376 $ 415,914 58.13% $ 26,034,697 $ 28,409,308 $ 2,374,610 9.12% $ 20,853,430 $ 22,975,871 $ 2,122,440 10.18% $ 188,000 $ 116,000 $ (72,000) -38.30% $ 259,000 $ 275,500 $ 16,500 6.37% $ 124,350 $ 157,900 $ 33,550 26.98% $ 508,719 $ 295,066 $ (213,653) -42.00% $ 10,000 $ 10,000 $ - 0.00% $ 1,006,100 $ 1,055,806 $ 49,706 4.94% $ 104,000 $ 115,000 $ 11,000 10.58% $ 2,383,498 $ 2,592,065 $ 208,567 8.75% $ 145,000 $ 300,000 $ 155,000 106.90% $ 102,600 $ 114,500 $ 11,900 11.60% $ 136,000 $ 172,600 $ 36,600 26.91 % $ 149,000 $ 164,000 $ 15,000 10.07% $ 65,000 $ 65,000 $ - 0.00% $ 26,034,697 $ 28,409,308 $ 2,374,610 9.12% $ 6,608,979 $ 6,929,602 $ 320,624 4.85% $ 2,000,000 $ 3,500,000 $ 1,500,000 75.00% $ 98,107 $ 12,216 $ 715,463 $ 1,021,053 $ 305,590 42.71 % $ 16,710,256 $ 16,848,329 $ 138,073 0.83% $ 26,034,697 $ 28,409,308 $ 2,264,287 9.12% w Packet Pg. 122 7.2.f 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 Option D Budget & Assessment Worksheet Agency 2022 SN0911 Assessment 2023 SN0911 Assessment Total 2023 Assessment Change $ Total Assessment Change % Arlington Police $ 311,863 $ 310,386 $ 1,477 -0.47% Brier Fire SCF Contract $ 42,936 $ 42,930 $ 6 -0.01% Brier Police $ 81,682 $ 79,494 $ 2,188 -2.68% Darrin ton Police $ 17,884 $ 18,036 $ 153 0.85% Edmonds Fire SCF Contract $ 386,184 $ 382,941 $ 3,243 -0.84% Edmonds Police $ 578,753 $ 577,026 $ 1,727 -0.30% Everett Fire $ 1,184,116 $ 1,192,066 $ 7,950 0.679/6 Everett Police $ 2,165,595 $ 2,187,182 $ 21,587 1.009/6 Fire $ 233,172 $ 233,961 $ 789 0.34% Fire 5 $ 67,205 $ 72,291 $ 5,085 7.57% Snohomish Regional Fire & Rescue $ 971,218 $ 996,584 $ 25,367 2.61% Fire 15 $ 46,799 $ 45,484 $ 1,315 -2.81% Fire 16 $ 19,295 $ 20,130 $ 836 4.33% Fire 17 $ 106,666 $ 108,841 $ 2,175 2.04°/u Fire 19 $ 28,078 $ 29,765 $ 1,688 6.019/6 Fire 21 $ 59,392 $ 60,679 $ 1,287 2.17% Fire 22 $ 34,815 $ 35,765 $ 951 2.73% Fire23 $ 4,561 $ 4,053 $ 508 -11.14% Fire 24 $ 27,610 $ 27,158 $ 451 -1.64% Fire 25 $ 6,922 $ 6,991 $ 69 1.00% Fire 26 $ 48,588 $ 49,164 $ 575 1.18 Fire27 $ 2,154 $ 2,118 $ 36 -1.69% Gold Bar Police $ 30,839 $ 29,823 $ 1,016 -3.29% Granite Falls Police $ 62,208 $ 64,165 $ 1,958 3.15% Lake Stevens Police $ 379,215 $ 406,305 $ 27,091 7.14% Lynnwood Police $ 603,026 $ 588,659 $ 14,367 -2.38% Marysville RFA $ 720,236 $ 711,495 $ 8,741 -1.21% Marysville Police $ 1,096,470 $ 1,116,559 $ 20,088 1.83% Mill Creek Fire Joined SCF RFA 8/2022 $ 154,091 $ 157,994 $ 3,903 2.53% Mill Creek Police $ 253,579 $ 251,633 $ 1,946 -0.77% MLT Fire SCF Contract $ 170,401 $ 174,782 $ 4,381 2.57% MLT Police $ 264,154 $ 274,894 $ 10,739 4.07% Monroe Police $ 268,952 $ 258,980 $ 9,972 -3.71% Mukilteo Fire $ 170,080 $ 167,680 $ 2,400 -1.41% Mukilteo Police $ 438,210 $ 438,276 $ 66 0.02% North Count RFA Includes Stanwood & Arlington) $ 406,609 $ 413,213 $ 6,605 1.62% South County Fire RFA Includes Lynnwood, Mill Creek $ 1,406,344 $ 1,424,357 $ 18,013 1.280/ SCSO uninco $ 3,518,555 $ 3,547,901 $ 29,346 0.83% Snohomish Police $ 149,915 $ 146,493 $ 3,422 -2.28% Stanwood Police $ 110,173 $ 109,841 $ 332 -0.30% Sultan Police $ 59,492 $ 60,559 $ 1,067 1.799/6 Woodway Police $ 22,219 $ 21,674 $ (545) -2.459/6 $ 16,710,256 $ 16,848,329 $ 138,073 0.83% Airport Fire $8,724 $ 8,842 $ 118 1.36% Fire Marshall $1,751 $ 3,374 $ 1,623 92.67% Stilla uamish Police $74,530 $ 98,107 $ 23,578 31.64% Tulalip Police Radio Subscription N/A $ 46,053 N/A I N/A Calls for Service %Change in Calls for Service Assessed Valuation 2022 % Change in Assessed Valuation Population %Change in Population 23,313 -6.50% $ 3,669,525,566.00 9.49% 21,260 3.20% 425 1.31% $ 1,714,878,621 11.80% 6,590 -2.51% 3,751 -9.65% $ 1,714,878,621 11.80% 6,590 -2.51% 1,298 -6.22% $ 201,564,014 14.94% 1,490 4.93% 5,281 0.48% $ 12,578,962,335 7.99% 42,980 1.20% 28,475 -4.53% $ 12,578,962,335 7.99% 42,980 1.20% 21,773 3.89% $ 22,275,345,974 5.87% 113,300 0.53% 126,854 -4.67% $ 22,275,345,974 5.87% 113,300 0.53% 3,395 2.38% $ 6,317,439,921 9.85% 29,794 0.94% 1,146 13.42% $ 1,535,455,065 18.13% 9,389 3.77% 11,487 4.28% $ 32,764,631,920 12.68% 156,122 3.94% 869 -0.74% $ 589,920,800 12.21% 4,872 -5.62% 222 13.85% $ 716,111,152 9.99% 3,079 3.25% 1,727 4.26% $ 2,319,425,026 16.56% 14,052 2.95% 463 11.45% $ 728,889,784 13.77% 3,562 1.39% 802 6.23% $ 1,660,556,323 12.71% 9,160 -0.73% 459 6.37% $ 1,095,575,363 16.20% 5,084 -2.62% 79 -11.73% $ 61,021,867 5.94% 361 -1.90% 471 -1.15% $ 472,362,447 13.37% 3,250 -0.18% 96 -4.00% $ 168,208,909 10.61% 1,100 16.16% 897 2.99 % $ 767,399,131 11.44 % 5,449 3.06% 31 -1.59% $ 91,815,894 9.47% 91 8.33% 2,288 -11.09% $ 269,832,596 13.33% 2,290 6.51% 4,889 -3.77% $ 648,388,659 18.66% 4,705 20.64% 24,935 -1.86% $ 6,070,151,750 14.56% 40,700 23.04% 36,853 -6.05% $ 8,481,263,134 6.63% 38,740 -2.17% 12,027 -1.23% $ 13,486,754,984 12.33% 85,725 3.29% 63,735 -4.37% $ 10,902,282,244 12.05% 72,380 6.72% 2,011 5.10% $ 5,094,563,007 9.29% 21,510 4.47% 12,164 -7.73% $ 5,094,563,007 9.29% 21,510 4.47% 2,689 6.26% $ 4,154,980,609 8.55% 22,070 2.22% 15,751 2.34% $ 4,154,980,609 8.55% 22,070 2.22% 18,397 -10.20% $ 3,395,678,937 8.98% 19,700 2.34% 2,044 0.79% $ 6,009,246,123 5.35% 21,590 1.12% 30,027 -3.88% $ 6,009,246,123 5.35% 21,590 1.12% 7,068 4.11% $ 8,406,437,602 10.68% 45,277 3.39% 20,178 4.93% $ 37,145,684,184 10.38% 197,574 -0.24% 183,095 -4.32% $ 73,569,317,038 11.98% 371,915 1.71% 10,600 -7.85% $ 1,976,299,139 7.77% 10,200 0.00% 8,005 -10.43% $ 1,291,025,316 13.68% 8,405 19.73% 3,761 -10.50% $ 835,169,926 24.40% 6,260 20.85% 589 -10.08%1 $ 863,363,076 9.19% 1,330 -1.48% Budget Worksheet - Subject to Change A Packet Pg. 123 4 7.2.f I Executive Summary Date: 07/18/2022 Title: Breaking the 9-1-1 Staffing Paradigm SNOHOMISA COUNTY !911 The purpose of this executive summary is to provide an introduction and review of a long-standing staffing issue plaguing 911 centers around the country, discuss the specific impacts on Snohomish County 9-1-1, and provide a basis of information to support a fundamental change to the dispatcher schedule, and ultimately the budget to support it. Background Across the country the 9-1-1 industry has historically experienced a high attrition rate when compared to other labor markets, including other public safety positions such as police and fire departments. SNO911 is not immune to the myriad of factors that influence employee retention and we wish to break free of what we believe is a major contributor. High Stress Demanding Critical Job: 911 dispatchers are a lifeline for those in crisis and have strict protocols to follow which include time - pressures to rapidly access, process, relay and track information within dynamic situations. Dispatchers are also a lifeline for responders who are often in hazardous situations and who depend on 9-1-1 staff to quickly respond to their needs & demands. Many factors, including the psychological stress caused by the nature of interactions with the public and responders, contributes to the stresses on dispatchers. In a busy center like SNO911 where dispatchers are managing 1,500 to 2,000 incidents every day this type of work is extremely challenging, often with very little idle time between events. Unique "Problem" for 9-1-1 Centers: Like most 9-1-1 centers in the nation, our agency's deployment model allocates 100% of Center Staff working on the dispatch floor. There is no time built in for continued education, staff meetings, required training, policy review or other workforce investments common in most other industries. While staffing 100% of their time as dispatchers is efficient, it does not recognize the importance that most of us take for granted in our jobs. All their work time is spent functioning as a dispatcher, meaning they are handling 911 calls and/or working a radio positions or managing the related duties of this position during their entire shift. Any time "off the floor" carries the operational impacts of running short staffed, so by design we strive to limit doing this. Most training and information sharing are completed on shift while simultaneously processing 9-1-1 calls and/or dispatching police and fire. The net result isn't surprising in that the agency often struggles to implement change and engage with our workforce. With the passing of SB5555, which will establish standards for our dispatchers, we expect the requirements for being a dispatcher to grow. Once a newly hired dispatcher completes their training, all work time is shift -work on a position in the center. Unlike counterparts in Fire & Law Enforcement or most other work settings, there are no shift - briefings, out -of -service trainings, one -on -ones, team building or other functions common in most workplaces. Staff Meetings are held periodically, however, they carry the aforementioned operational Packet Pg. 124 1 I 7.2.f I challenges and require over -time for most staff who due to staffing challenges area I ready working extra hours. The Association of Public Safety Communication Officials (APCO) Project Retains Staffing and Retention Study back in 2005 found the national average turnover rate is 17% and can be as high as 56% even at large PSAPs. This study was revised in 2017 and has updated the average retention rate to 71%, indicating turnover as a growing problem. The post -pandemic labor market has created even more competition for talent which has generated additional stress for staff and this industry. Turnover in our nation's 9-1-1 centers is a longstanding, known problem. Employee Engagement is Lacking: There is a common theme in exit interviews which is a strong connection with co-workers and our mission, but a strong disconnection from the overall agency. For a group that spends 100% of their time in the 9-1-1 center this isn't surprising. We know SNO911 has an inspiring and critical mission, however our staffing model limits what is possible. Industry staffing models recommend an agency account for turn -over and hire accordingly (more people), however our leadership team doesn't believe this level of attrition is acceptable and is aiming to address the root of the problem - attrition itself. Long Term Efforts Since the 2017 consolidation SNO911 has been working to respond to these retention factors by improving the relationship with our most important asset, our employees. In 2019 an employee survey indicated a strong passion for the mission. Our employees are proud of the job they do and see working in 9-1-1 as a rewarding career. The agency has taken a variety of steps to implement the feedback that included a strong desire for improved work/life balance which set the course for the negotiation and implementation of a new 12-hour schedule implemented earlier this year. This new schedule is a major step toward increasing work/life balance and improved job satisfaction, but there is still more that needs to be done. As mentioned above, we must make time for more opportunities for our staff to engage with the agency, invest in their future in the organization, and make meaningful and lasting connections. The 12-hour schedule has improved work/life balance and we now must make improvements to the work experience. Investing in our Workforce We are developing a new staffing model that not only meets the needs of the 9-1-1 operations, but responds in a meaningful way to the issues that have been discussed in this summary that have plagued our ability to retain our employees. This new model breaks the traditional paradigm of scheduling 100% of dispatcher staff time working a position (On -Shift) within the center. We are modeling an approach that will maintain on -shift work of 90%+ and developing programs for required participation in training, CE, team meetings, wellness, policy review and professional development. We believe that these investments will result in improved engagement, increased employee morale and satisfaction, improved ability to drive change, support a healthier and happier workforce, and improved work/life balance. The new staffing model for dispatchers reduces the work -week to between 37-39 hours where 36 hours are spent working in the Center and the remaining time is spent on the aforementioned Packet Pg. 125 1 I 7.2.f I engagements. This investment will give SN0911 a competitive advantage in the labor market overtime. We know there is a direct correlation between employee engagement and attrition. Summary: We are seeking funding to add 9-1-1 Dispatchers to do two things: First is to build time off the floor into our staffing models aimed at improving the work experience through dedicated time for staff meetings, policy review, certification, continued education, health & well-being and professional development. We believe as do many who study engagement, that this will have a marked improvement in employee commitment and reduce turn-overwhile also investing and developingthese professionals in ways we have struggled with in the past. The second is to recognize these professionals for what they are. With the passing of SB5555 in Washington and as is occurring in other states, is to acknowledge that 9-1-1 Dispatchers are Public Safety Professionals and provide for a schedule that gives them an improved work/life balance. In doing so we believe we will further improve employee engagement and also make SN0911 an increasingly appealing place to be a 9-1-1 Dispatcher. Image 1: Schedule Comparisons between traditional 8-hr schedule, current 12-hour, a transitional 12-hour engagement schedule and a full engagement schedules. 8HOUR DS D5 D6 D7 VVK1 W W W0 O WK2 W jD2D3 W W O D WK3 W W W O O WK4 W W W ❑ O 12-HR (Current] D1 D2 D3 D5 D6 D7 WKl W W w c 0 0 0 WK2 W W W W D 0 0 WK3 W W W C 00 O WK4 W WWW O ❑ O 12-Hr Engagement IT] DI D6 D7 WK1 W 0 0 0 WK2 W JD3DS O 0 0 WK3 W O E O WK4 W O O O 12-Hr Engagement =MEEL'iim�m MMOOMMM0 ®©©©00M0 ®©©©®0©M M©©©00M0 Breakdown Work Days 20 Days Off 8 on -call 0 Engagement 0 ❑n Shift Hours 160 Efficiency I10096 Work Days 14 Days Off 12 On -Call 2 Engagement 0 On Shift Hours 168 Efficiency I595 Work Days+T 13 Days Off 12 On -Call 2 Engagement 4 On Shift Hours 156 Efficiency I395 Work Days 12 Days Off 13 on -Call 2 Engagement 1 On Shift Hours 144 Efficiency AD% W Work------- i C On -Call a Off En a ement i T Voluntary OT Packet Pg. 126 1 I 7.2.f I References: https://www.apcointl.org/services/staffing-retention/project-retains/#study Project RETAINS: Staffing and Retention in Public Safety Answering Points (PSAPs): A Supplemental Study https://www.proguest.com/openview/0980584bcde7c867b1ecd389d2e38965/1?pq- origsite=gscholar&cbl=18750 The Relationship Between Employee Engagement and Employee Retention in an Acute Healthcare Hospital. Patrice M. Wegner The results of this research promote social change by demonstrating that increased employee engagement levels result in increased employee retention rates. Creating a thriving work force by providing meaningful jobs facilitates social change by having a positive financial impact on both employees and organizations. A critical element for achieving and engaged workforce is to recognize what factors influence employee engagement. https://www.shrm.org/resourcesandtools/tools-and- samples/tool kits/pages/sustainingem ployeeengagement.aspx Executives from around the world say that enhancing employee engagement is one of their top five global business strategies. Not only does engagement have the potential to significantly affect employee retention, productivity and loyalty, it is also a key link to customer satisfaction, company reputation and overall stakeholder value. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial- su rvey-2016-exec-su m ma ry. pdf The 2016 Deloitte Millennial Survey Winning over the next generation of leaders. Packet Pg. 127 1 7.2.f SNOHSAUSH COUNTY 911 RESOLUTION 2022-05 A RESOLUTION OF THE BOARD OF DIRECTORS OF SNOHOMISH COUNTY 911 (SN0911) DECLARATION OF SUPPORT FOR 911 EMERGENCY DISPATCHER ENGAGEMENT INITIATIVE WHEREAS, SN0911 provides emergency communications to the public and to Snohomish County Law Enforcement, Fire & EMS agencies; and WHEREAS, with the passing of Senate Bill 5555 Washington State now recognizes 911 Dispatchers as first responders; and WHEREAS, 911 emergency dispatchers are the first of the first responders and provide a steady support, efficient triage and expert instructions to those who call 911 acting as a true lifeline; and WHEREAS, 911 emergency dispatchers provide a constant and vigilant watch over our law enforcement, fire and EMS responders to help ensure their safety so they can help those in need; and WHEREAS, 911 emergency dispatchers consistently respond to and take care of members of the community in times of extreme duress, and working in this field exposes our most important assets to a continuous level of stress; and WHEREAS, SN0911 is directly responding to 911 emergency dispatcher fatigue, burnout, and accumulation of stress through the development of this Dispatcher Engagement Initiative; NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF SNOHOMISH COUNTY 911, as follows: 1) We have a deep respect for the job of emergency dispatchers and their commitment to a mission of service that ineluies the dedicated execution of their duties around the clock. 2) We recognize the stress of the job, which includes responding to all types of emergencies, from the routine to the most tragic, that occur in our community. 3) We strongly support all SN0911 employees and desire to retain these dedicated and capable professionals. 4) We strongly support the Dispatcher Engagement Initiative focused on improving SN091 l's engagement with our 911 dispatchers through meaningful changes in the work experience, seeking to make improvements towards a healthy work life balance and allow SNO911 to provide instruction, training and professional development of these important professionals. Packet Pg. 128 7.2.f This resolution is effective September 22nd 2022. Adoption. ADOPTED by the Snohomish County 911 Board of Directors on the 22nd day of September 2022. 7 C Boar resident Snohomish CountC91IBoardof erectors Attest this 22nd day of September, 2022 Packet Pg. 129 7.2.g WRIA 8 Updates and Committee Reports September 15, 2022 Puget Sound Regional Update —The Puget Sound Salmon Recovery Council (PS SRC) last met on July 28. The meeting focused on: o NOAA federal funding opportunities. o Decision on allocation of supplemental funding through the state Salmon Recovery Funding Board. o Decision on how to rank the Puget Sound Acquisition and Restoration Large Capital project list. o Presentation on tribal treaty rights. o Presentation from Puget Sound Regional Council on salmon connections with their long-range regional planning. o Review of Puget Sound Partnership's "Restore Salmon Runs" budget decision package. o Decision on next steps to develop a suite of "Legacy Portfolio Projects". o Update from the Legislative Committee in preparation for the upcoming legislative o Presentation from NOAA on the Chinook Five -Year Status Review. The PS SRC is scheduled to meet next on September 29. Diane Buckshnis, Edmonds City Councilmember, and Jason Mulvihill -Kuntz represent WRIA 8. The South Central Action Area Caucus (Local Integrating Organization (LIO)) last met on June 2. Currently, discussions are focused on work planning priorities for the 2023 LIO contract. Jason Mulvihill -Kuntz represents WRIA 8 on the LIO. • WRIA 8 staffing — Renee Leichliter was hired in August to join the WRIA 8 team as the new Administrative Coordinator. She looks forward to meeting WRIA 8 partners and supporting salmon recovery efforts in the watershed. Partners should expect to see communications from Renee. She can be reached at rleichliter@kingcounty.gov or 206-848-0836. Please join us in welcoming Renee to WRIA 8! WRIA 8 sponsored tours and site visits — WRIA 8 is coordinating a series of site visit opportunities this summer/fall for Salmon Recovery Council partners, state legislators, members of Congress, and funders. WRIA 8 sponsored a tour of the Ballard Locks in partnership with Long Live the Kings on Friday, September 91h. We are hosting two more events — a tour of the Issaquah Salmon Hatchery on September 20th and a gathering for Salmon Recovery Council members at Lake Sammamish State Park on September 28tn Please RSVP for those if you have not already and contact Carrie Byron (cbvron@kingcounty.gov) with any questions. Packet Pg. 130 7.2.g Small funding award program — WRIA 8 is rolling out a small grant awards program later this month using carryforward funds and PSAR capacity funds to support an additional funding round (please see the memo in the meeting packet). The purpose of this program is to support innovative or conceptual projects with smaller grant awards, and to fund projects that might not compete well in our traditional Salmon Recovery Funding Board (SRFB)/Puget Sound Acquisition and Restoration (PSAR) and Cooperative Watershed Management (CWM) grant rounds. We are encouraging proposals that contribute to early stages of future capital project development and/or incorporate equity and environmental justice principles into salmon recovery work. We plan to release the RFP for this program on September 16 and will bring a list of funding recommendations to the SRC in November for approval. Please reach out to Carrie Byron (cbyron@kingcounty.gov) if you have any questions about this program. • Status of fish returns — Each year Washington Department of Fish and Wildlife and the Muckleshoot Indian Tribe count numbers of salmon returning through the Ballard Locks between June 12 and October 2. As of September 5, the sockeye run is —100% complete, the Chinook run —94% complete, and the coho run —14% complete. Although returns remain below recovery targets, the locks counts are substantially higher than was forecasted for the year, as follows: Forecasted Count as of 9/5 10-Yr Average 5-Yr Avera sockeye —10,200 43,289 72,702 48,787 Chinook —5,200 coho—14,300 15,942 8,409 8,882 405 2,442 1,866 "Note In recent years, numbers predicted by the locks count data have been much higher than what is observed reaching the hatcheries and spawning grounds. There are many potential reasons for this discrepancy, but right now the cause(s) are unknown. Salmon SEEson —The WRIA 8-led Salmon SEEson program kicked off in September. When salmon return each fall, the program coordinates with partners to highlight and promote opportunities for the public to see salmon in local streams and rivers. This fall, the Salmon SEEson website provides a map and details for several self -guided viewing locations as well as in -person interpretive viewing opportunities. Salmon SEEson is coordinated by WRIA 8 with additional sponsorship support from the Saving Water Partnership, Duwamish Alive Coalition, the Green/Duwamish and Central Puget Sound Watershed, the Snoqualmie Watershed Forum, and King County. • WRIA 8 E-News — The August edition of the WRIA 8 E-news included the following topics and updates: Recap of project tours with Congresswoman Kim Schrier, highlighting the 2022 Salmon SEEson program, information about the King County Flood Management Plan update and opportunities to participate in a partner planning committee, news about volunteer restoration efforts at the Edmonds Marsh, EPA approval of the 2022-2026 Puget Sound Action Agenda, media stories about salmon, and announcements of recent funding opportunities and project updates . The next edition is scheduled for October. Please submit proposed topics to Renee Leichliter (rleichliter@kingcounty.gov). Packet Pg. 131 7.2.g WRIA 8 Committee Reports WRIA 8 SRC Diversity, Equity, and Inclusion (DEI) Subcommittee meeting — The Diversity, Equity, and Inclusion (DEI) Subcommittee continues to focus on implementation of WRIA 8's DEI Strategic Plan. The DEI Subcommittee met in August to consider DEI aspects of the proposed WRIA 8 small -grant round. WRIA 8 Technical Committee — The WRIA 8 Technical Committee met in July and August. The July meeting included discussion of our approach to setting monitoring and assessment priorities, proposal review, and funding decisions; feedback on proposed changes to WRIA 8's lake shoreline habitat goals; and sharing updates from around the basin. The August meeting included a presentation by Dave Beauchamp on his team at USGS on studies of artificial light at night levels in WRIA 8 and their effects on predation threats to juvenile salmon in the watershed; and feedback on Technical Committee meetings moving forward including the possibility of meeting in -person, meeting frequency, the potential for combining with Implementation Committee meetings, and any other suggestions for future meetings. WRIA 8 Implementation Committee — The Implementation Committee met on September 6. Meeting topics included updates and announcements, review of the WRIA 8 Management Committee's 2023 budget and work plan recommendation, discussion of a new WRIA 8 small project development funding program, review of the Legislative Subcommittee's 2023 legislative priorities recommendation, feedback and discussion on future in -person meetings and the possibility of combing the Implementation and Technical committees into a single committee, and review of Salmon Recovery Council meeting topics. Legislative Subcommittee — The newly formed WRIA 8 Legislative Subcommittee met on August 29 to review draft proposed 2023 legislative priorities and develop a recommendation for Salmon Recovery Council approval. The Subcommittee also reviewed draft letters to the Governor and to members of the Washington State Congressional delegation to communicate state and federal priorities, respectively. The Subcommittee will continue to meet periodically and as needed during the 2023-2025 state legislative session to discuss emerging legislation and funding proposals to assess how they align with WIRA 8's priorities and recommend taking action in support. Packet Pg. 132 8.1 City Council Agenda Item Meeting Date: 10/25/2022 Approval of Council Special PSPHSP Committee Minutes of October 14, 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: PSPHSP101422 Packet Pg. 133 8.1.a PUBLIC SAFETY, PLANNING, HUMAN SERVICES & PERSONNEL COMMITTEE SPECIAL MEETING October 14, 2022 Elected Officials Participating Virtually Staff Participating Virtually Councilmember Susan Paine (Chair) Susan McLaughlin, Development Services Director Council President Vivian Olson (ex-officio) Rod Sniffen, Assistant Police Chief Shannon Burley, Deputy Parks, Rec. & Human Serv. Dir. Chuck Wallace, Safety & Disaster Coordinator Sharon Cates, City Attorney's Office Scott Passey, City Clerk 1. CALL TO ORDER The Edmonds City Council virtual online PSPHSP Committee meeting was called to order at 11:00 a.m. by Councilmember Paine. 2. COMMITTEE BUSINESS Associate Planner - Job Description Change To Associate Transportation Planner Ms. McLaughlin explained when she joined the City, she saw a need to adapt the existing associated planner position which will still provide permitting resources but will also specialize in transportation, mobility and public spaces, manage the Complete Streets program, develop policies for multimodal transportation, work with public works on long range planning needs such as the transportation element of the comprehensive plan and collaborate with public works on the CIP/CFP to ensure it aligns with the comprehensive plan policies and vision. The proposed job description is attached to the packet. Questions and discussion followed regarding the intent for the Complete Streets Taskforce be internal, how the position will work with the traffic engineer and police department, and adding language in the position purpose "in accordance with adopted comprehensive plan and climate goals adopted by council." Committee recommendation: Consent Agenda with language added to the position purpose. 2. Departmental Name Change Ms. McLaughlin explained when she joined the City, she felt the name "development services" did not represent the large body of work the department does which includes planning. She proposed formalizing the name change to "planning & development" which also hints at the relationship with engineering in public works which is a large part of the development permit process. The proposed name change is also consistent with other jurisdictions in the state and nation. Questions and discussion followed regarding support for adding "planning" to the department name, updating the code to reflect the name change, caution about using the acronym EPD which is also used for the Edmonds Police Department, other cities' use of the name "department of planning and development" so the acronym is DPD. Committee recommendation: Consent Agenda 3. Compass Health Professional Services Agreement Packet Pg. 134 8.1.a 10/14/22 PSPHSP Committee Minutes, Page 2 Ms. Burley explained the City established a partnership with Compass Health in August 2021 for 16 months. Due to the hiring climate for mental health professionals, at the completion of the contract, the City will have only utilized 6 months of the 16 month agreement. A tremendous amount of work has been accomplished during those 6 months including onboarding and department -wide integration of the individual. Staff is now recommending a 2 year agreement with Compass Health. The approved budget for the human services division is sufficient to cover the expense of both years of the agreement. The second year of the agreement includes an inflation clause not to exceed 5%. The primary referral source for the social worker is the police department. The social worker has been assigned a City vehicle and can be dispatched in real time as needed, she attends staff meetings, and has create strong bonds with several officers. When the agenda memo was written, her caseload was 38; it is currently 45 which is a very high number for one person. The second highest referral source is the neighborhood office on Highway 99. Ms. Burley anticipated the social worker likely will be 100% police focused in the future as that is the highest need. Human Services Program Manager Woods is currently handling the overflow, easier -to - handle clients who can be connected with known resources. Ms. Burley shared a success story of an individual along with his dog who has been placed in a motel using a City of Edmonds motel voucher where he can stay until his permanent assignment from the VA. Questions and discussion followed regarding the ideal caseload and what would trigger the need for more assistance, how the need to hire another individual would be implemented, the significant number of open social worker positions in the region, anticipation the social worker will need to be dedicated to the police department in the future, administration and supervision of the position, whether the overhead fee charged by Compass is appropriate, Compass administrative expenses, and the timeline to approve the contract renewal. Committee recommendation: Consent Agenda. 4. Commander Position Job Description Assistant Chief Sniffen asked if there were any questions about the job description. There were no questions. Ms. Neill Hoyson relayed items related to this position are still in bargaining so there may be additional changes; some of the functions are currently within the EPOA bargaining unit and would be moved to the commander position which is a non -represented (NR) position. If the functions can be bargained out of the union, the compensation for the position can be established based on NR, but if not, the position may need to be a union position which would change it significantly. This agenda item was to determine if committee members had any questions. Bargaining needs to be completed before it goes to full council. Chief Bennett plans to bring some compensation issues related to the position to the Finance Committee. Questions and discussion followed regarding physical abilities, providing crime trend data to the PSPHSP committee quarterly, and the need for an analyst position to track crime trend data. Committee recommendation: No action at this time. 5. Comprehensive Emergency Management Plan (CEMP) Update Mr. Wallace reviewed: • Why do we need a CEMP? Packet Pg. 135 8.1.a 10/14/22 PSPHSP Committee Minutes, Page 3 o National Response Framework (NRF) is a guide to how the nation responds to all types of disasters and emergencies. It is built on scalable, flexible, and adaptable concepts identified in the National Incident Management System to align key roles and responsibilities o The NRF is structured to help jurisdictions, citizens, nongovernmental organizations and business: ■ Develop whole community plans ■ Integrate continuity plans ■ Build capabilities to respond to cascading failures among businesses, supply chains, and infrastructure sectors ■ Collaborate to stabilize community lifelines and restore services National Incident Management System (NIMS) o NIMS guides all levels of government, nongovernmental organizations and the private sector, to work together to prevent, protect against, mitigate, respond to and recover from incidents. o NIMS defines operational systems that guide how personnel work together during incidents using a shared vocabulary, systems and processes to successfully deliver the capabilities during an emergency or disaster. Edmonds CEMP Rewrite and Update o Comprehensive Preparedness Guide (CPG) 101 ■ Provides guidance from FEMA on the fundamentals of planning and developing emergency operations plans. The guide describes the steps to produce an emergency operation plan, possible plan structures and components of a base plan and its annexes. o The CEMP Basic Plan ■ Provides an overview of the city's preparedness and response strategies. It describes expected hazards, outlines department roles and responsibilities, and explains how we will maintain and keep the plan current. o Emergency Support Functions (ESF's) ■ The 15 Emergency Support Functions of the CEMP focus on missions. These ESF's describe the actions, roles and responsibilities of participating organizations. Functional ESF's discuss how the city manages the function before, during and after the emergency, as well as identifying organizations responsible to lead and support the implementation of the function. ■ This presented draft CEMP Basic Plan and ESF's have been reviewed for consistency with the National Response Framework, the State CEMP, (2019-2024), and the Snohomish County CEMP (2019-2024). o Where do we currently stand? ■ The previous plan, adopted in 2017, with a 4-year update period, is due for an update. ■ The City is still in compliance for operating under a CEMP because we contract with Snohomish County for Emergency Management Services (through December 2024) ■ We have been legally operating under the Snohomish County CEMP which was last updated in December 2019 o Why update and rewrite the Edmonds CEMP ■ The Snohomish County CEMP and associated ESF's are written for regional responses, not necessarily for individual jurisdictions. Should a moderate to major event occur, the county will have limited resources to assist each individual jurisdiction. ■ We will need to mobilize our own city-wide response to augment any response by the county ■ The city has elected to enhance our ability to preserve public health, respond to emergencies and disasters for the protection of our citizens, community, property, environment and economy through the development of a City of Edmonds CEMP. ■ A City of Edmonds CEMP is a proactive action to address all phases of emergency management; prevention, protection against, mitigation, response to and recovery from incidents. Packet Pg. 136 8.1.a 10/14/22 PSPHSP Committee Minutes, Page 4 ■ The CEMP creates a foundation for all city departments, businesses and cooperating agencies to follow, in an attempt, to reduce the impact of any emergency or disaster event upon our citizens, our community, businesses, the economy and environment. o Changes Addressed in the Draft Plan: ■ It was necessary to reflect numerous changes in the State and County CEMP in areas of verbiage, new policy and procedures, and changes to agency names and responsibilities. ■ Major formatting issues throughout the plan ■ Updates from all city departments and divisions addressing changes to procedure, personnel and ability to perform the assigned tasks of the plan. o The Draft Plan addresses: ■ The plan will have a 5-year update period, (consistent with the county and state), however it will be reviewed yearly to update any changes that may have occurred locally, statewide or nationally. o The Draft Plan: ■ Has been vetted by Snohomish County Department of Emergency Management ■ Has been reviewed and approved by the Director of the Snohomish County Department of Emergency Management ■ Is consistent with the National Response Framework, CPG 101, Snohomish County CEMP 2019-2024, and the WA State CEMP 2019-2024. ■ It is the basis for all other emergency and disaster plans. o What's Next? ■ Numerous emergency and disaster response plans need to be developed and/or rewritten to augment the CEMP and ESF's, enhancing our ability to respond to an event. ■ All can be annexed to the CEMP as a separate document adding to our ability to respond and reduce the impact of any emergency or disaster. ■ Their review and update schedule will be set within the 5 year update period for the CEMP to prevent a need to update all plans at the same time. o Emergency and Disaster Response Plans ■ Continuity of Operations Plan (COOP) (new) ■ Evacuation and Movement Plan ■ Damage Assessment Plan ■ Debris Management Plan ■ Animals in Disaster Plan ■ Disaster Recovery Plan ■ Tsunami Plan (new) ■ Safety/Accident Plan ■ Oil Spill Disaster Plan (new) ■ Pandemic Response Plan (new) Questions and discussion followed regarding the Continuity of Government Act, a suggestion to reference ECC 6.60.065 (Temporary Replacement of the Mayor) in Section II.B.1, a suggestion to add when content was last revised at the bottom of each page, how often tabletop exercises are done and who is present, continuity of departmental hierarchy, the CEMP as a basis for subplans and exercises, communication plans that include paper backup in the event the internet is down, members of the emergency operations board, and the police department's role in the CEMP. Committee recommendation: Full council, date TBD 6. Code Update to Chapter 6.60 ECC Disaster Preparation, Emergency Coordination, and Civil Emergencies Mr. Wallace reviewed proposed revisions to Chapter 6.60 and the basis for the changes related to: ■ Protect and preserve the economy and the environment Packet Pg. 137 8.1.a 10/14/22 PSPHSP Committee Minutes, Page 5 • Notifying all members of the city council and city department directors of the proclamation of an emergency or disaster. • Removal of section regarding Emergency Services Coordinating Agency (ESCA) • Adding the safety and disaster coordinator's designee • Membership of the emergency operations board • Who can proclaim the existence of an emergency or civil emergency, orders during an emergency, publication of a proclamation Questions and discussion followed regarding disbanding of ESCA, Snohomish County's plans to regionalize the county into sections, and a suggestion to add a paragraph to 6.60.065 stating continuity of departmental operations is in the CEMP. Committee recommendation: Full council, date TBD 3. ADJOURN The meeting was adjourned at 12:21 p.m. Packet Pg. 138 8.2 City Council Agenda Item Meeting Date: 10/25/2022 Approval of Council Special Meeting Minutes of October 17, 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: E101722 Special Packet Pg. 139 8.2.a EDMONDS CITY COUNCIL SPECIAL MEETING MINUTES DRAFT MINUTES October 17, 2022 ELECTED OFFICIALS PRESENT Mike Nelson, Mayor Vivian Olson, Council President Will Chen, Councilmember Neil Tibbott, Councilmember Diane Buckshnis, Councilmember Susan Paine, Councilmember Dave Teitzel, Councilmember Jenna Nand, Councilmember (seated at 7:22 p.m.) 1. CALL TO ORDER/FLAG SALUTE STAFF PRESENT Jeff Taraday, City Attorney Scott Passey, City Clerk Jerrie Bevington, Camera Operator The Edmonds City Council special meeting was called to order at 6:00 p.m. by Mayor Nelson in the Council Chambers, 250 5' Avenue North, Edmonds, and virtually. The meeting was opened with the flag salute. 2. LAND ACKNOWLEDGEMENT Councilmember Buckshnis read the City Council Land Acknowledge 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. 4. COUNCIL BUSINESS APPOINTMENT TO FILL COUNCIL POSITION NO.7 VACANCY City Clerk Scott Passey read the procedures to be followed: Nominations Each councilmember may nominate one candidate from the list of applicants by placing an "X" beside the name of the applicant of their choice on the form supplied by the city clerk and initialing the form. The city clerk will announce and maintain a permanent record of the nominations and the councilmember nominating each candidate. Edmonds City Council Draft Minutes October 17, 2022 Page 1 Packet Pg. 140 8.2.a The Election Each councilmember may vote for one candidate by placing an "X" beside the name of the candidate of their choice on the ballot provided and numbering and initialing their ballots. The city clerk will announce and maintain a permanent record of each ballot and who voted for each candidate. A Tlanrllnrk A deadlock occurs after each councilmember votes the same way on three consecutive ballots. In the event the council should deadlock, previous nominations are declared null and void and the council may begin a new round of nominations. Appointment A candidate is successfully appointed upon receiving four affirmative votes. Mr. Passey advised if councilmembers wished to comment on candidates or the process, the appropriate time would be after he has collected the nominations and read them aloud. He requested councilmembers complete Nomination #1. Nomination 1 Candidate Councilmember Jenna Nand Teitzel & Chen Natalie Seitz Paine Michelle Dotsch Buckshnis Lauren Golembiewski Olson Janelle Cass Tibbott Councilmember Tibbott explained he nominated Janelle Cass as she is uniquely prepared for the job having spent so many hours meeting people across the City and is uniquely ready to work with the council having spent many hours preparing to understand issues. One of her top priorities is a biennial budget which is something he also supports and would like to have the City move toward. Councilmember Teitzel commented this is a difficult decision because all the candidates are extraordinary. He reviewed the previous process on video as well as participated in the additional 2 interviews held last week. He was proud so many great citizens were willing to serve the City. He a nominated Jenna Nand because she has lived here for over 20 years, she is multilingual including rn Spanish, a unique trait on the council. There needs to be a broad base of representation on council, N diversity of thought, opinion, from an ethnic perspective, age, etc., elements Ms. Nand would bring to the c council. She is very diplomatic, an independent thinker, not wedded to any particular ideology, she makes w decisions on a fact basis rather than emotion, and importantly she is focused on the needs of the seniors in the community. The average age in Edmonds is one of the oldest in Snohomish County. Ms. Nand understands those needs as she is the primary caregiver for her two elder parents. She is very bright, up to E date on current issues in Edmonds, and he believed she would be an excellent councilmember. a Councilmember Paine explained she nominated Natalie Seitz because she has done research and has spoken to council on numerous issues related to the environment, equity, and in support of SR-99 neighborhoods and the uptown neighborhood to ensure voices from all neighborhoods are heard. She found it refreshing to have such a clear and compelling voice that understands issues from a policy level through to an operational level. Councilmember Buckshnis agreed there were a lot of really good candidates and it will be a tough decision to choose one. Like when the late Councilmember K. Johnson's position was open, she Edmonds City Council Draft Minutes October 17, 2022 Page 2 Packet Pg. 141 supported Michelle Dotsch who has lived in Edmonds all her life and has proven time and again that she understands zoning. There is currently a weakness on council related to the understanding of zoning; it is important that a new councilmember be someone who understands the zoning such as the BD zones as well as the comprehensive plan which will include some visioning which will obviously impact zoning. Dr. Dotsch's practice was on Highway 99 so she is very familiar with that corridor and the equity issues. Councilmember Buckshnis concluded Dr. Dotsch would be a great councilmember as would all the applicants. Council President Olson explained she could endorse a number of the candidates from this amazing pool. She nominated Laura Golembiewski due to the length of time she has lived in the City and her knowledge of the culture and the issues. She is a young mother, volunteers in the schools, has experienced building codes in other cities by being on the other side of it as a construction business owner who bid projects that must meet code requirements. She is also open to possibilities and being fact based. She recalled Ms. Golembiewski saying when she watches council meetings, something she does with some regularity, she has questions for staff that the council is not asking. Either based on an age lens or a work experience lens, she has a different experience level than the current council. She would be proud to serve with many of the candidates, but was interested in a councilmember that wants to be collaborative, weigh the pros and cons, and ideally work together to reach consensus. There will always be pros and cons with any policy decision, but she was looking for the best win for all with all circumstances considered. Councilmember Chen said he was honored and happy there were so many qualified candidates. During the interview process, Council President Olson asked candidates about the time commitment and candidates brought up the pay issue, yet none of those are deterrents for the brave people willing to step forward. He gave his heartfelt thank you to the candidates who applied. He nominated Jenna Nand and echoed Councilmember Tibbott comments about her and add that she is also a very caring person. A year ago he helped at the Lynnwood hygiene center and Ms. Nand's whole family were there multiple times helping the needy, helping with animals, etc., which illustrates her caring side. She is smart, very involved with the City, and no matter how many times she has been rejected, she always shows up. He would be happy to work with any of the qualified candidates, but Ms. Nand was ready to serve on the council. Candidate Votes Councilmember Ballot 1 Natalie Seitz 1 Paine Jenna Nand 3 Teitzel, Chen, & Olson Michelle Dotsch 1 Buckshnis Janelle Cass 1 Tibbott Ballot 2 Natalie Seitz 1 Paine Jenna Nand 3 Teitzel, Chen, & Olson Michelle Dotsch 2 Tibbott & Buckshnis Ballot 3 Janelle Cass 1 Buckshnis Lauren Golembiewski 1 Tibbott Jenna Nand 4 Teitzel, Chen, Olson, & Paine Mr. Passey announced with four affirmative votes, Jenna Nand was appointed to Council position #7. 2. ADMINISTRATION OF OATH OF OFFICE FOR COUNCIL POSITION NO.7 Mayor Nelson swore in Jenna Nand to Council Position #7. Edmonds City Council Draft Minutes October 17, 2022 Page 3 Packet Pg. 142 8.2.a Councilmember Nand took her seat on the dais at 6:22 p.m. 12. ADJOURN With no further business, the Council meeting was adjourned at 6:23 p.m. Edmonds City Council Draft Minutes October 17, 2022 Page 4 Packet Pg. 143 8.3 City Council Agenda Item Meeting Date: 10/25/2022 Approval of Council Special Minutes of October 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: E101822CS Packet Pg. 144 8.3.a EDMONDS CITY COUNCIL ELECTED OFFICIALS PRESENT Dave Teitzel, Councilmember Will Chen, Councilmember Neil Tibbott, Councilmember Diane Buckshnis, Councilmember Vivian Olson, Council President Susan Paine, Councilmember Jenna Nand, Councilmember Mike Nelson, Mayor ELECTED OFFICIALS ABSENT None 1. CALL TO ORDER SPECIAL MEETING DRAFT MINUTES October 18, 2022 STAFF PRESENT Jessica Neill Hoyson, HR Director Sharon Cates, City Attorney's Office Michelle Bennett, Police Chief At 6:00 p.m., the City Council Special Meeting was called to order by Mayor Nelson in the Council Chambers, 250 5th Avenue North, Edmonds, and virtually. 2. CLOSED SESSION a Q The Council then convened in a closed session to discuss collective bargaining strategy per RCW 42.30.140(4)(A). N N 00 3. RECONVENE IN OPEN SESSION c At 6:42 p.m., the closed session concluded, and the Council reconvened in the Council Chambers. w c m ADJOURNMENT E z The meeting was adjourned at 6:42 p.m. Q Edmonds City Council Draft Minutes October 18, 2022 Page 1 Packet Pg. 145 8.4 City Council Agenda Item Meeting Date: 10/2S/2022 Approval of Council Regular Meeting Minutes of October 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: E101822 Packet Pg. 146 8.4.a EDMONDS CITY COUNCIL MEETING DRAFT MINUTES October 18, 2022 ELECTED OFFICIALS PRESENT Mike Nelson, Mayor Vivian Olson, Council President Will Chen, Councilmember Neil Tibbott, Councilmember Diane Buckshnis, Councilmember Susan Paine, Councilmember Dave Teitzel, Councilmember Jenna Nand, Councilmember 1. CALL TO ORDER/FLAG SALUTE STAFF PRESENT Whitney Rivera, Municipal Court Judge Dave Turley, Administrative Services Director Oscar Antillon, Public Works Director Susan McLaughlin, Dev. Serv. Director Kernen Lien, Planning Manager Jeff Taraday, City Attorney Scott Passey, City Clerk Jerrie Bevington, Camera Operator The Edmonds City Council meeting was called to order at 7 p.m. by Mayor Nelson in the Council Chambers, 250 5t' Avenue North, Edmonds, and virtually. The meeting was opened with the flag salute. 2. LAND ACKNOWLEDGEMENT Councilmember Nand read the City Council Land Acknowledge Statement: "We acknowledge the original c inhabitants of this place, the Sdohobsh (Snohomish) people and their successors the Tulalip Tribes, who n since time immemorial have hunted, fished, gathered, and taken care of these lands. We respect their ° Q sovereignty, their right to self-determination, and we honor their sacred spiritual connection with the land and water." N ` O O 3. ROLL CALL j City Clerk Scott Passey called the roll. All elected officials were present. z 4. APPROVAL OF AGENDA Q COUNCILMEMBER PAINE MOVED, SECONDED BY COUNCILMEMBER TEITZEL, TO APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED UNANIMOUSLY. 5. AUDIENCE COMMENTS Mayor Nelson described procedures for in -person audience comments. Glenn Douglas, Edmonds, a resident of the Gateway District of the Highway 99 corridor, said traffic and pedestrian safety issues were inadequate addressed in the final EIS for the Highway 99 subarea plan. The area around the largest development ever proposed for Edmonds, 236t1i & 84t'', has serious traffic and Edmonds City Council Draft Minutes October 18, 2022 Page 1 Packet Pg. 147 8.4.a pedestrian issues. In addition, 236t1i is the main road to Madrona School and he anticipated there would be a lot of children in a 261 unit apartment complex in addition to the complex being built behind the Lutheran Church. There are no sidewalks; he does not even walk his dog on that road because it is dangerous. The speed limit is 25 mph but no one goes 25. There is a light at SR-104, but if his child was attending Madrona, he would not want them crossing a five lane highway to reach the school. Adding 1,000 people in the four new buildings that are either proposed or completed to their neighborhood of a few hundred people will have a major impact. He did not feel the subarea plan evaluated the traffic situation, the impact of pedestrians, lack of space, no curbs, etc. that create a dangerous situation. He recalled voicing his concerns about 84t'', the street he lives on, to the council in the past. Speeding has been a horrible problem; Traffic Sergeant Strum was at the end of his driveway recently citing drivers, but that only lasted about two days because as indicated by the police blotter, another problem in the Highway 99 subarea and neighborhood is rampant crime. Becky Chandler, Edmonds, a resident of the Gateway District of the Highway 99 corridor, requested the council provide thoughtful consideration of the Highway 99 subarea in the same spirit it has considered development in other parts of the City such as the Bowl. The Highway 99 subarea plan was developed to encourage economic growth to benefit from the revenue stream generated via upzoning the area. She supported having Highway 99 commercial development and the need for more housing in the area; however, the disproportionate impact is notable. The Growth Management Act has been amended to specifically require consideration of racial disparity impacts and displacement, specifically areas that may be at higher risk for displacement from market forces that occur with changes to the zoning and development regulations and capital investments. Prior to the planned action, the Highway 99 corridor was identified as a moderate risk for displacement; all other areas of Edmonds are identified as low by the Puget Sound Regional Council. Ms. Chandler continued, displacement risks have intensified due to the effects of the pandemic, the light L rail and planned action which significantly increased property values in the area. There is significant new information with the changes to the GMA and specific to the Highway 99 area that result in probable significant adverse impact that should be addressed in the supplemental EIS. The vision of the subarea plan was for 3-4 story apartment buildings and 5-6 story mixed use buildings, yet developments proposed in the ° Gateway District are not in keeping with that vision and there is no way for residents in adjacent c neighborhoods to interject in the development process because approval of the subarea plan initially Q circumvents that option. Requiring a supplemental EIS at this time or a moratorium on building permits is ° Q a way to bring the Highway 99 communities together such as the moratorium in the BD2 district the council imposed while considering community input of specific development. N 0 Judi Gladstone, Edmonds, a resident of the Gateway District of the Highway 99 corridor, commented on w the 5-year review of the Highway 99 subarea plan FEIS and the opportunity the council has to address inadequacies in that document. When the council adopted the FEIS in 2017, the ordinance included a provision that requires a 5-year review that could result in the council proposing amendments to the z ordinance or requiring a supplement or revision to the planned action EIS. Although staff s review indicates there is no reason to recommend any council action, there is good reason to do so. The EIS was inadequate Q at the outset because it did not include consideration of adequate alternatives. Comparing the no action alternative is a requirement of SEPA which means the only real alternative was the preferred alternative. In addition to the alternative to upzone the entire area to commercial general, there could have been alternative to leave multifamily zoning where it is adjacent or across the street from single family residential zones. The planned EIS contained mitigations intended to create transitions between the commercial general zone and single family zones for those portions in the upzone, but those mitigations are insufficient to address the disparity between building heights and densities allowed in the commercial zones and single family homes. Edmonds City Council Draft Minutes October 18, 2022 Page 2 Packet Pg. 148 8.4.a Ms. Gladstone continued, the action to approve the emergency ordinance two weeks ago that put into place the stepbacks indicated in the EIS but not included in code was a really good step in remedying the inadequacies of the mitigations for the upzone, but more is needed to allow development in those areas to follow the recommendations of the comprehensive plan for developing uses adjacent to single family areas. She read from page 64 of the comprehensive plan regarding the Highway 99 corridor, "New development should be allowed and encouraged to develop to the fullest extent possible while assuring that the design quality and amities provided contribute to the overall character and quality of the corridor. When intense development adjoins residential areas, site design and building design should be used to minimize adverse impacts on residential zoned properties." One of the reasons for adopting an action plan is to streamline development; but in doing that, the communities most impacted by that development have no avenue for providing input about how well the development is accomplishing the recommendations of the comprehensive plan. While she supports the staff recommendation that the City should look at the development review process for projects within the commercial zone, that will be too late for developments already proposed that could have long term, significant negative impacts on nearby single family neighborhoods. Council action is needed now. Amy June Grumble, Edmonds, a homeowner on 236t'' Street SW and parent of two children under the age of six, wanted to add perspective on existing traffic and pedestrian safety issues which will only be accelerated by the proposed Terrace Place development unless appropriate measures are taken to mitigate. 0 In addition to the problem of school -aged children including her own who use their street to access school bus stops at the east end and Madrona Elementary at the west end and the fact that their road becomes particularly busy with school buses and parent vehicle during morning drop-offs and afternoon pickups, there are at least two additional groups impacted by these safety issues. First elderly, low income, and other a carless residents who must regularly access the Aurora Marketplace Safeway and other shopping resources a on foot. Second, commuters and particularly disabled residents who need to access public transit such as the Swift buses on Highway 99 and the Community Transit 115 bus stops at the intersection of 236t' & 84t' L Avenue West where the development is proposed. Due to narrow or non-existent shoulders, street parking, drainage ditches and inclines, several segments of these roads cannot be passed without crossing the white line to literally walk in the street. This is also dangerous for parents with stroller -aged children and even worse during rainy months when the few existing dirt paths are blocked due to standing water. The ° intersection at 236th Street SW & 84t' Avenue W has several low visibility corners, no crosswalks, few c safe places to stand and drivers do not stop for pedestrians. Finally 236t' Street between Highway 99 and Q Edmonds Way is regularly used by heavy 18-wheeler trucks as a shortcut to the Safeway loading dock. ° Q These trucks are moving fast to keep on schedule and have limited visibility for close -by pedestrians and access this road at all hours of the day and night. Pedestrian access in this area is already dangerous and the N risk falls disproportionately onto low income, elderly, and disabled residents and minors. She requested the o council take action to address these deficiencies in the FEIS Highway 99 subarea plan before an already w risky situation becomes even more serious. m Mayor Nelson described procedures for virtual audience comments. z Natalie Seitz, Edmonds, referred to the Highway 99 planned action five year review, commenting she Q could talk for hours on the subject. She was frustrated reading the final EIS that reviews the EIS. No action alternatives were considered other than the planned action, no public involvement in mitigation with only two comment letters from Community Transit and a real estate agent. She was frustrated that in the cursory review she could easily identify more than a half dozen ways in which the WAC criteria have been met to do a supplemental EIS. She was equally frustrated by the certainty that additional impacts are occurring that could be identified by a scoping process with this community. She was frustrated that park mitigation commitments made in chapter 1 of the FEIS are negated in Ordinance 4079 and disregarded by the City as identified in attachment 6. She was frustrated that the FEIS did not conclude that siting any amount of growth in this area prior to park development would be a significant, unavoidable adverse impact. The level Edmonds City Council Draft Minutes October 18, 2022 Page 3 Packet Pg. 149 8.4.a of service thresholds used in the FEIS or newly adopted ones in the PROS Plan are both exceeded. This is incontrovertible, not a matter of opinion, this area is being significantly impacted. On May 25th, she commented to council asking the City to "please perform outreach and engage the SR-99 community in the SEPA responsible official review of the EIS and upzone." Outreach did not occur and the City did not inclusively advertise or meet with the broader community and only agreed to meet with her after the determination was made. Ms. Seitz continued, meeting with her or any member of the public does not matter if the City is only willing to do it after the determination is made. She was frustrated the memo provided by the City does not include any discussion of the WAC triggers for a supplemental EIS to be performed. The memo and supporting documents discuss vague concepts of the City's intent and consistency with the FEIS that is wholly inadequate and does not meet the current code requirements. She was frustrated the memo avoids any discussion of changes to the significance of impacts which trigger for the SEIS. People will not stop being displaced; developers will not stop proposing high density, inclusionary housing even though the utilization clearly demonstrates that the threshold will be exceeded without the commercial redevelopment. She cannot take her children to the imaginary park of the City's intent. Simply put, the code does not care about the intent; it cares about impact. A supplemental EIS is required and concrete commitments to community - driven mitigation are needed now. She supports growth that supports all income levels; this is about people being displaced and unhoused, about the environment, resources and equity. She urged the City to commit to undertake a scoping process and a supplemental EIS. Nate Sugg, Edmonds, a resident of the Gateway District near the Highway 99 corridor, encouraged the council to engage in a supplemental EIS related to the Highway 99 subarea plan. Highway 99 can and will a accommodate much of the population growth coming to Edmonds in the near future and many are fine with that, but want to ensure that future development's impact on traffic and pedestrian safety, access to safe places for kids to play, and access to safe drinking water are adequately considered. With regard to park L space, this area is a park desert; there are no parks within walking distance. His 2'/2 year old loves slides, but there are no public parks they can walk to. The actions identified in the original subarea plan mitigate that park deficit have not been implemented and since those original considerations were made, the City adopted a new level of service related to community and neighborhood parks. With regard to the proximity ° to park resources, those standards are not included in the EIS because they were adopted since the EIS. The c use of outdated standards is another reason for a supplemental EIS that looks at the adoption of park level Q of service. Second, their neighborhood recently learned that Olympic View Water & Sewer District plans ° Q to install a new well on 228' Street and have a wellhead protection area that will span across Highway 99. Redevelopment on Highway 99 in that area relies on deep underground injection control wells, a specific cm type of well for stormwater management, that can impact drinking water for Edmonds residents. That o project is not within the scope of the current EIS, a change in circumstances that would support a w supplemental EIS. He asked the council to take action to allow a supplemental EIS to consider new information that will assist in determining appropriate mitigation for new development. A supplemental EIS will appropriately reexamine the assumptions about conditions in the area and needed mitigations for z those conditions. Q Ken Reidy, Edmonds, acknowledged great audience comments that were being made. Olympic View Water & Sewer's franchise expired in 2014; he encouraged the council to check if the franchise had ever been updated and is in place. He encouraged the council to form a citizen taskforce to review the historical conduct of city attorneys and recommend how the City should obtain and manage legal advice as well as allow a citizen taskforce to play a role in the update of Chapter 2.05 ECC. The proposed updates to Chapter 2.05 ECC in tonight's packet will once again result in new inconsistencies in city code. Regarding the BID, a collection letter written by Lighthouse Law Group claims that state statute allows cities to establish a BID either by petition from business owners within the BID boundaries or by resolution from the legislative authority of the City. It was his understanding the state statue allows cities to initiate a BID process either Edmonds City Council Draft Minutes October 18, 2022 Page 4 Packet Pg. 150 by petition from business owners within the BID boundaries or by resolution from the legislative authority of the City. The word "initiate" is very different from establish. Furthermore, the BID of downtown Edmonds was not established by resolution; it was established under Ordinance 3909. Mr. Reidy continued, the City of Seattle represents the following, as provided in RCW 35.87A.010, the City will consider establishing or modifying business improvement areas when presented with a petition by those who represent 60% or more of the total assessment in the proposed BIA. The 60% approval threshold represents a super majority in favor of an initiative and indicates rate payer support for an assessment. A major legal case related to the state statute, City of Seattle v. Rogers Clothing for Men, included the following: the ordinance was enacted pursuant to authority provided by RCW 35.87A in accordance with that chapter, RCW 35.87A.0101, a petition has been signed by more than 60% of the businesses within the designated business improvement area. He questioned whether the Edmonds BID was legally established and hoped a thorough investigation will be conducted. If BIDs can be established without a petition, he requested the City inform all in Edmonds that the council has the ability to establish a special BID assessment without ratepayer support for the assessment. Liz Brown, Edmonds, a business agent for Teamsters Local 763, the labor union representing the City's parks and public works employees, explained the labor contract with the City expired December 2020 and it was agreed to extend the contract another year during the COVID shutdown. The first bargaining session for a new contract was held on November 18, 2021. Now, almost a year later, there is still no contract. In fact, only in their last meeting on September 27 did the City finally provide a full proposal on wages. One issue they continue to struggle with is the lack of internal equity between the City's white collar employees who work from home and their members, the City's blue collar workers who report to work in person every day as they have throughout the pandemic except for a brief period in 2020 when the City did not have enough protective gear in supply. Remote work is an economic benefit; an article on Salary.com estimated cost savings for employees of about $4,000/year. Another article in August from HR Reporters surveyed remote workers who estimated their annual savings at around $5,000 or more/year. Ms. Brown continued, the City's remote workers save money on gas and car maintenance while their 4- members drive to work. When one of the City's remote employees gets COVID, they work from home and ° do not have to use sick leave or vacation. When one of their members tests positive for COVID, they must c stay home and use leave. If the child of a remote worker gets sick and has to stay home from school, the Q remote employee is already at home with them; their members must use a day of sick leave to stay a home ° Q with their child. They have urged the City to acknowledge and account for the fact that remote workers enjoy economic benefits not offered to the employees who tend the City's parks, cemetery, streets, water N and sewer system, and who operate the WWTP seven days a week. They understand remote work will be o part of the workplace moving forward; at the same time, employers must make an effort to address the w inequity between those who can work from home and those who can't. Arguing that it doesn't exist will only lead to further divisiveness among the workforce and between the City and its employees. m E z Lora Petso, Edmonds, said she was not speaking as a Olympic View Water & Sewer District commissioner or a member of the Washington State Public Works Boards but as a citizen of Edmonds who Q has way too much knowledge of the effects of PFAS contamination on both humans and fish. She also has a recently heightened understanding of the need for climate resilience and environmental justice. She requested the council require a new SEPA for the Highway 99 subarea based on significant changes since 2017 including those mentioned earlier and including, but not limited to, increased knowledge of PFAS contamination and the effect on people and fish, designation of two wellhead protection areas in the Highway 99 planning area since the original SEPA in 2017, and recognition that the City's CARA regulations are not adequate to protect wellhead protection areas or fish. She requested the council overrule the staff recommendation to do nothing and request a scoping and supplemental EIS for the Highway 99 plans. Edmonds City Council Draft Minutes October 18, 2022 Page 5 Packet Pg. 151 6. RECEIVED FOR FILING 1. CLAIM FOR DAMAGES FROM THE GREGORY OWENS ASSOCIATION AND LEA JAMES 2. AUGUST 2022 MONTHLY FINANCIAL REPORT 3. COUNCIL APPOINTMENT TO A BOARD/COMMISSION 7. APPROVAL OF CONSENT AGENDA ITEMS COUNCILMEMBER PAINE MOVED, SECONDED BY COUNCILMEMBER TIBBOTT, TO APPROVE THE CONSENT AGENDA. Councilmember Chen requested Item 7.10 be removed from the Consent Agenda for a brief discussion about the resolution. MOTION CARRIED UNANIMOUSLY. The agenda items approved are as follows: 1. APPROVAL OF COUNCIL REGULAR MEETING MINUTES OF SEPTEMBER 27, 2022 2. APPROVAL OF COUNCIL REGULAR MEETING MINUTES OF OCTOBER 4, 2022 3. APPROVAL OF PAYROLL AND BENEFIT CHECKS, DIRECT DEPOSIT AND WIRE PAYMENTS 4. APPROVAL OF COUNCIL COMMITTEE MINUTES 5. APPROVAL OF 10-FT DEDICATION FOR 240TH ST SW RIGHT-OF-WAY ADJACENT TO 7901 240TH ST SW 6. APPROVAL OF SUPPLEMENTAL AGREEMENT WITH HBB FOR HIGHWAY 99 GATEWAY REVITALIZATION - STAGE 2 7. APPROVAL OF SUPPLEMENTAL AGREEMENT WITH KPG PSOMAS FOR CITYWIDE PEDESTRIAN CROSSING ENHANCEMENTS PROJECT N 00 8. APPROVAL OF BEACH PLACE PARKING LOT AGREEMENT BETWEEN THE PORT OF EDMONDS AND THE CITY OF EDMONDS TO ACCOUNT FOR INSTALLATION w OF TSUNAMI WARNING SIREN c am E 9. APPROVE PUBLIC PEDESTRIAN AND UTILITY EASEMENTS ALONG PINE STREET ADJACENT TO POINT EDWARDS DEVELOPMENT Q 11. APPROVAL OF CLAIM CHECKS AND WIRE PAYMENTS 12. APPROVE ACCEPTANCE OF PUBLIC PEDESTRIAN EASEMENT AT 23601 HIGHWAY 99 13. APPROVE PUBLIC WATER METER VAULT EASEMENT AT 23601 HIGHWAY 99 ITEMS REMOVED FROM CONSENT Edmonds City Council Draft Minutes October 18, 2022 Page 6 Packet Pg. 152 8.4.a 10. APPROVAL OF SNOHOMISH COUNTY COMPREHENSIVE SOLID AND HAZARDOUS WASTE MANAGEMENT PLAN Councilmember Chen said it was his understanding during the committee meeting that the resolution would be updated and he wanted to confirm it was updated to tailored it to the City of Edmonds. Mr. Taraday said he did not attend the committee meeting, so he was unsure what occurred between that meeting and this meeting. Councilmember Chen recalled at the committee meeting, the resolution had not been drafted. Mr. Taraday clarified Councilmember Chen's question was whether the resolution in the packet was consistent with the standard format. Councilmember Chen asked if it was tailored to the City of Edmonds rather than simply a template. Mr. Taraday answered it looked very similar to other resolutions Lighthouse has prepared for the City with the exception of a few minor differences such as italicized font in the section title. It references the City of Edmonds in Section 2. He was happy to take a closer look at the resolution; the resolution was drafted by one of his partners and he was not prepared to answer this question. Councilmember Chen asked Mr. Taraday to review the resolution to ensure it is the correct one. COUNCILMEMBER CHEN MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS, TO MOVE THE RESOLUTION TO THE CONSENT AGENDA NEXT WEEK. Council President Olson recalled there was a timeline for this as it was being presented to all the cities in Snohomish County. She suggested revisiting it later on tonight's agenda once Mr. Taraday had an opportunity to review it. Councilmember Tibbott said the format is consistent with resolution the committee considered with the with addition of Edmonds and the commitment the City is making to follow and participate in the comprehensive plan. If council wanted the attorney to review it, that could be done, but he was comfortable with approving the resolution in packet. Council President Olson said she was also comfortable with the proposed resolution and ready to vote. Councilmember Nand asked if there was any information available under Section 2 Adoption of Plan that o referenced the substantive changes and how adoption of the resolution impacts citizens. Mr. Taraday asked n whether Councilmember Nand's question was whether there was a redline version of the plan showing the Q changes to the last version of the plan. Councilmember Nand answered yes, if this is being promulgated by N the Snohomish County Council, she was curious what substantive change, if any, it would make to the °r° City's plan or if it was just proforma changes. Mr. Taraday said he did not attend the committee meeting and had not anticipated these question so he was not prepared to answer. w m Public Works Director Oscar Antillon explained the City had the option to either develop its own plan or z adopt the Snohomish County plan. Attorney Sharon Cates reviewed the resolution to ensure it met the City's standards, but most of the language in the resolution was provided by Snohomish County. Information Q regarding Snohomish County's plan is available on their website. The City did not have a plan before this so it is just adopting Snohomish County' plan. Council President Olson advised Snohomish County will make a presentation to the council in December. Due to the timeline for all cities to adopt resolutions, this was being done via a separate step. Councilmember Teitzel said he participated in the committee meeting where this was discussed and the Snohomish County representative provided a very detailed presentation. It is a very well -considered, well thought through plan and he anticipated the City would benefit greatly by adopting it as written. If the council has concerns, it can be discussed further, but he was very comfortable with it. Edmonds City Council Draft Minutes October 18, 2022 Page 7 Packet Pg. 153 UPON ROLL CALL, MOTION FAILED (3-4), COUNCILMEMBERS CHEN, PAINE AND NAND VOTING YES; COUNCILMEMBERS TEITZEL, TIBBOTT, AND BUCKSHNIS AND COUNCIL PRESIDENT OLSON VOTING NO. COUNCIL PRESIDENT OLSON MOVED, SECONDED BY COUNCILMEMBER TEITZEL, TO APPROVE THE RESOLUTION ADOPTING THE SNOHOMISH COUNTY COMPREHENSIVE SOLID AND HAZARDOUS WASTE MANAGEMENT PLAN IN THE PACKET. COUNCILMEMBER BUCKSHNIS MOVED, SECONDED BY COUNCIL PRESIDENT OLSON, TO AMEND TO MOVE THE RESOLUTION TO THE END OF THE AGENDA SO THE ATTORNEY HAS TIME TO READ IT AND ADVISE ON THE APPROPRIATENESS OF THE LANGUAGE. Mayor Nelson advised it would be moved to Council Business Item 8.6. MOTION CARRIED UNANIMOUSLY. 8. COUNCIL BUSINESS ORDINANCE REVISING CHAPTER 2.05 ECC; CITY ATTORNEY CODE UPDATE City Attorney Jeff Taraday advised this was coming back to the council for additional discussion and possible action. It was first presented to council in August for discussion. No motions were made to amend, but based on council discussion, he drafted new language in the attached proposed Code 2.05. As no motions were made, some of the proposed amendments may not reflect what the council wanted and further amendments are appropriate. If there are multiple amendments, he can return the code to the council in the future. There is an ordinance in packet should the council want to move forward with adoption, but there is nothing time sensitive about adoption if the council wants to take more time. Council President Olson apologized for the note in the narrative about contacting MSRC which applied o when the code was previously discussed. MSRC has been consulted and did not have a problem with the 79 city attorney reviewing the code. This is separate from the review of the city attorney contract and review by the outside attorney was not necessary. She summarized the former ordinance did not have as much Q flexibility for the city attorney and city prosecutor and it separates the city prosecutor from the city attorney which at one time may have been done by the same firm. This ordinance update is very overdue. N 00 For the public's sake as well as members of the council who may be unaware, Council President Olson w recalled before she was on council when the city attorney proposed updating this code, more than one; councilmember asked why he was initiating it. It was now at her request that the city attorney was updating this code. The council discussed it previously and suggested minor modifications. The proposed code better E mirrors current practice and provides more flexibility regarding how city attorney services can be provided. Q Councilmember Buckshnis recommended remanding this back to the attorney to differentiate between special meetings, council meetings and committee meetings. For many years the attorney did not attend committee meetings unless they were requested and having them attend adds to their work hours. If the City ever converts to an hourly rate, the cost to have the attorney sit through committee meetings would be tremendous. She requested Section 2.05.020 City Attorney Duties, Section C differentiate between regular, special, committee and work meetings. She thanked Mr. Taraday for adding Item 4 about OPMA training. Councilmember Teitzel recalled Mr. Taraday committed to following up with MSRC to ensure it was appropriate for him to draft this language. Mr. Taraday said Council President Olson did that outreach. Edmonds City Council Draft Minutes October 18, 2022 Page 8 Packet Pg. 154 8.4.a Council President Olson said she did that outreach and received an email from MSRC. She was looking for the memo to send to the citizen who inquired. Councilmember Teitzel referred to Section 2.05.020.3 that states, attend regular and work meetings of the planning board of the City of Edmonds as requested. He found that vague, raising the question of who would request the city attorney's attendance. He suggest amending it the language to state, "as requested by council, the planning board chair or his/her assigned representative." He raised a similar concern about Section 2.05.020.4, provide training to City authorities and officers on the Open Public Meeting Act and other applicable legal topics as requested which raises the question of who would make the request. He suggested adding, "by council or City administration. Section 2.05.020.5 states the city attorney would hold office hours at city hall and/or virtually as requested and be generally available to meet with and advise the mayor's staff. It was his understanding the city attorney advises not only the mayor's staff, but also city council and others. He suggested replacing "mayor's staff 'with "city officials." He suggested making those revisions and returning the chapter to council. Councilmember Paine shared concerns about the scope and who makes requests. She suggested staff return a draft of the chapter to council prior to scheduling it on an agenda so councilmembers have adequate time to provide more guidance. Councilmember Nand referred to the new Section 2.05.040 City prosecutor and suggested amending the language, "The city prosecutor shall exercise discretion to prosecute criminal violations of the city's code." This would add a level of cultural sensitivity when hate crimes are not prosecuted or when local activists perceive there have been hateful actions toward children of color and either the Snohomish County prosecutor or the city prosecutor decides there is not enough evidence to bring a change to court and clarify it is within the prosecutor's discretion whether to prosecute. This covers a wide variety of crimes including incredibly petty things like vandalism of public art such as the public "I Can't Breathe" art by a young African American woman and the wide swell of outrage when no charges were brought as a result. This is from the prospective of vulnerable communities who wonder why when their children are harassed or bullied or targeted in some way, they are told it is not an important enough case to be prosecuted and go through the criminal justice system, but if their child is caught with weed, they get harassed by the criminal justice system. 2. 2023 ADMINISTRATIVE SERVICES BUDGET PRESENTATION Administrative Services Director Dave Turley reviewed: • Department of Administrative Services Overview Finance Information Services Clerk's Office Reception Public Records o Payroll o Help Desk o Records o Phones o Public o A/P o Systems Management o Visitors Records o Utility Billing Programs and Archiving to City Requests o Financial o Hardware & o Public Notices Hall Reporting Software o Council o Parking o Annual Maintenance Agendas and all Permits Budget o Network Public Meetings o Audit Security Management o Business Licenses • Finance Division (9 FTE) N N 00 0 T w m E z Q Edmonds City Council Draft Minutes October 18, 2022 Page 9 Packet Pg. 155 8.4.a Budget and Management and preparation for annual city budget, including 33 Reporting individual funds Oversee General Fund and other "Managed Funds" Responsible for preparation of annual financial report, monthly reports, and all accounting functions of the city Audit Annual Financial Audit Annual Grants Audit Annual Accountability Audit Other miscellaneous audits: Sales Tax Audit, Use Tax Audit, Payroll Tax Audit, etc. Accounts Payable 3,891 Checks issued year to date 7,724 Invoices paid year to date 4,348 Active vendors Payroll 2021: 6,084 Paychecks processed 2022: 4,773 Paychecks processed year to date 56 New employees 33 Em to ee off boarding Business Licenses 841 Active licenses 876 Business license transactions • Other Managed Funds o Non -Departmental o LEOFF Medical & Firemen's Pension Funds o Debt Service Funds o Contingency Reserve o Risk Management o ARPA Fund (Accounting portion) o Employee parking • Utility Billing Division 2 FTE Utility Customers 14,000 for water, sewer, and storm drain 2021 $26,091,459 billed 796 closing bills/escrow/ownership transfers 2022 $20,865,525 billed to date 424 closing bills/escrow/ownership transfers to date Phone Allows our customers to make their payments 24/7/365 Automation With this new phone system, we can spend more time with our customers that have billing questions, ownership changes, setting up auto pay etc. • Information Services 6 FTE Help Desk 709 - Tickets Opened YTD 683 - Tickets Closed YTD Uptown Neighborhood Adding workstations, Wi-Fi, media screen City Hall Complex neighborhood court to allow for hybrid court using Zoom and in -person mtgs. New Security Platform (Firewall) - In Progress Enhance security and accommodate Edmonds dynamic mobile and remote workers Re -Engineered Backup (onsite and offsite storage) - In Progress Process Better leverage cloud storage and Office 365 collaboration tools City Intranet In Progress Provide a common storage repository for City forms, templates, policies, etc. • City Clerk's Office (2 FTE) N N 00 0 T W m E z Q Edmonds City Council Draft Minutes October 18, 2022 Page 10 Packet Pg. 156 8.4.a Public Meetings > 100 Meetings year to date — 115 public meetings in 2022 Includes regular, special and all committee meetings Digital Archives 245 video files (200.14 GB) transferred 2,304 records being prepared for transfer Records Dispositioned 253 Bankers boxes — 506,000 pages of records Laserfiche Content 4,692 uploaded or modified documents Management System 102,534 uploaded document pages (CMS) Document types: ordinances; resolutions; minutes/agendas/packets from council and boards, committees, & commissions; interlocal agreements; contracts; and public notices Research Requests From Legal - 54 • Public Records Division (2 FTE) 1,261 Total number of requests received 1,198 Total number of requests fulfilled 1,030 1 Total number of requests fulfilled within 5 business days 7 Requests currently open for more than 6 months • Reception Desk (1 FTE) Phones Approximately 6,700 for January through September or around 750 per month. Estimate about 9,000 calls per year Parking Permits 300 Parking permits to City residents • Decision Packages o Decision Package #9 Finance Description Funding to continue the contract with the ARPA Grant Manager approved last April Justification ARPA Consultant is responsible for: Updates to council on ARPA funding status Management of the Federal Grants Audit Recommendation of improved grants procedures Federal ARPA Reporting Funding Source ARPA Funds Amount $120,000 o Decision Package #10 (IT) Description Covers vendor -initiated cost increases for licensed software. The applications include the 911 database updates, Microsoft office 365 and Adobe Acrobat that provides PDF editing and digital signatures. Justification The 911 Database software updates provides our telephony system with location information when calling 911. The vendor was purchased. The new vendor raised prices. cost increase = $3,600 Microsoft is implementing across the board price increase. Our contract expired end of 2022 and new prices go into effect 1/l/2023. Total increase = $28,000 Adobe Acrobat has migrated to a subscription -based model. We have migrated all users to the new subscription. Cost to implement $4,500 Funding Source Costs will be charged to departments based on user counts. Amount $36,100 N N 00 0 w m E z Q Edmonds City Council Draft Minutes October 18, 2022 Page 11 Packet Pg. 157 o Decision Package #I I (IT) Description Replacement systems that includes desktops, laptops and networking equipment. Justification The city implemented a procedure to replace user equipment on a specified cycle. Desktop computers are replaced on a 5-year cycle, laptops are replaced on a 4-year cycle. Networking equipment is replaced as new feature sets and maintenance patching availability dictates. The replacement procedure ensures maximized uptime and reasonable system response. Funding Source This expenditure is covered by existing balance available in the hardware accrual account designed for replacement equipment, and the costs get charged to the benefiting departments. Amount $65,000 Councilmember Buckshnis commented she was amazing by the number of public record requests and the amazing amount of work staff does. She had several questions about non -departmental and a decision package for capital projects manager for engineering. She offered to wait until future budget presentations to ask those questions. She referred to Resolution 1433, the fund balance reserve policy related to .375/$1000 of assessed value, anticipating that amount changed since assessed values have increased. Mr. Turley answered the amount in the contingency fund has changed slightly, but has remained surprisingly constant over the past 2-3 years because the fund balance and the overall budget did not change much. The amount was purposefully left unchanged, noting it would have changed less than $50,000 out of $1.5 million. As there will be changes made to the proposed budget, he did not include a decision package to move funds into or out of the contingency fund. Once the budget process is completed, the contingency fund will be brought exactly in line with 4% of the operating budget, likely in the first quarter 2023. Councilmember Buckshnis observed the budget includes a I I% increase in the fire district contract and Z asked if the fire district had asked for that increase. Mr. Turley answered the City has not received 0 la information on the increase yet, that is estimate from their finance director who indicated there would be a > 0 decent sized increase. Councilmember Buckshnis observed SnoCom New World was a flat fee. Mr. Turley n answered there are several organizations and memberships fees in non -departmental; the entities provide Q an invoice and the amount is included in the budget. N N 00 Councilmember Buckshnis observed prisoner care in intergovernmental increased $450,000 and asked who 0 could address that. Mr. Turley suggested that question be directed to the police department. There was a w new contract a couple years ago where costs were proposed to increase significantly, but once COVID hit, c jail population were more unpredictable. That amount was provided by the police department. m E z Councilmember Buckshnis asked whether staff planned to provide a spreadsheet with ARPA funds, bond funds, and the General Fund. She observed the budget only included two ARPA expenditures, but she Q thought there were others such as cars, salaries, and Opengov. She asked whether that question should be directed to Community Services & Economic Development Director Tatum. Mr. Turley offered to provide the schedule showing all the things in the budget funded by ARPA money. He emphasized the ARPA money is an accounting nightmare. He offered to provide schedules such as new positions in the budget, vehicles requested, costs funded by ARPA, etc. Councilmember Buckshnis said she wanted citizens to know the council is looking at the numbers carefully. Councilmember Chen thanked Mr. Turley for such a detailed report, commenting Councilmember Buckshnis' question about who to direct questions about ARPA money was one of his concerns as well. Edmonds City Council Draft Minutes October 18, 2022 Page 12 Packet Pg. 158 8.4.a He asked who was the main contact person with regard to ARPA fund management. Mr. Turley answered questions about what has been spent, amounts by category and future planning, should be directed to Mr. Tatum. For questions about what was spent in 2021 and 2022, Finance will provide a schedule of decision package requests that are funded by ARPA money. Councilmember Chen said he was excited about the implementation of an intranet. He asked how councilmembers' data would be managed once the intranet is implemented. Mr. Turley answered did not think it would change much with intranet. Councilmember Chen commented users have to come onsite to use the intranet. Mr. Turley explained in other places he has worked, there would be an icon on the desktop to access the intranet. For example, when he boots up at home, it automatically connects to the internet behind the City's firewall. With an intranet, he assumed the user would need to indicate whether they wanted to connect to the intranet or to the City network. He anticipated it would be seamless to people working remotely. Councilmember Chen asked if there would be a VPN setting. Mr. Turley answered probably, but he was not certain. Councilmember Chen said he currently backs up to external storage once a week. Mr. Turley said data management would be the same, the way a user accesses information and who has access to the information would be different. For example, sharing documents on SharePoint could be much easier with an intranet than with the current process. Councilmember Chen said he did not have any questions about the three administrative services decision package. He asked when would be the appropriate time to ask questions about the 2023 budget book. Mr. Turley said he preferred an email for questions that require research. Tonight's presentation was intended as an overview of the department and the three proposed decision packages. Councilmember Nand referred to decision package 11, the request to replace systems including desktops, laptops and networking equipment and specifically the volume of public records requests and FOIA requests. If the City adds bodycams for police officers in 2023, it can have the unintended effect of L provoking massive amounts of FOIA and public requests to the point the administrative and technology burden on small cities is such they have to cancel that program. In anticipation of the police department becoming more technology hybridized, she asked whether $65,000 would be enough to start processing multimedia FOIA and public records requests. Mr. Turley answered those questions are being addressed ° separately outside this decision package. Additional IT staff is needed to review public records requests for c bodycam footage before it is released. Decision packages related to bodycams are in the police department's Q budget, not the IT budget. He acknowledged some things sit in two worlds such as IT and the police ° Q bodycams or IT and public records. N N 00 Councilmember Nand asked if such requests would be processed by the police department and not by o administrative services staff who handle FOIA and public records requests. Mr. Turley answered the two w FTE in the administrative services department handle non -police department public records requests. Councilmember Nand asked if they are paper requests or if there is a multimedia component. Mr. Turley advised the City has an automated system where users submit requests online. A person could also submit a public records request in person at city hall. Public records staff do all the research online either on the yg City's network or email archives. The police department also has a staff person who responds to public Q records requests. The primary reason those functions are separate is the laws related to releasing police information are much different related to what can/cannot be released. Councilmember Nand anticipated redaction would be very burdensome which is why she was curious about the administrative and technological burdens on staff. Mr. Turley said most of the additional burden related to bodycams will be borne by the police department. Councilmember Paine thanked the administrative department because they are the ones who bring paychecks. She has a lot of questions, but hoped she could email them to Mr. Turley and have the questions and answers uploaded on the budget page as was done in previous years. Mr. Turley agreed that way works Edmonds City Council Draft Minutes October 18, 2022 Page 13 Packet Pg. 159 8.4.a best. He appreciated police -related questions being asked directly to the police department but asked councilmembers and the responder to copy him so the questions/answered could be included in the summary that is posted to the website. That worked well in past and he planned to do it again this year. Councilmember Teitzel thanked Mr. Turley for his and staff s work related to the budget. He has been trying to copy Mr. Turley on his questions to staff. He asked if the questions/answers posted on the website are available for the public to view. Mr. Turley answered yes, noting the questions from last year are still on the 2022 budget page. He typically collects questions/answers and posts them online once a week. Councilmember Teitzel observed some of the larger projects have carryforwards and sometimes he has difficulty decerning the carryforward from the budget item. He asked if there was an easy way to decern what was a carryforward. Mr. Turley answered carryforwards are a thorn in his side; there is no good way to handle them because most are very large. For example, what is the best way to carry forward a $2 million that is approved one year and the project is only halfway finished. During the last 4-5 years before he was here, a project was treated as though it would be completed that year even though when the budget was prepared, staff knew it wouldn't be. Then in February/March of the following year when the project wasn't completed the prior year, it needed to be included in the budget. There have frequently been carryforward budgets of $7-9 million. In his mind, a better way to do it is if a project won't be finished in 2022, it is taken out of the 2022 budget by reducing the estimate and included it as an ask in the 2023 budget. Either way it looks the same to council because they receive the same decision package, the difference is whether it is in March or October/November. Mr. Turley continued, to him it seemed more transparent/clear if it is included in the 2023 budget if staff knows it won't be finished in 2022. The difficulty is often it is an estimate, so staff has to estimate in July/August where a project will be by December 31. If staff knows a project won't be finished and has an idea of the amount, it shouldn't be treated as if it will be completed this year. With regard to Councilmember Teitzel's question about how to tell, he tries to make it clear in the decision packages, but sometimes that is difficult. Public works often uses dates such as the 2022 sewer project that will be completed in 2023. A good way to handle it would be for the City to go to a biennial budget; then that issue only arises every other year because projects are budgeted for two years, providing more opportunity to complete them. Council President Olson commented the utility phone automation was very forward thinking and asked n when that was done. Mr. Turley answered August or September. Council President Olson asked if a ° Q customer's water is turned off for non-payment and they make a payment, how does that information get relayed to staff so the water can be turned back on. Mr. Turley said customers should pay their bill before N the water is turned off because staff cannot be immediately dispatched to turn their water back on; it will o almost always have at least a 24-hour turnaround. That is one of the difficulties with the automated system. w Information is uploaded daily so if someone calls the 24-hour line at noon, the City does not know they paid their bill until next morning when the information is downloaded. It is not a lot different than the old system; it is difficult to immediately send someone out to turn the water back on after someone pays their bill. ya Q Council President Olson commented the security firewall is an important topic and she thanked Mr. Turley for being aware of that considering how short-staffed his department is. 3. 2023 MUNICIPAL COURT BUDGET PRESENTATION Municipal Court Judge Whitney Rivera advised the court's 2021 mid -year reorganization was monumental in helping adequately staff the work of the court. The court is not asking for any new decision packages this year. She expressed her thanks to finance, HR, IT and the other City departments the court relies on daily to ensure the work of the work of the court gets done. Edmonds City Council Draft Minutes October 18, 2022 Page 14 Packet Pg. 160 8.4.a Judge Rivera reported the Washington State Supreme Court emergency order is coming to a conclusion October 31; those orders, put into place at the beginning of COVID, had a large impact on court operations including issuance of bench warrants for individuals who failed to appear for court. Under that Supreme Court order, those warrant could only issue if there was a factual finding that the person presented an immediate threat to individual or public safety. Warrants that have been held pending that order will issue at the end of the month so she expected the work of the court as well as law enforcement, prosecutors and public defenders to increase as warrants held under the COVID emergency order go out. There is a lot of discussion about what the legislature will do with the Blake fix that sunsets in July 2023. She is the co- chair of the District Municipal Court Legislative Committee. Regardless of what happens, unless it completely sunsets and becomes completely decriminalized, she expected the court to be heavily impacted even if the legislature decides to make possession of a controlled substance a felony again. Previously the prosecutors disposition standards for Superior Court didn't warrant felony charges depending on the amount so those charges frequently ended up in Municipal Court and District Court for filing. Judge Rivera relayed they are really excited about the Highway 99 space where they have been holding community court. A lot of vendors as well as mental health providers are on site to help connect people with services including a new partnership with the Edmonds Food Bank. When people are summoned to appear, they receive information about how to place a food bank order that will be delivered to court. The human services division has been active at community court and try to ensure anyone coming to community court knows what services will be available. The court is there the second and fourth Monday. It is a smaller room and when everyone is sitting around a table (instead of being in the courtroom with her elevated above), it feels like a more collaborative experience. Looking toward 2023, Judge Rivera commented on the change related to infractions approved by the legislature in the last session with regard to ability to pay hearings. The legislature addressed the Pierce v. Department of Licensing, an equal protection challenge to suspending people's licenses for failure to pay, by providing in addition to checking a box to contest or mitigate, a difficulty to pay box. The court is working on ensuring court users know there are opportunities for community service in lieu of payment of infraction penalties. There was sort of a moratorium on failures to appear for infractions; if someone didn't respond or come to a hearing during COVID, they were set aside, recognizing that community members were going through a lot. The relicensing clerk is now notifying each of those people in writing and informing them of options such as requesting a reduction, community service, court hearing, etc. Councilmember Paine said it was great to hear the reorganization and the community court space have worked out well. She asked if Judge Rivera was drawing a full-time salary. Judge Rivera answered that cm change was approved last year. o T W Councilmember Nand lauded the court's incredible work in moving mental health and drug diversion out of a punitive criminal justice system through the community court. When government chooses to intervene in the life of somebody experiencing crisis, it is important to put a compassionate face on that, something z Judge Rivera is doing every day. As a member of the legal community, she was proud to practice law in 2. Edmonds knowing that this aspect of the legal community has decided to j oin the 2 1 " century and leave the Q 19' century behind. Councilmember Nand found it amazing that the court was coordinating with the Edmonds Food Bank. She recalled a conversation with former Judge Coburn about what to do when people are unhoused or indigent and do not have a car or transportation to make their court date and it puts them further into a punitive cycle. She recalled Judge Coburn saying if she thought someone was sincere about trying to meet their court dates, she would have her bailiff give them an Orca card. Councilmember Nand wondered about the funding source for the Orca card and asked if that was something the council could fund for people with transportation difficulties so they did not fall behind on whatever remedial plan they are pursuing to make Edmonds City Council Draft Minutes October 18, 2022 Page 15 Packet Pg. 161 8.4.a their lives better. Judge Rivera said city council could fund that but did not need to because there is a state grant for it. Judge Rivera continued, as part of Blake fix that the legislature approved, funds were authorized for therapeutic courts and courts of limited jurisdiction. For a longtime the legislature authorized funds through the CJTA for Superior Court and drug courts, but the lower level courts had never been involved. Once the Blake fix was approved, money was authorized and Court Administrator Uneek Mayor and she submitted a grant request to the Administrative Office of the Courts which they received. Those funds can be used to train staff on best practices for therapeutic alternatives, Orca cards to get to court or to substance abuse disorder or mental health appointment. COVID did some interesting things for courts such as hybrid proceedings and emergency rules, many of which have become permanent. In the past, if someone had a court date for a criminal manner, they had to appear in person even for a 10 second hearing to continue the trial date. Now, under Rule 3.4, attorneys have the ability to waive their client's presence. Hybrid N proceedings have also been retained although that presents limitations for individuals who do not have a c smart phone, but they can call in. N T Judge Rivera continued, the court is trying to be as accessible as possible to meet people where they are to get them the services they need to no longer be involved in the court system. The DMCJA is trying to get the legislature to make the funding permanent so the courts can make more permanent changes to fund 0 programs. Councilmember Nand agreed permanency would be appropriate so that when people enter the criminal justice system, they are not perceived as damaged or someone who will not become a fully engaged, healthy member of society again. Stabilization and support for anyone who enters the criminal justice system, especially young people and young people of color, is a very appropriate use of funds. a c r Councilmember Chen said he found it hard to believe that the court did not have any decision packages. Judge Rivera commented she asked for a lot in 2021. Councilmember Chen observed the court's budget L increased from 2021 to 2022 and that increase continued in 2023, from $518,000 in 2021 to $741,000 in 2022, an approximately 43% increase. He recalled Ms. Maylor's answer was some positions were not filled in 2021 and asked if all the positions have now been filled. Judge Rivera answered almost, part of the reorganization was to create an assistant court administrator position which is a non -represented position ° instead of the lead clerk. A lot of negotiations with the union were required and that position was posted c just recently. The other position that has been filled is the relicensing clerk. The last part of the Q reorganization that is almost done is the assistant court administrator. ° Q Councilmember Chen commented it is important to have the team in place to accomplish the work of the cm court. Judge Rivera said that is an importance part of meeting best practices and standards for auditing and o finance that was not in place previously. The reorganization has resulted in an increase in the quality and w productivity of the work the court does. Councilmember Chen was happy to hear about the partnership with the food bank to implement systems to help people when they come to the courtroom. m E z Councilmember Chen asked if translation services are offered in the uptown office. Judge Rivera answered cc whenever a defendant needs an interpreter, an interpreter is scheduled. Services are not just provided to Q defendants. She recalled after community court, a person outside the court needed services and which the vendors provided. Defendants have the right to have an interpreter present at their proceeding. In 2023, she and Ms. Maylor are interested in procedural fairness and plan to do an analysis of all the spaces to ensure the court is accessible in terms of language and other ways. They want to ensure coming to court is as easy as it can be especially for individuals who speak a different language. Councilmember Chen commented the reorganization doubled the budget and headcount and asked if Judge Rivera expected the workload to increase. Judge Rivera said the budget increase due to reorganization was about 22% and the headcount only increased by one, but that could change depending on the person hired Edmonds City Council Draft Minutes October 18, 2022 Page 16 Packet Pg. 162 8.4.a for the assistant court administrator position. With regard to workload, it depends on how it is measured. There has been a lot of work coming out of COVID with the Washington Supreme court emergency order about to go away and the pause on infraction failures to appear. There are different ways to measure workload such as number of cases or number of hearings. For example, she had six cases on this afternoon's docket but it took hours. Once the assistant court administrator position is filled, the court will be properly staffed to handle the work that comes through Edmonds Municipal Court. Councilmember Chen recalled Ms. Maylor's response to his email that there were 5,000 new cases in 2021 and 1,000 in 2022, which is a significant drop in the number of cases, yet the department's budget has doubled. Judge Rivera said case filings is one way of tracking workload. The court processes cases they get; it is interesting to look at trends, there are peaks and valleys. If someone pled guilty to domestic violence or driving under the influence today, they potentially would be on probation through 2027. A lot of what they do in community court is providing services to people on probation who may be struggling, it is not just pending cases. She agreed the case filings are projected to be lower in 2022 than in 2021. Mayor Nelson declared a brief recess. 4. HIGHWAY 99 PLANNED ACTION FIVE-YEAR REVIEW Development Services Director Susan McLaughlin explained this plan review was written into the legislation and anticipated. Staff thoroughly reviewed the planned action mitigation measures and will report on compliance with the planned action and status of development. She recognized the significant amount of public comment and she appreciated the diligence about understanding the nature of development that is occurring, questioning how it fits into the environmental review; staff will review and offer assurances on each of those aspects from traffic to parks to ensure the initial issues outlined the in EIS are acknowledged and still moving forward consistent with what was required by the EIS and mitigation measures, both the private development community as well as public investments. Ms. McLaughlin explained the intent of a planned action is to offer transparency to the public about what is anticipated from development along a corridor that was upzoned to a zone that will accept higher levels of density, particularly housing given the City's housing needs. It also gives developers some assurance, a > level of confidence to make those large scale investment in larger apartment buildings that are being ° n constructed in the corridor. It is also to leverage public investment, putting private and public investments in the same area increases livability. Although mitigation measures cannot address existing deficiencies, Q they can shape in a beneficial ways the neighborhoods along the Highway 99 corridor. It also leverages cm private investment not only in the realm of housing but sidewalks and walkability via frontage o improvements to add to the walkability network, sidewalk network and improves safety at intersections. w That is all in accordance with the anticipated impacts. There has been a negligible amount of development compared to what was anticipated under the planned action. There are nowhere near the cumulative impacts E anticipated or mitigated against. z Planning Manager Kemen Lien reviewed: Q • Highway 99 Subarea Planning Process o Subarea Plan (Ordinance 4077) o Updated Chapter 16.60 ECDC (Ordinance 4078) o Environmental Impact Statement & Planned Action (Ordinance 4079) o Won VISION 2040 Award from the Puget Sound Regional Council • What is a Planned Action SEPA? o Designating specific types of projects shifts environmental review to an earlier phase o The intent is to provide a more streamlined environmental review process at the project stage by conducting a more detailed environmental analysis during planning Edmonds City Council Draft Minutes October 18, 2022 Page 17 Packet Pg. 163 8.4.a o Early environmental review provides more certainty to applicants with respect to what will be required and to the public with respect to how environmental impacts will be addressed o Designation of planned action projects does not prohibit the city from placing conditions on a project; it only addresses procedural SEPA requirements Planned Action Thresholds and Mitigation Measures o Development Thresholds ■ Number of Residential Dwelling Units — 3,325 Units ■ Square Footage of Non-residential Uses — 1,634,685 square feet ■ PM Peak Hour Trips — 2,755 Trips o Mitigation measures are largely a mix of policy, code amendments and specific projects o Mitigation measures identified in EIS and attached to the Planned Action Ordinance ■ Incorporated Plan Features ■ Regulations and Commitments ■ Other Mitigation Measures Planned Action Monitoring and Review o Ongoing: Monitor progress of development to ensure it is consistent with the assumptions of the planned action, the amount of development and associated impacts and mitigation measures o August 2022: Five-year review of assumptions and findings with respect to environmental conditions in the Planned Action area, the impacts of development, and required mitigation measures Monitoring and Tracking o Projects reviewed at application with Planned Action Checklist o Review based on application materials and SEPA Checklist o All projects tracked in Highway 99 spreadsheet o Additional SEPA review required if project impacts and/or mitigation not in Planned Action Planned Action Projects and Thresholds Planned Status Remaining until BLD Measure Action threshold Threshold Issued Proposed exceeded Land Use New square 1,634,685 14,125 1,389 1,619,171 Non-residential, including office, footage of retail, service and building area medical/healthcare uses Residential Number of new 3,325 319 313 2,693 dwelling units Transportation Peak PM Trips 2,755 80 126 2,549 • Enviromnental Conditions Changed? o Detailed in Subarea Plan ■ Land Use Pattern ■ Housing ■ Transportation ■ Economic and Market Trends o Changes in existing conditions limited to plan implementation ■ Zoning change ■ Transportation projects ■ New development N N 00 0 w _ a) E z n: Q Edmonds City Council Draft Minutes October 18, 2022 Page 18 Packet Pg. 164 8.4.a WRRENI2CINlNG r.G7-cererar Commernal2 CG General Carrm 1 RN -Nelghhorhmd! Buwress sc•L:ommr Lytiuv— Asa - single Fanvly_ gmo- sq fi W RM-3 - M.74.wrty, 3,000 m. It ■ RM-2A Uulafamily, 2,400 sq. F ■ RM-1.5- vultdamdy, 1.5pp sq. ft ■ MIJ • 7vleditw me . P-PWIIC Vse R ECO MMEN RE O 2DN1HG BN • Nci~ood Bus— . K - DOnxn4nny 1941 ^^ f156 sin*Fa 47,8Ao0cv f' {� P1d-3-MaiFan•aly-3.=sq r- ■ El,S-2 4 - iluhilarnl!y, 21DOP sq. ■ RKW 5-kounilamily, 1 500 sq. F ■ id0-Medt iuse ■ P R.blic Lh. Impacts of Development? o Twelve projects: ■ One expired ■ Four projects completed ■ Three currently under construction ■ Four under application review o Impacts as envisioned and mitigated Pwjae[ Project status Penrod 'I, Add— Naw square footage of building area {non- uses) ', Number of new , dwelling units Peak PM Trip,residential Generated GEE Apartments :BLD Issued PLN20180060 '123326 Highway 99 0 192 83 CHC Addition BLDFneled PLN20190029', 23320 Highway 99 7,000 0 13 Edmond 5enior Living ;Expired IPLN20190013 ', 212D072nd Ave.W Boug's Mazda -ice ;BLD Fnaled BLD20191272 ',22133 Highway 99 13,659 0 19.7 Doug's Hyundai showroom addn/remodel !BLD Finaled BLD2019C120 22130 High—V 99 12,542 0 1.27 Behar remodel !BLD reeled IIBLD20171452 '�22019 Highway 99 -94 0 -2 Better Bellevue Townhomes I BLD Applied PLN20180058 18029 238th St SW D 3 1 Apoll o Apartments ;BLD Applied PL1,120200043 i:23601 Highway 99 -26,290 252 76 Anthology Senior Living ;BLDlssued IPLN2021-MO4 ', 2120072nd Ave. W 14,125 127 -3 Terrace Place Apartments ;Proposed IPLN2022-DG47 ', 2362584th Ave. W 0 261 102 Housing Hope :Proposed 523th St. SW 1,389 52 24 Highway 996ateway Project 4CPpital Project 'll 0 Cl 0 Mitigation Measures o Specific mitigation measures in agenda packet identifying actions taken o Mitigation measures expected to occur over time ■ Transportation Projects (Near -term 5 to10 years; Long-term 10 to 20 years) ■ Park Acquisition ■ Development Improvements o Specific Subdistrict Identities ■ Health District, International District, and Gateway District Other — Project Review N N 00 O W Cd G t V Q Edmonds City Council Draft Minutes October 18, 2022 Page 19 Packet Pg. 165 8.4.a o Design review in other areas of the city require Architectural Design Board (ADB) review is SEPA triggered o In CG zone, only projects that exceed 75 feet required to go to ADB o With adoption of Planned Action, no notice required o City's largest projects don't require notice or public design review process Recommendations o No amendments to the Planned Action Ordinance 4079 or supplements to the Highway 99 Planned Action EIS are needed at this time o Implementation of the Planned Action EIS and mitigations should continue to be pursued o Expand notice and public process for projects in CG zone o Expand Subdistrict Identities Ms. McLaughlin emphasized there was a thorough analysis under the planned action, environmental review and specific measures and staff believes it is in compliance. She recognized the community's concern which is why changes are suggested related to public notice and design review. Staff has the discretion to require noticing, but it does not require SEPA noticing. With regard to design review, projects are reviewed by staff under specific development standards. If there is interest, there could be a higher level of design review for projects along the Highway 99 corridor. Changes like this do not require a supplemental EIS. She agreed with continuing to finetune and improve the process and outcomes and address some of the issues the community raised. Ms. McLaughlin continued, just like with the emergency ordinance that was brought forward, it was not an explicit mitigation measure or requirement of the planned action, it was something staff thought was not an equitable approach and an emergency ordinance was proposed to address it. The City can work with much more innovation and expedience in resolving some of the issues instead of going through a rigid environmental process that has very defined methodologies that may not result in the desired outcome. For example, the transportation methodology relies on vehicular level of service at intersections, it only count cars. If only cars are counted and impacts are defined by cars at intersections when the community is talking about impacts to people, walkability, bikeability and livability of their neighborhood, an environmental document will only expand intersections and add signals. In staff s opinion a supplement EIS is not the vehicle to make the changes everyone wants to see. An example of that is shifting to a multimodal level of service, something she hoped was on the near term horizon. Ms. McLaughlin explained despite the planned action and EIS, staff still goes through an individual project N based analysis which includes traffic. Reviewing those traffic analyses confirmed what she already thought; N 00 there are negligible impacts from the projects at the intersections mentioned this evening during audience o comments such as 236' & 84t''. She reiterated a supplemental EIS may not be the vehicle to get the outcomes W that everyone seeks. m Councilmember Tibbott recalled there used to be a transition zone between a 75' building and a one story single family. He did not know what happened to that and would like to explore how to reintroduce that.. He appreciated what staff was saying about a multimodal approach to looking at streets; he has often Q thought the level of service at intersections does not help much with regard to determining the impact to a neighborhood. For a long time he and the late Councilmember K. Johnson worked to get walkway crews, etc. He would like some reassurance that there is something in the TIP that addresses the issue on 236' His kids attended Madrona; most of the students do not walk because it is a choice school. Having a walkway system that serves that neighborhood is very important and he wanted assurance the City was moving in that direction. Ms. McLaughlin referred to her articles regarding the comprehensive plan visioning process which addressed evaluating a transition zone for this neighborhood as part of the comprehensive plan process. She acknowledged eliminating nine zones may have homogenized it too much. That can be done without a supplemental EIS via the comprehensive plan process. Edmonds City Council Draft Minutes October 18, 2022 Page 20 Packet Pg. 166 8.4.a Mr. Lien explained the rezoning of the Highway 99 corridor got rid of the transition zones and was part of the EIS analysis and there were some mitigation measures associated with that including the stepbacks properties that are adjacent to single family. The ordinance last week addressed specific mitigation for properties across the street. That was part of analysis in the EIS for removing those transition zones. With regard to transportation improvements, there are east -west connector sidewalk projects identified in the EIS, new bike lanes on 236', and pedestrian sidewalk improvements. Pedestrian projects identified in the EIS will occur over time. Ms. McLaughlin said while the planned action includes mitigation measures, it is not inclusive of projects in the CIP/CFP or existing projects. Layering those over the mitigation measures in the EIS provides a more full picture of the commitment over the years in this neighborhood. Mr. Lien highlighted projects in the CIP that are in the mitigation measure table in the packet. Councilmember Buckshnis thanked staff for the complete packet. She is environmentally rigid; she is not a scientist but has spent more than a thousand hours talking to people about this. The EIS talks about probable adverse environmental impacts. The FEIS talks about the 2014 stormwater code which has been updated and had a significant impact to stormwater which would be a reason to trigger supplemental EIS. The City learned from OVWSD about issues with the wellheads that are within this area. Updating the code regarding the critical aquifer recharge area (CARA) could also trigger a supplemental EIS. In addition to protecting water quality and the environment, climate change has significant impacts across the world. Significant geomorphology events where very little rain falls have a tremendous impact on stormwater. Further, there are sewer treatment plant issues where nitrogen levels have changed and the facility is at capacity. Citizens' voices need to be part of this supplemental EIS. She was not as worried about traffic as she was with poor air quality, recalling people wore masks in Oregon when Mount St. Helens erupted and more recently due to wildfire smoke. The air quality on Highway 99 is another trigger for a supplemental EIS. Things have drastically changed from 2017 to 2022, even from 2020 to 2022. She planned to make a motion to have a supplemental EIS performed. With regard to stormwater regulations, Mr. Lien explained the update resulted in stricter stormwater regulations so that was not a probable significant environmental impact under SEPA. Implementing the c stormwater regulations will help protect the environment so he disagreed that was a probable significant n probably impact under SEPA. With regard to the CARA, staff is aware of that issue and added OVWSD's ° Q wellhead protection areas to the critical area layers, consider those during reviews and notify OVWSD if there are any projects in those areas. As part of the SEPA review and SEPA appeal on the stormwater, there N was a lot of discussion on that and the updated stormwater regulations provide protection to the wellhead o protection areas. The City does not have a specific CARA code but it will be part of the comprehensive w plan update. Implementing the stormwater code is not a probably significant adverse impact under SEPA and was actually litigated before the hearing examiner recently. He talked to WWTP Manager Pam Randolph about sewer capacity z Councilmember Pained thanked staff and the community for the abundance of information. She anticipated Q the planned action absorbed a lot of time in 2017. She noted things should happen sooner and asked whether transition zones could be implemented more swiftly than the 2024 comprehensive plan update. Duplexes, triplexes and 4-plexes provide honest transition zones in a fairly narrow area. She also asked if the sidewalk program and planning could be accelerated to prioritize these routes because sidewalks build communities. She asked whether Snohomish County could build sidewalks in the Esperance area. She was most concerned about displacement; this community has the highest level of diversity and is the most economically vulnerable. She asked what the City could do to avoid displacement. Housing is critical need and is more critical than it was 5-8 years ago when the earlier analysis was done. Displacement is a critical Edmonds City Council Draft Minutes October 18, 2022 Page 21 Packet Pg. 167 8.4.a issue and is one of the ways the community judges success. She asked what a blight designation meant, how it benefits Edmonds, and the components of that designation. With regard to whether transitional zoning could be implemented sooner, Ms. McLaughlin said that type of analysis lends itself to what will be done with the comprehensive plan update. She was not a fan of waiting until 2024, but starting on the journey will lend itself to more sensible citywide analysis about growth, density and housing. Whether some of those policy recommendations can be expedited, she was not opposed to it. The ability to invest in this network is in the council's hands in terms of approving a budget that prioritizes investments in this corridor and in this neighborhood. There is a fixed amount of capital funding and how it is allocated is up to council. Recognizing the importance of private investment in that equation for building out sidewalk networks is also critical. Without the private investment, the City does not get the frontage improvements. N Ms. McLaughlin continued, through the reimagining work, street typologies are being explored to inform c the sidewalk code package. The sidewalk code will ensure the City is leveraging as much private investment cm from development as possible as well as exploring an in -lieu payment program. Those tools, which are not currently available, will help further build out the network using private investment. A critical part of that is shifting to a multimodal level of service. Currently the City cannot prioritize sidewalk expansion using transportation impact fees because those go toward vehicular capacity improvements. That is a big deal for 0 this neighborhood in particular who want to prioritize sidewalks. Once the City shifts to a multimodal level of service, those impact fees can be used where they are needed. The transportation and park impact fees for one development were over $1 million. She summarized private investment was certainly part of the equation. a c r With regard to displacement, McLaughlin said it is thorny and challenging and something cities across the country are looking at in relation to escalating housing prices. The Department of Commerce under the L GMA has required all cities in Washington to evaluate this as part of the comprehensive plan. A gap analysis has been done for equity and the analysis will consider housing costs, where costs are escalating the most and where there is the greatest risk of displacement. Staff is aware this corridor is at risk for displacement, but it is not disproportionate impacted under the planned action; that will be considered via the ° comprehensive plan update. c L Q With regard to a blight designation, Ms. McLaughlin said a Highway 99 community renewal plan is ° Q underway that will consider whether it meets the designation of blight as defined in the RCW. The EIS did use the terminology of blight so it is irrelevant to this conversation. She asked what the question about cm blight was in relation to. Councilmember Paine commented it was a new word that was being applied to 0 some aspects of the Highway 99 redevelopment; it was her vague understanding that there was a funding w source and she was seeking more information. Ms. McLaughlin responded blight can be defined in a couple of ways under the community renewal plan as economic or structural such as the way streets are laid out or land use as it relates to transportation. From an economic standpoint, this corridor is actually a strong z economic engine for the City so from an economic standpoint it would not be characterized as blight. 2 Q Councilmember Paine said she was glad to hear that, commenting blight was such a loaded word. Due to the amount of information, she wanted more time to consider this. She was interested in what could be done short of an EIS to address the concerns raised by the community. Even though staff determined the triggers for a supplemental EIS have not been met, there is still a big need. Councilmember Nand echoed Councilmember Buckshnis' comment that it would be appropriate to proceed with a supplemental EIS. She did not find it appropriate to act as though adding hundreds of housing units to the area of town where she lived and grew up without acknowledging that when people jaywalk on Highway 99, they are crossing five lanes of traffic. People have been killed crossing Highway 99, something Edmonds City Council Draft Minutes October 18, 2022 Page 22 Packet Pg. 168 that doesn't happen in other areas of the City. She was one of those 12-year old jaywalkers crossing Highway 99 because there have never been not enough sidewalks or crosswalks. People run across five lanes of traffic traveling 40-60 mph trying to reach a bus stop, something that does not happen in other parts of Edmonds. That is the reason for the level of frustration expressed by the Lake Ballinger community. She was proud to be from the Lake Ballinger and Highway 99 community; it is a lovely place to live and she was shocked to hear the word blight applied to that area. Councilmember Nand continued, the incredibly frustrated speakers who addressed council about supplemental EIS they feel frustrations are falling on deaf ears. Young kids who jaywalk in this area can be killed; adding hundreds of housing units to this area without addressing that impact is irresponsible. It is the responsibility of the City, not private development to address that concern. A multitude of concerns have been eloquently expounded in numerous meetings prior to tonight. She requested staff revise their position that a supplemental EIS is not necessary or that no amendments are necessary. Conditions that may have been appropriate in 2017 are not appropriate post -pandemic. It is not appropriate after a heatwave killed hundreds in Washington last year due to inadequate infrastructure to protect vulnerable populations including seniors. People died on sidewalks in Washington during 2021 due to the heat when resources were unable to reach them in time. Councilmember Nand continued, there is a lot of frustration in her part of the community, an area that has always been very different than the Bowl. It is not just feeling underserved by City government or feeling their concerns and frustrations fall on deaf ears, but the fact that they generate the most tax income for the City, yet their area is treated as a problem. For the first time in 2019 when she ran for council, someone referred to her part of Edmonds as the ghetto of Edmonds, a term she had never heard before. It is a part of Edmonds where a lot of people of color live including her family who are members of the Asian -American community. Before 2019, she did know her area of Edmonds was referred to as the ghetto of Edmonds or that it was referred to as a blight. She was always proud to be part of Edmonds and did not know that was how other people viewed that area. Councilmember Nand continued, she lives in high density housing a few yards from Highway 99. She sees 4- her neighbor's young kids playing in the common driveway for their townhouse complex because there is ° absolutely no green space for them to play. People pull out of their garages and whiz past kids trying to c play ball in the common driveway due to the lack of green space or trees especially compared to other parts Q of Edmonds which are very well served and well represented. Issues of cultural competency need to be ° Q addressed when people have been speaking to council for weeks about why they feel the subarea plan is inappropriate and why they haven't been adequately consulted. She recognized staff worked very hard to cm prepare tonight's packet, but did not feel it was adequate to address the concerns of her community and a o supplemental EIS needs to be pursued. She supported looking at transportation issues, reiterating in her w area of Edmonds, someone who is unlucky while jaywalking will die, something that does not happen to people in the Bowl where people drive 25 mph. She encouraged staff to examine cultural competencies when dealing with proud residents and taxpayers in her area of Edmonds who address this apparatus that is supposed to represent them and is funded by taxpayer money. ya Q Ms. McLaughlin appreciated Councilmember Nand's passion and commitment for the corridor. The intent of tonight's presentation is to find the most effective vehicle to address all the issues that Councilmember Nand raised. She assured she is passionate about traffic safety and finding ways to get capital investments into that neighborhood. That is why she wanted to emphasize how ineffective the existing environmental framework would be to achieve that and recognizing the limitations of that environmental document, the City could be more effective on the fringes. She is an educated professional completely committed to under - invested and under -represented neighborhoods like this area. She assured this areas was not blighted and hoped that word did not get proliferated in that neighborhood. It is not blighted; it is an economic engine for Edmonds that is only now receiving the investment that it has historically deserved. Edmonds City Council Draft Minutes October 18, 2022 Page 23 Packet Pg. 169 8.4.a Ms. McLaughlin assured Councilmember Nand that her and the community's concerns have not fallen on deaf ears. A member of the community wrote a very thorough letter that took a lot of research in addition to the material staff provided in the packet. It took time to research and respond to her letter and meet with her, but it did not fall on deaf ears; staff took her comments very seriously. Staff s recommendation to not pursue a supplemental EIS is absolutely no reflection to their dedication and commitment to investing in this area, it is because staff feels taking a different strategy would be more successful. Mayor Nelson expressed appreciation for the work Ms. McLaughlin does and took offense to claims that she has not been paying attention or listening. He knew she cared deeply about what was happening in that area and was doing everything she can via the lens she looks through. Her expertise and her staff s expertise in working through these issues and challenges are undervalued and he appreciated everything they were doing. COUNCILMEMBER TEITZEL MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS, TO EXTEND TO 10:30. MOTION CARRIED (6-1), COUNCILMEMBER TIBBOTT VOTING NO. Councilmember Teitzel commented the frustration expressed by residents indicates a need to redouble efforts to reach out to the community including communities of color. During his first term on council, he attended open houses, recalling at one held at the hospital, almost everyone in the room looked like him; there were very few people of color. The problem is not getting enough input from people affected by these changes and they are shocked and concerned when these large developments start happening and they realize how big the developments will be and how many people will live there. The City needs to redouble its efforts and find ways to reach everybody to get input early before things reach the I I' hour. Councilmember Teitzel continued, there has been a lot of discussion about the lack of open space, green 2 space and parks in south Edmonds. The City is trying to acquire open space and parks in conjunction with the subarea plan. He referred to page 842 of the packet, Parks and Open Space in the 2017 subarea plan states, "provide onsite open space as a residential amenity through new development." He asked if that could be interpreted as developers would be expected to provide the open space or is that action that the c City would take in concert with development. Mr. Lien answered that is one of the design review standards > that were adopted in 16.60 to require amenity space and open space with development, but does not replace n the need for parks in the area. Ms. McLaughlin said there have been conversations recently with both private Q development and the parks department about private investment solely providing those investments as well as public -private partnership opportunities. N 00 0 Councilmember Teitzel referred to page 840 of the packet Parks and Open Space in the 2017 subarea plan w which refers to possible acquisition of Esperance Park from Snohomish County for annexation and redevelopment into a community park with sports fields, community gardens, picnic shelters, etc. He asked m why it would be beneficial for the City to acquire the park from Snohomish County when south Edmonds z residents already use it. Ms. McLaughlin was unsure of the status of that effort and offered to circle back to Councilmember Teitzel on that question. She observed his point was not to take credit for space that Q already exists. Councilmember Teitzel clarified since south Edmonds residents already use that park and actually own it because they also pay taxes to the County, if the City acquires it, it will also take on the maintenance costs. He did not see the benefit to the City as part of the subarea plan to consider acquiring the park at this time. Mr. Lien said since the subarea plan was done, the Snohomish County Esperance Park has been developed and made available for public use. It includes sports fields, a dog park, playground trails and other recreation facilities. The City has not acquired the park, but Edmonds citizens do use it. Edmonds City Council Draft Minutes October 18, 2022 Page 24 Packet Pg. 170 8.4.a Councilmember Teitzel said he was interested in considering an SEIS especially with the passion expressed about why the City should pursue an EIS. He asked the cost in terms of time and investment to conduct an SEIS. Ms. McLaughlin answered that body of work has not been scoped, but depending on the scope and amount of community outreach, she estimated the cost at $200,0004250,000 based on a range in other local jurisdictions. She pointed out staff resources for that work would also need to be considered as the City begins the update of the comprehensive plan. That workload would be unanticipated and almost duplicative as it will consider the same policy issues, code issues, displacement issues, and will culminate in an EIS. Councilmember Teitzel suggested staff provide council the response to the citizen's letter. The council needs to understand if an EIS is not done, how the City can respond to those concerns. Ms. McLaughlin said these are valid issues that are mentioned in various planning documents whether it is an adopted document of and EIS or planned projects associated with the CIP or comprehensive plan policies, all well N intended and adopted by council that are not all in one place. The community renewal plan provides an c opportunity to include an action plan to combine all the current and planned actions in one location so it cm 06 does not feel so disparate or unintentional. It would be helpful to see all the investments outlined in one place along with a time horizon. 0 With regard to impacts of doing an SEIS, Mr. Lien explained if an SEIS is initiated on the subarea plan, the O planned action is not in place during that interim period. If any project applications are submitted while an m SEIS is underway, they would need to go through the entire SEPA process which includes a new threshold determination, etc. a To reinforce what other councilmembers are saying, Council President Olson suggested some type of work plan approved by council may be workable if it included dates and deadlines. There is a sense of urgency about some of these things, specifically related to the aquifer. She was confused by staff saying there were L no changes in the environment; it was not that the changes have happened while the planned action was in place, but questioned whether the fact that this environmental condition was unknown at the time it was implemented would be considered a change. Mr. Lien explained for the SEPA analysis, the threshold is a probable significant environmental impact. The City became aware of the wellhead protection areas by o OVWSD and there is a stormwater code that address development within wellhead protection areas that c protects the aquifer recharge area. Knowing they exist now does not necessarily mean it is a probable Q significant adverse impact. This was a big part of the discussion when the SEPA review was done on the ° stormwater code. Q N N 00 Council President Olson asked if there was anything in the documents about true protections for ensuring o development does not occur in that area. Mr. Lien answered it is not that development does not occur in the w wellhead protection areas, it is how development occurs. For example, to protect the aquifer, one of the problems is injection wells. He first became aware of this during the Madrona School project that proposed deep injection wells for stormwater which could potentially put stormwater into the aquifer. That is one of the things that should not be done as part of development in an wellhead protection area. When development 2 is proposed within a wellhead protection area, OVWSD is notified so they can review the project and the Q city stormwater code also helps project those areas. He summarized it is not that no development can occur in those areas, it is how development occurs to avoid impacting the aquifer. Council President Olson said she did not want to take action tonight; she wanted time to talk with citizens and staff. One of the early concerns was the transportation impacts in the original EIS focused on Highway 99 and SR-104. As soon as those buildings are constructed, they will obviously have a traffic impact. If the original EIS did not look closely at that street and address those impact, it seems like that needs to happen now. If there is no requirement for a traffic impact study because it is part of the subarea plan, that seems like a miss. Whether that is handled by a council action plan or something else, she felt there should be Edmonds City Council Draft Minutes October 18, 2022 Page 25 Packet Pg. 171 8.4.a something that is documented, tracked and made a sense of urgency and a priority. Mr. Lien explained applicants for projects within the planned area still prepare a project -level traffic impact analysis that looks at the impacts of that specific project. Even if it qualifies as a planned action, conditions and mitigations can be added for specific projects if warranted. He summarized additional traffic impact analysis is required at the project level when applications are made. Council President Olson referred to staff s comments about having public notice and involvement, and asked if the developer would expect something had changed based on public input. Ms. McLaughlin asked if Council President Olson's question was whether the developer would be aware the public notice had changed. Council President Olson clarified staff mentioned adding a step for public notice for some projects, but if nothing is required in terms of the subarea plan or the way the City typically does business, how would the public input be used and would it change what happens. Ms. McLaughlin answered the developer would definitely be aware of it coming into the application process and it likely would require an ordinance change. In terms of how to be most effective with public notice, frankly a SEPA notice may not be effective at reaching people, speak in layman's terms, and have a community conversation. The public notice staff has been thinking about is in advance of a design review, to require a community meeting with the developer to talk about project. That is something other jurisdictions do and it is highly effective to have community members meet the developer and talk about the project in advance of a design review so they understand what's valuable to the community versus just notice of a public hearing. Council President Olson suggested she and staff talk offline about what that ordinance needs to look like. Councilmember Chen acknowledged staff s hard work putting the packet together and all the information provided. He also acknowledged staff listens to the community's input and thinks about what's best for the community as evidenced by the moratorium two weeks ago. He shared the concerns of other councilmembers' and the community about the lack of green space, lack of a transition zone, and displacement for low income and people of color living in this community. Many of them work multiple jobs to make ends meet and when their property values increase due to development, their property taxes increase which diminishes their ability to pay. He was very concerned about displacement due to development. Councilmember Chen referred to Councilmember Teitzel's comment that people at community events look c like him, commenting it is because people of color work 2-3 jobs and are at work when those event are held Q and do not have time to attend. He complimented staffs efforts to reach out, noting it is hard to reach them. ° Q With the community's input and concerns, he supports conducting a supplemental EIS. The estimated cost of $250,000 is a worthy investment to get the community's input and get the best development for this cm community. o T W COUNCILMEMBER CHEN MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS, TO HAVE A SUPPLEMENTAL EIS CONDUCTED. m E z Councilmember Buckshnis thanked staff for all the work they are doing, but she is jaded after 12 years. Highway 99 residents deserve this SEIS. So much change has occurred and the citizens deserve to have a Q voice. She preferred conducting a SEIS rather than a work around such as updating the code, including it in the comprehensive plan, conducting a charrette, etc. She reiterated the climate will continue to get worse. The Lake Ballinger Forum, which consists of Mountlake Terrace, Shoreline and Edmonds, is intent on keeping the lake clean and pristine. The City has $240 million from the state and should just bite the bullet and do it. Councilmember Paine said she was not in support of the motion at this time. The council needs to learn more about implementing fixes that can happen right away. She wanted to explore other options before reaching the conclusion that a SEIS is needed. She was excited about the light rail, anticipating south Edmonds residents were not saying no housing or were supportive of the delays that a SEIS would create. Edmonds City Council Draft Minutes October 18, 2022 Page 26 Packet Pg. 172 8.4.a She was hopeful things like transition zones could be implemented right away and consideration given to things that could be done short of a SEIS. Adding more housing options throughout Edmonds would be ideal rather than building it all in this corridor, but this corridor has the greatest opportunity with the light rail, additional transportation services on Highway 99, and the Highway 99 renewal project which will result in a lot of changes. Councilmember Paine continued, she would like to adopt guidelines for all neighborhoods so there is shared vision and opportunities for Highway 99, Lake Ballinger, the Gateway District, etc. and do it in a way that includes public outreach. There are two mobile home parks in Edmonds; those are the areas she worries about displacing and having more housing options is great way to avoid that. Housing is a human right and honors people who have been here for a long time. She thanked staff for all the information and summarized she preferred to look at options before doing a SEIS. Councilmember Teitzel commented the council is hearing from its constituents tonight and for the past several weeks that they want action taken on issues that concern them such as displacement, open space acquisition, partnership with other entities on parks, traffic safety, pedestrian safety, etc. The key thing the council should consider is how to best address those concerns. If it is a SEIS so be it; if there is a better, more efficient, effective way to do that, that was fine too. The council needs to get to the point where it can make a decision whether to invest the money in a SEIS or not. He observed Ms. McLaughlin has said there may be better ways to ensure those concerns are addressed and was willing to entertain those ideas, but needed to see the responses to the concerns raised in the letter and the concern the council heard tonight. He would like to consider that before taking action on conducting a SEIS. For that reason he will not support proceeding with a SEIS at this time. Councilmember Nand said she was full throated in support of the motion to authorize a SEIS tonight. The political process exists for a reason and the engaged citizenry has let the council know through the political process that they have concerns about some of the proposed changes, the oversights they feel emanate from City government and affect their community. A SEIS is the bare minimum of an appropriate response to the level of outage coming from her community at some of the changes imbedded in the five-year plan. She will take endless amounts of verbal smacks to continue verbalizing the wholly appropriate engagement in the political process that is coming from her part of Edmonds. Councilmember Tibbott agreed that moving forward with a SEIS at this time is premature. A SEIS may ° Q need to be done, but he preferred to see a work plan from the development services department about how it would integrate with the comprehensive plan which will include a great deal of public input. He hated to cm circumvent a process that is already in motion to insert another process when resources could be expedited o via a process that is already in motion. w COUNCILMEMBER PAINE MOVED, SECONDED BY COUNCILMEMBER TEITZEL, TO EXTEND TO 10:45. MOTION CARRIED (6-1) COUNCILMEMBER TIBBOTT VOTING NO. r Councilmember Paine asked when the emergency ordinance expires. Mr. Lien explained the emergency Q interim ordinance is good for six months. A public hearing schedule is scheduled for November 15 and the ordinance should go through the planning Board and back through council before the 6 months expires. Councilmember Paine observed the effect of the emergency ordinance was no new permits were accepted during emergency interim ordinance period. Mr. Lien explained the interim ordinance passed two weeks ago was related to stepbacks for properties across the street and is good for six months with the possibility of an extension with a work plan. A public hearing before council is scheduled on the interim ordinance for November 15; the council makes findings whether to continue the interim ordinance or modify the interim ordinance. The next step in the interim ordinance process is planning board review and recommendation to council and then council would adopt another ordinance (or not) to make it permanent. The interim ordinance is only related to stepbacks. Edmonds City Council Draft Minutes October 18, 2022 Page 27 Packet Pg. 173 8.4.a Council President Olson said she would support the motion with the thought that a motion to reconsider could be done next week. The council will learn during the coming week whether it was the right move or have something in the packet next week to consider as an alternative. UPON ROLL CALL, MOTION CARRIED (4-3), COUNCILMEMBERS CHEN, BUCKSHNIS, AND NAND AND COUNCIL PRESIDENT OLSON VOTING YES; COUNCILMEMBERS TEITZEL, TIBBOTT AND PAINE VOTING NO. Ms. McLaughlin asked what the one week reconsideration mentioned by Council President Olson meant. Council President Olson offered to follow up with Ms. McLaughlin tomorrow, explaining councilmembers on the prevailing side have the option to reconsider. If there was a convincing reason or an agenda memo regarding a different approach next week, there could be a motion to reconsider the motion passed tonight. 5. COMPREHENSIVE PLAN VISIONING SUMMARY Due to the late hour, this item was postponed to a future meeting. 6. APPROVAL OF SNOHOMISH COUNTY COMPREHENSIVE SOLID AND HAZARDOUS WASTE MANAGEMENT PLAN (Previously Consent Agenda Item 7.10) Mr. Taraday said he had an opportunity to compare the committee packet to tonight's packet and understood the question about the resolution. The resolution in tonight's packet meets the typical Edmonds resolution format and appropriately adopts the Snohomish County Solid Waste Plan so he saw no legal reason not to adopt it. A MOTION WAS MADE BY COUNCILMEMBER BUCKSHNIS AND SECONDED, TO APPROVE THE SNOHOMISH COUNTY COMPREHENSIVE SOLID AND HAZARDOUS WASTE MANAGEMENT PLAN. MOTION CARRIED UNANIMOUSLY. 9. MAYOR'S COMMENTS Mayor Nelson welcomed Councilmember Nand. He reported on the Great Shakeout, an annual earthquake n preparedness exercise that will include testing of the tsunami siren on Thursday, October 20 at 10:20 a.m. ° Q for 3 minutes. The siren is only a test and is for people who are outside, not inside a building, to seek higher N shelter. The City's disaster coordinator will be at the exercise to answer questions about disaster cm preparedness. o T W 10. COUNCIL COMMENTS m Councilmember Nand said she was incredibly honored and privileged to be on council. She was tweeting with the former council student rep Brook yesterday and told him it was important that the council model ya m. democracy and the democratic values of the U.S. Constitution at all levels of government down to the city Q council. In working with City staff, she has established Councilmember Nand office hours every week on Thursday from 4 to 5 pm. She also plans to have Councilmember Nand office hours on the weekend in the Highway 99 community. She is wholly committed to being a public servant and she was thankful for the opportunity. Councilmember Paine welcomed Councilmember Nand, commenting she has been an active part of the community and it was great to have her voice and experience. She thanked all the applicants for their interest in council position #7. There is an amazing body of talent in Edmonds and she encouraged the applicants to stay involved. She looked forward to the community renewal project open house on Thursday evening. Edmonds City Council Draft Minutes October 18, 2022 Page 28 Packet Pg. 174 8.4.a Councilmember Tibbott echoed previous councilmembers' comments including welcoming Councilmember Nand. With regard to the waste management plan, he assured the citizens of Edmonds there will be a review process after all the cities have reviewed the plan and the Public Works Director Antillon will be on a committee that reviews the document. It will be well vetted by the 21 cities in Snohomish County as well as by the committee. He found the 100 page document, which was in the November 11 PPW Committee packet, very interesting. Councilmember Buckshnis welcomed Councilmember Nand. She thanked everyone who has been contacting her and the applicants for the council vacancy. There will be five council positions available next year and she hoped the applicants would run for election. She announced her town hall on Thursday from 5-7 at Mel and Mia's across the street from Bisto 76. About 35 participants attended her first town hall where they discussed the budget, the comprehensive plan and other topics. Council President Olson reminded of the virtual open house about Highway 99 on October 20 from 6 to 7:30 p.m. on Zoom. Further information is available on the City's website. Councilmember Chen welcomed Councilmember Nand, commenting she was one of the inspirations for him to run for council. He thanked the many qualified community members who applied for appointment to position #7. It was a difficult decision to select a councilmember and he encouraged the applicants to continue to be involved in the community. Councilmember Teitzel said he feel incredibly proud to be part of the Edmonds community. There are many great citizens as evidenced by the number of incredibly talented and diverse people who applied for the vacancy on council. He applauded everyone who applied. He applauded and welcomed Councilmember Nand and looked forward to her contributions. As the council liaison to SnoCom 911, he relayed they are having difficulty filling 911 operator positions, a key piece of the public safety system. He suggested anyone who knows a 911 operator thank them and encouraged anyone interested in that opportunity to apply. It is not just SnoCom 911 that is having difficulty, organizations across the country are having difficulty with staffing. 11. ADJOURN With no further business, the Council meeting was adjourned at 10:42 p.m. N N O O T W Cd G t V Q Edmonds City Council Draft Minutes October 18, 2022 Page 29 Packet Pg. 175 8.5 City Council Agenda Item Meeting Date: 10/25/2022 Approval of payroll and benefit checks, direct deposit and wire payments. Staff Lead: Dave Turley Department: Administrative Services Preparer: Lori Palmer Background/History Approval of replacement check #65229, checks #65240 to #65272 for Kelly Day's Buy Back dated October 18, 2022 for $46,826.06, checks #65273 to 65278 dated October 20, 2022 for $7,465.86, payroll direct deposit for $664,627.11, benefit checks #65279 through #65284 and wire payments for $660,682.23 for the pay period of October 1, 2022 through October 15, 2022. Staff Recommendation Approval of payroll and benefit checks, direct deposit and wire payments. Narrative In accordance with the State statutes, City payments must be approved by the City Council. Ordinance #2896 delegates this approval to the Council President who reviews and recommends either approval or non -approval of expenditures. Attachments: 10-01-22 to 10-15-22 benefit checks summary report 10-01-22 to 10-15-22 payroll earnings summary report 10-18-22 kelly day payroll earnings report Packet Pg. 176 Benefit Checks Summary Report City of Edmonds Pay Period: 1,057 - 10/01/2022 to 10/15/2022 Bank: usbank - US Bank Check # Date Payee # Name Check Amt 65279 10/20/2022 bpas BPAS 6,389.28 65280 10/20/2022 epoa2 EPOA-POLICE 5,904.00 65281 10/20/2022 epoa3 EPOA-POLICE SUPPORT 698.26 65282 10/20/2022 icma MISSIONSQUARE PLAN SERVICES 6,991.31 65283 10/20/2022 flex NAVIA BENEFIT SOLUTIONS 3,566.85 65284 10/20/2022 teams TEAMSTERS LOCAL 763 4,504.50 28,054.20 Bank: wire - US BANK Check # Date Payee # Name Check Amt 3426 10/20/2022 awc AWC 352,239.20 3432 10/20/2022 us US BANK 128,672.54 3434 10/20/2022 mebt WTRISC FBO #N317761 117,761.00 3435 10/20/2022 pb NATIONWIDE RETIREMENT SOLUTION 5,409.79 3436 10/20/2022 wadc WASHINGTON STATE TREASURER 28,241.00 3438 10/20/2022 oe OFFICE OF SUPPORT ENFORCEMENT 304.50 632,628.03 Grand Totals: 660,682.23 10/18/2022 8.5.a vi Y a� t v r m Direct Deposit m 0.00 0.00 cv 0.00 0 0.00 0.00 C a 0.00 0 M 0.00 0 Q. o. Q Direct Deposit o Q. 0.00 a� L 0.00 0.00 E 0.00 E 0.00 u3i 0.00 N Y V N 0.00 v .r 0.00 c m N N u7 r O O r N N O O r C d E t V fC r r Q Packet Pg. 177 Payroll Earnings Summary Report City of Edmonds Pay Period: 1,057 (10/01/2022 to 10/15/2022) Hour Type Hour Class Description Hours Amount 111 ABSENT NO PAY LEAVE 32.50 0.00 113 ABSENT Unpaid ADA hours 8.00 0.00 121 SICK SICK LEAVE 656.00 30,611.27 122 VACATION VACATION 785.50 35,816.37 123 HOLIDAY HOLIDAY HOURS 45.50 2,143.19 124 HOLIDAY FLOATER HOLIDAY 8.00 304.40 125 COMP HOURS COMPENSATORY TIME 247.00 10,473.75 131 MILITARY MILITARY LEAVE 10.00 635.94 132 JURY DUTY JURY DUTY 10.00 635.94 134 MILITARY MILITARY LEAVE -UNPAID 80.00 0.00 135 SICK WASHINGTON STATE SICK LEAVE 12.20 231.81 141 BEREAVEMENT BEREAVEMENT 96.00 4,331.90 150 REGULAR HOURS Kelly Day Used 60.00 2,656.10 155 COMP HOURS COMPTIME AUTO PAY 187.41 10,557.18 190 REGULAR HOURS REGULAR HOURS 16,843.75 791,634.42 194 SICK Emerqencv Sick Leave 197.50 9,379.08 195 REGULAR HOURS ADMINISTRATIVE LEAVE 80.00 5,686.82 210 OVERTIME HOURS OVERTIME -STRAIGHT 32.00 1,030.11 215 OVERTIME HOURS WATER WATCH STANDBY 48.00 2,683.13 216 MISCELLANEOUS STANDBY TREATMENT PLANT 16.00 1,411.31 220 OVERTIME HOURS OVERTIME 1.5 374.00 29,287.47 225 OVERTIME HOURS OVERTIME -DOUBLE 12.50 911.96 410 MISCELLANEOUS WORKING OUT OF CLASS 0.00 444.17 411 SHIFT DIFFERENTIAL SHIFT DIFFERENTIAL 0.00 1,138.16 600 RETROACTIVE PAY RETROACTIVE PAY 0.00 6,405.33 602 COMP HOURS ACCRUED COMP 1.0 93.25 0.00 604 COMP HOURS ACCRUED COMP TIME 1.5 148.45 0.00 acc MISCELLANEOUS ACCREDITATION PAY 0.00 144.03 acs MISCELLANEOUS ACCRED/POLICE SUPPORT 0.00 152.28 colre MISCELLANEOUS Collision Reconstructionist 0.00 93.65 cpl MISCELLANEOUS TRAINING CORPORAL 0.00 187.30 crt MISCELLANEOUS CERTIFICATION III PAY 0.00 431.16 ctr MISCELLANEOUS CTR INCENTIVES PROGRAM 0.00 200.00 deftat MISCELLANEOUS DEFENSE TATICS INSTRUCTOR 0.00 130.40 det4 MISCELLANEOUS Detective 4% 0.00 1,075.04 10/18/2022 Packet Pg. 178 Payroll Earnings Summary Report City of Edmonds Pay Period: 1,057 (10/01/2022 to 10/15/2022) Hour Type Hour Class Description Hours Amount ed1 EDUCATION PAY EDUCATION PAY 2% 0.00 730.42 ed2 EDUCATION PAY EDUCATION PAY 4% 0.00 554.18 ed3 EDUCATION PAY EDUCATION PAY 6% 0.00 6,192.15 firear MISCELLANEOUS FIREARMS INSTRUCTOR 0.00 411.41 fmla ABSENT FAMILY MEDICAL/NON PAID 36.00 0.00 fmly VACATION Family Medical Leave Vacation 56.50 4,090.10 k9 MISCELLANEOUS K-9 PAY 0.00 280.93 less MISCELLANEOUS LESS LETHAL INSTRUCTOR 0.00 89.60 Iq1 LONGEVITY LONGEVITY PAY 2% 0.00 1,079.27 Ig11 LONGEVITY LONGEVITY PAY 2.5% 0.00 532.28 Ig12 LONGEVITY Longevity 9% 0.00 3,865.59 Ig13 LONGEVITY Lonqevitv 7% 0.00 598.72 Ig14 LONGEVITY Longevity 5% 0.00 976.97 Iq2 LONGEVITY PAY LONGEVITY PAY 4% 0.00 259.00 Iq4 LONGEVITY Longevity 1 % 0.00 317.43 Iq5 LONGEVITY Longevity 3% 0.00 1,467.07 Iq6 LONGEVITY Lonqevitv .5% 0.00 336.76 Iq7 LONGEVITY Longevity 1.5% 0.00 417.94 Iq8 LONGEVITY Lonqevitv 8% 0.00 252.04 mtc MISCELLANEOUS MOTORCYCLE PAY 0.00 128.30 pds MISCELLANEOUS Public Disclosure Specialist 0.00 108.88 pfml ABSENT Paid Family Medical Leave 18.72 0.00 pfmp ABSENT Paid Family Medical Unpaid/Sup 173.80 0.00 pfms SICK Paid FAMILY MEDICAL/SICK 69.48 3,328.58 phv MISCELLANEOUS PHYSICAL FITNESS PAY 0.00 2,676.86 prof MISCELLANEOUS PROFESSIONAL STANDARDS SER 0.00 203.50 sdp MISCELLANEOUS SPECIAL DUTY PAY 0.00 329.16 sqt MISCELLANEOUS ADMINISTRATIVE SERGEANT 0.00 203.50 st REGULAR HOURS Serqeant Pay 0.00 152.63 traf MISCELLANEOUS TRAFFIC 0.00 244.72 vab VACATION VACATION ADD BACK 176.00 0.00 vap VACATION Vacation Premium 18.00 865.73 10/18/2022 Packet Pg. 179 Payroll Earnings Summary Report City of Edmonds Pay Period: 1,057 (10/01/2022 to 10/15/2022) Hour Type Hour Class Description Hours 20,632.06 Total Net Pay: Amount $981,517.39 $672,092.97 8.5.b 10/18/2022 Packet Pg. 180 Hour Type Hour Class 149 KELLY DAY Payroll Earnings Summary Report City of Edmonds Pay Period: 1,115 (10/14/2022 to 10/14/2022) Description KELLY DAYS BUY BACK Hours Amount 1,158.00 60,749.86 1,158.00 $60,749.86 Total Net Pay: $46,826.06 8.5.c 10/18/2022 Packet Pg. 181 8.6 City Council Agenda Item Meeting Date: 10/25/2022 Approval of claim checks. Staff Lead: Dave Turley Department: Administrative Services Preparer: Nori Jacobson Background/History Approval of claim checks #254555 through #254651 dated October 20, 2022 for $405,128.00. 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 10-20-22 FrequentlyUsedProjNumbers 10-20-22 Packet Pg. 182 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account 254555 10/20/2022 078925 425 MAGAZINE 2022-37058 TOURISM PROMOTION ADS - SEPT TOURISM PROMOTION ADS - SEPT 001.000.61.558.70.41.40 Total 254556 10/20/2022 061029 ABSOLUTE GRAPHIX 1022215 P&R LEAGUE SHIRTS P&R LEAGUE SHIRTS 001.000.64.571.25.31.00 10.5% Sales Tax 001.000.64.571.25.31.00 Total 254557 10/20/2022 071634 ALLSTREAM 18876254 C/A 768328 PR1-1 & 2 City Phone Service 512.000.31.518.88.42.00 Tourism Toll free lines 877.775.6929; 001.000.61.558.70.42.00 Econ Devlpmnt Toll free lines 001.000.61.558.70.42.00 Total 254558 10/20/2022 065568 ALLWATER INC 100422006 WWTP: 10/3/22 ACCT: COEWASTE: Acct COEWaste:- 423.000.76.535.80.31.00 10.5% Sales Tax 423.000.76.535.80.31.00 Total 254559 10/20/2022 069751 ARAMARK UNIFORM SERVICES 6560084208 WWTP: 10/12/22 UNIFORMSJOWE Mats/Towels $56.58+5.94 tax @ 10.E 423.000.76.535.80.41.00 Rentals & Prep Charges $49.88 423.000.76.535.80.24.00 6560084218 PARKS MAINT UNIFORM SERVICE PARKS MAINT UNIFORM SERVICE 8.6.a Page: 1 Page: 1 Packet Pg. 183 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 2 Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account Amoun 254559 10/20/2022 069751 ARAMARK UNIFORM SERVICES (Continued) 001.000.64.576.80.24.00 60.3- 10.5% Sales Tax 001.000.64.576.80.24.00 6.31' Tota I : 179.0' 254560 10/20/2022 076631 BARKER, MICHELLE 06102022 WOTS - MICHELLE BARKER WOTS - MICHELLE BARKER 117.100.64.573.20.41.00 525.0( Total : 525.0( 254561 10/20/2022 072577 BAURECHT, MAGRIT 09302022 CITY NEWSLETTER DESIGN CITY NEWSLETTER DESIGN 001.000.61.557.20.41.00 1,975.0( 09302022 HM HOLIDAY MARKET FLYER & POSTE HOLIDAY MARKET FLYER & POSTE 001.000.61.558.70.41.00 50.0( Total : 2,025.0( 254562 10/20/2022 078932 BEECHWOOD, ELIZABETH 05102022 WOTS - ELIZABETH BEECHWOOD WOTS - ELIZABETH BEECHWOOD 117.100.64.573.20.41.00 155.0( Total : 155.0( 254563 10/20/2022 076260 BELAIR, ROGER 11170 PICKLEBALL 11170 PICKLEBALL CLINIC INSTRU( 11170 PICKLEBALL CLINIC INSTRUI 001.000.64.571.25.41.00 300.0( Tota I : 300.0( 254564 10/20/2022 073903 BENS CLEANER SALES INC 336229 WWTP: PO 912 SURFACE CLEANEI PO 912 SURFACE CLEANER, TURB 423.000.76.535.80.31.00 203.4E 10.5% Sales Tax 423.000.76.535.80.31.00 21.3E Tota I : 224.8E 254565 10/20/2022 070641 BHARTI KIRCHNER 05102022 WOTS - BHARTI KIRCHNER Page: 2 Packet Pg. 184 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account 254565 10/20/2022 070641 BHARTI KIRCHNER (Continued) WOTS - BHARTI KIRCHNER 117.100.64.573.20.41.00 Tota I : 254566 10/20/2022 069226 BHC CONSULTANTS LLC 16689 E22GA/SERVICES THRU 9.23.22 E22GA/SERVICES THRU 9.23.22 423.000.75.594.35.41.00 Total 254567 10/20/2022 028050 BILL PIERRE FORD INC 833344 UNIT 24 - PARTS UNIT 24 - PARTS 511.000.77.548.68.31.10 10.25% Sales Tax 511.000.77.548.68.31.10 833971 UNIT -284 PARTS/ COVER UNIT -284 PARTS/ COVER 511.000.77.548.68.31.10 10.25% Sales Tax 511.000.77.548.68.31.10 Tota I : 254568 10/20/2022 066673 BILLS BLUEPRINT INC 644087 P&R: PLAN PRINTING: 96TH AVE IN P&R: PLAN PRINTING: 96TH AVE 332.000.64.594.76.65.00 10.5% Sales Tax 332.000.64.594.76.65.00 Tota I : 254569 10/20/2022 074307 BLUE STAR GAS 1368223 FLEET - AUTO PROPANE 600.00 GF FLEET - AUTO PROPANE 600.00 GF 511.000.77.548.68.34.12 Total 254570 10/20/2022 073760 BLUELINE GROUP LLC 24559 E22JA/SERVICES THRU 9.30.22 E22JA/SERVICES THRU 9.30.22 8.6.a Page: 3 Page: 3 Packet Pg. 185 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account 254570 10/20/2022 073760 BLUELINE GROUP LLC (Continued) 421.000.74.594.34.41.00 Tota I : 254571 10/20/2022 002800 BRAKE & CLUTCH SUPPLY 682882 UNIT 120 - PARTS/ AD-9 KIT UNIT 120 - PARTS/ AD-9 KIT 511.000.77.548.68.31.10 10.5% Sales Tax 511.000.77.548.68.31.10 Total 254572 10/20/2022 065565 BUD CLARY FORD HYUNDAI 3NS141 E192PO - 2022 FORD POLICE INTEI E192PO - 2022 FORD POLICE INTEI 511.100.77.594.48.64.00 Total 254573 10/20/2022 076240 CADMAN MATERIALS INC 5861602 ROADWAY -ASPHALT, LIQUID ASP ROADWAY -ASPHALT, LIQUID ASP 111.000.68.542.31.31.00 Tota I : 254574 10/20/2022 018495 CALPORTLAND COMPANY 95635013 STREET - 5.5 SK 3/8 AEA STREET - 5.5 SK 3/8 AEA 111.000.68.542.61.31.00 10.1 % Sales Tax 111.000.68.542.61.31.00 Tota I : 254575 10/20/2022 073029 CANON FINANCIAL SERVICES 29321800 ENGINEERING COPIER 9.2022 ENGINEERING COPIER 9.2022 001.000.67.518.21.45.00 10.5% Sales Tax 001.000.67.518.21.45.00 29321801 DEV SVCS LEASE/RENTAL - COPIE Monthly contract charge (Oct 2022)- 001.000.62.524.10.45.00 8.6.a Page: 4 Page: 4 Packet Pg. 186 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 5 Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account Amoun 254575 10/20/2022 073029 CANON FINANCIAL SERVICES (Continued) 10.5% Sales Tax 001.000.62.524.10.45.00 22.8E Total: 520.3E 254576 10/20/2022 078937 CARTAINO, CAROL 05102022 WOTS - CAROL A. CARTAINO N WOTS - CAROL A. CARTAINO t 117.100.64.573.20.41.00 155.0( U Total: 155.0( 254577 10/20/2022 069813 CDW GOVERNMENT INC CX66478 PALO ALTO PA450 FIREWALL SECT. Palo Alto PA450 Firewall Security o 512.000.31.518.88.35.00 R 3,414.0( o 10.5% Sales Tax Q. 512.000.31.518.88.35.00 358.4, Q DB54400 BROTHER PPF-4100E LASER FAX Brother IntelliFax-4100e high speed N 512.000.31.518.88.35.00 449.0E N 10.5% Sales Tax c 512.000.31.518.88.35.00 47.1.E y DC53024 COMMVAULT METALLIC 0365 BU E[ E COMMVAULT METALLIC 0365 BU E[ 512.000.31.518.88.48.00 20,400.0( 10.5% Sales Tax c 512.000.31.518.88.48.00 2,142.0( E DJ46089 ADOBE ACROBAT PRO DC Adobe Acrobat Pro DC - Qty 10 @ r 512.000.31.518.88.48.00 183.4( Q 10.5% Sales Tax 512.000.31.518.88.48.00 19.2E Total: 27,013.25 254578 10/20/2022 064369 CODE PUBLISHING LLC GC0008867 CITY & COMM DEV CODE WEB UP[ City & Community Dev Code - Web U 001.000.31.514.31.41.00 3,105.0( Web Rate Page: 5 Packet Pg. 187 vchlist 10/20/2022 7:53:22AM Bank code : usbank Voucher Date Vendor 254578 10/20/2022 064369 CODE PUBLISHING LLC 254579 10/20/2022 072786 CTS LANGUAGE LINK Voucher List City of Edmonds Invoice (Continued) 224038 254580 10/20/2022 006200 DAILY JOURNAL OF COMMERCE 3382376 254581 10/20/2022 074592 DRISCOLL, SCOTT 05102022 254582 10/20/2022 070244 DUANE HARTMAN & ASSOCIATES INC 22-3265.1 254583 10/20/2022 007675 EDMONDS AUTO PARTS 00010130012 00010130061 PO # Description/Account 001.000.31.514.31.41.00 10.5% Sales Tax 001.000.31.514.31.41.00 Total : INTERPRETER SERVICES SEP'22 INTERPRETER SERVICES SEP '22 001.000.23.512.51.41.01 Total P&R: LEGAL PUBLICATIONS: 96TH , P&R: LEGAL PUBLICATIONS: 96TH , 332.000.64.594.76.65.00 Total WOTS - SCOTT DRISCOLL WOTS - SCOTT DRISCOLL 117.100.64.573.20.41.00 Total : TO 22-03/SERVICES THRU 10.2.22 TO 22-03/SERVICES THRU 10.2.22 422.000.72.594.31.41.00 Total PM SUPPLIES: SUPER GLUE PM SUPPLIES: SUPER GLUE 001.000.64.576.80.31.00 10.5% Sales Tax 001.000.64.576.80.31.00 PM SUPPLIES: BATTERY, BATTERY PM SUPPLIES: BATTERY, BATTERY 001.000.64.576.80.31.00 10.5% Sales Tax 001.000.64.576.80.31.00 8.6.a Page: 6 Page: 6 Packet Pg. 188 vchlist 10/20/2022 7:53:22AM Bank code : usbank Voucher Date Vendor 254583 10/20/2022 007675 007675 EDMONDS AUTO PARTS 254584 10/20/2022 076610 EDMONDS HERO HARDWARE Voucher List City of Edmonds Invoice PO # Description/Account (Continued) Total 3333 PM: BLADE, BATTERIES, MARKER PM: BLADE, BATTERIES, MARKER 001.000.64.576.80.31.00 10.5% Sales Tax 001.000.64.576.80.31.00 3335 PM: IRRIGATION PARTS PM: IRRIGATION PARTS 001.000.64.576.80.31.00 10.5% Sales Tax 001.000.64.576.80.31.00 Total 254585 10/20/2022 069912 EDMONDS PUBLIC FACILITIES DIST COE091022 254586 10/20/2022 008705 EDMONDS WATER DIVISION 1-00025 1-00575 1-00825 1-00875 1-00935 1-02125 FACILITY RENTAL Rental of Edmonds Center for the Art: 001.000.62.524.10.45.00 Total WILLOW CREEK HATCHERY/ METI WILLOW CREEK HATCHERY WATE 001.000.64.576.80.47.00 OLYMPIC BEACH SPRINKLER / ME- OLYMPIC BEACH SPRINKLER / ME- 001.000.64.576.80.47.00 BRACKETT'S LANDING RESTROON BRACKETT'S LANDING RESTROON 001.000.64.576.80.47.00 SPRINKLER 21 MAIN ST / METER 11 SPRINKLER 21 MAIN ST / METER 11 001.000.64.576.80.47.00 WATERFRONT CENTER 220 RAILRi WATERFRONT CENTER 220 RAILRi 001.000.64.576.80.47.00 SUNSET & CASPER SPRINKLER/ M SUNSET & CASPER SPRINKLER/ M 8.6.a Page: 7 Amoun 136.8' 45.1 ui 4.7z U E 15.5z 0 1.6< R 67.0° o L a a 813.0( N 813.0( o N O N 633.7( 'M c 1,107.1, t U M 2,375.7z Q 61.2z 338.4' Page: 7 Packet Pg. 189 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 8 Bank code : usbank Voucher Date Vendor Invoice PO # Description/Account Amoun 254586 10/20/2022 008705 EDMONDS WATER DIVISION (Continued) 001.000.64.576.80.47.00 114.7, 1-03710 SPRINKLER 290 MAIN ST/ METER' SPRINKLER 290 MAIN ST/ METER' 001.000.64.576.80.47.00 61.21 1-03900 SPRINKLER 290 DAYTON ST / MET[ U SPRINKLER 290 DAYTON ST / MET[ 001.000.64.576.80.47.00 177.9( E 1-05125 SPRINKLER 101 2ND AVE N / METE R SPRINKLER 101 2ND AVE N / METE U 001.000.64.576.80.47.00 100.1 o 1-05285 SPRINKLER 102 W DAYTON ST / MI �a SPRINKLER 102 W DAYTON ST / MI o L 001.000.64.576.80.47.00 109.8E a 1-05340 SPRINKLER 190 DAYTON ST / MET[ Q SPRINKLER 190 DAYTON ST / MET[ N 001.000.64.576.80.47.00 139.0' N 1-05650 CITY PARK SPRINKLER/ METER 71. N CITY PARK SPRINKLER/ METER 71. o 001.000.64.576.80.47.00 56.3f y 1-05675 CITY PARK MAINTENANCE SHOP / E CITY PARK MAINTENANCE SHOP / 001.000.64.576.80.47.00 1,956.7( a ; 1-05700 SPRINKLER @ 3RD/PINE / METER', m SPRINKLER @ 3RD/PINE / METER', E 001.000.64.576.80.47.00 265.4z U 1-09650 SPRINKLER 350 MAIN ST/ METER i r SPRINKLER 350 MAIN ST / METER i Q 001.000.64.576.80.47.00 114.7, 1-09800 SPRINKLER 390 DAYTON ST / MET[ SPRINKLER 390 DAYTON ST / MET[ 001.000.64.576.80.47.00 114.7, 1-10778 FOUNTAIN 490 MAIN ST/METER 75' FOUNTAIN 490 MAIN ST/METER 75, 001.000.64.576.80.47.00 226.5: 1-10780 SPRINKLER 500 MAIN ST / METER! Page: 8 Packet Pg. 190 vchlist 10/20/2022 7:53:22AM Bank code : usbank Voucher Date Vendor 254586 10/20/2022 008705 EDMONDS WATER DIVISION Voucher List City of Edmonds Invoice (Continued) 1-16130 1-16300 1-16420 1-16450 1-16630 1-17475 1-19950 1-36255 254587 10/20/2022 008812 ELECTRONIC BUSINESS MACHINES AR230256 8.6.a Page: 9 PO # Description/Account Amoun SPRINKLER 500 MAIN ST / METER! 001.000.64.576.80.47.00 109.8E SPRINKLER 439 5TH AVE S / METEI SPRINKLER 439 5TH AVE S / METEI 001.000.64.576.80.47.00 100.1 < SPRINKLER 500 DAYTON ST / METE SPRINKLER 500 DAYTON ST / MET[ E 001.000.64.576.80.47.00 LOG CABIN SPRINKLER / METER 6' LOG CABIN SPRINKLER / METER 6' o 001.000.64.576.80.47.00 56.3E > CENTENNIAL PLAZA SPRINKLER 1 0 CENTENNIAL PLAZA SPRINKLER 1 0. a 001.000.64.576.80.47.00 545.2E Q SPRINKLER 575 MAIN ST/ METER' SPRINKLER 575 MAIN ST / METER' N N 001.000.64.576.80.47.00 474.5' N SPRINKLER 590 DAYTON ST / METE c SPRINKLER 590 DAYTON ST / MET[ y 001.000.64.576.80.47.00 56.3E . PINE STREET PLAYFIELD / METER T PINE STREET PLAYFIELD / METER a ; 001.000.64.576.80.47.00 122.3E y SPRINKLER 1141 9TH AVE S / METE E SPRINKLER 1141 9TH AVE S / METE U 001.000.64.576.80.47.00 56.3E r Total : 9,604.2: Q HS C2571F COPIER: S/N 3CE09644 HS C2571F COPIER: S/N 3CE09644 001.000.63.557.20.45.00 18.31' 10.5% Sales Tax 001.000.63.557.20.45.00 1.91 Total : 20.2° Page: 9 Packet Pg. 191 vchlist 10/20/2022 7:53:22AM Bank code : usbank Voucher Date Vendor 254588 10/20/2022 078931 ELLIOTT, ANNE E Voucher List City of Edmonds Invoice 05102022 254589 10/20/2022 075505 ENGINEERED PROCESS CONTROLS 12354 254590 10/20/2022 069469 ENNIS-FLINT INC 254591 10/20/2022 009350 EVERETT DAILY HERALD 269433 EDH963240 EDH963798 254592 10/20/2022 079133 EVERGREEN STATE SHEET METAL BLD2022-1360 PO # Description/Account WOTS - ANNE ELLIOTT WOTS - ANNE ELLIOTT 117.100.64.573.20.41.00 Total WWTP: PO 849 FLOWMETER FLOWMETER 423.000.76.535.80.35.00 Freight 423.000.76.535.80.35.00 10.5% Sales Tax 423.000.76.535.80.35.00 Total TRAFFIC - WHITE LINES TRAFFIC - WHITE LINES 111.000.68.542.64.31.00 Freight 111.000.68.542.64.31.00 10.5% Sales Tax 111.000.68.542.64.31.00 Total P&R: 96TH AVE INFILTRATION: CITI P&R: 96TH AVE INFILTRATION: CITI 332.000.64.594.76.65.00 E23CA/INVITATION TO BID E23CA/INVITATION TO BID 112.000.68.542.30.41.00 E23CA/INVITATION TO BID 125.000.68.542.30.41.00 E23CA/INVITATION TO BID 126.000.68.542.30.41.00 Total PERMIT FEE REFUND 8.6.a Page: 10 Page: 10 Packet Pg. 192 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 11 Bank code : usbank Voucher Date Vendor Invoice PO # Description/Account Amoun 254592 10/20/2022 079133 EVERGREEN STATE SHEET METAL (Continued) Permit fee refund (BLD2022-1360)- 001.000.257.620 130.0( Tota I : 130.0( 254593 10/20/2022 076712 FARWEST CORROSION CONTROL CO 0023842-IN WWTP: PO 909 CP TEST & REPOR- O 909 CP TEST & REPORT 423.000.76.535.80.41.00 2,049.0( Total : 2,049.0( 254594 10/20/2022 072493 FIRSTLINE COMMUNICATIONS INC 175233 OCT-2022 SUPPORT SERVICES Oct-2022 Support Services 512.000.31.518.88.48.00 265.0( 10.5% Sales Tax 512.000.31.518.88.48.00 27.& Total : 292.& 254595 10/20/2022 077248 FRIDAY HARBOR JOLLY TROLLEY 28 HOLIDAY TROLLEY SERVICES FOR HOLIDAY TROLLEY SERVICES FOR 001.000.61.558.70.41.00 5,970.0( Total: 5,970.0( 254596 10/20/2022 074358 GEO-TEST SERVICES 49739 E21 FD/SERVICES THRU 9.25.22 E21 FD/SERVICES THRU 9.25.22 422.000.72.594.31.41.00 1,447.2( Tota I : 1,447.2( 254597 10/20/2022 063137 GOODYEAR AUTO SERVICE CENTER 0000035950 FLEET - TIRES FLEET - TIRES 511.000.77.548.68.34.30 555.0£ WA STATE TIRE FEE 511.000.77.548.68.34.30 4.0( 10.6% Sales Tax 511.000.77.548.68.34.30 58.8z Total: 617.9, 254598 10/20/2022 012199 GRAINGER 9446856123 ROADWAY - ASPHALT CRACK FILLI Page: 11 Packet Pg. 193 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 12 Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account Amoun 254598 10/20/2022 012199 GRAINGER (Continued) ROADWAY - ASPHALT CRACK FILLI 111.000.68.542.31.31.00 127.7� 10.5% Sales Tax 111.000.68.542.31.31.00 13.4, 9446856131 STORM - ABSORB SOCK FOR OIL E STORM - ABSORB SOCK FOR OIL E 422.000.72.531.40.31.00 872.21 10.5% Sales Tax 422.000.72.531.40.31.00 91.5� Total : 1,105.0' 254599 10/20/2022 076628 GRIEP, CAMILLE 05102022 WOTS - CAMILLE GRIEP WOTS - CAMILLE GRIEP 117.100.64.573.20.41.00 155.0( Tota I : 155.0( 254600 10/20/2022 074722 GUARDIAN SECURITY SYSTEMS 1289841 OLD PW - SECURITY OLD PW - SECURITY 001.000.66.518.30.48.00 60.5( 10.5% Sales Tax 001.000.66.518.30.48.00 6.3E Total: 66.8° 254601 10/20/2022 079140 HAAS, ROSE RHaas Oct2022 TRAVEL REIMB 2022 APAWAAnnual Conference- 001.000.62.558.60.43.00 546.3� Total: 546.% 254602 10/20/2022 073796 HARTWELL, ELENA MELISSA 05102022 WOTS - ELENA HARTWELL WOTS - ELENA HARTWELL 117.100.64.573.20.41.00 155.0( Total : 155.0( 254603 10/20/2022 067862 HOME DEPOT CREDIT SERVICES 1624646 TRAFFIC - SUPPLIES/ BUCKETS TRAFFIC - SUPPLIES/ BUCKETS Page: 12 Packet Pg. 194 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 13 Bank code : usbank Voucher Date Vendor Invoice PO # Description/Account Amoun 254603 10/20/2022 067862 HOME DEPOT CREDIT SERVICES (Continued) 111.000.68.542.64.31.00 41.8z 10.3% Sales Tax 111.000.68.542.64.31.00 4.3" .. 2012803 FAC MAINT - SHOP SUPPLIES FAC MAINT - SHOP SUPPLIES 001.000.66.518.30.31.00 52.9 10.3% Sales Tax E 001.000.66.518.30.31.00 5.4E 2022773 LOG CABIN - SUPPLIES LOG CABIN - SUPPLIES o 001.000.66.518.30.31.00 36.8, 10.3% Sales Tax o L 001.000.66.518.30.31.00 3.7� a 2520225 FAC MAINT - CITY WIDE SUPPLIES Q FAC MAINT - CITY WIDE SUPPLIES 001.000.66.518.30.31.00 N 54.7< N 10.3% Sales Tax N 001.000.66.518.30.31.00 5.6z c 3024104 CITY HALL - SUPPLIES rn CITY HALL - SUPPLIES E 001.000.66.518.30.31.00 43.9z 10.3% Sales Tax a ; 001.000.66.518.30.31.00 4.5< 3512264 TRAFFIC - SUPPLIES E TRAFFIC - SUPPLIES U 111.000.68.542.64.31.00 M 221.8, r 10.3% Sales Tax Q 111.000.68.542.64.31.00 22.8E 3610581 WATER - SUPPLIES WATER - SUPPLIES 421.000.74.534.80.31.00 32.9, 10.3% Sales Tax 421.000.74.534.80.31.00 3.3� 4015270 LIBRARY - SUPPLIES Page: 13 Packet Pg. 195 vchlist 10/20/2022 7:53:22AM Bank code : usbank Voucher Date Vendor 254603 10/20/2022 067862 HOME DEPOT CREDIT SERVICES Voucher List City of Edmonds 8.6.a Page: 14 Invoice PO # Description/Account Amoun (Continued) LIBRARY - SUPPLIES 001.000.66.518.30.31.00 3.9z 10.3% Sales Tax -71 001.000.66.518.30.31.00 0.4' u) 5522784 SEWER - SUPPLIES SEWER - SUPPLIES m 423.000.75.535.80.31.00 16.9 ' E 10.3% Sales Tax 423.000.75.535.80.31.00 _M 1.7E 5597099 PUBLIC WORKS - SUPPLIES o PUBLIC WORKS - SUPPLIES 001.000.66.518.30.31.00 250.1 , o 10.5% Sales Tax a 001.000.66.518.30.31.00 26.2E Q 6022147 SEWER - SUPPLIES N SEWER - SUPPLIES N 423.000.75.535.80.31.00 155.5E N 10.3% Sales Tax 423.000.75.535.80.31.00 16.0, u) 6613632 WATER - SUPPLIES E WATER - SUPPLIES T 421.000.74.534.80.31.00 32.7, 10.3% Sales Tax 421.000.74.534.80.31.00 3.3 � E 7013498 LOG CABIN - SUPPLIES/ LOCK NUl @ LOG CABIN - SUPPLIES/ LOCK NUl r 001.000.66.518.30.31.00 53.9, Q 10.3% Sales Tax 001.000.66.518.30.31.00 5.5E 7016334 PUBLIC SAFETY - SUPPLIES PUBLIC SAFETY - SUPPLIES 001.000.66.518.30.31.00 55.8� 10.3% Sales Tax 001.000.66.518.30.31.00 5.7E Page: 14 Packet Pg. 196 vchlist 10/20/2022 7:53:22AM Bank code : usbank Voucher Date Vendor 254603 10/20/2022 067862 HOME DEPOT CREDIT SERVICES Voucher List City of Edmonds 8.6.a Page: 15 Invoice PO # Description/Account Amoun (Continued) 7024921 FAC MAINT - SUPPLIES FAC MAINT - SUPPLIES 001.000.66.518.30.31.00 65.7E .. 10.3% Sales Tax 001.000.66.518.30.31.00 6.7, 7253724 LIBRARY - SUPPLIES (RETURNED) LIBRARY - SUPPLIES (RETURNED) E 001.000.66.518.30.31.00 10.3% Sales Tax 001.000.66.518.30.31.00 -6.1, O 7625482 LIBRARY - SUPPLIES LIBRARY - SUPPLIES o L 001.000.66.518.30.31.00 59.9z a 10.3% Sales Tax Q 001.000.66.518.30.31.00 6.1, N 7625601 F.A.C. - FLOOD LIGHT N F.A.C. - FLOOD LIGHT N 001.000.66.518.30.31.00 102.8E o 10.3% Sales Tax 001.000.66.518.30.31.00 10.5E . 8023423 FIRE STATION 16 - SUPPLIES FIRE STATION 16 - SUPPLIES a ; 001.000.66.518.30.31.00 19.5f 10.3% Sales Tax E 001.000.66.518.30.31.00 2.0, u 8081023 SEWER - SUPPLIES r SEWER - SUPPLIES Q 423.000.75.535.80.31.00 36.9f 10.3% Sales Tax 423.000.75.535.80.31.00 3.8' 8510776 TRAFFIC - SUPPLIES/ BLACK SPRP TRAFFIC - SUPPLIES/ BLACK SPRP 111.000.68.542.64.31.00 29.7E 10.3% Sales Tax Page: 15 Packet Pg. 197 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 16 Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account Amoun 254603 10/20/2022 067862 HOME DEPOT CREDIT SERVICES (Continued) 111.000.68.542.64.31.00 3.0 9014687 OLD PUBLIC WORKS - SUPPLIES OLD PUBLIC WORKS - SUPPLIES 001.000.66.518.30.31.00 88.4z 10.3% Sales Tax 001.000.66.518.30.31.00 9.1- 9023191 STREET - SIDEWALK SUPPLIES/ C( E STREET - SIDEWALK SUPPLIES/ C( 111.000.68.542.61.31.00 65.61 10.3% Sales Tax o 111.000.68.542.61.31.00 6.7E 'R 9023290 MUSEUM - SUPPLIES o MUSEUM - SUPPLIES a 001.000.66.518.30.31.00 64.2, Q 10.3% Sales Tax 001.000.66.518.30.31.00 N 6.6, N 9970433 FIRE STATION 16 - SUPPLIES N FIRE STATION 16 - SUPPLIES 001.000.66.518.30.31.00 175.71 N 10.5% Sales Tax E 001.000.66.518.30.31.00 18.4E Total: 1,879.5z a ; c 254604 10/20/2022 071642 HOUGH BECK & BAIRD INC 14748 E20CE/SERVICES THRU 9.25.22 E E E20CE/SERVICES THRU 9.25.22 U 112.000.68.595.33.41.00 5,985.8( r Total : 5,985.8( Q 254605 10/20/2022 073548 INDOFF INCORPORATED 3602923 WWTP: PO 910 COPY PAPER/TRAE PO 910 COPY PAPER/TRASH LINEF 423.000.76.535.80.31.00 339.1 £ 10.5% Sales Tax 423.000.76.535.80.31.00 35.6, Total : 374.8( Page: 16 Packet Pg. 198 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 17 Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account Amoun 254606 10/20/2022 072627 INTRADO LIFE & SAFETY INC 6066642 MONTHLY 911 DATABASE MAINT Monthly 911 database maint 512.000.31.518.88.48.00 500.0( Tota I : 500.0( 254607 10/20/2022 079143 KALPAKIAN, LAURA 05172022 WOTS - LAURA KALPAKIAN WOTS - LAURA KALPAKIAN 117.100.64.573.20.41.00 155.0( Total : 155.0( 254608 10/20/2022 075265 KBA INC 3007072 EOMA/SERVICES THRU 9.30.22 EOMA/SERVICES THRU 9.30.22 332.000.64.594.76.41.00 27,701.0, EOMA/SERVICES THRU 9.30.22 125.000.64.594.76.41.00 8,274.3z Total : 35,975.41 254609 10/20/2022 066489 KENT D BRUCE CO LLC 12207 E192PO - PARTS/ MAGNETIC MIC C E192PO - PARTS/ MAGNETIC MIC C 511.100.77.594.48.64.00 159.8( Freight 511.100.77.594.48.64.00 12.7< 10.5% Sales Tax 511.100.77.594.48.64.00 18.1 , Total : 190.6! 254610 10/20/2022 075016 LEMAY MOBILE SHREDDING 47652685185 SHREDDING 9/1-9/30/22 SHREDDING 9/1-9/30/22 001.000.23.512.51.49.00 35.2z Total: 35.2z 254611 10/20/2022 075016 LEMAY MOBILE SHREDDING 47647445185 ACCT#2185-952778-727 CITY HALL Shredding services 9/28/22 001.000.31.514.31.41.00 25.0( Tota I : 25.0( 254612 10/20/2022 073603 LIGHTHOUSE LAW GROUP PLLC 20586 expenses 08-2022 REIMBURSEMENT FOR EX Page: 17 Packet Pg. 199 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds Bank code : usbank Voucher Date Vendor Invoice 254612 10/20/2022 073603 LIGHTHOUSE LAW GROUP PLLC (Continued) 254613 10/20/2022 079075 LINKA, CATHERINE B Oct-2022 05102022 254614 10/20/2022 077253 MAYES TESTING ENGINEERS INC TH51078 254615 10/20/2022 063773 MICROFLEX 00022977 254616 10/20/2022 020900 MILLERS EQUIP & RENTALL INC 384297 PO # Description/Account 08/22 reimbursement for expenses - j 001.000.36.515.41.41.00 08/22 reimbursement for expenses - 001.000.36.515.41.41.00 08/22 reimbursement for expenses - 001.000.36.515.41.41.00 10-2022 LEGALS FEES 10-2022 Legal fees 001.000.36.515.41.41.00 Total WOTS - CATHERINE LINKA WOTS - CATHERINE LINKA 117.100.64.573.20.41.00 Total EOMA/SERVICES THRU 9.17.22 EOMA/SERVICES THRU 9.17.22 332.000.64.594.76.41.00 EOMA/SERVICES THRU 9.17.22 125.000.64.594.76.41.00 Total TAX AUDIT PROGRAM 8/1/22 - 7/31/ TAX AUDIT PROGRAM 8/01/22 - 7/3' 001.000.31.514.23.41.00 10.5% Sales Tax 001.000.31.514.23.41.00 Total PM: GASKET, GEARBOX COVER PM: GASKET, GEARBOX COVER 001.000.64.576.80.31.00 10.5% Sales Tax 001.000.64.576.80.31.00 8.6.a Page: 18 Page: 18 Packet Pg. 200 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 19 Bank code : usbank Voucher Date Vendor Invoice PO # Description/Account Amoun 254616 10/20/2022 020900 MILLERS EQUIP & RENT ALL INC (Continued) 384564 PM: PRUNER POLE PM: PRUNER POLE 001.000.64.576.80.31.00 214.9� 10.5% Sales Tax 001.000.64.576.80.31.00 22.5 384565 PM: DRIVE SHAFT, FILE FOLER, Hf PM: DRIVE SHAFT, FILE FOLER, Hf 001.000.64.576.80.31.00 189.9, 10.5% Sales Tax 001.000.64.576.80.31.00 19.9, 384609 PM: PRUNING SAW PM: PRUNING SAW 001.000.64.576.80.31.00 39.9� 10.5% Sales Tax 001.000.64.576.80.31.00 4.2( Tota I : 535.8' 254617 10/20/2022 078939 MOON, STEPHANIE 05102022 WOTS - STEPHANIE MOON WOTS - STEPHANIE MOON 117.100.64.573.20.41.00 200.0( Tota I : 200.0( 254618 10/20/2022 074798 NATIONAL BUSINESS FURNITURE MK584154-TDO P&R: COORDINATOR OFFICE FURP P&R: COORDINATOR OFFICE FURS 001.000.64.571.21.35.00 400.0, 10.5% Sales Tax 001.000.64.571.21.35.00 42.0( Total : 442.0: 254619 10/20/2022 072739 O'REILLYAUTO PARTS 3685-235778 UNIT 37 - PARTS/ AXLE SEAL UNIT 37 - PARTS/ AXLE SEAL 511.000.77.548.68.31.10 25.0, 10.5% Sales Tax 511.000.77.548.68.31.10 2.6: 3685-236127 UNIT 37 - PARTS/ LUG NUT Page: 19 Packet Pg. 201 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 20 Bank code : usbank Voucher Date Vendor Invoice PO # Description/Account Amoun 254619 10/20/2022 072739 O'REILLYAUTO PARTS (Continued) UNIT 37 - PARTS/ LUG NUT 511.000.77.548.68.31.10 5.2, 10.5% Sales Tax 511.000.77.548.68.31.10 0.5E Total: 33.41 254620 10/20/2022 002203 OWEN EQUIPMENT COMPANY 00108056 UNIT 66 - PARTS UNIT 66 - PARTS 511.000.77.548.68.31.10 71.8, 10.5% Sales Tax 511.000.77.548.68.31.10 7.5, Total: 79.31 254621 10/20/2022 075735 PACIFIC SECURITY 43369 SECURITY 9/1-9/30-22 SECURITY 9/1-9/30-22 001.000.23.512.51.41.02 3,963.5E Total : 3,963.51 254622 10/20/2022 078958 PRIEST, RENA 05172022 WOTS - RENA PRIEST WOTS - RENA PRIEST 117.100.64.573.20.41.00 155.0( Total : 155.0( 254623 10/20/2022 076317 PROFESSIONAL TRAINING ASSOC 3770-643-1-c22a WWTP: JRICHARDSON/HRO MATH JRICHARDSON/HRO MATH REVIEN 423.000.76.535.80.49.71 900.0( Tota I : 900.0( 254624 10/20/2022 062657 REGIONAL DISPOSAL COMPANY 0000056151 STORM - STREET SWEEPINGS STORM - STREET SWEEPINGS 422.000.72.531.10.49.00 1,055.6( 0000056152 STORM - STREET SWEEPINGS STORM - STREET SWEEPINGS 422.000.72.531.10.49.00 1,909.0� Total: 2,964.61 Page: 20 Packet Pg. 202 vchlist 10/20/2022 7:53:22AM Bank code : usbank Voucher Date Vendor 254625 10/20/2022 071335 RHAMEY, RAY 254626 10/20/2022 068657 ROBERT HALF 254627 10/20/2022 064769 ROMAINE ELECTRIC 254628 10/20/2022 066964 SEATTLE AUTOMOTIVE DIST INC Voucher List City of Edmonds 8.6.a Page: 21 Invoice PO # Description/Account Amoun 05102022 WOTS - RAY RHAMEY PRESENTER WOTS - RAY RHAMEY PRESENTER 117.100.64.573.20.41.00 425.0( 2022 WOTS WOTS - RAY RHAMEY CRITOUES A WOTS - RAY RHAMEY CRITOUES A 117.100.64.573.20.41.00 210.0( Total: 635.0( 60358705 TEMPORARY HELP WEEK ENDING E Temp Position at Customer: Bookkee 001.000.31.514.23.41.00 976.0( o 60360869 TEMPORARY HELP WEEK ENDING 'R Temp Position at Customer: Grants o 001.000.31.514.23.41.00 1,929.0( a 60399637 TEMPORARY HELP WEEK ENDING Q Temp Position at Customer: Bookkee 001.000.31.514.23.41.00 2,440.0( N 60440757 TEMPORARY HELP WEEK ENDING N Temp Position at Customer: Bookkee o 001.000.31.514.23.41.00 2,440.0( N 60474885 TEMPORARY HELP WEEK ENDING E Temp Position at Customer: Bookkee T 001.000.31.514.23.41.00 2,440.0( Total: 10,225.0( 5-037104 UNIT 10 - BATTERY UNIT 10 - BATTERY U +a, 511.000.77.548.68.31.10 223.3- Q 10.5% Sales Tax 511.000.77.548.68.31.10 23.4E Tota I : 246.7E S3-7610791 UNIT 285 - PARTS/ SWITCH UNIT 285 - PARTS/ SWITCH 511.000.77.548.68.31.10 18.6' 10.5% Sales Tax Page: 21 Packet Pg. 203 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds Bank code : usbank Voucher Date Vendor Invoice 254628 10/20/2022 066964 SEATTLE AUTOMOTIVE DIST INC (Continued) 254629 10/20/2022 079139 SEWELL, TRISTAN 254630 10/20/2022 079138 SHEBIRDS 254631 10/20/2022 072935 SIMMONS, CYNTHIA 254632 10/20/2022 037375 SNO CO PUD NO 1 254633 10/20/2022 006630 SNOHOMISH COUNTY TSewell Oct2022 07152022 05102022 200260271 201184538 202250627 202540647 222704280 82470 PO # Description/Account 511.000.77.548.68.31.10 Total TRAVEL REIMB 2022 APAWAAnnual Conference- 001.000.62.558.60.43.00 Total BIRD FEST - PRESENTATION MINDI BIRD FEST - PRESENTATION MINDI 001.000.61.558.70.41.00 Total WOTS - CYNTHIA SIMMONS WOTS - CYNTHIA SIMMONS 117.100.64.573.20.41.00 Total YOST POOL YOST POOL 001.000.64.576.80.47.00 HICKMAN PARK HICKMAN PARK 001.000.64.576.80.47.00 9TH/GASPER LANDSCAPED BED 9TH/GASPER LANDSCAPED BED 001.000.64.576.80.47.00 SIERRA PARK IRRIGATION 8100 191 SIERRA PARK IRRIGATION 8100 191 001.000.64.576.80.47.00 WWTP: 9/16-10/13/22 METER 10001 9/16-10/13/22 200 2ND AVE S / MET 423.000.76.535.80.47.61 Total PARKS MAINT 5005 DUMP FEES 8.6.a Page: 22 Page: 22 Packet Pg. 204 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 23 Bank code : Voucher usbank Date Vendor Invoice PO # Description/Account Amoun 254633 10/20/2022 006630 SNOHOMISH COUNTY (Continued) PARKS MAINT DUMP FEES 001.000.64.576.80.47.00 882.0( 82495 STORM & FAC MAINT - DUMP FEES STORM - ILLEGAL DUMP FEES 422.000.72.531.10.49.00 10.0( FAC MAINT - DUMP FEES FOR CIT) 001.000.66.518.30.49.00 46.0( Total : 938.0( 254634 10/20/2022 076114 SOUND SALMON SOLUTIONS 1636 EDMONDS FOREST STEWARDS St EDMONDS FOREST STEWARDS Sl 001.000.64.571.21.41.00 2,500.0( Total: 2,500.0( 254635 10/20/2022 079082 SPIOTTA, DANA 05162022 WOTS - DANA SPIOTTA WOTS - DANA SPIOTTA 117.100.64.573.20.41.00 1,000.0( Total : 1,000.0( 254636 10/20/2022 079027 STANFILL, LAURA 05102022 WOTS - LAURA STANFILL WOTS - LAURA STANFILL 117.100.64.573.20.41.00 155.0( Total : 155.0( 254637 10/20/2022 039775 STATE AUDITOR'S OFFICE L150544 09-2022 AUDIT FEES 09-2022 Audit Fees 001.000.39.514.20.41.50 6,429.0E 09-2022 Audit Fees 111.000.68.543.30.41.50 642.9( 09-2022 Audit Fees 421.000.74.534.80.41.50 1,928.7- 09-2022 Audit Fees 422.000.72.531.90.41.50 1,928.7' 09-2022 Audit Fees 423.000.75.535.80.41.50 1,928.7- Page: 23 Packet Pg. 205 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 24 Bank code : usbank Voucher Date Vendor Invoice PO # Description/Account Amoun 254637 10/20/2022 039775 039775 STATE AUDITOR'S OFFICE (Continued) Total : 12,858.01 254638 10/20/2022 079136 THE GORDIAN GROUP INC CI 70743 BOYS & GIRLS CLUB - INTERIOR R BOYS & GIRLS CLUB - INTERIOR R 001.000.66.518.30.41.00 2,438.9� 10.5% Sales Tax 001.000.66.518.30.41.00 99.8 1 Total : 2,538.8- 254639 10/20/2022 027269 THE PART WORKS INC INV85661 PM SUPPLIES: SIPHON JET TOILET PM SUPPLIES: SIPHON JET TOILET 125.000.64.576.80.31.00 1, 713.8 10.5% Sales Tax 125.000.64.576.80.31.00 179.9E Total : 1,893.7E 254640 10/20/2022 066056 THE SEATTLE TIMES 27375 TOURISM PROMOTION - FACEBOO TOURISM PROMOTION - FACEBOO 120.000.31.575.42.41.40 4,000.0( Total: 4,000.0( 254641 10/20/2022 077070 UNITED RECYCLING & CONTAINER 290912 STORM & PARKS - CLEAN BRUSH STORM - CLEAN BRUSH 422.000.72.531.10.49.00 94.9E PARKS - CLEAN BRUSH 001.000.64.576.80.47.00 1,155.2( Total: 1,250.2- 254642 10/20/2022 071549 UNIVAR SOLUTIONS USA INC 50605200 WWTP:PO 740 SOD. BISULFITE SOD. BISULFITE 423.000.76.535.80.31.54 1,852.7, 10.5% Sales Tax 423.000.76.535.80.31.54 194.5, Total: 2,047.3- 254643 10/20/2022 064423 USA BLUE BOOK 133139 WWTP: PO 894 PETRI DISH PO 894 PETRI DISH Page: 24 Packet Pg. 206 vchlist 10/20/2022 7:53:22AM Voucher List City of Edmonds 8.6.a Page: 25 Bank code : usbank Voucher Date Vendor Invoice PO # Description/Account Amoun 254643 10/20/2022 064423 USA BLUE BOOK (Continued) 423.000.76.535.80.31.00 346.6( 10.5% Sales Tax 423.000.76.535.80.31.00 36.3� Tota I : 382.95 254644 10/20/2022 069816 VWR INTERNATIONAL INC 8810947003 WWTP: PO 904 SOFTCIDE SOAP 423.000.76.535.80.31.00 314.9( 10.5% Sales Tax 423.000.76.535.80.31.00 33.0E Tota I : 347.9E 254645 10/20/2022 075155 WALKER MACY LLC P3282.04-53 EOMA/SERVICES THRU 9.25.22 EOMA/SERVICES THRU 9.25.22 332.000.64.594.76.41.00 7,030.3< EOMA/SERVICES THRU 9.25.22 125.000.64.594.76.41.00 2, 099.9 1 Total : 9,130.3( 254646 10/20/2022 078933 WALSH, SHEILA KIRK 05102022 WOTS - S. KIRK WALSH WOTS - S. KIRK WALSH 117.100.64.573.20.41.00 155.0( Total : 155.0( 254647 10/20/2022 077785 WASHINGTON KIDS IN TRANSITION 13-2022 PMT 18 ERPF HOUSEHOLD SUPPC PMT 18 ERPF HOUSEHOLD SUPPC 142.000.39.518.63.41.00 26,695.5E PMT 18 ERPF HOUSEHOLD SUPPC 142.000.39.518.63.41.00 2,669.5E 14-2022 PMT 19 ERPF HOUSEHOLD SUPPC PMT 19 ERPF HOUSEHOLD SUPPC 142.000.39.518.63.41.00 40,000.0( Total : 69,365.1- 254648 10/20/2022 073552 WELCO SALES LLC 8289 DEV SVCS SUPPLIES Page: 25 Packet Pg. 207 vchlist 10/20/2022 7:53:22AM Bank code : usbank Voucher Date Vendor 254648 10/20/2022 073552 W ELCO SALES LLC 254649 10/20/2022 077127 WONG, SHAWN HSU 254650 10/20/2022 072484 WRIGHT, CAROLYNE 254651 10/20/2022 011900 ZIPLY FIBER 97 Vouchers for bank code : usbank 97 Vouchers in this report Voucher List City of Edmonds 8.6.a Page: 26 Invoice PO # Description/Account Amoun (Continued) 3000 #10 Regular Envelopes 001.000.62.524.10.31.00 314.6E 10.5% Sales Tax -71 001.000.62.524.10.31.00 33.0z u) Total : 347.65 05162022 WOTS - SHAWN WONG t U WOTS - SHAWN WONG E M 117.100.64.573.20.41.00 1,000.0( z Total : 1,000.0( o 05102022 WOTS - CARMINE WRIGHT 'R o WOTS - CARMINE WRIGHT Q. 117.100.64.573.20.41.00 155.0( Q Total N N 425-775-1344 425-775-1344 RANGER STATION 0 425-775-1344 RANGER STATION N 001.000.64.571.23.42.00 0 116.5" — 425-776-5316 425-776-5316 PARKS MAINT FAX LII N E 425-776-5316 PARKS MAINT FAX LII 001.000.64.576.80.42.00 116.7' Total: 233.2z m Bank total : 405,128.0( E U Total vouchers : 405,128.0( Q Page: 26 Packet Pg. 208 PROJECT NUMBERS (By Project Title) Project Title 175th St. SW Slope StabilizatiopA& 2019 Sewerline Replacement Project 2019 MIN 2019 Swedish Waterline Replacement Engineering Project Project Accounting Funding Khimhor Khimhor E21FB c560 EBGA c516 SW R EBFC EBJA c523 WTR 2019 Utilitv Rate & GFC Update EBJB s020 UTILITIES P019 Waterline Overlay 2019 Waterline Replacement E7JA c498 WTR 19 20 Guardrail Installations z 2020 Overlay Program EOCA i042 STR E R2020 Pedestria EODB SML ° 2020 Pedestrian Task Force EODA s024 STR 4- ° ffic Calming o 2020 Traffic Signal Upgrades EOAB i047 STR a Q- a r020 Waterline Overlay i053 N N 2021 Guardrail Installations E21AB i057 STR o 2021 Pedestrian Task Force E21 DB i062 STR a1 Seweriverlay Program 2021 Stormwater Overlay Program E21CD i061 STM affic Calming 2021 Waterline Overlay Program E21CB i059 WTR 1022 Guardrail Program 2022 Overlay Program E22CA i063 STR n Safety 2022 Sewerline 2022 Stormwater Overla, F022 Traffic Calming Program 11 2022 Utility Rate and GFC Study bL022 Waterline Overlay Program 2023 Overlay Program ak.ublic ROW ADA 2023 Sewer Overlay Program 2023 Stormwater Overlay Program 2023 Transportation Plan 2023 Waterline Overlay Program E22CC i065 STR E22CD i066 STR E22NB s030 UTILITIES E23CA i074 STR B E23CC i076 SW R E23AA s032 STR W� Revised 9/27/2022 Packet Pg. 209 PROJECT NUMBERS (By Project Title) Project Title 220th Adaptive 76th Ave Overlay (196th St. to OV 76th Ave W & 220th St. SW Intersection Improvements �6th Ave W at 212th St S1Antersection Improvements 84th Ave W Overlay from 220th to 212th FDA Curb Ramps Admiral Way Pedestrian Crossing kallinger Regional Facility Pre -Design Citywide Bicycle Improvements Project Citywide Pedestrian Crossing Enhancements -6tected/Permissive Traffic Signal Conversion Civic Center Playfield (Construction) Vvic Center Playfield (Design) I Dayton St. Utility Replacement Project (3rd Ave to 9th Ave) Dayton Street Stormwater Pump Station Edmonds Fishing Pier Rehab EdmondsVars ater Elm St. Waterline Replacement ay Walkway from 8th Ave to 9th Ave Five Corners Reservoir Re -coating rwy 99 Gateway Revitalization Hwy 99 Revitalization Stage 3 (244th-238th) Hwy 99 Revitalization Stage 4 (224th-220th) Lake Ballinger Associated Projects We Ballinger l Sewer SM Engineering Project Number EBAB E20CB EBCA E 1 CA 8.6.b Project Accounting Funding Number i028 STR i052 STR i029 STR EBCC i031 STR E9DA i040 STR s022 EODC i050 STR E7DC i026 STR EOMA c551 PRK EOMA ESJB c482 WTR E4FE c455 E4MB c443 FAC 21 FE S1A& E21JB c561 WTR ESKA c473 WTR E22CE i067 STR i068 STR E4FD c436 STM �B Lift Station #1 Basin & Flow Study E4GC c461 SWR rower Perrinville Creek Restorati E22FB Minor Sidewalk Program NPDES (Students Saving Salmon) Official Street Map & Sidewalk Plan Update OVD Slope Repair & Stabilization Perrinville Creek Flow Reduction Improvements terrinville Creek Recovery Study Phase 10 Sewerline Replacement Project hase 1 Vnnual Water Utility Replacement Project Phase 12 Annual Water Utility Replacement Project E6DD i017 STR E7FG Vm013 EONA s025 GF E71FA m105 STM E20FC c552 STM E22GA c566 SW R c549 WTR E21JA c558 ►611-0. W Y t,1 d z E 0 0 L 0. a a Revised 9/27/2022 Packet Pg. 210 PROJECT NUMBERS (By Project Title) Engineering Project Project Title Project Accounting Funding Number Number Phase 13 Waterline Replacement Project E22JA c565 JLWTR_A Phase 2 Annual Storm Utility Replacement Project EOFB c547 STM Ose 3 Sto ility Replac = E21 FD Phase 4 Storm Utility Replacement Project E22FA c567 STM nual Sewer Replacement Project NEOGA Phase 9 Annual Sewer Replacement Project E21 GA c559 SWR W Concrete Regrade & Drainage South Sanitary Sewer and Stormwater Pipe Rating Services E21 GB c562 SWR Seaview Park Infiltration Facility Phase 2 SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal) E20CE i055 STIR MTN Adaptive System 236th-226 E22CG Standard Details Updates ESNA solo UTILITIES tormwater Comp Plan Update Sunset Walkway Improvements E1 DA c354 STIR Utility Funds reserve Policies Study s029 UTILITIES Waterfront Development & Restoration (Construction) E7MA c544 PRK Waterfront Development & Restoration (Design) c496 Waterfront Development & Restoration (Pre - Design) E7MA m103 PRK Willow Creek Daylighting/Edmonds Marsh Restoration Yost & Seaview Reservoir Assessment ost & Seaview Reservoir Repairs and Upgrades Yost Park Infiltration Facility EOJB s026 WTR E21 FA c556 PRK vi Y t,1 d z E 0 0 L Q a a Revised 9/27/2022 Packet Pg. 211 PROJECT NUMBERS (By Engineering #) Engineering Project Title Project Number L020 Guardrail Installations 2020 Traffic Signal Upgrades 2020 Overlay Program 12020 Waterline Ova 2020 Pedestrian Task Force 020 Pedestrian Safety Program Project Accounting Funding Number i046 EOAB i047 STR i048 EOCA i042 STR EODA s024 STR Citywide Bicycle Improvements Project EODC Seaview Park Infiltration Facility Phase Phase 2 Annual Storm Utility Replacement Project EOFB al Sewer Replace Phase 11 Annual Water Utility Replacement Project NOR EOJA ost & Seaview Reservoir Assessment Civic Center Playfield (Construction) EOMA rvic Center Playfield (Design) EOMA Official Street Map & Sidewalk Plan Update EONA at 212th St SW Intersection Improvements 1C i05O STR Y d z c547 STM E .2 c549 WTR ° R o a c551 PRK Q- a N s025 GF o c368 IWSTR CD Sunset Walkway Improvements E1 DA c354 STR a Ave Overlay (196 SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal) E20CE i055 STR rrinville Creek Flow Reduction Improvements 2021 Traffic Calming 1021 Guardrail Installations 2021 Overlay Program t021 Waterline Overlay Program E21 AA E21 CA 21CB c552 i056 STR i051 STR WTR 2021 Sewer Overlay Program E21 CC i06O SW R j?021 Stormwater Overlay Progra- Elm Way Walkway from 8th Ave to 9th Ave E21 DA i058 STR F-021 Pedestrian Task Force Mop" Yost Park Infiltration Facility E21 FA c556 PRK 175th St. SW Slope Stabilization wow E21 FB Perrinville Creek Recovery Study E21 FC s028 STM t Replacemel qW1FD Edmonds Marsh Water Quality Project E21 FE c564 STM I Sewer Replacement Project E21GA c559 Sanitary Sewer and Stormwater Pipe Rating Services E21 GB c562 SW R 12 Annual Water Utility Replacement Project E21JA =MWhase WT Revised 9/27/2022 Packet Pg. 212 PROJECT NUMBERS (By Engineering #) 8.6.b Engineering Project Project Title Project Accounting Funding Number Number Elm St. Waterline Replacement E21JB c561 WTR 2022 Signal Upgrades E22AA i070 STIR 2022 Traffic Calming Program E22AB i071 STIR ■2 Guardrail Program V _ 2022 Overlay Program E22CA i063 STIR 022 Waterline Overlay Program 2022 Sewerline Overlay Program E22CC i065 STIR k022 Stormwater Overlay Program E22CD eTR Hwy 99 Revitalization Stage 3 (244th-238th) E22CE i067 STIR !wy 99 Revitalization Stage 4 (224th-220th) E c� SR-104 Adaptive System 236th-226th E22CG i069 STIR j?r022 Pedestrian Safety program Phase 4 Storm Utility Replacement Project E22FA c567 STM o ower Perrinville Creek Restoration INEW a157 CL Q- a Phase 10 Sewerline Replacement Project E22GA c566 SWR N hase 13 Waterline Replacement Project N N Yost & Seaview Reservoir Repairs and Upgrades E22JB m160 WTR Q e Policies Study E22NA * s029 _ UTILITIES 2022 Utility Rate and GFC Study E22NB s030 UTILITIES E Cn'^^ s032 Z S 2023 Public ROW ADA Transition Plan 023 Overlay Program 2023 Waterline Overlay Program IL023 Sewer Overlay Progra 2023 Stormwater Overlay Program -Creel.,Daylighting/E=nds Marsh Restoration Lake Ballinger Associated Projects ayton Street Stormwater Pump Station Lift Station #1 Basin & Flow Study Edmonds Fishing Pier Rehab Lake Ballinger Trunk Sewer Study Dayton St. Utility Replacement Project (3rd Ave to 9th Ave) Five Corners Reservoir Re -coating `Standardketails Updates&. Hwy 99 Gateway Revitalization itywide Protected/Permissive Traffic Signal Conversion Minor Sidewalk Program E23AB s033 STIR E23CB i075 WTR E23CC E23CD i077 STM STM E4FD E4GC E5GB E5,113 E5KA c436 ■ c461 ■ s011 c482 c473 E6AA s014 E6DD i017 STM SWR SWR WTR WTR UTIL STIR wor STIR Revised 9/27/2022 Packet Pg. 213 PROJECT NUMBERS (By Engineering #) Project Title kt-ormwater Comp Plan Update & Citywide CIPP Sewer Rehab Phase III ssing En OVD Slope Repair & Stabilization FIPDES (Students Saving Salmon 2019 Waterline Replacement 6raterfront Development & Restoration (Construction) Waterfront Development & Restoration (Design) `waterfront Development & Restoration (Pre - Design) 220th Adaptive Me W tIntersection Improvements 84th Ave W Overlay from 220th to 212th FDA Curb Ramps 2019 Storm Maintenance Project 1019 Sewerline Replacement Project 2019 Swedish Waterline Replacement Engineering Project Project Accounting Funding Number Number E6FD s017 E6GB c488 SWR E7DC i026 INKM E7FA m105 STM E7FG A m01 E7JA c498 WTR E7MA c496 PRK Y d z E8AB i028 STR E E8CC i031 STIR° i033 0 a E8FC c525 STM Q- a E8JA c523 WTR _ 8J s020 UTILITIES 2019 Traffic Calming E9AA i038 Materline Admiral Way Pedestrian Crossing E9DA i040 Ballinger Regional Facility Pre -Design PW Concrete Regrade & Drainage South E9MA c502 STR WTR STR STM FAC Revised 9/27/2022 Packet Pg. 214 PROJECT NUMBERS (By Project Accounting #) 8.6.b Engineering Project Project Title Project Accounting Number Number Lower Perrinville Creek Restoration E22FB a157 Sunset Walkway Improvements E1 DA c354 76th Ave W at 212th St SW Intersection Improvements E1 CA c368 Willow Creek Daylighting/Edmonds Marsh Restoration E4FC c435 Lake Ballinger Associated Projects E4FD c436 Edmonds Fishing Pier Rehab E4MB c443 Dayton Street Stormwater Pump Station E4FE c455 Lift Station #1 Basin & Flow Study E4GC c461 Five Corners Reservoir Re -coating ESKA c473 Dayton St. Utility Replacement Project (3rd Ave to 9th Ave) ESJB c482 Citywide CIPP Sewer Rehab Phase III E6GB c488 Waterfront Development & Restoration (Design) E7MA c496 2019 Waterline Replacement E7JA c498 PW Concrete Regrade & Drainage South E9MA c502 2019 Sewerline Replacement Project EBGA c516 2019 Swedish Waterline Replacement EBJA c523 2019 Storm Maintenance Project EBFC c525 Civic Center Playfield (Design) EOMA c536 Waterfront Development & Restoration (Construction) E7MA c544 Seaview Park Infiltration Facility Phase 2 EOFA c546 Phase 2 Annual Storm Utility Replacement Project EOFB c547 Phase 8 Annual Sewer Replacement Project EOGA c548 Phase 11 Annual Water Utility Replacement Project EOJA c549 Civic Center Playfield (Construction) EOMA c551 Perrinville Creek Flow Reduction Improvements E20FC c552 Yost Park Infiltration Facility E21 FA c556 Phase 12 Annual Water Utility Replacement Project E21JA c558 Phase 9 Annual Sewer Replacement Project E21 GA c559 175th St. SW Slope Stabilization E21 FB c560 Elm St. Waterline Replacement E21JB c561 Sanitary Sewer and Stormwater Pipe Rating Services E21 GB c562 Phase 3 Storm Utility Replacement Project E21 FD c563 Edmonds Marsh Water Quality Project E21 FE c564 Phase 13 Waterline Replacement Project E22JA c565 Phase 10 Sewerline Replacement Project E22GA c566 Phase 4 Storm Utility Replacement Project E22FA c567 Citywide Protected/Permissive Traffic Signal Conversion E6AB i015 Funding STM STR STR STM STM FAC STM SWR WTR WTR SWR PRK WTR FAC SWR WTR STM PRK PRK STM STM SWR WTR PRK STM PRK WTR SWR STM WTR SWR STM STM WTR SWR STM STR ui U m U E U 0 0 L Q a Q Revised 9/27/2022 Packet Pg. 215 PROJECT NUMBERS (By Project Accounting #) 8.6.b Engineering Project Project Title Project Accounting Number Number Minor Sidewalk Program E6DD i017 Citywide Pedestrian Crossing Enhancements E7DC i026 220th Adaptive EBAB i028 76th Ave W & 220th St. SW Intersection Improvements EBCA i029 84th Ave W Overlay from 220th to 212th EBCC i031 ADA Curb Ramps EBDB i033 2019 Traffic Calming E9AA i038 Admiral Way Pedestrian Crossing E9DA i040 2020 Overlay Program EOCA i042 2019 Waterline Overlay E9CB i043 2020 Guardrail Installations EOAA i046 2020 Traffic Signal Upgrades EOAB i047 2020 Traffic Calming EOAC i048 2020 Pedestrian Safety Program EODB i049 Citywide Bicycle Improvements Project EODC i050 2021 Overlay Program E21 CA i051 76th Ave Overlay (196th St. to OVD) E20CB i052 2020 Waterline Overlay EOCC i053 SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal) E20CE i055 2021 Traffic Calming E21 AA i056 2021 Guardrail Installations E21 AB i057 Elm Way Walkway from 8th Ave to 9th Ave E21 DA i058 2021 Waterline Overlay Program E21 CB i059 2021 Sewer Overlay Program E21 CC i060 2021 Stormwater Overlay Program E21 CD i061 2021 Pedestrian Task Force E21 DB i061 2022 Overlay Program E22CA i063 2022 Waterline Overlay Program E22CB i064 2022 Sewerline Overlay Program E22CC i065 2022 Stormwater Overlay Program E22CD i066 Hwy 99 Revitalization Stage 3 (244th-238th) E22CE i067 Hwy 99 Revitalization Stage 4 (224th-220th) E22CF i068 SR-104 Adaptive System 236th-226th E22CG i069 2022 Signal Upgrades E22AA i070 2022 Traffic Calming Program E22AB i071 2022 Pedestrian Safety program E22DA i072 2022 Guardrail Program E22AC i073 Funding STR STR STR STR STR STR STR STR STR WTR STR STR STR STR STR STR STR STR STR STR STR STR WTR SWR STM STR STR STR STR STR STR STR STR STR STR STR STR ui U m U E U 0 0 L Q a Q Revised 9/27/2022 Packet Pg. 216 PROJECT NUMBERS (By Project Accounting #) 8.6.b Engineering Project Project Title Project Accounting Funding Number Number 2023 Overlay Program E23CA i074 STIR 2023 Waterline Overlay Program E23CB i075 WTR 2023 Sewer Overlay Program E23CC i076 SWR 2023 Stormwater Overlay Program E23CD i077 STM NPDES (Students Saving Salmon) E7FG m013 STM Waterfront Development & Restoration (Pre - Design) E7MA m103 PRK OVD Slope Repair & Stabilization E7FA m105 STM Yost & Seaview Reservoir Repairs and Upgrades E22JB m160 WTR Standard Details Updates ESNA solo UTILITIES Lake Ballinger Trunk Sewer Study ESGB sol l SWR Hwy 99 Gateway Revitalization E6AA s014 STR Stormwater Comp Plan Update E6FD s017 STM 2019 Utility Rate & GFC Update EBJB s02O UTILITIES Ballinger Regional Facility Pre -Design E9FA s022 STM 2020 Pedestrian Task Force EODA s024 STIR Official Street Map & Sidewalk Plan Update EONA s025 GF Yost & Seaview Reservoir Assessment EOJB s026 WTR Perrinville Creek Recovery Study E21 FC s028 STM Utility Funds reserve Policies Study E22NA s029 UTILITIES 2022 Utility Rate and GFC Study E22NB s03O UTILITIES 2023 Transportation Plan E23AA s032 STIR 2023 Public ROW ADA Transition Plan E23AB s033 STIR ui U m U E U 0 0 L Q Q Q Revised 9/27/2022 Packet Pg. 217 PROJECT NUMBERS (By Funding) 8.6.b Engineering Project Project Title Project Accounting Number Number Edmonds Fishing Pier Rehab E4MB c443 PW Concrete Regrade & Drainage South E9MA c502 Official Street Map & Sidewalk Plan Update EONA s025 Waterfront Development & Restoration (Design) E7MA c496 Civic Center Playfield (Design) EOMA c536 Waterfront Development & Restoration (Construction) E7MA c544 Civic Center Playfield (Construction) EOMA c551 Yost Park Infiltration Facility E21 FA c556 Waterfront Development & Restoration (Pre - Design) E7MA m103 Lower Perrinville Creek Restoration E22FB a157 Willow Creek Daylighting/Edmonds Marsh Restoration E4FC c435 Lake Ballinger Associated Projects E4FD c436 Dayton Street Stormwater Pump Station E4FE c455 2019 Storm Maintenance Project EBFC c525 Seaview Park Infiltration Facility Phase 2 EOFA c546 Phase 2 Annual Storm Utility Replacement Project EOFB c547 Perrinville Creek Flow Reduction Improvements E20FC c552 175th St. SW Slope Stabilization E21 FB c560 Phase 3 Storm Utility Replacement Project E21 FD c563 Edmonds Marsh Water Quality Project E21 FE c564 Phase 4 Storm Utility Replacement Project E22FA c567 2021 Stormwater Overlay Program E21 CD i061 2023 Stormwater Overlay Program E23CD i077 NPDES (Students Saving Salmon) E7FG m013 OVD Slope Repair & Stabilization E7FA m105 Stormwater Comp Plan Update E6FD s017 Ballinger Regional Facility Pre -Design E9FA s022 Perrinville Creek Recovery Study E21 FC s028 Sunset Walkway Improvements E1DA c354 76th Ave W at 212th St SW Intersection Improvements E1CA c368 Citywide Protected/Permissive Traffic Signal Conversion E6AB i015 Minor Sidewalk Program E6DD i017 Citywide Pedestrian Crossing Enhancements E7DC i026 76th Ave W & 220th St. SW Intersection Improvements EBCA i029 84th Ave W Overlay from 220th to 212th EBCC i031 ADA Curb Ramps EBDB i033 2019 Traffic Calming E9AA i038 Funding FAC FAC GF PRK PRK PRK PRK PRK PRK STM STM STM STM STM STM STM STM STM STM STM STM STM STM STM STM STM STM STM STR STR STR STR STR STR STR STR STR ui U m U E U 0 0 L Q Q Q Revised 9/27/2022 Packet Pg. 218 PROJECT NUMBERS (By Funding) 8.6.b Engineering Project Project Title Project Accounting Number Number Admiral Way Pedestrian Crossing E9DA i040 2020 Overlay Program EOCA i042 2020 Guardrail Installations EOAA i046 2020 Traffic Signal Upgrades EOAB i047 2020 Traffic Calming EOAC i048 2020 Pedestrian Safety Program EODB i049 Citywide Bicycle Improvements Project EODC i050 2021 Overlay Program E21 CA i051 76th Ave Overlay (196th St. to OVD) E20CB i052 SR Revitalization Stage 2 (Medians, Gateway Signage & Hawk Signal) E20CE i055 2021 Traffic Calming E21 AA i056 2021 Guardrail Installations E21 AB i057 Elm Way Walkway from 8th Ave to 9th Ave E21 DA i058 2021 Pedestrian Task Force E21 DB i061 2022 Overlay Program E22CA i063 2022 Waterline Overlay Program E22CB i064 2022 Sewerline Overlay Program E22CC i065 2022 Stormwater Overlay Program E22CD i066 Hwy 99 Revitalization Stage 3 (244th-238th) E22CE i067 Hwy 99 Revitalization Stage 4 (224th-220th) E22CF i068 SR-104 Adaptive System 236th-226th E22CG i069 2022 Signal Upgrades E22AA i070 2022 Traffic Calming Program E22AB i071 2022 Pedestrian Safety program E22DA i072 2022 Guardrail Program E22AC i073 2023 Overlay Program E23CA i074 Hwy 99 Gateway Revitalization E6AA s014 2020 Pedestrian Task Force EODA s024 2023 Transportation Plan E23AA s032 2023 Public ROW ADA Transition Plan E23AB s033 220th Adaptive EBAB i028 2020 Waterline Overlay EOCC i053 Lift Station #1 Basin & Flow Study E4GC c461 Citywide CIPP Sewer Rehab Phase III E6GB c488 2019 Sewerline Replacement Project EBGA c516 Phase 8 Annual Sewer Replacement Project EOGA c548 Phase 9 Annual Sewer Replacement Project E21 GA c559 Funding STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR STR SWR SWR SWR SWR SWR ui U m t U E U 0 0 L Q a Q Revised 9/27/2022 Packet Pg. 219 PROJECT NUMBERS (By Funding) 8.6.b Engineering Project Project Title Project Accounting Funding Number Number Sanitary Sewer and Stormwater Pipe Rating Services E21 GB c562 SWR Phase 10 Sewerline Replacement Project E22GA c566 SWR 2021 Sewer Overlay Program E21CC i06O SWR 2023 Sewer Overlay Program E23CC i076 SWR Lake Ballinger Trunk Sewer Study ESGB s0l l SWR Standard Details Updates ESNA solo UTILITIES 2019 Utility Rate & GFC Update EBJB s02O UTILITIES Utility Funds reserve Policies Study E22NA s029 UTILITIES 2022 Utility Rate and GFC Study E22NB s03O UTILITIES Five Corners Reservoir Re -coating ESKA c473 WTR Dayton St. Utility Replacement Project (3rd Ave to 9th Ave) ESJB c482 WTR 2019 Waterline Replacement E7JA c498 WTR 2019 Swedish Waterline Replacement EBJA c523 WTR Phase 11 Annual Water Utility Replacement Project EOJA c549 WTR Phase 12 Annual Water Utility Replacement Project E21JA c558 WTR Elm St. Waterline Replacement E21JB c561 WTR Phase 13 Waterline Replacement Project E22JA c565 WTR 2019 Waterline Overlay E9CB i043 WTR 2021 Waterline Overlay Program E21CB i059 WTR 2023 Waterline Overlay Program E23CB i075 WTR Yost & Seaview Reservoir Repairs and Upgrades E22JB m160 WTR Yost & Seaview Reservoir Assessment EOJB s026 WTR ui U m U E U 4- 0 0 L Q Q Q Revised 9/27/2022 Packet Pg. 220 8.7 City Council Agenda Item Meeting Date: 10/25/2022 Compass Health Professional Services Agreement Staff Lead: Shannon Burley Department: Parks, Recreation & Human Services Preparer: Shannon Burley Background/History The City of Edmonds has been working to address housing instability and enhance human services for many years. City Council established a Homelessness Response Fund in 2018. The Council formed a Task Force and ultimately hired KONE Consulting to conduct a study to determine the extent of homelessness in Edmonds in 2018-19 and again in 2021-22. In 2020 the City established a Human Services Division and hired a part-time Human Services Program Manager. In April, 2021 the Human Services Division was moved to the Parks and Recreation Department and in August 2021 City Council approved the initial contract with the Compass Health Community Transitions team (attached). Due to a significant shortage in skilled mental health professionals, it took several months to recruit and hire the City's first Social Worker; they were hired in June 2022 and the Compass Health team has been serving the residents of Edmonds for 3 months now. The 2022 City Council approved budget includes ongoing funding in the Human Service Division to support these services. The contract was reviewed by the Personnel, Public Safety and Human Services Committee on October 11, 2022. Staff Recommendation Staff recommends City Council authorize the Mayor to sign the attached Professional Services Agreement with Compass Health for Behavioral Health Assistance Services. Narrative Compass Health is a non-profit, Northwest Washington behavioral healthcare leader. They are a community -based healthcare agency, integrating behavioral health and medical care services to support clients and communities when and where they are needed. The Community Transitions team at Compass Health serve the majority of South County with embedded mental health professionals in Lynnwood, Mukilteo, Mountlake Terrace, South County Fire and Edmonds. In addition to conducting outreach to Edmonds vulnerable residents; the Edmonds behavioral health specialist has spent the first few months working to build a solid foundation with the Edmonds Police Department. They have participated in numerous ride -a longs, are included in staff emails and is dispatched with PD when appropriate. They arrive in a city vehicle marked Human Services, conduct office hours at the City Hall Neighborhood Office, participate in navigating resources for individuals participating in Community Court and much more. Packet Pg. 221 8.7 As of September 28, 2022 the Outreach Specialist has received over 50 referrals and has 38 clients that are engaged or outreach is in process (that number increased to 45 by October 11, 2022). Often individuals present with more than one need; as of September 28, 2022 engaged individuals had presented with 40 identified needs and 26 of those needs have had a closed loop referral (need met). Given the time it took to secure an individual to serve in this role and the significant amount of time spent integrating into the various departments of the City Staff is recommending a two-year agreement through December 2024 with annual expenditures of approximately $135,000 each year (detail can be found on the final page of the attached contract). THIS IS NOT A REQUEST FOR ADDITIONAL BUDGET AUTHORITY, the current budget authority is sufficient to cover the expense of this contract annually. As outlined in the scope of services on the attached agreement; partnership with Compass Health is much more than an individual person and includes access to two Masters of Social Work level superiors, access to a wide range of referral programs for individuals and region wide collaborative efforts. The Community Transitions program was developed to respond to individuals in the community who have frequent contact with 911, law enforcement, EMS, emergency departments, and inpatient facilities. By reducing these interactions there is significant savings to the community. Community Transitions Staff engage with individuals in the community to provide the additional support and engagement needed to connect individuals with the most appropriate resources to meet their health and social needs. As requested in the Council Committee meeting; detail for the Direct Administrative expense outlined in Exhibit B are as follows: Direct Administrative pays for support by IT, HR, Payroll, Medical Records, Training, Quality, etc and is calculated based on the number of FTE's. This contract and rate structure have been reviewed and approved as to form by the City Attorney. Attachments: 2021 Compass Health PSA_fully executed 2023-2024 Compass Health Professional Services Agreement Packet Pg. 222 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a CITY OF EDMONDS 121 5T" AVENUE NORTH - EDMONDS, WA 98020 • 425-771-0220 - FAX 425-672-5750 Websile: www.edmondswa.gov l890 0c) PROFESSIONAL SERVICES AGREEMENT For Behavioral Health Assistance Services MIKE NELSON MAYOR THIS AGREEMENT ("Agreement") is made and entered into between the City of Edmonds, hereinafter referred to as the "City," and Compass Health, hereinafter referred to as "Compass" (collectively, the "Parties"). WHEREAS, Compass has developed a Community Transitions program to respond to individuals in the community who have frequent contact with 911, law enforcement, EMS, emergency departments, and inpatient facilities; and WHEREAS, Compass' Community Transitions staff engage individuals in the community to provide the additional support and engagement needed to connect individuals with the most appropriate resources to meet their health and social needs in order to improve outcomes for the individual and to divert additional crises and use of emergency resources; and WHEREAS, the City desires to engage the professional services and assistance of a behavioral health professional to provide this type of community healthcare and social services assistance services; and WHEREAS, Compass has the necessary skills and experience, and desires to provide such services to the City; NOW, THEREFORE, in consideration of the mutual benefits accruing, it is agreed by and between the Parties hereto as follows: 1. Scope of Services. The scope of services shall include all services and material necessary to accomplish the above mentioned objectives in accordance with the Scope of Services that is marked as Exhibit A, attached hereto and incorporated herein by this reference. 2. Payments. Compass shall be paid by the City for completed work for services rendered under this Agreement as provided hereinafter. Such payment shall be full compensation for work performed or services rendered and for all labor, materials, supplies, equipment and incidentals necessary to complete the work. A. Payment for work accomplished under the terms of this Agreement shall be on a time and expense basis as set forth in the Budget that is marked as Exhibit B, attached hereto and incorporated herein by this reference; provided, in no event shall the payment for work performed pursuant to this Agreement exceed the sum of ONE HUNDRED SIXTY-THREE THOUSAND FOUR HUNDRED NIFTY -FOUR DOLLARS ($163,454.00). Packet Pg. 223 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-Co601FF91B71 8.7.a B. All invoices shall be submitted by Compass to the City for payment pursuant to the terms of this Agreement. The City shall pay the appropriate amount for each invoice to Compass. Compass may submit invoices to the City monthly during the progress of the work for payment. Billings shall be reviewed in conjunction with the City's warrant process. No billing shall be considered for payment that has not been submitted to the City three (3) days prior to the scheduled cut-off date. Such late invoices shall be checked by the City and payment shall be made in the next regular payment cycle. C. The costs records and accounts pertaining to this Agreement are to be kept available for inspection by representatives of the City for a period of three (3) years after final payment. Copies shall be made available upon request. 3. Ownership and use of documents. All data, reports, and any and all other work product prepared or gathered by Compass in preparation for the services rendered by Compass personnel under this Agreement shall be and are the property of Compass, provided, however, that: A. All final reports, presentations, documentation and testimony prepared by Compass shall become the property of the City upon their presentation to and acceptance by the City and shall at that date become the property of the City. B. The City shall have the right, upon reasonable request, to inspect, review and copy any work product during normal office hours. The Parties acknowledge and agree that records created or used in the performance of this Agreement may be subject to the Public Records Act, Chapter 42.56 RCW. Compass is a HIPAA covered entity and as such is bound to comply with HIPAA (Health Insurance Portability and Accountability Act) and HITECH (Health Information and Technology for Economic and Clinical Health) Act expectations and the specific direction offered in Chapter 70.02 RCW with regards to records of those served by Compass Health. Any records created and integrated into the Compass healthcare record, and any records containing PHI (Protected Health Information) are subject to HIPAA and RECW, and may only be released as directed in those Federal and State statutes. These records are not subject to the Public Records Act, Chapter 42.56 RCW. Compass agrees to cooperate with the City to respond to any public records request received by the City related to the performance of this Agreement. Reports, protocols, and other business documents may qualify for disclosure. C. In the event that Compass shall default on this Agreement, or in the event that this Agreement shall be terminated prior to its completion as herein provided, the work product of Compass, along with a summary of work done to date of default or termination, shall become the property of the City and tender of the work product and summary shall be a prerequisite to final payment tinder this Agreement. The summary of work done shall be prepared at no additional cost. 4. Time of Performance. Compass personnel shall perfot-rn the work authorized by this Agreement promptly in accordance with the receipt of the required governmental approvals. The term of this Agreement shall run from the date of its execution through December 31, 2022, unless extended or terminated pursuant to the provisions of Section 10, below. 5. Indemnification / Hold harmless agreement. Compass shall defend, indemnify and hold the City, its officers, officials, employees and volunteers harmless from any and all Packet Pg. 224 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a claims, injuries, damages, losses, demands, or suits at law or equity arising from the acts, errors or omissions of Compass and its employees, agents, and independent contractors in the performance of this Agreement, except for injuries and damages caused by the sole negligence of the City. The City shall defend, indemnify and hold Compass, its employees, agents, and independent contractors harmless from any and all claims, injuries, damages, losses, demands, or suits at law or equity arising from the acts, errors or omissions of the City and its officers, officials, employees, and volunteers in the performance of this Agreement, except for injuries and damages caused by the sole negligence of Compass. Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of Compass, its employees, agents, or independent contractors and the City, its officers, officials, employees, and volunteers, Compass' liability, including the duty and cost to defend, hereunder shall be only to the extent of Compass' negligence. Compass shall comply with all applicable sections of the applicable Ethics laws, including RCW 42.23, which is the Code of Ethics for regulating contract interest by municipal officers. Compass specifically waives any immunity under the state industrial insurance law, Title 51 RCW. This waiver has been mutually negotiated by the Parties. The provisions of this section shall survive the expiration or termination of this Agreement. 6. General and professional liability insurance. Compass shall obtain and keep in force during the term of this Agreement, or as otherwise required, the following insurance with companies or through sources approved by the State Insurance Commissioner pursuant to Title 48 RCW. Insurance Coverage A. Worker's compensation and employer's liability insurance as required by the State. B. Commercial general liability and property damage insurance in an aggregate amount not less than two million dollars ($2,000,000) for bodily injury, including death and property damage. The per occurrence amount shall be written with limits no less than one million dollars ($1,000,000). C. Vehicle liability insurance for any automobile used in an amount not less than a one million dollar ($1,000,000) combined single limit. D. Professional liability insurance in the amount of one million dollars ($1,000,000) per occurrence and three million dollars ($3,000,000) aggregate and an umbrella liability limit of one million dollars ($1,000,000), Excepting the Worker's Compensation Insurance and Professional Liability Insurance secured by Compass, the City shall be named on all policies as an additional insured. Compass shall furnish the City with verification of insurance and endorsements required by the Agreement. The City reserves the right to require complete, certified copies of all required insurance policies at any time. All insurance shall be obtained from an insurance company authorized to do business in the State of Washington. Compass shall submit a verification of insurance as outlined above within fourteen (14) days of the execution of this Agreement to the City. No cancellation of the foregoing policies shall be effective without thirty (30) days prior notice to the City. Packet Pg. 225 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a Compass' professional liability to the City shall be limited to the amount payable under this Agreement or one million dollars ($1,000,000), whichever is the greater, unless modified elsewhere in this Agreement. In no case shall Compass' professional liability to third parties be limited in any way. 7. Discrimination prohibited. Compass shall not discriminate against any employee or applicant for employment because of race, color, religion, national origin, age, sex, sexual orientation, marital status, veteran status, liability for service in the armed forces of the United States, disability, or the presence of any sensory, mental or physical handicap, or any other protected class status, unless based upon a bona fide occupational qualification. 8. Relationship of parties. It is the intention of the Parties that Compass shall hire and pay for the full compensation package for all Compass personnel providing services under this Agreement. All of Compass' personnel shall be employees, agents, or independent contractors of Compass. The Parties further intend that an independent contractor relationship shall be created by this Agreement. No agent, employee or representative of Compass shall be deemed to be an agent, employee or representative of the City for any purpose, nor shall this Agreement create any relationship of employer and employee, principal and agent, partnership or joint venture, or any other fiduciary relationship between the City and Compass, or between the City and Compass' employees, agents, or independent contractors. All of Compass' personnel shall be employees, agents, or independent contractors of Compass, and Compass shall be solely responsible for all acts of its agents, employees, representatives and independent contractors during the performance of this Agreement. The City shall have no duty or responsibility to withhold income tax or social security tax, or pay workers' compensation insurance premiums, unemployment compensation, or any fringe benefit incident to employer -employee relations between Compass and any of its personnel. Compass and its employees, agents, and independent contractors do not have the authority to act as agent for, or on behalf of, the City, or to bind the City in any manner. 9. Ci�t _approval of work and relationshil2s. Notwithstanding Compass' status as an independent contractor, results of the work performed pursuant to this Agreement must meet the approval of the City. In addition, to avoid an actual, or the appearance of a conflict of interest, Compass agrees that during pendency of this Agreement, if Compass initiates a new program that will be performed in whole or in part within the City of Edmonds, and which requires the administrative or quasijudicial review of the City, Compass will first notify the City in writing. 10. Extension and Termination. The City reserves the right to offer two (2) one-year extensions prior to the expiration of this Agreement to retain Compass' services. Continuation of services will constitute Compass' agreement to the extension on the same terms as provided for in this Agreement. This being an Agreement for professional services, either party may terminate this Agreement for any reason upon giving the other party written notice of such termination no fewer than thirty (30) days in advance of the effective date of said termination. IL Integration. The Agreement between the Parties shall consist of this document and the Scope of Services and Budget attached hereto as Exhibits A and B. These writings constitute the entire Agreement of the Parties and shall not be amended except by a writing executed by both Parties. In the event of any conflict between this written Agreement and any provision of Exhibit A or B, this Agreement shall control. No other oral agreement, understanding, or writing shall constitute part of this Agreement, except as provided for in Section 12 below regarding written amendments. Packet Pg. 226 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a 12. Changes/Additional Work. The City may engage Compass to perform services in addition to those listed in this Agreement, and Compass shall be entitled to additional compensation for authorized additional services or materials. The City shall not be liable for additional compensation until and unless any and all additional work and compensation is approved in advance in writing and signed by both parties to this Agreement. If conditions are encountered which are not anticipated in the Scope of Set -vices, the City understands that a revision to the Scope of Services and fees may be required. Provided, however, that nothing in this paragraph shall be interpreted to obligate Compass to render services, or the City to pay for services rendered, in excess of the Scope of Services in Exhibit A unless or until an amendment to this Agreement is approved in writing by both Parties. 13. Standard of Care. Compass represents that its personnel have the necessary knowledge, skill and experience to perform the services required by this Agreement. Any employee, agent, or independent contractor employed by Compass shall use their best efforts to perform the work in a professional manner consistent with sound practices, in accordance with the schedules herein and in accordance with the usual and customary professional care required for services of the type described in the Scope of Services. 14. Nan -waiver. Waiver by the City of any provision of this Agreement or any time limitation provided for in this Agreement shall not constitute a waiver of any other provision. 15. Non -assignable. The services to be provided by Compass shall not be assigned or subcontracted without the express written consent of the City. 16. Covenant against contingent fees. Compass warrants that it has not employed or retained any company or person, other than a bona fide employee working solely for Compass, to solicit or secure this Agreement, and that it has not paid or agreed to pay any company or person, other than a bona fide employee working solely for Compass, any fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or resulting from the award of making of this Agreement. For breach or violation of this warranty, the City shall have the right to annul this Agreement without liability or, in its discretion to deduct from the contract price or consideration, or otherwise recover, the frill amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 17. Compliance with laws. Compass in the performance of this Agreement shall comply with all applicable Federal, State or local laws and ordinances, including regulations for licensing, certification and operation of facilities, programs and accreditation, and licensing of individuals, and any other standards or criteria as described in the Agreement to assure quality of services. Compass specifically agrees to pay any applicable business and occupation (B & O) taxes which may be due on account of this Agreement. 18. Information exchange and confidentiality. Compass personnel shall work in collaboration with the City. Protected Health Information (PHI), as defined by the HIPAA Privacy Rule, may only be shared between Compass and the City as necessary to respond to law enforcement -involved community members to maintain safety during community outreach, and as allowed by HIPAA and Washington State Revised Code of Washington (RCW) privacy statutes. Packet Pg. 227 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a Both Compass and the City agree to hold all individually identifiable client information that may be shared, transferred, transmitted, or otherwise obtained pursuant to the provision of services under this Agreement, strictly confidential and provide all reasonable protections to prevent the unauthorized use or disclosure of such information, including but not limited to the protection afforded by federal, state, and local laws and/or regulations regarding security and confidentiality of PHI. Both Parties further agree to make every reasonable effort to comply with any regulations, standards or rules pursuant to the authority of HIPAA or the American Recovery and Reinvestment Act of 2009 or its successor. 19. Contact person and notices. Compass and the City each agree to provide in writing the name, address, and telephone number of a person to act as agent and responsible party pertaining to the implementation of this Agreement. Any required notices under this Agreement shall be sent to the City of Edmonds at the following address: City of Edmonds 121 Fifth Avenue North Edmonds, WA 98020 Notices shall be sent to Compass Health at the following address: Compass Health PO Box 3810, MS 33 Everett, WA 98213 Receipt of any notice shall be deemed effective three (3) days after deposit of written notice in the U.S. mails, with proper postage and properly addressed. DATED THIS 7th day of October 2021. CITY OF EDMONDS FDocuSigned by: Dtit iLt. tit km& Michael Nelson, Mayor ATTEST/AUTHENTICATED: LDocuSigned by: S(h; Paz" Scott Passey, City Clerk APPROVED AS TO FORM: rEocuSigned by: COMPASS HEALTH ��- 97t:- Tom Sebastian, President/CEO Packet Pg. 228 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a Office of the City Attorney STATE OF WASHINGTON ) )ss COUNTY OF ) On this 1 * day of 041W 2021, before me, the undersigned, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared Tom Sebastian, to me known to be the President and CEO of Compass Health and the person who executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said entity, for the uses and purposes therein mentioned, and on oath stated that he was authorized to execute said instrument. WITNESS my hand and official seal hereto affixed the day and year first above written VRNP A VTO-14�� u° NDRgztie NOTARY P0LI.0 �jyBLIC Z My commission expire O Packet Pg. 229 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a EXHIBIT A Scope of Services Background: Law enforcement, other first responders, and City officials regularly encounter individuals experiencing mental health and/or substance use concerns (hereinafter referred to jointly as behavioral health), physical health issues, as well as challenges related to social determinants of health, including but not limited to homelessness. Individuals who present with these health and social needs can often benefit from additional support and engagement in connecting with the most appropriate resources to meet their needs. Compass Health's Community Transitions program was developed to respond to individuals in the community who have frequent contact with 911, law enforcement, EMS, emergency departments, and inpatient facilities. Community Transitions staff engage with individuals in the community to provide the additional support and engagement needed to connect individuals with the most appropriate resources to meet their health and social needs. Staffing: Both parties acknowledge the Compass staff, while embedded with the City, is a Compass employee. As such, decisions and potential actions that impact the Compass staff's working conditions (e.g., job duties, schedule, leave, workload, etc) are purview of the Compass Supervisor and any questions or concerns related to these working conditions shall be directed to the Compass Supervisor. Compass Community Transitions staff, including direct service staff as well as the Supervisor, providing services to the City pursuant to this Agreement will work in direct coordination with the Parks, Recreation & Cultural Services Director or designee to ensure fulfillment of the functions and responsibilities outlined in this Agreement. Compass staff will be provided with office/desk space at the Frances Anderson Center. Such personnel will work closely with Edmonds Police Department to coordinate police assistance and police escorts as needed, and may also be provided office/desk space at the Edinonds Police Department, as needed. General Services: Compass personnel will provide staffing to the City Monday through Friday, from approximately 8:30 am through 5:00 pm to ensure the appropriate clinical support/consultation is available when needed. It is anticipated that Compass personnel will perform outreach to community locations where individuals may be in need of assistance. When conducting outreach, Compass personnel will endeavor to engage individuals in the assistance program at the first meeting, as it is possible another opportunity may not arise. Once an individual demonstrates willingness to work with Compass personnel, they will perform a needs assessment to determine if there are mental health, substance use, physical health and/or social needs such as shelter/housing, transportation, food, financial, support, and the like, and begin connecting the individual to appropriate resources. For individuals that engage, Compass personnel will continue to meet with them until they are connected to ongoing resources and/or there is no further expected benefit from continuing services. When Compass personnel encounter individuals in crisis, they Packet Pg. 230 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a will work with the individual to stabilize the crisis if possible, and utilize crisis services through Snohomish County if needed. Compass' Responsibilities: Compass agrees to the following: - Cultivate contacts and establish and maintain positive, effective, collaborative working relationships with Edmonds Police Department personnel, South Snohomish County Fire and Rescue personnel, local/regional human services, other law enforcement agencies, emergency medical response agencies, court system, community leaders, Snohomish County Human Services, federal, state, regional and local -agencies, homeless shelters, area community service and faith -based groups, staff of state and local hospitals and health providers in an effort to care for and assist Edmonds residents in need of social services. - Develop a network of working relationships with: the Compass Health Crisis Triage Center, the Providence Behavioral Health Urgent Care facility, voluntary outreach teams, Involuntary Treatment Act (1TA) teams, Snohomish County Jail, detox providers, emergency housing providers and other social service providers. Network with local services and outreach to people in support facilities (shelters, substance -abuse programs, etc.). Establish and maintain rapport with the populations served. - Provide infonnation, consultation, and referral to social services agencies. Respond to requests for information about available services for individuals experiencing homelessness, mental illness, substance use, and other human and social service needs. Make referrals to appropriate service providers and coordinate service delivery. Screen individuals for mental and behavioral health and/or substance -use concerns. Facilitate treatment engagement and follow-up care. Provide education about common mental and behavioral health and/or substance -use disorders and the available treatment options. - Provide brief behavioral interventions using evidence -based techniques such as behavioral activation, problem -solving treatment, motivational interviewing, or other interventions as appropriate. - Provide or facilitate outside referrals to community behavioral health services as needed. - Assist the target populations sewed with obtaining basic resources such as shelter, food, medical services, and other social and human services, as needed. - Assist law enforcement or Fire District personnel, as well as social -service agency personnel, with relocations of clients in need of shelter, medical attention, housing, etc. - Provide outreach, engagement and liaison support to individuals seen on a reoccurring basis which may require short-term intensive case management (and occasionally longer - term case management). Facilitate services for individuals with high needs across all involved systems of care. - Monitor contact behaviors and progress, provide assistance to contacts toward attaining predetermined goals, schedule contacts appointments, visit and observe residences. - Promote best practices in treatment approaches, support systems and interventions. - Meet with and interview contacts, families, and other care providers to assess needs and eligibility of services. Advocate needs of contacts within and outside system; liaise between contact, caregivers, and service providers. Provide client -level troubleshooting and advocacy. Packet Pg. 231 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a Follow up with identified individuals in an effort to bridge gaps left between other social services agencies, providers, law enforcement and/or emergency medical response and the social needs of people within this population. Consult with other agency professionals regarding challenges and barriers for individuals served. - Assist Human Services Program Manager in: o Developing and recommending procedures for identifying and screening people with social service needs. o Establishing and administering tracking systems for target populations and service providers. o Studying and analyzing program participation, including recommendations and reports for improvement of existing and development of new programs. o Reviewing statistical data and identifying fixture trends. o Collecting and preparing data for status reports and outcome summaries. - Provide supportive data to develop and recommend programs, policies, procedures, and projects in conjunction with the Human Services Program Manager that will assist in efficiently addressing the human and social service needs of the target populations served within the Edmonds community. - Prepare memos, correspondence, records, and reports related to social services activities. - Coordinate with law enforcement personnel and/or social services agency personnel to arrange for the transport of person(s) in need of assistance to appropriate facilities. - Employ staff with at least a bachelor's degree and behavioral health work experience as part of the Compass Community Transitions Team to work alongside the City Parks, Recreation & Cultural Services Department and the Edmonds Police Department. - Coordinate and have primary responsibility for hiring, training, and supervising the personnel performing services for the City pursuant to this Agreement. - Act as the host and fiscal agent for the Community Transitions program to be undertaken pursuant to this Agreement. Supervise Compass staff in the assessment of healthcare and social service needs and securing connections to the most appropriate resources for individuals engaged in this program. - Provide regular reports of activities carried out in the program. Compass will maintain documentation of activities with engaged individuals, including but not limited to data on number of individuals contacted, types of needs identified, number of individuals served, number of closed loop referrals to resources, number of clients meeting at least one goal and, if available, emergency department usage to support the reporting process, and provide such docurentation to the City when requested. City's Responsibilities: The City agrees to the following: - Co -host the Community Transitions program and provide appropriate desk/office space. - Assist in identification of individuals appropriate for the program. - Provide data related to 911 calls and other agreed upon metrics to support Compass' program reporting. Packet Pg. 232 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a - Edmonds Police Department officers will strive to provide situational safety during outreach with the potential for increased risk due to the location of outreach, individual with whom outreach is being conducted, inability to assess risk prior to outreach, or the presence of other factors that may contribute to increased risk. - Edmonds Police Department officers will endeavor to provide logistical support to include transportation in City vehicles. Compass staff will assist in coordinating transportation but shall not transport, as the driver, individuals in any vehicle. Parties' Mutual Responsibilities: Compass and the City mutually agree to the following: - The Parties will partner to conduct community -based outreach and engagement. - The Parties will coordinate with each other as well as other organizations to ensure coordination of resources to appropriately respond to engaged individuals' needs. - The Parties will collaborate on development of program metrics and collecting and preparing data for program evaluation and reports. - Compass and the City will coordinate and support communications efforts to showcase partnership and value to community members and other stakeholders. Compass is the developer and provider of the Community Transitions program and will have final review and approval of any external communications related to the initiative. This includes the creation of a press release or any other formal announcement, social media content, participation in media interviews, and other outreach. The first reference to the program should be: "Compass Health Community Transitions program." Messaging will share and reference the same core messages and will be adjusted as needed for the voice of each organization. The designated contact for each agency, as identified pursuant to this Agreement, will coordinate regarding any external communications. Compass will review and provide approval or requests for changes within 48 business hours during the workweek (8:30 am — 5:00 pm, Monday -Friday) and make best efforts for timely response on weekends and holidays. Any changes to address program needs will be worked out between the City and Compass. Services may not be available if assigned Compass personnel are using leave time (e.g., sick, vacation). - In the event the City determines that a member of Compass personnel assigned to perform services for the City pursuant to this Agreement is not performing as required, the City will promptly bring their concerns to the Compass Program Manager. Compass will work with the City to identify and implement a mutually agreeable solution. Packet Pg. 233 DocuSign Envelope ID: 79108E4D-B5BC-4075-BFC1-00601FF91B71 8.7.a EXHIBIT B Budget Compass Health Edmonds Clinician Annual Budget Salaries & Benefits Clinician (1.0 FTE) $ 86,350 Support Staff (.02 FTE) $ 1,940 Management Oversight (.10 FTE) $ 13,500 Supplies $ 100 Staff Training $ 500 Mileage $ 100 Equipment $ 200 Insurance $ 2,200 Direct Administrative (10%) $ 10,489 Annual (12 month) Total $ 115,379 Agreement (17 month) Total $ 163,453.58 Packet Pg. 234 8.7.b OV CITY OF EDMONDS MIKE NELSON �' c4 121 5T" AVENUE NORTH • EDMONDS, WA 98020 • 425-771-0220 FAX 425-672-5750 MAYOR Website: www.edmondswa.gov 18go 19g0 PROFESSIONAL SERVICES AGREEMENT For Behavioral Health Assistance Services THIS AGREEMENT ("Agreement") is made and entered into between the City of Edmonds, hereinafter referred to as the "City," and Compass Health, hereinafter referred to as "Compass" (collectively, the "Parties"). WHEREAS, Compass has developed a Community Transitions program to respond to individuals in the community who have frequent contact with 911, law enforcement, EMS, emergency departments, and inpatient facilities; and WHEREAS, Compass' Community Transitions staff engage individuals in the community to provide the additional support and engagement needed to connect individuals with the most appropriate resources to meet their health and social needs in order to improve outcomes for the individual and to divert additional crises and use of emergency resources; and WHEREAS, the City desires to engage the professional services and assistance of a behavioral health professional to provide this type of community healthcare and social services assistance services; and WHEREAS, Compass has the necessary skills and experience, and desires to provide such services to the City; NOW, THEREFORE, in consideration of the mutual benefits accruing, it is agreed by and between the Parties hereto as follows: 1. Scope of Services. The scope of services shall include all services and material necessary to accomplish the above mentioned objectives in accordance with the Scope of Services that is marked as Exhibit A, attached hereto and incorporated herein by this reference. 2. Payments. Compass shall be paid by the City for completed work for services rendered under this Agreement as provided hereinafter. Such payment shall be full compensation for work performed or services rendered and for all labor, materials, supplies, equipment and incidentals necessary to complete the work. A. Payment for work accomplished under the terms of this Agreement shall be on a time and expense basis as set forth in the Budget that is marked as Exhibit B, attached hereto and incorporated herein by this reference; provided, in no event shall the payment for work performed pursuant to this Agreement exceed the sum of TWO HUNDRED SEVENTY THOUSAND TWO HUNDRED SIXTY-SIX DOLLARS ($270,266.00) (no more than $131,837.00 in 2023 and $138,429.00 in 2024). 1 Packet Pg. 235 8.7.b B. All invoices shall be submitted by Compass to the City for payment pursuant to the terms of this Agreement. The City shall pay the appropriate amount for each invoice to Compass. Compass may submit invoices to the City monthly during the progress of the work for payment. Billings shall be reviewed in conjunction with the City's warrant process. No billing shall be considered for payment that has not been submitted to the City three (3) days prior to the scheduled cut-off date. Such late invoices shall be checked by the City and payment shall be made in the next regular payment cycle. C. The costs records and accounts pertaining to this Agreement are to be kept available for inspection by representatives of the City for a period of three (3) years after final payment. Copies shall be made available upon request. 3. Ownership and use of documents. All data, reports, and any and all other work product prepared or gathered by Compass in preparation for the services rendered by Compass personnel under this Agreement shall be and are the property of Compass, provided, however, that: A. All final reports, presentations, documentation and testimony prepared by Compass shall become the property of the City upon their presentation to and acceptance by the City and shall at that date become the property of the City. B. The City shall have the right, upon reasonable request, to inspect, review and copy any work product during normal office hours. The Parties acknowledge and agree that records created or used in the performance of this Agreement may be subject to the Public Records Act, Chapter 42.56 RCW. Compass is a HIPAA covered entity and as such is bound to comply with HIPAA (Health Insurance Portability and Accountability Act) and HITECH (Health Information and Technology for Economic and Clinical Health) Act expectations and the specific direction offered in Chapter 70.02 RCW with regards to records of those served by Compass Health. Any records created and integrated into the Compass healthcare record, and any records containing PHI (Protected Health Information) are subject to HIPAA and RECW, and may only be released as directed in those Federal and State statutes. These records are not subject to the Public Records Act, Chapter 42.56 RCW. Compass agrees to cooperate with the City to respond to any public records request received by the City related to the performance of this Agreement. Reports, protocols, and other business documents may qualify for disclosure. C. In the event that Compass shall default on this Agreement, or in the event that this Agreement shall be terminated prior to its completion as herein provided, the work product of Compass, along with a summary of work done to date of default or termination, shall become the property of the City and tender of the work product and summary shall be a prerequisite to final payment under this Agreement. The summary of work done shall be prepared at no additional cost. 4. Time of performance. Compass personnel shall perform the work authorized by this Agreement promptly in accordance with the receipt of the required governmental approvals. The term of this Agreement shall run from January 1, 2023 through December 31, 2024, unless terminated pursuant to the provisions of Section 10, below. Packet Pg. 236 8.7.b 5. Indemnification / Hold harmless agreement. Compass shall defend, indemnify and hold the City, its officers, officials, employees and volunteers harmless from any and all claims, injuries, damages, losses, demands, or suits at law or equity arising from the acts, errors or omissions of Compass and its employees, agents, and independent contractors in the performance of this Agreement, except for injuries and damages caused by the sole negligence of the City. The City shall defend, indemnify and hold Compass, its employees, agents, and independent contractors harmless from any and all claims, injuries, damages, losses, demands, or suits at law or equity arising from the acts, errors or omissions of the City and its officers, officials, employees, and volunteers in the performance of this Agreement, except for injuries and damages caused by the sole negligence of Compass. Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of Compass, its employees, agents, or independent contractors and the City, its officers, officials, employees, and volunteers, Compass' liability, including the duty and cost to defend, hereunder shall be only to the extent of Compass' negligence. Compass shall comply with all applicable sections of the applicable Ethics laws, including RCW 42.23, which is the Code of Ethics for regulating contract interest by municipal officers. , Compass specifically waives any immunity under the state industrial insurance law, Title 51 RCW. This waiver has been mutually negotiated by the Parties. The provisions of this section shall survive the expiration or termination of this Agreement. 6. General and professional liability insurance. Compass shall obtain and keep in force during the term of this Agreement, or as otherwise required, the following insurance with companies or through sources approved by the State Insurance Commissioner pursuant to Title 48 RCW. Insurance Coverage A. Worker's compensation and employer's liability insurance as required by the State. B. Commercial general liability and property damage insurance in an aggregate amount not less than two million dollars ($2,000,000) for bodily injury, including death and property damage. The per occurrence amount shall be written with limits no less than one million dollars ($1,000,000). C. Vehicle liability insurance for any automobile used in an amount not less than a one million dollar ($1,000,000) combined single limit. D. Professional liability insurance in the amount of one million dollars ($1,000,000) per occurrence and three million dollars ($3,000,000) aggregate and an umbrella liability limit of one million dollars ($1,000,000). Excepting the Worker's Compensation Insurance and Professional Liability Insurance secured by Compass, the City shall be named on all policies as an additional insured. Compass shall furnish the City with verification of insurance and endorsements required by the Agreement. The City reserves the right to require complete, certified copies of all required insurance policies at any time. All insurance shall be obtained from an insurance company authorized to do business in the State of Washington. Compass shall submit a verification of insurance as outlined above within fourteen (14) days of the execution of this Agreement to the City. No cancellation of the foregoing policies shall be effective without thirty (30) days prior notice to the City. Packet Pg. 237 8.7.b Compass' professional liability to the City shall be limited to the amount payable under this Agreement or one million dollars ($1,000,000), whichever is the greater, unless modified elsewhere in this Agreement. In no case shall Compass' professional liability to third parties be limited in any way. 7. Discrimination prohibited. Compass shall not discriminate against any employee or applicant for employment because of race, color, religion, national origin, age, sex, sexual orientation, marital status, veteran status, liability for service in the armed forces of the United States, disability, or the presence of any sensory, mental or physical handicap, or any other protected class status, unless based upon a bona fide occupational qualification. 8. Relationship of parties. It is the intention of the Parties that Compass shall hire and pay for the full compensation package for all Compass personnel providing services under this Agreement. All of Compass' personnel shall be employees, agents, or independent contractors of Compass. The Parties further intend that an independent contractor relationship shall be created by this Agreement. No agent, employee or representative of Compass shall be deemed to be an agent, employee or representative of the City for any purpose, nor shall this Agreement create any relationship of employer and employee, principal and agent, partnership or joint venture, or any other fiduciary relationship between the City and Compass, or between the City and Compass' employees, agents, or independent contractors. All of Compass' personnel shall be employees, agents, or independent contractors of Compass, and Compass shall be solely responsible for all acts of its agents, employees, representatives and independent contractors during the performance of this Agreement. The City shall have no duty or responsibility to withhold income tax or social security tax, or pay workers' compensation insurance premiums, unemployment compensation, or any fringe benefit incident to employer -employee relations between Compass and any of its personnel. Compass and its employees, agents, and independent contractors do not have the authority to act as agent for, or on behalf of, the City, or to bind the City in any manner. 9. City approval of work and relationships. Notwithstanding Compass' status as an independent contractor, results of the work performed pursuant to this Agreement must meet the approval of the City. In addition, to avoid an actual, or the appearance of a conflict of interest, Compass agrees that during pendency of this Agreement, if Compass initiates a new program that will be performed in whole or in part within the City of Edmonds, and which requires the administrative or quasijudicial review of the City, Compass will first notify the City in writing. 10. Termination. This being an Agreement for professional services, either party may terminate this Agreement for any reason upon giving the other party written notice of such termination no fewer than thirty (30) days in advance of the effective date of said termination. 11. Integration. The Agreement between the Parties shall consist of this document and the Scope of Services and Budget attached hereto as Exhibits A and B. These writings constitute the entire Agreement of the Parties and shall not be amended except by a writing executed by both Parties. In the event of any conflict between this written Agreement and any provision of Exhibit A or B, this Agreement shall control. No other oral agreement, understanding, or writing shall constitute part of this Agreement, except as provided for in Section 12 below regarding written amendments. Packet Pg. 238 8.7.b 12. Changes/Additional Work. The City may engage Compass to perform services in addition to those listed in this Agreement, and Compass shall be entitled to additional compensation for authorized additional services or materials. The City shall not be liable for additional compensation until and unless any and all additional work and compensation is approved in advance in writing and signed by both parties to this Agreement. If conditions are encountered which are not anticipated in the Scope of Services, the City understands that a revision to the Scope of Services and fees may be required. Provided, however, that nothing in this paragraph shall be interpreted to obligate Compass to render services, or the City to pay for services rendered, in excess of the Scope of Services in Exhibit A unless or until an amendment to this Agreement is approved in writing by both Parties. 13. Standard of Care. Compass represents that its personnel have the necessary knowledge, skill and experience to perform the services required by this Agreement. Any employee, agent, or independent contractor employed by Compass shall use their best efforts to perform the work in a professional manner consistent with sound practices, in accordance with the schedules herein and in accordance with the usual and customary professional care required for services of the type described in the Scope of Services. 14. Non -waiver. Waiver by the City of any provision of this Agreement or any time limitation provided for in this Agreement shall not constitute a waiver of any other provision. 15. Non -assignable. The services to be provided by Compass shall not be assigned or subcontracted without the express written consent of the City. 16. Covenant against contingent fees. Compass warrants that it has not employed or retained any company or person, other than a bona fide employee working solely for Compass, to solicit or secure this Agreement, and that it has not paid or agreed to pay any company or person, other than a bona fide employee working solely for Compass, any fee, commission, percentage, brokerage fee, gifts, or any other consideration contingent upon or resulting from the award of making of this Agreement. For breach or violation of this warranty, the City shall have the right to annul this Agreement without liability or, in its discretion to deduct from the contract price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 17. Compliance with laws. Compass in the performance of this Agreement shall comply with all applicable Federal, State or local laws and ordinances, including regulations for licensing, certification and operation of facilities, programs and accreditation, and licensing of individuals, and any other standards or criteria as described in the Agreement to assure quality of services. Compass specifically agrees to pay any applicable business and occupation (B & O) taxes which may be due on account of this Agreement. 18. Information exchange and confidentiality. Compass personnel shall work in collaboration with the City. Protected Health Information (PHI), as defined by the HIPAA Privacy Rule, may only be shared between Compass and the City as necessary to respond to law enforcement -involved community members to maintain safety during community outreach, and as allowed by HIPAA and Washington State Revised Code of Washington (RCW) privacy statutes. Both Compass and the City agree to hold all individually identifiable client information that may Packet Pg. 239 8.7.b be shared, transferred, transmitted, or otherwise obtained pursuant to the provision of services under this Agreement, strictly confidential and provide all reasonable protections to prevent the unauthorized use or disclosure of such information, including but not limited to the protection afforded by federal, state, and local laws and/or regularions regarding security and confidentiality of PHI. Both Parties further agree to make every reasonable effort to comply with any regulations, standards or rules pursuant to the authority of HIPAA or the American Recovery and Reinvestment Act of 2009 or its successor. 19. Contact person and notices. Compass and the City each agree to provide in writing the name, address, and telephone number of a person to act as agent and responsible party pertaining to the implementation of this Agreement. Any required notices under this Agreement shall be sent to the City of Edmonds at the following address: City of Edmonds 121 Fifth Avenue North Edmonds, WA 98020 Notices shall be sent to Compass Health at the following address: Compass Health PO Box 3810, MS 33 Everett, WA 98213 Receipt of any notice shall be deemed effective three (3) days after deposit of written notice in the U.S. mails, with proper postage and properly addressed. DATED THIS day of CITY OF EDMONDS Michael Nelson, Mayor ATTEST/AUTHENTICATED: Scott Passey, City Clerk APPROVED AS TO FORM: Office of the City Attorney 2022. COMPASS HEALTH Tom Sebastian, President/CEO Packet Pg. 240 8.7.b STATE OF WASHINGTON ) )ss COUNTY OF ) On this day of 2022, before me, the undersigned, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared Tom Sebastian, to me known to be the President and CEO of Compass Health and the person who executed the foregoing instrument, and acknowledged the said instrument to be the free and voluntary act and deed of said entity, for the uses and purposes therein mentioned, and on oath stated that he was authorized to execute said instrument. WITNESS my hand and official seal hereto affixed the day and year first above written. NOTARY PUBLIC My commission expires: Packet Pg. 241 8.7.b EXHIBIT A Scope of Services Background: Law enforcement, other first responders, and City officials regularly encounter individuals experiencing mental health and/or substance use concerns (hereinafter referred to jointly as behavioral health), physical health issues, as well as challenges related to social determinants of health, including but not limited to homelessness. Individuals who present with these health and social needs can often benefit from additional support and engagement in connecting with the most appropriate resources to meet their needs. Compass Health's Community Transitions program was developed to respond to individuals in the community who have frequent contact with 911, law enforcement, EMS, emergency departments, and inpatient facilities. Community Transitions staff engage with individuals in the community to provide the additional support and engagement needed to connect individuals with the most appropriate resources to meet their health and social needs. Staffing: Both parties acknowledge the Compass staff, while embedded with the City, is a Compass employee. As such, decisions and potential actions that impact the Compass staff s working conditions (e.g., job duties, schedule, leave, workload, etc.) are the purview of the Compass Supervisor and any questions or concerns related to these working conditions shall be directed to the Compass Supervisor. Compass Community Transitions staff, including direct service staff as well as the Supervisor, providing services to the City pursuant to this Agreement will work in direct coordination with the Parks, Recreation & Cultural Services Director or designee to ensure fulfillment of the functions and responsibilities outlined in this Agreement. Compass staff will be provided with office/desk space at the Frances Anderson Center. Such personnel will work closely with Edmonds Police Department to coordinate the police assistance and police escorts as needed, and may also be provided office/ desk space at the Edmonds Police Department, as needed. General Services: Compass personnel will provide staffing to the City Monday through Friday, from approximately 8:30 am through 5:00 pm to ensure the appropriate clinical support/consultation is available when needed. It is anticipated that Compass personnel will perform outreach to community locations where individuals may be in need of assistance. When conducting outreach, Compass personnel will endeavor to engage individuals in the assistance program at the first meeting, as it is possible another opportunity may not arise. Once an individual demonstrates willingness to work with Compass personnel, they will perform a needs assessment to determine if there are mental health, substance use, physical health and/or social needs such as shelter/housing, transportation, food, financial, support, and the like, and begin connecting the individual to appropriate resources. For individuals that engage, Compass personnel will continue to meet with them until they are connected to ongoing resources and/or there is no further expected benefit from continuing services. When Compass personnel encounter individuals in crisis, they Packet Pg. 242 8.7.b will work with the individual to stabilize the crisis if possible, and utilize crisis services through Snohomish County if needed. Compass' Responsibilities: Compass agrees to the following: Cultivate contacts and establish and maintain positive, effective, collaborative working relationships with Edmonds Police Department personnel, South Snohomish County Fire and Rescue personnel, local/regional human services, other law enforcement agencies, emergency medical response agencies, court system, community leaders, Snohomish County Human Services, federal, state, regional and local agencies, homeless shelters, area community service and faith -based groups, staff of state and local hospitals and health providers in an effort to care for and assist Edmonds residents in need of social services. - Develop a network of working relationships with: the Compass Health Crisis Triage Center, the Providence Behavioral Health Urgent Care facility, voluntary outreach teams, Involuntary Treatment Act (ITA) teams, Snohomish County Jail, detox providers, emergency housing providers and other social service providers. - Network with local services and outreach to people in support facilities (shelter, substance -abuse programs, etc.). - Establish and maintain rapport with the populations served. - Provide information, consultation, and referral to social services agencies. Respond to requiests for information about available services for individuals experiencing homelessness, mental illness, substance use, and other human and social service needs. Make referrals to appropriate service providers and coordinate service delivery. - Screen individuals for mental and behavioral health and/or substance -use concerns. Facilitate treatment engagement and follow-up care. Provide education about common mental and behavioral health and/or substance -use disorders and the available treatment options. - Provide brief behavioral interventions using evidence -based techniques such as behavioral activation, problem -solving treatment, motivational interviewing, or other interventions as appropriate. - Provide or facilitate outside referrals to community behavioral health services as needed. - Assist the target populations served with obtaining basic resources such as shelter, food, medical services, and other social and human services, as needed. - Assist law enforcement or Fire District personnel, as well as social service agency personnel, with relocations of clients in need of shelter, medical attention, housing, etc. - Provide outreach, engagement and liaison support to individuals seen on a reoccurring basis which may require short-term intensive case management (and occasionally longer - term case management). Facilitate services for individuals with high needs across all involved systems of care. - Monitor contact behaviours and progress, provide assistance to contacts towards attaining predetermined goals, schedule contacts appointments, visit and observe residences. - Promote best practices in treatment approaches, support systems and interventions. Packet Pg. 243 8.7.b - Meet with and interview contacts, families, and other care providers to assess needs and eligibility of services. Advocate needs of contacts within and outside system; liaise between contact, caregivers, and service providers. Provide client -level troubleshooting and advocacy. - Follow up with identified individuals in an effort to bridge gaps left between other social services agencies, providers, law enforcement and/or emergency medical response and the social needs of people within this population. - Consult with other agency professionals regarding challenges and barriers for individuals served. - Assist Human Services Program Manager in: o Developing and recommending procedures for identifying and screening people with social service needs. o Establishing and administering tracking systems for target populations and service providers. o Studying and analyzing program participation, including recommendations and reports for improvement of existing and development of new programs. o Reviewing statistical data and identifying future trends. o Collecting and preparing data for status reports and outcome summaries. - Provide supportive data to develop and recommend programs, policies, procedures, and projects in conjunction with the Human Services Program Manager that will assist in efficiently addressing the human and social service needs of the target populations served within the Edmonds community. - Preprare memos, correspondence, records, and reports related to social services activities. - Coordinate with law enforcement personnel and/or social services agency personnel to arrange for the transport of person(s) in need of assistance to appropriate facilities. - Employ staff with at least a bachelor's degree and behavioral health work experience as part of the Compass Community Transitions Team to work alongside the City Parks, Recreation & Cultural Services Department and the Edmonds Police Department. - Coordinate and have primary responsibility for hiring, training, and supervising the personnel performing services for the City pursuant to this Agreement. - Act as the host and fiscal agent for the community assistance program to be undertaken pursuant to this Agreement. Supervise Compass staff in the assessment of healthcare and social service needs and securing connections to the most appropriate resources for individuals engaged in this program. - Provide regular reports of activities carried out in the program. Compass will maintain documentation of activities with engaged individuals, including but not limited to data on number of individuals contacted, types of needs identified, number of individuals served, number of individuals contacted, types of needs identified, number of individuals served, number of closed loop referrals to resources, number of clients meeting at lease one goal and, if available, emergency department usage to support the reporting process, and provide such documentation to the City when requested. Packet Pg. 244 8.7.b City's Responsibilities: The City agrees to the following: - Co -host the Community Transitions program and provide appropriate desk/office space. - Assist in identification of individuals appropriate for the program. - Provide data related to 911 calls and other agreed upon metrics to support Compass' program reporting. - Edmonds Police Department officers will strive to provide situational safety during outreach with the potential for increased risk due to the location of outreach, individual with whom outreach is being conducted, inability to assess risk prior to outreach, or the presence of other factors that may contribute to increased risk. - Edmonds Police Department officers will endeavor to provide logistical support to include transportation in City vehicles. Compass staff will assist in coordinating transportation but shall not transport, as the driver, individuals in any vehicle. Parties' Mutual Responsibilities: Compass and the City mutually agree to the following: - The Parties will partner to conduct community -based outreach and engagement. - The Parties will coordinate with each other as well as other organizations to ensure coordination of resources to appropriately respond to engaged individuals' needs. - The Parties will collaborate on development of program metrics and collecting and preparing data for program evaluation and reports. - Compass and the City will coordinate and support communications efforts to showcase partnership and value to community members and other stakeholders. Compass is the developer and provider of the Community Transitions program and will have final review and approval of any external communications related to the initiative. This includes the creation of a press release or any other formal announcement, social media content, participation in media interviews, and other outreach. The first reference to the program should be: "Compass Health Community Transitions program." Messaging will share and reference the same core messages and will be adjusted as needed for the voice of each organization. The designated contact for each agency, as identified pursuant to this Agreement, will coordinate regarding any external communications. Compass will review and provide approval or requests for changes within 48 business hours during the workweek (8:30 am — 5:00 pm, Monday — Friday) and make best efforts for timely response on weekends and holidays. - Any changes to address program needs will be worked out between the City and Compass. - Services may not be available if assigned Compass personnel are using leave time (e.g., sick, vacation). - In the event the City determines that a member of Compass personnel assigned to perform services for the City pursuant to this Agreement is not performing as required, the City will promptly bring their concerns to the Compass Program Manager. Compass will work with the City to identify and implement a mutually agreeable solution. Packet Pg. 245 8.7.b VXATRTT R Budget 2023 Compass Health Edmonds Clinician Annual Budget Salaries & Benefits Care Coordinator $ 83,636 Support Staff (02 FTE per) $ 1,940 Management Oversight (20 FTE per) $ 26,165 Supplies $ 100 Staff Training $ 300 Mileage $ 100 Equipment $ 200 Insurance $ 2,200 Direct Administrative (15%) $ 17,196 Annual (12 month) Total $ 131,837 2024 The amounts for 2023 set forth above shall be adjusted for 2024 by increasing them by one hundred percent (100%) of the percentage increase in the Seattle -Tacoma -Bellevue Area Consumer Price Index semi-annual average from June to June of the previous year, with a maximum increase of five percent (5%). The Index used shall be the Consumer Price Index for Urban Consumers (CPI-U), All Items Indexes, Revised Series (1982-84+100) for the Seattle -Tacoma -Bellevue area, as published by the Bureau of Labor Statistics. In the event of an increase of the full five percent (5%), the budget for 2024 shall be as follows: Compass Health Edmonds Clinician Annual Budget Salaries & Benefits Care Coordinator $ 87,818 Support Staff (.02 FTE per) $ 2,037 Management Oversight (.20 FTE per) $ 27,473 Supplies $ 105 Staff Training $ 315 Mileage $ 105 Equipment $ 210 Insurance $ 2,310 Direct Administrative (15%) $ 18,056 Annual (12 month) Total $ 138,429 Packet Pg. 246 8.8 City Council Agenda Item Meeting Date: 10/25/2022 Approval of Driftwood Players Lease at Wade James Theater Contract Addendum 1 Staff Lead: Oscar Anti Ilon Department: Public Works & Utilities Preparer: Emiko Rodarte Background/History Wade James Theater is Edmonds community live theater performance space located at 950 Main Street. The theater is the public performance space for the Edmonds Driftwood Players Inc., who are the primary tenant of the theater. The Driftwood Players have been producing live theater performances at the wade James Theater since it was built in 1967. On October 11, 2022 staff presented this item to the Parks and Public Works Committee and it was forwarded to the consent agenda for approval. Staff Recommendation Authorize Mayor Nelson to sign revised Addendum 1, renewing existing lease for a five year term. (Previous lease term was five years.) Narrative Edmonds Driftwood Players is a volunteer -based, 501(c)3 non-profit community theater that has been entertaining and educating the community since 1958, making it one of the oldest continually operating community theaters in Washington State. The season consists of mainstage productions which include musicals, non -musicals, comedies, dramas, and more. In addition, they produce an annual Festival of Shorts, which consists of short plays centered around a different theme each year. Eight plays are selected from hundreds of submissions. EDP's education program has included camps for students to learn the ins and outs of putting on a production as well as classes and workshops. Additionally, Take a Kid to the Theatre is their outreach program that allows them to share the joy and wonder of live theatre with families in shelters and transitional housing. They also provide scholarships for students interested in pursuing theatre arts. Addendum 1 has been revised to address the rental language the PPW committee members had requested. Attachments: Attachment 1 - Driftwood Players Lease -Back 2022 Attachment 2 - Revised Addendum No. 1 to Lease Packet Pg. 247 8.8.a MUNICIPAL LEASE AND LEASE BACK THIS LEASE AND LEASE BACK ("Lease") is made this day of c 2017, by and between the City of Edmonds, a Washington municipal corporation (hereinafter "CITY"), and the Edmonds Driftwood Players, Inc., Edmonds, Washington (hereinafter "LESSEE"). WITNESSETH: 1. Description. The CITY, for and in consideration of the covenants and agreements hereinafter contained, hereby demises, lets and leases unto the LESSEE, and the LESSEE for and in consideration of the rentals hereinafter provided and the covenants and agreements hereinafter contained, hereby demises, lets and leases back unto the CITY the premises described in Exhibit "A" attached hereto and by this reference incorporated herein as if set forth in full (hereinafter referred to as the "Premises"). 2. Term of Lease. The lease by the CITY to the LESSEE, and the lease by the LESSEE back to the CITY, shall be for a term of five (5) years, commencing on the 1 ' day of November 2017 and terminating on the 31 1 day of October, 2022. This Lease may be renewed for successive five (5) year terms thereafter upon mutual agreement of the parties. A written request for a five (5) year renewal shall be made by the LESSEE on or before July 31 st of the last year of the current term. In the event that a donation or grant anticipated by the LESSEE requires a longer Lease term, the LESSEE will bring this circumstance to the attention of the CITY, and the CITY will take such circumstance into account at that time, rather than at the end of the current Lease term, to determine if an extension of the Lease term will be granted. Any renewal or extension of the Lease term must be accomplished in writing with the same formalities required of the execution of this Lease. 3. CITY's Fight of Occupancy. The CITY shall have the prior right to occupy of any or all of the Premises upon payment of rent to LESSEE, which rental shall not exceed prevailing rates for comparable space. In the event CITY desires to exercise its prior right of occupancy, it shall give LESSEE ninety (90) days' written notice. Subject to the notice provided, the right of the CITY's occupancy shall prevail over all others. Packet Pg. 248 8.8.a 4. LESSEE's Right of Occupancy. During any time that all or any portion of the Premises is not required for occupancy by the CITY, the LESSEE may use and/or rent the unneeded portion to suitable tenants approved by the CITY. 5. Schedule of Occupancy. The Department of Parks and Recreation of the City of Edmonds shall maintain a schedule of occupancy for the Premises. The CITY and the LESSEE shall send a copy of all notices of occupancy to said Department of Parks and Recreation, which shall maintain a calendar of occupancy taken from said written notices, and shall maintain the notices in a chronological file. 6. Rental Fees. During any time that all or any portion of the Premises is not required for occupancy by the CITY, the LESSEE may use the Premises rent-free. And during such times as the CITY is not occupying the Premises, the LESSEE may rent the unneeded portion to suitable persons or organizations approved by the CITY for rental fees agreed to by the LESSEE and the CITY. For the purpose of determining reasonable rental fees, the LESSEE and the CITY may agree by an exchange of letters from time to time regarding a schedule of rental fees. 7. Hold Harmless. The LESSEE shall defend, indemnify, and hold harmless the CITY, its officers, officials, employees and volunteers from and against any and all claims, suits, actions, or liabilities for injury or death of any person, or for loss or damage to property, which arises out of the LESSEE's use of the Premises, or from the conduct of the LESSEE's business, or from any activity, work or thing done, permitted, or suffered by the LESSEE in or about the Premises, except only such injury or damage as shall have been occasioned by the sole negligence of the CITY. It is further specifically and expressly understood that the indemnification provided herein constitutes the LESSEE's waiver of immunity under Industrial Insurance, Title 51 RCW, solely for the purposes of this indemnification. This waiver has been mutually negotiated and agreed to by the LESSEE and the CITY. The provisions of this section shall survive the expiration or termination of this Lease. 8. Insurance. A. Insurance Term. The LESSEE shall procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damage to property that may arise from or in connection with the LESSEE's operation and use of the leased Premises. B. No Limitation. The LESSEE's maintenance of insurance as required by the agreement shall not be construed to limit the liability of the LESSEE to the coverage Packet Pg. 249 8.8.a provided by such insurance, or otherwise limit the CITY's recourse to any remedy available at law or in equity. C. Minimum Scope of Insurance. The LESSEE shall obtain insurance of the types and coverage described below: i. Commercial General Liability insurance shall be at least as broad as Insurance Services Office (ISO) occurrence form CG 00 01 and shall cover premises and contractual liability. The CITY shall be named as additional an insured on LESSEE's Commercial General Liability insurance policy using ISO Additional Insured -Managers or Lessors of Premises Form CG 20 11 or a substitute endorsement providing at least as broad coverage. ii. Property insurance shall be written on an all risk basis. D. Minimum Amounts of Insurance. The LESSEE shall maintain the following insurance limits: i. Commercial General Liability insurance shall be written with limits no less than $1,000,000 each occurrence, $2,000,000 general aggregate. ii. Property insurance shall be written covering the full value of the LESSEE's property and improvements with no coinsurance provisions. E. Other Insurance Provisions. The LESSEE's Commercial General Liability insurance policy or policies are to contain, or be endorsed to contain that they shall be primary insurance as respect the CITY. Any insurance, self-insurance, or self - insured pool coverage maintained by the CITY shall be excess of the LESSEE's insurance and shall not contribute with it. F. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of not less than A: VII. G. Verification of Coveraje. The LESSEE shall furnish the CITY with original certificates and a copy of the amendatory endorsements, including but not necessarily limited to the additional insured endorsement, evidencing the insurance requirements of the LESSEE. H. 'Waiver of Subrogation. The LESSEE and the CITY hereby release and discharge each other from all claims, losses and liabilities arising from or caused by Packet Pg. 250 8.8.a any hazard covered by property insurance on or in connection with the Premises. This release shall apply only to the extent that such claim, loss or liability is covered by insurance. I. CITY's Property Insurance. The CITY shall purchase and maintain during the term of the Lease all-risk property insurance covering the Premises for full replacement value of the building thereon without any coinsurance provisions. J. Notice of Cancellation. The LESSEE shall provide the CITY with written notice of any policy cancellation within two business days of its receipt of such notice. K. Failure to Maintain Insurance. Failure on the part of the LESSEE to maintain the insurance as required shall constitute a material breach of the Lease, upon which the CITY may, after giving five business days notice to the LESSEE to correct the breach, terminate the Lease or, at its discretion, procure or renew such insurance and pay any and all premiums in connection therewith, with any sums so expended to be repaid to the CITY on demand. L. CITY Full Availability of LESSEE Limits. If the LESSEE maintains higher insurance limits than the minimums shown above, the CITY shall be insured for the full available limits of Commercial General and Excess or Umbrella liability maintained by the LESSEE, irrespective of whether such limits maintained by the LESSEE are greater than those required by this Lease or whether any certificate of insurance furnished to the CITY evidences limits of liability lower than those maintained by the LESSEE. 9. Liens and Encumbrances Prohibited. At no time shall the LESSEE, or its permittees or sub -tenants, cause or allow to be caused any encumbrances or liens against the Premises. In the event that any encumbrances or liens do attach thereto, the CITY shall have the right at any time to satisfy the same and notify the LESSEE in writing that this Lease shall be immediately terminated. In the event this Lease is terminated as set forth in this provision, all other provisions relating to this Lease as to expiration shall be applicable as if the Lease had terminated for the reason of expiration of time. 10. Maintenance and Custodial Services. The LESSEE shall provide at its expense reasonable maintenance and custodial services to the satisfaction of the CITY and commensurate with CITY standards for the CITY municipal systems. Such maintenance and custodial services include, but are not limited to [the following/the list Packet Pg. 251 8.8.a set forth in Exhibit `B" attached hereto and incorporated herein by this reference]: [Include detailed list here, or if extensive, in an Exhibit `B"]. 11. Limitation of Liability of CITY. The CITY shall not be liable for any damages or liabilities occasioned by the failure to keep the Premises in repair and shall not be liable for any damage done or occasioned by plumbing, electrical wiring fixtures, gas, water, steam or other pipes or sewage or the bursting or leaking thereof, nor for damages occasioned by water, snow or ice being upon or coming through the roof, doors or other parts of the building on the Premises, save and except by reason of the negligence of the CITY, its employees, permittees, or subtenants. 12. Alterations and Repairs by LESSEE. The LESSEE shall at its own expense make such alterations and repairs to the Premises as may be required for the purposes of its use and occupancy; provided, however, that any substantial change in the floor plan or structural alterations must be approved by the CITY in writing. It shall be the duty of the LESSEE to maintain the Premises in a good and habitable state of repairs and the same shall be done at the expense of the LESSEE. In the event that the Premises are in need of repair and the same is not repaired by the LESSEE, the CITY may notify the LESSEE in writing that the same must be accomplished within sixty (60) days. In the event that the repair or repairs are not perfected within that time period, the CITY may thereafter notify the LESSEE in writing that this Lease has terminated and the same shall be terminated with the same provisions as if the Lease had expired by reason of time. 13. Destruction of Premises. In the event that the Premises or the building thereon is totally destroyed by fire or other casualty, the LESSEE may, at its option, terminate this Lease, or it may rebuild the building situated on the Premises. In the event of a partial destruction of said building by fire or other casualty, the LESSEE may, at its option, terminate this Lease or rebuild or repair the building situated on the Premises. Further, in the event of destruction or partial destruction by fire or other casualty, neither the CITY nor the LESSEE shall claim damages, one from the other, irrespective of negligence. 14. Public Place. Notwithstanding the exclusivity of occupancy granted from time to time by the terms of this Lease, the Premises shall be considered a public place insofar as CITY ordinances are applicable to public places. It is further understood that the Premises, including the building thereon, shall at all times be open for inspection and search by duly authorized personnel working on behalf of the CITY, including but not limited to fire, police, building officials, and water and sewer personnel. Packet Pg. 252 8.8.a 15. Assignment. This Lease shall not be assignable in any respect whatsoever by the LESSEE or by the CITY. 16. Notices. All notices required by the terms of this Lease, or notices of breaches thereof, shall be sent by certified or registered mail to the City of Edmonds at 121 5th Avenue North, Edmonds, Washington 98020 and all such notices to the LESSEE shall be sent by registered or certified mail and addressed to the Edmonds Driftwood Players, Inc. at P.O. Box 385, Edmonds, Washington 98020. Delivery of all notices shall be conclusively presumed to be effective upon such posting in the United States mail, postage prepaid. 17. Utilities. All utilities shall be paid by the LESSEE, including but not limited to water, sewer, heat, electricity, telephone and internet services. In the event said payments are not kept current, the CITY shall have the right to pay the same and declare this Lease terminated. In this event, the CITY shall notify the LESSEE in writing that this Lease shall be immediately terminated. In the event this Lease is terminated as set forth in this provision, all other provisions relating to this Lease as to expiration shall be applicable as if the Lease had terminated for the reason of expiration of time. 18. Costs and Attorneys Fees. In the event of a failure of either of the parties to perform any obligation created by this Lease, the defaulting party agrees to pay all damages and costs necessarily incurred by the injured party, including reasonable costs and attorneys' fees. 19. Expiration of Lease. Upon the expiration of this Lease, all buildings and improvements on the Premises shall become the property of the CITY and shall be subject to no encumbrances or liens whatsoever. Upon expiration, the LESSEE shall quit and surrender the Premises without demand or further notice and leave the same in a neat and clean condition, and shall deliver all keys belonging to the Premises to the CITY. 20. Termination of Lease. Termination shall operate to discharge all obligations that are executory by either party on or after the effective date of termination, but any right of a party based upon performance or breach of this Lease prior to the effective date of termination shall survive. Any portion of this Lease not terminated shall remain in full force and effect as if no termination were made. Other than the other reasons for termination noted elsewhere in this Lease, the Lease may be terminated in whole or in part: Packet Pg. 253 8.8.a (a) If the LESSEE fails to comply with the terms and conditions of this Lease, and the CITY deems the continuation of the Lease may be substantially detrimental to the CITY'S interests, the CITY shall notify the LESSEE of the termination, the reasons thereof, and the effective date. (b) By the mutual written agreement of the CITY and the LESSEE, the agreement to terminate shall include the conditions of termination, effective date and in the case of termination in part, the portion to be terminated. It may also include an option for the LESSEE to cure the conditions of termination prior to a specific date before the effective date of termination. Upon termination, the LESSEE shall quit and surrender the Premises without demand or further notice and leave the same in a neat and clean condition, and shall deliver all keys belonging to the Premises to the CITY. (c) In the event that, during the term of this Lease, the CITY determines that it is in the best interests of its citizens to develop or redevelop any of the leased Premises in a way that would preclude the LESSEE's use of the Premises as contemplated herein, the CITY shall provide the LESSEE with One Hundred Eighty (180) days' notice of termination of this Lease. Upon termination, LESSEE shall quit and surrender the Premises without demand or further notice and leave the same in a neat and clean condition, and shall deliver all keys belonging to the Premises to the CITY. 21. Removal of LESSEE's PropertX. In the event of any entry in, or taking possession of, the leased Premises upon expiration or termination of this Lease, the CITY shall have the right, but not the obligation, to remove from the leased Premises all personal property located therein, and may place the same in storage in a public warehouse at the expense and risk of the owners thereof. 22. Non -Waiver of Breach: The failure of a party to insist upon strict performance of any of the covenants and agreements of this Lease, or to exercise any option herein conferred in any one or more instances, shall not be construed to be a waiver or relinquishment of any such provision, or any other covenants or agreements, but the same shall be and remain in full force and effect. 23. Modification. Modification or amendment of the terms and conditions of this Lease shall only be made in writing, signed by both parties. 24. Complete Agreement: This Lease is the complete expression of the agreement of the parties to the terms and conditions hereof. Any oral or written representations or understandings not expressly incorporated herein are excluded. Packet Pg. 254 8.8.a 25. Severability. If a court of competent jurisdiction holds any part, term, or provision of this Lease to be illegal or invalid, in whole or in part, the validity of the remaining provisions shall not be affected, and the parties' rights and obligations shall be construed and enforced as if the Lease did not contain the particular invalid provision. 26. Jurisdiction. This Lease has been made and shall be construed as having been made and delivered under the laws of the State of Washington. Any action at law, suit in equity, or judicial proceeding arising hereunder shall be instituted and maintained only in any of the courts of competent jurisdiction of Snohomish County, Washington. EXECUTED this day of , 2017. LESSOR: EDMONDS AEIMO DS R T ❑DD PLAYERS, INC. Vor, 0 ,,Phi David O. Earling, Mayor ATTEST/AUTHENTICATED: catt Passey, City Cle APPROVED AS TO FORM: Office of the City Attorney Packet Pg. 255 8.8.a STATE OF WASHINGTON ) )Ss COUNTY OF ) On this '�. day of 1 W , 2017, before me, the undersigned, a Notary Public in and for f e TSate o Washington, duly commissioned and sworn, person lly ppeared to me known to be the acI . - ) of the corporatio that executed the foregoing instrument, and knowledged the said instrument to be the free and voluntary act and deed of said corporation, for the uses and purposes therein mentioned, and on oath stated that he/she was authorized to execute said instrument and that the seal affixed is the corporate seal of said corporation. WITNESS my hand and official seal hereto affixed the day and year first above written. i �L NOTARY PUBLIC + My comrrtissian expi .. 7"XAP1RGF-,S Notify PabIIC State of W83kwgton KEITHALBERT G15HRIG MY COMMISSION EXPIRES May 05, 2019 Packet Pg. 256 8.8.a c Exhibit A 0 .y C N Real Property Description w The property known as the Wade James Theater, located at 950 Main St., Edmonds, Washington 98020, which is more particularly described in the records of Snohomish County as follows: r_ Property Description CITY OF EDMONDS BLK 068 D-00 - LOTS 6 THRU 34 INCL Property Category Land and Improvements ;Status Active, Locally Assessed 'Tax Code Area 00210 Use Code 721 Entertainment Assembly Inc. Unit of Measure Acre(s) Size (gross) 12.2 X Packet Pg. 257 8.8.a Exhibit B Maintenance and Custodial Services Lessee responsibilities: Lessee is responsible for the cleaning and maintenance of the following: All interior and exterior property custodial services, including but not limited to floor and carpet cleaning and maintenance, trash and recycling, and walkway cleaning and clearing (snow); All interior finishes and surfaces; All interior and exterior building lighting and electrical service (except lighting in parking lot); All building HVAC-R; Building water and plumbing systems (including BAT testing) and fixtures (excluding under stage pump); Exterior finishes, including painting and regular cleaning; (City will provide color and paint as needed) Exterior windows; Locks, security and/or fire system maintenance and testing; and Building structural repair due to program specific damage (doors, windows, siding, etc.). City Facilities and Parks, Streets responsibilities: City will have the following maintenance responsibilities: All landscaping services (to be performed seasonally by the City of Edmonds Parks and Recreation Department) including but not limited to: parking lot blowing as required (Fall); grass mowing; drainage trenching at building and parking lot; flower bed maintenance; tree trimming; and removal of designated dangerous trees; Supplying paint for exterior body and trim of building on an as needed basis; Roof cleaning and gutter cleaning annually; Parking lot de-icing as needed (Streets); Parking lot maintenance, including lot striping and sink hole and asphalt repairs (Streets); and Building structural repair due to normal use and aging (doors, roof, windows, siding, etc.). Packet Pg. 258 8.8.b ADDENDUM NO. 1 TO MUNICIPAL LEASE AND LEASE BACK WHEREAS, the City of Edmonds, a Washington municipal corporation (the "City"), and the Edmonds Driftwood Players, Inc., a Washington non-profit association (the "Lessee"), entered into a Municipal Lease and Lease Back ("Lease"), dated September 28, 2017, for the lease of the Wade James Theater, located at 950 Main Street, Edmonds, Washington; and WHEREAS, the initial term of the Lease is November 1, 2017 through October 31, 2022; and WHEREAS, Paragraph 2 of the Lease authorizes the parties to renew the Lease for successive five (5) year terms upon mutual agreement, and requires such renewal to be "accomplished in writing with the same formalities required of the execution of this Lease"; and WHEREAS, Paragraph 23 of the Lease authorizes amendment of the Lease terms when documented "in a writing, signed by both parties"; and WHEREAS, the City Council of the City of Edmonds has determined that it is in the best interests of the public to renew the Lease for a five (5) year period, and the Lessee agrees; and WHEREAS, the parties have agreed to certain revisions to the Lease to clarify their intent with regard to any potential sub -lease of the Premises; NOW, THEREFORE, in consideration of the mutual benefits to be derived and the promises set forth herein, the parties to the Lease agree as follows: 1. Paragraph 6 of the Lease ("Rental Fees") is hereby revised to read as follows: 6. Sub -Lease Fees. During any time that all or any portion of the Premises is not required for occupancy by the CITY, the LESSEE may use the Premises rent-free. And during such times as the CITY is not occupying the Premises, the LESSEE may sublet the unneeded portion to suitable persons or organizations approved by the CITY for subletfees agreed to by the LESSEE and the CITY. For the purpose of determining reasonable subletfees, the LESSEE and the CITY may agree regarding a schedule and type of subletfees prior to commencing any sub -lease. The parties agree that any proceeds from subleasing the Premises or any portion thereof shall be split 50150 between the CITY and the LESSEE. For the purpose of this Addendum, Sub- Lease/Sublet is defined as a long term rental of more than 30 days. 2. The Lease executed by the parties on September 28, 2017 is hereby renewed for a five (5) year term ending October 31, 2027. The terms of the Lease shall not be affected except as set forth herein and the remaining terms are hereby incorporated by this reference as fully as if herein set forth. All prior understandings, written or oral, shall be deemed merged with the provisions of this Addendum and with the Lease. Packet Pg. 259 8.8.b 3. This Addendum shall be effective as of the date set forth below. DATED THIS DAY OF CITY OF EDMONDS Michael Nelson, Mayor ATTEST/AUTHENTICATED: 2022. EDMONDS DRIFTWOOD PLAYERS Melody Mistlin, EDP Treasurer Kelly McDonald, EDP President Scott Passey, City Clerk c L 0. APPROVED AS TO FORM: a 0 .N Office of the City Attorney > as STATE OF WASHINGTON ) )ss o COUNTY OF ) r On this day of 2022, before me, the undersigned, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared Melody Mistlin, the Treasurer of the Edmonds Driftwood Players, Inc., and stated that s/he is authorized to execute this document on behalf of said corporation for the uses and purposes herein mentioned. WITNESS my hand and official seal hereto affixed the day and year first above written. NOTARY PUBLIC Printed Name: My commission expires: Packet Pg. 260 8.8.b STATE OF WASHINGTON ) )ss COUNTY OF ) On this day of 2022, before me, the undersigned, a Notary Public in and for the State of Washington, duly commissioned and sworn, personally appeared Kelly McDonald, the President of the Edmonds Driftwood Players, Inc., and stated that s/he is authorized to execute this document on behalf of said corporation for the uses and purposes herein mentioned. WITNESS my hand and official seal hereto affixed the day and year first above written. NOTARY PUBLIC Printed Name: My commission expires: Packet Pg. 261 8.9 City Council Agenda Item Meeting Date: 10/25/2022 Employee Expenses, Volunteer Recognition, and Reimbursements Policy Staff Lead: Dave Turley Department: Administrative Services Preparer: Dave Turley Background/History On August 19, 2014 the Employee Expenses, Volunteer Recognition, and Reimbursements Policy was approved by Council via Motion. In reviewing the City's financial policies during 2022, it was determined that this policy should be updated. On August 9, 2022 and September 13, 2022 the Employee Expenses, Volunteer Recognition, and Reimbursements Policy was brought to the Finance Committee for discussion and review. The policy was approved by the Finance Committee in its current form as presented. Staff Recommendation Staff recommendation and the recommendation of the Finance Committee is to place the updated policy on the City Council Consent agenda for adoption by the full Council via Resolution. Attachments: EMPLOYEE EXPENSES AND REIMBURSEMENTS Resolution Packet Pg. 262 8.9.a RESOLUTION NO. XXXX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, ADOPTING THE EMPLOYEE EXPENSES, VOLUNTEER RECOGNITION, AND REIMBURSEMENTS POLICY AS ATTACHED HERETO. WHEREAS, the City of Edmonds is committed to the highest standards of responsible financial management; and WHEREAS, the City Council Finance Committee reviewed the Employee Expenses, Volunteer Recognition, and Reimbursements Policy at the August 9, 2022 and September 13, 2022 Finance Committee meetings; and WHEREAS, best practice shows that finance related policies should be formally adopted by Resolution; now therefore, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. ADOPT THE CITY OF EDMONDS EMPLOYEE EXPENSES, VOLUNTEER RECOGNITION, AND REIMBURSEMENTS POLICY. The city council hereby adopts the following attached document: City of Edmonds Employee Expenses, Volunteer Recognition, and Reimbursements Policy to read as set forth hereto, which is incorporated herein by this reference as if set forth in full. 1. RESOLVED this 25`h day of October 2022. CITY OF EDMONDS MAYOR, MIKE NELSON Packet Pg. 263 8.9.a ATTEST: CITY CLERK, SCOTT PASSEY FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: RESOLUTION NO. XXXX Packet Pg. 264 8.9.a EMPLOYEE EXPENSES, VOLUNTEER RECOGNITION, AND REIMBURSEMENTS General Reimbursement Policy The City of Edmonds reimburses its employees and elected or appointed officials for reasonable expenses incurred conducting City business providing the expenses are prudent and directly related to the individual's service on behalf of the City. The City of Edmonds is best served by the active participation of community citizens as volunteers. Volunteers learn more about their City and contribute to its effectiveness, thereby fostering increased cooperation and understanding. Administration The Administrative Services Director administers the reimbursement program, designs and distributes forms and instructions, and carries responsibility for review of claims. Claims will not be allowed without a detailed account of money spent certified by the individual making the claim. Documentation Claims for personal reimbursement must be made on official Employee Claim for Expenses form, be accompanied by the vendor's invoice, receipt or bankcard charge slip showing the date, vendor name, amount paid and items/services received, and must be signed by the individual seeking reimbursement. Should a receipt be lost or not be obtainable, an employee must fill out a Lost Receipt form and attach to the Claim for Expenses signed by his/her Department Head (or Mayor if the employee is a Department Head). This will serve as a substitute for a receipt. The person seeking reimbursement is responsible for ensuring that the reimbursement request is accurate, and that receipts or requests are not duplicated. In addition to the documentation above, claims for meals that feed others require the following documentation: 1. The names of the individuals being hosted. 2. Their official title or capacity as it relates to City business. 3. The nature of the topics discussed, nature of the occasion, what public purpose or policy was being served (and/or copy of agenda). Reimbursement is subject to budget being available for the event, and preapproval by the Mayor for staff -sponsored events, or by the Council President for Council -sponsored events. Employee claims for expenses must be signed by department heads, or in his/her absence, by his/her designee. Department head or acting department head claims must be signed by the Mayor. Council member expenses may be approved either by the Council President or by placing the reimbursement request on the Consent Agenda, giving the full Council the opportunity to approve or deny the request. Whenever possible, City expenses should be paid for using City funds. At times, however, an employee or elected official may find it expedient or necessary to pay for an expenditure using their Packet Pg. 265 8.9.a personal funds and seek reimbursement from the City afterwards. When this occurs, the employee or elected official should obtain pre -approval for the expenditure, before using their personal funds. If such pre -approval was not obtained, approval after -the -fact is at the sole discretion of the applicable authority: their Department Director, the Mayor, or in the case of Council members, either the Council President or the full Council by placing the request on the Consent agenda. All Employee claims should be submitted in a timely manner; within 60 days. Food and Beverage The City uses the following guidelines in determining the use of public funds for expenditures for food and beverages: 1. Who consumed this food and drink. 2. What was the nature of the occasion for the consumption. 3. What public purpose or policy objective was served. 4. Were the expenses reasonable. 5. Were the expenses consistent with the policy authorizing reimbursement. The city must also consider Internal Revenue Service regulations covering the income tax consequences of providing food and beverages to employees. Payment for food and beverage expenses that meet the IRS non-taxable criteria will be made through Accounts Payable. Payment for food and beverage expenses that do not meet the IRS non-taxable criteria will be made through Payroll and taxed at the current IRS rate. General IRS Meal Reimbursement Regulations (See following sections for specific examples) Please note that reimbursement for out-of-town travel is covered by ECC 2.25.050, Travel Authorization and Expense Reimbursement Policies. The following food and beverage expenses qualify as non-taxable under the IRS code and will be reimbursed through Accounts Payable. 1. Meals consumed while traveling on city business. To qualify as travel the employee must travel a distance of 40 miles or more from Edmonds and stay overnight. 2. Business meals between city employees and non -city employees that can reasonably be expected to bring a specific business benefit to the city. Restaurant meals with current or potential city suppliers (vendors/contractors/consultants, etc.) would not qualify under this category. 3. Meal expenses directly related to and necessary for attending business meetings or conventions of organizations directly related to city business. These organizations include chambers of commerce, business leagues and trade or professional organizations such as the American Planning Association, American Public Works Association, etc. 4. Meals provided by the city that meet the following three criteria: a. The meal must be brought to the employee; cash may not be given to the employee to buy a meal. b. The meal must be provided at the city's business premises. This may include temporary work sites, such as a hotel conference room, if business is conducted there. Packet Pg. 266 8.9.a c. The meal must be provided for the city's convenience and have a sound business justification. Examples include: i. Meals furnished during work hours so employees are available for emergency calls during the meal. Evidence must be provided that an emergency occurred. ii. Meals delivered to the office at a group meeting that spans a mealtime. The following food and beverage expenses are taxable under the IRS code and will be reimbursed through Payroll. l . Meals consumed while attending local training sessions/classes. Local training means training that does not qualify for travel by being 40 miles or more from the city and requiring an overnight stay. 2. Meals consumed while transporting city or non -city participants to recreation programs. 3. Meals between city employees and/or non -city employees off the city premises that otherwise qualify for reimbursement under city policy. 4. Meals consumed while transporting and/or chaperoning city or non -city participants to city sponsored Parks and Recreation programs or events where paid staff are required for safety and supervision. Examples include, but are not limited to, programs or events at restaurants for senior participants. Claims for taxable meal reimbursements must be submitted to Payroll on an Employee Reimbursement form. Meal reimbursements are included in the employee's regular paycheck. Retreats/Meetings/Training Council Retreats/Executive Team Retreats/Department Retreats to determine goals and objectives for the department/City: The reasonable cost of necessary food and beverages while conducting a retreat is authorized for reimbursement. Nontaxable paid through Accounts Payable City Sponsored Training/Staff Meetings: The general rule is that meals and snacks are not reimbursable and are to be purchased by those individuals attending. However, the City will pay reasonable cost of beverages. Non-taxable under the IRS De Minimis meals category paid through Accounts Payable. Training Developed and Sponsored by Outside Organizations: The City of Edmonds considers training a necessary and reasonable cost of maintaining a high level of excellence in the services we provide. The City will pay for reasonable trainings, conferences, and workshops for employees and elected officials. Training should be approved by an employee's supervisor or by the Department Director, or the Council President for Council members, prior to registration and payment for the event. Professional Organization Sponsored Training or Seminars/Business Luncheon Meetings: The City will pay the cost of meals included as part of the registration or purchased separately to be consumed at meetings held during a meal time. Examples include the Chamber of Commerce, American Planning Association, Snohomish County Clerks & Finance Officers Association, etc. Non-taxable per specific IRS regulation- paid through Accounts Payable Packet Pg. 267 8.9.a Awards/Recognition Service Awards Ceremonies: Expenditures for reasonable refreshments served at the Mayor's Annual City-wide Employee Awards Programs, including luncheon to recognize employees with years of service and breakfast or lunch to recognize employees selected for service awards. (Limited to one each per year) Non-taxable under the IRS De Minimis meals category paid through Accounts Payable. Department Head Appreciation Luncheon: Expenditures for reasonable refreshments served at the Annual Department Head Appreciation Luncheon for only City of Edmonds staff and Council members. (Limited to one per year) Non-taxable under the IRS De Minimis meals category paid through Accounts Payable. Special Events The City policy is to allow for reimbursement for the costs of reasonable refreshments for events such as Open Houses, City Anniversary Celebrations, and hosting delegations from other jurisdictions. Non-taxable under the IRS De Minimis meals category paid through Accounts Payable. Birthday Celebrations/ Welcoming Parties: these events are considered private parties and as such represent an inappropriate expenditure of public funds. The cost of any food or beverage or any incidental expenses related to these events (film, flowers, cards, etc.) are not eligible for reimbursements. Retirement Recognition: The City recognizes that it is sometimes appropriate to recognize and acknowledge the contribution that employees have made to the City during their career. The City will pay the reasonable cost of food and beverages at such an event. The City may also pay a reasonable cost for providing a service award to the retiring employee, not to exceed $200 in value. Normally when an employee retires there are small items that were issued to the employee that must be returned to the city. Examples of this are credit cards, cell phones, office keys, and iPads. Due to the nature of an iPad, unless they are essentially brand new, they have no remaining value after an employee retires and the iPad is disposed of. If an iPad is more than a year old and has no useful value or monetary value to the City, rather than being disposed of, any iPad with no value may be given to the retiree, after being scanned by an Information Services technician to ensure that sensitive or proprietary information has been removed. Volunteers: It is the policy of the City of Edmonds to recognize and acknowledge the contribution that volunteers make to the City. The City will pay the reasonable cost for providing service awards, as well as food and beverages, at an annual recognition event. These are non-taxable to Volunteers. Non-taxable to Employees if held on city premises and meals are provided paid through Accounts Payable. Taxable to Employees if held off city premises -employee's meal reimbursement paid through Payroll. Packet Pg. 268 8.9.a Meals Business Meals between City Employees: Meals (including snacks) between City Employees will not normally be reimbursed. It is expected that City Business between City employees can for the most part be conducted on City premises during normal work hours. Working Lunches: the City recognizes that there are occasions when it may be necessary for a group of employees to work through lunch to meet a deadline or to keep a group convened in order to accomplish the task. To be considered for reimbursement as a working lunch, the meeting must span over a three-hour period which includes the group's normal lunch hour and have approval of the Mayor. Non-taxable if the meal is provided on the city premises for the convenience of the city paid through Accounts Payable. Business Meals between City Employees and Non -City Employees: the reasonable costs of necessary meals while conducting City Business with persons other than City employees either locally or out of town are authorized for reimbursement. Employees seeking reimbursement for meals of a non -City person must obtain prior approval from the Mayor. The employee's meal is non-taxable if the meal is provided on the city premises for the convenience of the city or the employee is on out- of-town travel for the city —paid through Accounts Payable. The employee's meal is non-taxable if it meets the IRS test of providing a specific business benefit to the city (normally only the Mayor will qualify in the specific business benefit category) —paid through Accounts Payable. The employee's meal is taxable if the meal is not related to city travel and is eaten off the city premises —paid through Payroll. The meals for the non -city employees are paid through Accounts Payable. Packet Pg. 269 9.1 City Council Agenda Item Meeting Date: 10/25/2022 Public Hearing on BD2 Designated Street Front Code Amendment (AMD2022-0003) Staff Lead: Mike Clugston Department: Planning Division Preparer: Michael Clugston Background/History During discussions about providing additional design standards for residential -only buildings in the BD2 zone in March 2022, some council members and public expressed concerns about having residential - only buildings within a mixed commercial zone and wished to pursue extending the designated street front "blue line" in some locations. This led to Council's adoption of Interim Ordinance 4262, including the revised Designated Street Front (DSF) map for the BD2 zone and the clarified BD use table. The interim ordinance (Exhibit 1) expires on December 1, 2022 unless permanent standards are adopted by that date. The Planning Board discussed the creation of a permanent revised designated street front map on June 8, 2022 and the Economic Development Commission did the same on July 20, 2022. Both groups held a joint meeting on the topic on August 10, 2022. At that meeting, the consensus was to extend the DSF line to all BD2 parcels to be more consistent with the Downtown Mixed Commercial designation in the Comprehensive Plan. However, there was a recognition that future mixed -use projects would be more difficult to develop from a financial and height limit perspective if the map change was adopted. The Planning Board held a public hearing on September 28 and recommended that Council adopt the revised DSF map and use table in Exhibit 2 and then consider revisions to ECDC 16.43 to facilitate construction of two floors of residential above ground floor commercial in the BD zones as part of the Comprehensive Plan update. This topic was reintroduced to Council on October 4. After a presentation by staff, Council discussed the DSF map proposed by the Planning Board and whether additional height should be part of the current discussion. Council concurred with the Planning Board that height should not be part of the current discussion but rather analyzed as part of Comprehensive Plan work. Regarding the location of the designated street front line, there was discussion about the increased extent of the DSF line and whether a full extension to all BD2 parcels was the appropriate outcome. To that end, staff created an additional map in Exhibit 8 that is intended to reflect of those discussions. For corner lots where the DSF line already exists adjacent to a BD2 parcel, the line would not extend around the corner. Similarly, the proposed DSF would only extend on primarily commercial streets (ex. Main, Dayton, James, 2nd, 3rd) rather than side streets (ex. Bell, Durbin, Daley, Edmonds). Staff Recommendation Take public testimony and discuss what the final extent of Designated Street Front map should be for the BD2 zone. Direct staff to prepare an ordinance for adoption on Council's consent agenda on Packet Pg. 270 9.1 November 15. Narrative The Comprehensive Plan provides the following guidance about the Downtown Mixed Commercial designation, which is implemented by the Downtown Mixed Commercial (BD2 zone) code in ECDC 16.43: To encourage a vibrant downtown, first floor spaces should be designed with adequate ceiling height to accommodate a range of retail and commercial uses, with commercial entries at street level. Buildings can be built to the property line. Building heights shall be compatible with the goal of achieving pedestrian scale development. The first floor of buildings must provide pedestrian weather protection along public sidewalks. Design guidelines should provide for pedestrian -scale design features, differentiating the lower, commercial floor from the upper floors of the building. The design of interior commercial spaces must allow for flexible commercial space, so that individual business spaces can be provided with individual doorways and pedestrian access directly to the public sidewalk. When the rear of a property adjoins a residentially -designated property, floor area that is located behind commercial street frontage may be appropriate for residential use. Where single family homes still exist in this area, development regulations should allow for "live -work" arrangements where the house can accommodate both a business and a residence as principal uses. The map in Exhibit 2 shows the adopted, interim, and proposed permanent extent of the designated street front line for the BD2 zone (solid blue, blue dots, and blue hatch, respectively). To understand the potential impacts of extending the designated street front, staff secured a consultant to conduct a market demand analysis to evaluate 1) if the restrictions would inhibit the market demand for residential development, 2) if there is existing market demand for a mixed commercial building and 3) if there is market demand for a solely commercial building in the BD2 zone. The market demand analysis (Exhibit 3) found that the retail and office market has been stable over time, with the retail market the stronger of the two commercial uses based on the Days on Market (DOM) indicator. The analysis found the rental market is in short supply (looking at a downtown study area) and in high demand. The consultant also looked at potential development scenarios in the BD2 zone. With ground floor height requirements in the designated street front and a height limit of 30 feet, it is likely that mixed use developments with commercial on the ground floor would lose a floor of rental units, impacting the financial feasibility of potential developments. The study states: "The risk associated with the long absorption time for the retail spaces (average DOM at 276) coupled with the drastic reduction in rental residential units would make the mixed -use project not feasible for the average boutique developer." Given the challenge of constructing a three-story building with a 12-foot ground floor height and two floors of residential above and still meeting the 30-foot height limit for the BD2 zone, extending the designated street front to all BD2 properties may significantly impact the development potential of these properties. As a result, the Planning Board and Economic Development Commission discussed the possibility of pursuing zoning changes to facilitate two floors of residential above the commercial space with the comprehensive plan update. As the consultant noted: "It is recommended a minor increase in allowed building height be considered in the BD2 zone, as well as any other BD zones similarly affected. This height increase would create more flexibility for a developer to design a 3-story mixed use development. An increase of two (2) to five (5) feet in building height would encourage more 3-story mixed use redevelopment by Packet Pg. 271 9.1 making a third story feasible on more sites and allowing already feasible sites to be developed in a manner that avoids less desirable subterranean first floor commercial space. This recommended change is intended to make the Designated Street Front commercial requirement as feasible to integrate into a 3-story development as developing an all residential development. Any increases in height should be crafted with code language that limits all BD2 development to no more than 3-stories in height." Attachments: Exhibit 1- Interim Ordinance 4262 BD2 Designated Street Front Exhibit 2 - Proposed Permanent BD2 Designated Street Front Map and BD Use Table Exhibit 3 - Otak Market Demand Analysis and BD2 Zoning Recommenations Exhibit 4 - Excerpt minutes 6.8 PB and 7.20 EDC Exhibit 5 - Excerpt PB-EDC minutes 8.10.22 Exhibit 6 - BD2 Designated Street Front _Council 10.4.22 Presentation Exhibit 7 - SEPA and Commerce Notices Exhibit 8 - Staff -revised draft Permanent Designated Street Front Map and Use Table Packet Pg. 272 9.1.a CITY OF EDMONDS, WASHINGTON ORDINANCE NO.4262 AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ESTABLISHING INTERIM ZONING FOR THE BD ZONES, SETTING SIX MONTHS AS THE EFFECTIVE PERIOD OF THE ORDINANCE, AND LIFTING THE MORATORIUM THAT WAS ESTABLISHED THROUGH ORDINANCE 4247 AND EXTENDED THROUGH ORDINANCES 4253, 4254, AND 4255. WHEREAS, on February 15, 2022, the city council adopted Ordinance 4247, which established a moratorium on the acceptance of building permit applications for BD2 zoned lots that do not front on a designated street front; and WHEREAS, Ordinance 4247 took effect on immediately on February 15, 2022; and WHEREAS, the moratorium adopted by Ordinance 4247 was scheduled to terminate on April 15, 2022; and WHEREAS, the moratorium was extended six days by virtue of Ordinance 4253; and WHEREAS, the moratorium was extended two more times by virtue of Ordinances 4254 and 4255; and WHEREAS, the moratorium extensions were intended to allow planning staff and the city attorney sufficient time to research the history and legislative intent surrounding the BD zones and to carefully evaluate the intent behind the designated street front regulations and the ramifications of possible changes to those regulations, particularly in the BD2 zone; and WHEREAS, that research led to a heightened understanding of the intent behind the BD designated street front map and the BD permitted use table; and WHEREAS, the history suggests that what was seen in 2011 as the logical limits of the downtown commercial core may no longer fit the circumstances of 2022 due to the fact that certain blocks are showing vibrant commercial activity right up to the edges of the designed street front map; and WHEREAS, the city council would like to encourage the continued vibrancy of the downtown commercial core by expanding the limits of the designated street front map to require at least some commercial use of new structures within the expansion area; and WHEREAS, the city council would also like to remove an ambiguity in the permitted use table; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EDMONDS DOES ORDAIN AS FOLLOWS: Packet Pg. 273 9.1.a Section 1. Designated Street Front Map Revision. Map 16.43-1, contained within ECDC 16.43.030, and entitled "Designated Street Front for BD Zones," is hereby amended to extend the designated street front as shown in Exhibit A, which is attached hereto and incorporated herein by this reference as if fully set forth (extended street fronts are shown in crosshatch). Section 2. BD Permitted Use Table Revision. Table 16.43-1, contained in ECDC 16.43.020, entitled "Uses," is hereby amended to read as set forth in Exhibit B, which is attached hereto and incorporated herein by this reference as if fully set forth (new text is shown in underline; deleted text is shown in kedffetigh)• Section 3. Repeal of Moratorium. Ordinance 4247, which had established a moratorium on certain development in the BD2 zone, and Ordinances 4253, 4254, and 4255 which collectively extended that moratorium through June 2, 2022, are collectively hereby repealed. Section 4. Duration of Interim Regulations Adopted in Sections 1 and 2. The interim regulations adopted by sections 1 and 2 of this ordinance shall commence on the effective date of this ordinance. As long as the city holds a public hearing on this ordinance and adopts findings and conclusions in support of its continued effectiveness (as contemplated by Section 5 herein), this ordinance shall not terminate until six (6) months after the effective date, unless it is repealed sooner. Section 5. Public Hearing on Interim Standards. Pursuant to RCW 36.70A.390 and RCW 35A.63.220, the city council shall hold a public hearing on this interim ordinance within sixty (60) days of its adoption. In this case, the hearing shall be held on July 19, 2022 unless the city council, by subsequently adopted resolution, provides for a different hearing date. No later Packet Pg. 274 9.1.a than the next regular council meeting immediately following the hearing, the city council shall adopt findings of fact on the subject of this interim ordinance and either justify its continued effectiveness or repeal the interim ordinance. Section 6. Severability. If any section, sentence, clause or phrase of this ordinance should be held to be unconstitutional or unlawful by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this ordinance. Section 7. Effective Date. This ordinance, being an exercise of a power specifically delegated to the City legislative body, is not subject to referendum and shall take effect five (5) days after passage and publication of an approved summary thereof consisting of the title. APPROVED: MAYOR MIKE ATTEST/AUTHENTICATED: C CLE , SCO P SSEY APPROVED AS TO FORM: OFFICE OF THE CITY ATTORNEY: BY JEFF TARADA FILED WITH THE CITY CLERK: May 20, 2022 PASSED BY THE CITY COUNCIL: May 24, 2022 PUBLISHED: May 27, 2022 EFFECTIVE DATE: June 1, 2022 Packet Pg. 275 9.1.a ORDINANCE NO. 4262 m r L x W E t u 2 Q Packet Pg. 276 9.1.a SUMMARY OF ORDINANCE NO.4262 of the City of Edmonds, Washington On the 241h day of May, 2022, the City Council of the City of Edmonds, passed Ordinance No. 4262. A summary of the content of said ordinance, consisting of the title, provides as follows: AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, ESTABLISHING INTERIM ZONING FOR THE BD ZONES, SETTING SIX MONTHS AS THE EFFECTIVE PERIOD OF THE ORDINANCE, AND LIFTING THE MORATORIUM THAT WAS ESTABLISHED THROUGH ORDINANCE 4247 AND EXTENDED THROUGH ORDINANCES 4253, 4254, AND 4255. The full text of this Ordinance will be mailed upon request. DATED this 24th day of May, 2022. CLERK,S PASSEY Packet Pg. 277 IIIIIII I 9.1.a Designated Street Front ""NpDALEY w a -3= �BD3 L WAY LE ST ALDE DALEY ST 'z > aC L � mCM m w� BELL c� Im L > v n C ui w m CO � 0 a� N E d c w c c~o E= WALNUT ST O E L. d y+ C s s K w C d E I Packet Pg. 278 1 Exhibit B Edmonds City Code and Community Development Code Page 1/3 9.1.a 16.43.020 Uses. A. Table 16.43-1. Permitted Uses BD1 GBDI BD2 BD3 BD4 BD5 Commercial Uses Retail stores or sales A A A A A A Offices A X A A A A Legal/law firms A X A A A A Financial A X \ A A A Advising A X A A A A Mortgage A X A A A A Banks (without tellers) A X A A A A Accounting A X A A A A Counseling A X A A A A Architecture A X A A A A Engineering A X A A A A Advertising A X \ \ A \ Insurance A X \ \ A A Fitness related business (yoga/pilates/gym/fitness club) A X \ A A A Service uses A A«1 A A A A Retail sales requiring intensive outdoor display or storage areas, such as trailer sales, used car lots (except as part of a new car sales and service dealer), and heavy equipment storage, sales or services X X X X X X Enclosed fabrication or assembly areas associated with and on the same property as an art studio, art gallery, restaurant, microbreweries/distilleries or food service establishment that also provides an on -site retail outlet open to the public A A A A A A Automobile sales and service X X A A X X Dry cleaning and laundry plants which use only nonflammable and nonexplosive cleaning agents C X A A A X Printing, publishing and binding establishments C X A A A C Public markets licensed pursuant to provisions in Chapter 4.90 ECC' A A A A A A Residential Single-family dwelling A X A A A A Multiple dwelling unit(s) — must he-, Inented onsecend floor or behind first ^ [ feet fromside-walk or rights e f waysee ECDC 16.43.030.13 for further location standards A X A A A A Other Uses Bus stop shelters A A A A A A Churches, subject to the requirements of ECDC 17.100.020 A A A A A A The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 279 Exhibit B Edmonds City Code and Community Development Code Page 2/3 9.1.a Permitted Uses BD1 BDI GFSF0) BD2 BD3 BD4 BD5 Primary and high schools, subject to the requirements of ECDC 17.100.050(G) through (R) A X A A A A Local public facilities, subject to the requirements of ECDC 17.100.050 C C C C A C Neighborhood parks, natural open spaces, and community parks with an adopted master plan subject to the requirements of ECDC 17.100.070 A A A A A A Off-street parking and loading areas to serve a permitted use B X B B B B Commuter parking lots in conjunction with a facility otherwise permitted in this zone B X B B B X Commercial parking lots C X C C C X Wholesale uses X X X C X X Hotels and motels A A A A A A Amusement establishments C C C C C C Auction businesses, excluding vehicle or livestock auctions C X C C C C Drive-in/through businesses (businesses with drive through facilities) X X C A C X Laboratories X X C C C X Fabrication of light industrial products not otherwise listed as a permitted use X X X C X X Day-care centers C X C C A C Hospitals, health clinics, convalescent homes, rest homes, sanitariums X X C C A X Medical uses, e.g., A X A A A A Physicians A X A A A A Dental A X a A A A Optometrist (without retail) A X A A A A Physical therapy (without retail) A X A A A A Counseling A X \ 1 1 1 Other similar medical services A X \ 1 1 \ Museums and art galleries of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 A A A A A A Zoos and aquariums of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 C X C C C A Counseling centers and residential treatment facilities for current alcoholics and drug abusers X X C C A X Regional parks and community parks without a master plan subject to the requirements of ECDC 17.100.070 C C C C C C Outdoor storage, incidental to a permitted use D X D D D D Aircraft landings as regulated by Chapter 4.80 ECC X X D D D D A = Permitted primary use B = Permitted secondary use The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 280 Exhibit B Edmonds City Code and Community Development Code Page 3/3 C = Primary uses requiring a conditional use permit D = Secondary uses requiring a conditional use permit X = Not permitted NOTES: (1) BD Zone GFSF = Ground Floor Designated Street Frontage (first 45 feet measured from public rights-of-way/sidewalk or parks/plazas) as defined under Edmonds Community Development Code Map 16.43-1: Designated Street Front for BD Zones. Buildings set back 15 feet or more from the sidewalk shall not be subject to the BD Zone GFSF requirements. (2) Services — by appointment uses not providing open door retail/dining/entertainment functions as a primary component of the business are not allowed within BD 1 GFSF (first 45 feet). Open door businesses, e.g., real estate offices, banks (with tellers and no drive-throughs), nail and hair salons are allowed. For conditional uses listed in Table 16.43-1, the use may be permitted if the proposal meets the criteria for conditional uses found in Chapter 20.05 ECDC, and all of the following criteria are met: 1. Access and Parking. Pedestrian access shall be provided from the sidewalk. Vehicular access shall only be provided consistent with ECDC 18.80.060. When a curb cut is necessary, it shall be landscaped to be compatible with the pedestrian streetscape and shall be located and designed to be as unobtrusive as possible. 2. Design and Landscaping. The project shall be designed so that it is oriented to the street and contributes to the pedestrian streetscape environment. Fences more than four feet in height along street lot lines shall only be permitted if they are at least 50 percent open, such as a lattice pattern. Blank walls shall be discouraged, and when unavoidable due to the nature of the use shall be decorated by a combination of at least two of the following: a. Architectural features or details; b. Artwork; c. Landscaping. B. Exception to the BD GSFS. The owner of a building in the BD zone may apply for an exception from the restrictions on offices and medical uses within the designated street front for leasable space meeting all of the following criteria: 1. The space is less than 500 square feet; 2. The space does not contain direct access to the street or sidewalk; 3. The previous use was a nonconforming use (e.g., not retail); and 4. The space has been vacant for a period of more than six months. [Ord. 3955 § 1 (Att. A), 2014; Ord. 3932 § 6, 2013; Ord. 3918 § 1 (Att. 1), 2013; Ord. 3894 § 4, 2012; Ord. 3700 § 1, 2008]. The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 281 9.1.a Everett Daily Herald Affidavit of Publication State of Washington } County of Snohomish } ss Michael Gates being first duly sworn, upon oath deposes and says: that he/she is the legal representative of the Everett Daily Herald a daily newspaper. The said newspaper is a legal newspaper by order of the superior court in the county in which it is published and is now and has been for more than six months prior to the date of the first publication of the Notice hereinafter referred to, published in the English language continually as a daily newspaper in Snohomish County, Washington and is and always has been printed in whole or part in the Everett Daily Herald and is of general circulation in said County, and is a legal newspaper, in accordance with the Chapter 99 of the Laws of 1921, as amended by Chapter 213, Laws of 1941, and approved as a legal newspaper by order of the Superior Court of Snohomish County, State of Washington, by order dated June 16, 1941, and that the annexed is a true copy of EDH955511 ORD NO 4262 4263 as it was published in the regular and entire issue of said paper and not as a supplement form thereof for a period of 1 issue(s), such publication commencing on 05/27/2022 and ending on 05/27/2022 and that said newspaper was regularly distributed to its subscribers Linda Phillips during all of said period. Morary Public EMYte of VVashinroton l"'r"C"i �,;liiM$ El2;l2025 The amount the fee fors h publicarion is ip:lon tiunibe, 4417 $34.40. Subscribed and sworn 7� day of before, a on this Notary Public in and for the State of Washington. City of Edmonds - LEGALADS 114101416 NICHOLASAALK Packet Pg. 282 9.1.a Classified Proof ORDINANCE SUMMARY of" City of Edmonds, Washiroon mue24, p1h'dBd9aoIff}a Mof the CiBaoil}anArh1f.kICna1Cr6 ammades Oy Ordinances tonslsiing QI int are Provided "foftwe: OR iNAN NO.42B AN CROJNANCE CIF I DS, WASHINGTON. ESTABLISHING INTERIM ZONING FOR THE BD ZONES, SETTING SIX MONTHS AS THE EFFECTIVE PERIOD OF THE ORDINANCE, AND LIFTING THE MORATORIUM THAT WAS ESTABLISHED THROUGH ORDINANCE 4247 AND EXTENDED THROUGH ORDINANCES 425a. 4264. AND 4255, AN ORDINANCE OF�NRNE 4 OS, WASH INGTON, AMENDING AND REPLACING CHAPTER 1830 FCDC, ENTITLED '$TO RMWATE R MANAGEMENT,' IN ITS ENT1RE7Y. The full Vaxl of these ordnance will be sent upon requrat DATED this 241h Day of May.2022. CITY CLERK, SCOTT PASSEY Published: May 27, 2022- EDH956511 Proofed by Phillips, Linda, 05/27/2022 01:23:13 pm Page: 2 Packet Pg. 283 IIIIIII I 9.1.b Designated Street Front ""NpDALEY IN w Q -3= �BD3 L WAY LE ST ALDE DALEY ST lz[= �a'C o Im �— �L JLL f� 1 : -_ a — m z CD > BELL J_ (SE � D2 � n 2— w la � . d — m CO aM E co� � E=. a WALNUT m ST w 0 a 0 L a N t K W C d E t Q I Packet Pg. 284 1 Exhibit B Edmonds City Code and Community Development Code Page 1/3 9.1.b 16.43.020 Uses. A. Table 16.43-1. Permitted Uses BD1 GBDI BD2 BD3 BD4 BD5 Commercial Uses Retail stores or sales A A A A A A Offices A X A A A A Legal/law fines A X A A A A Financial A X \ A A A Advising A X A A A A Mortgage A X A A A A Banks (without tellers) A X A A A A Accounting A X A A A A Counseling A X A A A A Architecture A X A A A A Engineering A X A A A A Advertising A X \ \ A \ Insurance A X \ \ A A Fitness related business (yoga/pilates/gym/fitness club) A X A \ A A Service uses A A(2) A A A A Retail sales requiring intensive outdoor display or storage areas, such as trailer sales, used car lots (except as part of a new car sales and service dealer), and heavy equipment storage, sales or services X X X X X X Enclosed fabrication or assembly areas associated with and on the same property as an art studio, art gallery, restaurant, microbreweries/distilleries or food service establishment that also provides an on -site retail outlet open to the public A A A A A A Automobile sales and service X X A A X X Dry cleaning and laundry plants which use only nonflammable and nonexplosive cleaning agents C X A A A X Printing, publishing and binding establishments C X A A A C Public markets licensed pursuant to provisions in Chapter 4.90 ECC' A A A A A A Residential Single-family dwelling A X A A A A Multiple dwelling unit(s) — must he losated Rn second FlRo_ or behind first 45 feet fron...:aeival . or rights 4�see ECDC 16.43.030.13 for further location standards A X A A A A Other Uses Bus stop shelters A A A A A A Churches, subject to the requirements of ECDC 17.100.020 A A A A A A The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 285 Exhibit B Edmonds City Code and Community Development Code Page 2/3 9.1.b Permitted Uses BD1 GFSF(') BD2 BD3 BD4 BD5 Primary and high schools, subject to the requirements of ECDC 17.100.050(G) through (R) A X A A A A Local public facilities, subject to the requirements of ECDC 17.100.050 C C C C A C Neighborhood parks, natural open spaces, and community parks with an adopted master plan subject to the requirements of ECDC 17.100.070 A A A A A A Off-street parking and loading areas to serve a permitted use B X B B B B Commuter parking lots in conjunction with a facility otherwise permitted in this zone B X B B B X Commercial parking lots C X C C C X Wholesale uses X X X C X X Hotels and motels A A A A A A Amusement establishments C C C C C C Auction businesses, excluding vehicle or livestock auctions C X C C C C Drive-in/through businesses (businesses with drive through facilities) X X C A C X Laboratories X X C C C X Fabrication of light industrial products not otherwise listed as a permitted use X X X C X X Day-care centers C X C C A C Hospitals, health clinics, convalescent homes, rest homes, sanitariums X X C C A X Medical uses, e.g., A X A A A A Physicians A X A A A A Dental A X a A A A Optometrist (without retail) A X A A A A Physical therapy (without retail) A X A A A A Counseling A X \ 1 1 1 Other similar medical services A X \ 1 1 \ Museums and art galleries of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 A A A A A A Zoos and aquariums of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 C X C C C A Counseling centers and residential treatment facilities for current alcoholics and drug abusers X X C C A X Regional parks and community parks without a master plan subject to the requirements of ECDC 17.100.070 C C C C C C Outdoor storage, incidental to a permitted use D X D D D D Aircraft landings as regulated by Chapter 4.80 ECC X X D D D D A = Permitted primary use B = Permitted secondary use The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 286 Exhibit B Edmonds City Code and Community Development Code Page 3/3 9.1.b C = Primary uses requiring a conditional use permit D = Secondary uses requiring a conditional use permit X = Not permitted NOTES: (1) BD Zone GFSF = Ground Floor Designated Street Frontage (first 45 feet measured from public rights-of-way/sidewalk or parks/plazas) as defined under Edmonds Community Development Code Map 16.43-1: Designated Street Front for BD Zones. Buildings set back 15 feet or more from the sidewalk shall not be subject to the BD Zone GFSF requirements. (2) Services — by appointment uses not providing open door retail/dining/entertainment functions as a primary component of the business are not allowed within BD 1 GFSF (first 45 feet). Open door businesses, e.g., real estate offices, banks (with tellers and no drive-throughs), nail and hair salons are allowed. For conditional uses listed in Table 16.43-1, the use may be permitted if the proposal meets the criteria for conditional uses found in Chapter 20.05 ECDC, and all of the following criteria are met: 1. Access and Parking. Pedestrian access shall be provided from the sidewalk. Vehicular access shall only be provided consistent with ECDC 18.80.060. When a curb cut is necessary, it shall be landscaped to be compatible with the pedestrian streetscape and shall be located and designed to be as unobtrusive as possible. 2. Design and Landscaping. The project shall be designed so that it is oriented to the street and contributes to the pedestrian streetscape environment. Fences more than four feet in height along street lot lines shall only be permitted if they are at least 50 percent open, such as a lattice pattern. Blank walls shall be discouraged, and when unavoidable due to the nature of the use shall be decorated by a combination of at least two of the following: a. Architectural features or details; b. Artwork; c. Landscaping. B. Exception to the BD1 GSFS. The owner of a building in the BD zone may apply for an exception from the restrictions on offices and medical uses within the designated street front for leasable space meeting all of the following criteria: 1. The space is less than 500 square feet; 2. The space does not contain direct access to the street or sidewalk; 3. The previous use was a nonconforming use (e.g., not retail); and 4. The space has been vacant for a period of more than six months. [Ord. 3955 § 1 (Att. A), 2014; Ord. 3932 § 6, 2013; Ord. 3918 § 1 (Att. 1), 2013; Ord. 3894 § 4, 2012; Ord. 3700 § 1, 2008]. The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 287 9.1.c ULong Bay Enterprises, Inc. Real Estate Consulting May 23, 2022 MEMORANDUM To: City of Edmonds Susan McLaughlin Development Services Department Director From: Long Bay Enterprises, Inc. Cynthia Berne Principal/Broker Subject: Submarket Demand Analysis for Commercial uses in the BD2 zone and surrounding Downtown zones. Per your request we have performed a cursory market demand analysis regarding commercial uses in the BD2 zone and immediate surrounding area of Downtown Edmonds. We have added some general information about the current and recent history for the demand of rental multi- family units. (See attached map depicting target areas referenced below.) The commercial space analysis, approximate target area, borders Daley Street to the north, a zigzag to the waterfront and 3rd Ave to the west, Holly Drive to the south and 7th Ave to the east. The multi -family rental information, approximate target area, borders Daley Street to the north, waterfront to the west, Pine Street to the south and 7th Ave to the east. Market demand for any use, does not limit itself to submarket zones, but more from a sense of "place" for a given particular use. For instance, a retailer looking to locate in Downtown Edmonds will focus on zones that allow the proposed use but will not target one zone. Rental rates, parking availability, visibility to auto and pedestrian traffic are examples of criteria that may go into a decision on where to locate rather than a specific zone. Submarket Demand Analysis (studying a very small micro area) does not lend itself to the general real estate data bases for all the statistical information. Many data bases are city wide driven, and or regional analysis. We pulled information from several sources and then extrapolated data for the micro area of study. This is not an exact science, as there may be a pocket of data missed for the micro market area, but the sources below offer a comprehensive look at Downtown Edmonds. Long Bay Enterprises, Inc. 320 Dayton Street, # 200 Edmonds, WA 98020 (206) 937-9536 www.longbayenterprises.com Packet Pg. 288 List of sources used 9.1.c Commercial Broker Association multiple listing data base Northwest Multiple Listing Service data base Snohomish County Assessor's web site OfficeSpace.com Hotpads.com Loopnet.com Apartment.com Rent.com Trulia.com Walking the target area for signage of space available that is not listed in any of the above COMMERCIAL SPACE DEMAND DATA RETAIL MARKET Current available Average Days on Market (DOM) all SF types of spaces spaces Historical Days on Market — N/A 255 DOM (Historical) Last 3.5 years General Retail 5 276 DOM Current Vacant — Not listed: 1 N/A C'est La Vie Business appears closed — 1 N/A Not listed: Bop N Burger OFFICE MARKET all SF types of spaces Current available spaces Average Days on Market (DOM) Historical Days on Market — N/A 230 DOM (Historical) Last 3.5 years 1000 to 2000 sf spaces are 7 307 DOM (Current) what currently is available MULTI -FAMILY RENTAL UNITS DEMAND DATA There are approximately 425 muti family rental units in the target area. The largest number of units are 2-bedrooms, which account for approximately 56% of the total units. One -bedroom units represent approximately 34% of the total unit supply and the remainder 10% are 3 bedrooms and studios. Currently there are approximately 5 units (three 2-bedroom units and two 1-bedroom units) available in the target area, which equate to a 1% vacancy rate. A 5-6% vacancy rate is considered a strong and balanced market for Lessors and Lessees. From the small amount of information, we could gather from our sources, we extrapolated the average DOM to be approximately 20. DEMAND CONCLUSION The data above demonstrates that historically and currently the retail market has been stable, strong, and even robust at times. The closeness of the historic and current DOM is a good indicator of a stable market. The inventory is low in the retail sector but not what is considered a Lessor's Market. The office data shows a stable and at times strong market. The retail Long Bay Enterprises, Inc. Packet Pg. 289 9.1.c market is the stronger of the two commercial uses analyzed, using the indicator of DOM as the key factor. There are many other indicators to analyze but this study did not lend itself to the next layer of research, that being calculating the full office and retail inventory in the entire submarket. The additional information this next layer of research would provide is the vacancy rate of each commercial use. The vacancy rate is a valid indicator but is more informative to a prospective developer than prospective tenants or zoning criteria review. The addition of Main Street Commons, to the commercial district of Downtown Edmonds, is worth noting as a very large influx of retail uses that add to the current inventory. The absorption rate of all the retail space in this new development will be a significant indicator of the strength and demand for retail space. In many ways it is a project that will generate more interest in this corridor, but it could also affect the inventory enough that the demand will slow due to this new supply of spaces. The multi -family information is more cursory in nature as it was not an initial request of this analysis. It is an important factor in the overall review of zoning uses and requirements and therefore we added this general information to help with the broader discussions. The biggest take away from the multi -family information is the obvious short supply and high demand for these rental units. We did not evaluate the affordability of the current market inventory, but a brief look indicates that the extremely low inventory is driving the rent rates very high and therefore limiting those that can afford to live in the Downtown Edmonds area. FEASABILITY OF MIXED -USE DEVELOPMENT IN THE BD2 ZONE The results of the Otak massing development analysis identifies that the mixed -use alternative reduces the number of multi -family units significantly in comparison to all residential unit alternative. Due to the cumbersome height requirements for the commercial space and height limit of the entire building, the project loses an entire floor of residential units, reducing the number of units from 15 to 8. The commercial space is approximately 1900 SF which could render 3 small -size retail spaces. The risk associated with the long absorption time for the retail spaces (see chart above average DOM at 276) coupled with the drastic reduction in rental residential units would make the mixed -use project not feasible for the average boutique developer. There are several factors to consider for a project of this type to be determined feasible; below are a few examples 1. Absorption rate —this is a critical element of the pro -forma analysis that determines financial feasibility (different types of pro forma analysis can be based on profit margin, internal rate of return or return on investment). The absorption rate assumptions are based on historical DOM for the proposed use and projections as to what the future absorption could be. Absorption rates are directly related to the risk of the given project 2. Cost of asset management after the project is complete- a mixed use project requires a more complete property management system than a single use project. 3. The economies of scale — this is directly related to maximizing the highest and best use of a property, which includes the greatest density possible to spread all the cost of developing and maintaining the property over the greatest number of income- producing units. 4. Construction Costs- these vary significantly depending on the complexity of the site, the size of the development company itself, and the market cost of labor and materials Long Bay Enterprises, Inc. Packet Pg. 290 9.1.c Edmonds Map Target Area 1: Edmonds BD1,2,3,4 & 5 Designated areas, defined by blue outlined area Target Area 2. Expanded Search area around downtown core area, defined by yellow highlight Long Bay Enterprises, Inc. Packet Pg. 291 9.1.c Otak Memorandum To: Cynthia Berne, Long Bay Enterprises From: Sierra Carson, AICP Candidate, Chad Weiser Copies: File Date: May 23, 2022 Subject: Edmonds BD2 Zoning Analysis —Recommendations Project No.: 20793 Purpose The purpose of this memorandum is to provide recommendations to Edmonds City Staff and City Council on potential code changes to the BD2 zoning regulations. The findings of this analysis indicate no significant revisions to the code are required, although some minor refinements in code language and standards should be considered. The recommendations include suggested code changes to the requirements for the BD2 zone to address inconsistencies and to improve the ease of development for owners and developers in achieving the intent of the allowances within the zone. Summary of 13132 Zoning Development in the BD2 zone is regulated through the development standards located in Edmonds Community Development Code (ECDC) Chapter 16.43. New buildings in the BD2 zone located along a Designated Street Front must have a street level floor with commercial uses at a minimum 12 foot height. New buildings located outside of the Designated Street Front are not required to have commercial uses on the first floor and may be multifamily residential (only) buildings. New buildings in the BD2 zone are limited to 30 feet in height. Height is defined as the vertical distance from the average level of the undisturbed soil of a site covered by a structure to the highest point of the structure. Buildings located along a Designated Street Front are allowed to place commercial storefronts below grade with limitations as defined in the code. No off-street parking is required for new commercial or retail uses, and one parking space is required per multifamily residential unit. Public open space is required in new developments on lots of 12,000 square feet or more or on lots with 120 feet or more of street frontage. Please reference the Edmonds BD2 Zoning Memo for additional information. Summary of Comparable Cities Other Puget Sound communities similar to Edmonds, such as Mukilteo and Snohomish, have similar downtown zoning requirements as Edmonds, although Edmonds has more subsets of their Downtown Business District zoning. Mukilteo and Snohomish are similar in size and scale to Edmonds including their downtown areas. In general, the Downtown Business District zoning is very comparable between all three communities including permitted uses and bulk/dimensional standards. However, there are some minor, but notable differences. Both Mukilteo and Snohomish have higher maximum height requirements (35 11241 Willows Road NE, Suite 200 1 Redmond, WA 98052 1 Phone 425.822.4446 1 otak.com I: Itemplkernenlbdlcouncil 05.17.221final 22 0523_edmonds bd2 zoning analysisrecommendations.docx Packet Pg. 292 Edmonds BD2 Zoning Analysis —Recommendations Page 2 of May 23, 2022 and 40 feet respectively) than Edmonds, but in comparison, require more off-street parking for both commercial and residential uses. Mukilteo restricts residential development on the ground floor of new buildings in their downtown business zone similar to Edmonds BD2 regulations for Designated Street Front, while Snohomish has no restrictions on the location of residential development. Please reference the Zoning Memo — Additional Research on Comparable Cities for additional information. Recommendations Permitted Uses Permitted uses in the BD2 zone are listed in ECDC 16.43.020. No changes to specific permitted uses are recommended. It is recommended to revise the use table ECDC 16.43-1 to clarify where multi -dwelling housing is allowed to eliminate the inconsistencies in language regarding the allowance of all residential development in the BD2 zone when not on a Designated Street Front. Site Development Standards (setbacks, height) Site development standards for the BD2 zone are located in ECDC 16.43.030.(A). Existing regulations limit building development in the BD2 zone to 30 feet in height. The analysis shows that a 30-foot building height with a required 12-foot first floor height puts constraints on mixed use development within the downtown core. Requiring a 12-foot commercial first floor along with a 30-foot height limit, constrains the ability of a developer to build three stories on many sites within this zone. It is possible to develop a 3- story mixed use building while meeting the code requirements for the BD2 zone if the site has sloping topography and the commercial space is, in part, set below existing adjacent grade. By using the average grade methodology for measuring building height, as defined in the code, developers have been able to achieve a third floor. The addition of a third floor to a mixed use development project within the existing height limits often results in needing to build a partially subterranean first floor. The below grade commercial space impacts the aesthetics, marketability and desirability of street front commercial as well as the general streetscape appearance in the downtown business district. Examples of developments in the downtown business district where these regulations have impacted development have been included for reference, see Figures 1, 2, and 3 below. Figure 1. Three story development with a below grade commercial entrance. I: Itemplkernenlbdlcouncil 05.17.221final 22 0523_edmonds bd2 zoning analysisrecommendations.docx Packet Pg. 293 Edmonds BD2 Zoning Analysis —Recommendations Page 3 of May 23, 2022 It is recommended a minor increase in allowed building height be considered in the BD2 zone, as well as any other BD zones similarly affected. This height increase would create more flexibility for a developer to design a 3-story mixed use development. An increase of two (2) to five (5) feet in building height would encourage more 3-story mixed use redevelopment by making a third story feasible on more sites and allowing already feasible sites to be developed in a manner that avoids less desirable subterranean first floor commercial space. This recommended change is intended to make the Designated Street Front commercial requirement as feasible to integrate into a 3-story development as developing an all - residential development. Any increases in height should be crafted with code language that limits all BD2 development to no more than 3-stories in height. Figure 2. Three story development with a below grade commercial entrance. I: Itemplkernenlbdlcouncil 05.17.221final 22 0523_edmonds bd2 zoning analysisrecommendations.docx Packet Pg. 294 Edmonds BD2 Zoning Analysis —Recommendations Page 4 of May 23, 2022 a` G.W, Fri Vo S Ek La Y Ian 6d+ W Figure 3 — A multi -family residential building (left) adjacent to a Mixed Use Building (right) showing the 3-foot height difference in the first floor Designated Street Front Regulations for the Designated Street Front are located in ECDC 16.43.030.(B). The extent of Designated Street Front as reflected on the Designated Street Front Map (EDCD Map 16.43-1), could be expanded based on the discretion of the City Council and the City's goals for the downtown business district. An expansion of the extents of Designated Street Front should be addressed in the context of the other noted recommendations. Off -Street Parking Off street parking regulations in the BD2 zone are located in ECDC 16.43.030.(D) The existing off-street parking regulations are more flexible than comparable cities and do not negatively impact the ability to develop parcels in the BD2 zone. As long as the community is not experiencing a negative impact from a less stringent parking requirement in the downtown area, no changes are recommended for this requirement. Open Space Open space regulations in the BD2 zone are located in ECDC 16.43.030.(E). No changes are recommended for the Open Space regulations. I: Itemplkernenlbdlcouncil 05.17.221final 22 0523_edmonds bd2 zoning analysisrecommendations.docx Packet Pg. 295 ALLEY ACCESS LU VJ PARKING 22 I ran QI a J CL a �I LU ISTAIRS I J STAIRS A A EL, DESIGNATED STREET FRONT GARAGE RESIDENTIAL UNITS: I BR: 12 2BR: 7 3BR: 3 TOTAL: 22 2 BR 2 BR 921 SF 927 SF STAIRS 1 BR 1 BR 670 SF 625 SF 1 BR 1 BR 625 SF 625 SF STAIRS ® EL. 3BR 1,440 SF LOBBY 2811 921 SF 1 BR 670 SF 1 BR 625 SF STAIRS EL. 1 BR 700 SF 2BR 927 SF STAIRS 2 6R 970 SF 3 ER 1.325 SF GROUND LEVEL 2N❑ FLOOR GARAGE PARKINGI: (1 STALL PER UNIT REQUIRED) TOTAL: 22 BUILDING HEIGHT: GARAGE: BELOW GRADE FRRST FLOOR: 9' SECOND FLOOR: 9' THIRD FLOOR: 9' PARAPET: 3' TOTAL HEIGHT: 30' Edmonds Downtown Business BD2 Zoning / Residential Option 3-Story Over Below Grade Garage ,2BR 921 SF 1 BR 685 SF $0 0 SF STAIRS ry 1 BR 570 SF C �L 2BR � 927 SF 2 v STAIRS 3 a 1 BR 600 SF C r N 1 BR E 600 SF F 3BR 1,200 SF 3RD FLOOR OPTION 1 Packet Pg. 296 9.1.c € E IDENTI L OILO fps WS oz Csfal Packet Pg. 297 ALLEY ACCESS 2BR 28R I 927 SF 927 SF 3BR 3BR 1.420 SF � _ 1.420 SF STAIRS N STAIRS STAIRS o IO GARAGE PARKING H I 213R 2BR A 16 0 J 770 SF 770 SF 2 BR 2 SR ¢ 670 SF 970 SF A w I 2BR 28R I 770 SF 770 SF STAIRS STWRS STAIRS I 7 -' 1,260 SF SF LOBBY I 657 SF 770SF W SF 770 DESIGNATED STREET FRONT GROUND LEVEL 2ND FLOOR 3RD FLOOR RESIDENTIAL OPTION: GARAGE PARKING1: (1 STALL PER UNIT REQUIRED) 1 BR: 6 TOTAL: 16 2BR: 6 3BR: 3 BUILDING HEIGHT: FIRST FLOOR: 10' TOTAL: 15 SECOND FLOOR: 9' THIRD FLOOR: 9' PARAPET: 2' TOTAL HEIGHT: 30' Edmonds Downtown Business BD2 Zoning / Residential Option 3-Story OPTIO packet Pg. 298 RESIDENTIAL 114LO IDS 46 J Packet Pg. 299 � I to STAIRS 0 I GARAGE C. DARKING I 12 Ul I a BIKE w - 1 COMMERCIAL 1,900 SF i i DESIGNATED STREET FRONT 2 8R 2 RR 925 SF 925 5F STAIRS 1 BR 560 SF 1 BR f 650 SF 1 BR 56G SF 1 BR 555 SF STAIRS •, I I .' 3 BR 3 BR 1,411 SF 1,1405E GROUND LEVEL 2ND FLOOR COMMERCIAL: 1,900 SF GARAGE PARKINGI: (1 STALL PER UNIT REQUIRED) TOTAL: 12 RESIDENTIAL UNITS: BUILDING HEIGHT: NOTE: 1 BR: 4 FIRST FLOOR: 12' Financial feasibility of a two-story with commercial may be 2BR: 2 SECOND FLOOR: 8' questionable. Third floor may not be feasible due to 30' height 3BR: 2 PARAPET: 2' limitation and specific site constraints. TOTAL: 8 TOTAL HEIGHT: 22' Edmonds Downtown Business BD2 Zoning l Commercial Option 2-Story Q O Packet Pg. 300 RESIDENTIAL litpixop wolvoolw 1, P10%. C,P d2 wsv ; W� Packet Pg. 301 ALLEY ACCESS 28R 213R. 28R 2BR I 1,000 SF 925 SF 1,000 SF 925 SF STAIRS U) ISTAIRS STAIRS 0 I GARAGE PARKING CD "R � 1 BR 1 BR 14 Q 2 BR 755 2 SIR 755 W + 1,Oflo Sr 1,Opp SF ~ Uj J iw a ~ m W 1 BR 1 BR STARS STAIRS 755 STAIRS 155 7 LOBBY MERCIAL UC,-CM 3 BR + 1,140 SF 3 BR 755R 1,140 SF I5 R 900SF 1 DESIGNATED STREET FRONT GROUND LEVEL 2N❑ FLOOR 3R❑ FLOOR COMMERCIAL OPTION: GARAGE PARKINGI: (1 STALL PER UNIT REQUIRED) 1,900 SF TOTAL: 14 RESIDENTIAL UNITS; BUILDING HEIGHT: NOTE: 1 BR: 6 GROUND LEVEL: 12' Third floor may not be feasible due to 30' height limitation and 2BR: 6 FIRST FLOOR: 8' specific site constraints. An additional 2' in height allows for a 3BR: 2 SECOND FLOOR: 8' more traditional building design that would front the street with PARAPET; 2' commercial at grade with fronting public sidewalk. TOTAL: 14 TOTAL HEIGHT: 32' Edmonds Downtown Business BD2 Zoning 1 Commercial Option 3-Story I OPTION -d Packet Pg. 302 RESIDENTIAL loto 0 C,P 40 ism 7A COMMERCIAL OPTION 4 Packet Pg. 303 9.1.c Otak Memorandum To: Cynthia Berne, Long Bay Enterprises From: Sierra Carson, AICP Candidate, Otak Copies: Chad Weiser, Otak Date: May 19, 2022 Subject: Edmonds BD2 Zoning Analysis —Additional Research on Comparable Cities Project No.: 20793 Purpose The purpose of this memo is to provide a short summary of the approaches comparable cities to Edmonds have taken to zone their historic downtowns. A summary of both the City of Snohomish's Historic Business District zone and Mukilteo's Downtown Business zone have been provided below. A comparison table, showing at a glance the differences between the approaches Snohomish, Mukilteo, and Edmonds have taken in their downtown zoning, has been provided, see Table 1 below. Table 1. Research Comparison Table Setbacks (NOTE: may differ for developments adjacent to residential zones) Max Height Multi Family allowed Commercial Space requirements Open space requirements Special Parking requirements Commercial parking Edmonds BD2 Zone 0' 30' Yes, but restricted on `Designated Frontage Streets' Yes, first 45' of the bottom floor must be commercial Yes (on lots larger than 12,000 or with a frontage of over 120 ft) Yes No parking required for commercial or retail uses. 1 parking space required for every 500 Mukilteo DB Zone 0' Required if necessary to provide adequate 10' wide sidewalk 35' No, no multifamily only structures allowed Yes, the first portion of the street level floor of all structures must be commercial No No Parking varies per use. 4.5 to 5 spaces required per 1,000 sqft of gfa for commercial or retail uses Snohomish HBD Zone 0' 40' Yes, no restrictions No, no requirements No Yes 1 parking space required for every 400 sgft of new commercial, retail, or service uses. 11241 Willows Road NE, Suite 200 1 Redmond, WA 98052 1 Phone 425.822.4446 1 otak.com k:Iprojech20700120793105 documentslreports122_0519_edmonds bd2 zoning analysis —additional research on comparable cities .docx Packet Pg. 304 Page 2 of 2 Edmonds BD2 Zoning Analysis —Additional Research on Comparable Cities May 19, 2022 sqft of uses that are not commercial or residential. Residential 1 parking space 1.5 spaces per studio 2 spaces for two - parking required per and one -bedroom units, 2 bedroom dwellings or multifamily unit. spaces for all other units, larger, 1.5 spaces per plus 1 space for every one -bedroom dwelling, four units for guest 1.2 spaces per dwelling parking unit per studio unit Snohomish Downtown Zoning Summary Snohomish has designated their downtown zoning district, the 'Historic Business District' (HBD). Snohomish allows both multifamily buildings and mixed -use buildings anywhere within the HBD, but has a max residential density of 18 dwelling units per acre. Snohomish has no setback requirements for buildings in the HBD zone and has a max height of 40 feet. There are no open space requirements for new structures in the HBD zone. New buildings within the HBD zone containing commercial, retail, or services uses, must supply one off street parking space for every 400 square feet of gross floor area. Multifamily dwelling units must provide parking based on unit size, 2 spaces for two -bedroom dwellings or larger, 1.5 spaces per one -bedroom dwelling, and 1.2 spaces per dwelling unit per studio unit. Mukilteo Downtown Zoning Summary Mukilteo has designated their downtown zoning district 'Downtown Business' zone (DB). Multifamily buildings are not permitted in the DB zone, residential units are only allowed as part of a mixed -use building. The front portion of the street level of all structures must be occupies by commercial/retail uses. Residential uses may be located above, behind or below commercial/retail uses. In the event that a lot depth is less than 60 feet, the entire street level of the structure must be a commercial/retail use. Mukilteo has designated certain streets as 'pedestrian -oriented street' in their downtown business district subarea plan and has codified design standards pertaining to pedestrian access for structures along these streets. All structures in the DB zone are encouraged to build right up to the lot line, unless a setback is required for adequate pedestrian access, public space, or outdoor dining areas. The max height in the DB zone is 35 feet. There are no special parking regulations for the DB zone, parking is required based on the proposed use, which can vary from 4.5 to 5 spaces required per 1,000 square feet of gross floor area. Residential uses must provide one and one-half spaces per studio and one -bedroom units and two spaces for all other units, plus one space for every four units for guest parking. k:Iprojech20700120793105 documentslreports122_0519_edmonds bd2 zoning analysis —additional research on comparable cities .docx Packet Pg. 305 9.1.c Otak Memorandum To: Cynthia Berne, Long Bay Enterprises From: Sierra Carson, AICP Candidate, Otak Copies: Chad Weiser, Otak Date: May 19, 2022 Subject: Edmonds Downtown Business Zone BD2 Zoning Memorandum Project No.: 20793 Zoning Analysis The purpose of this zoning memorandum is to provide a summary of the development regulations in the city of Edmonds BD2 zoning district. This summary will support the planning team with development of designing yield alternatives analyzing the effects of zoning changes on housing yields. Background The purpose of the Downtown Business (BD) zone is to: ■ Promote downtown Edmonds as a setting for retail, office, entertainment and associated businesses supported by nearby residents and the larger Edmonds community, and as a destination for visitors from throughout the region. ■ Define the downtown commercial and retail core along streets having the strongest pedestrian links and pedestrian -oriented design elements, while protecting downtown's identity. ■ Identify supporting arts and mixed -use residential and office areas which support and complement downtown retail use areas. Provide for a strong central retail core at downtown's focal center while providing for a mixture of supporting commercial and residential uses in the area surrounding this retail core area. ■ Focus development between the commercial and retail core and the Edmonds Center for the Arts on small-scale retail, service, and multifamily residential uses. The "downtown business" zone is subdivided into five distinct subdistricts, each intended to implement specific aspects of the comprehensive plan that pertain to the Downtown Waterfront Activity Center. Each subdistrict contains its own unique mix of uses and zoning regulations, as described in this chapter. The five subdistricts are: ■ BD1 — Downtown Retail Core; ■ BD2 — Downtown Mixed Commercial; ■ BD3 — Downtown Convenience Commercial; ■ BD4 — Downtown Mixed Residential; ■ BD5 — Downtown Arts Corridor 11241 Willows Road NE, Suite 200 1 Redmond, WA 98052 1 Phone 425.822.4446 1 otak.com k: project120700120793105 documentsVeportsVinal_22_0519 edmonds bd2 zoning memo.docx Packet Pg. 306 Edmonds Downtown Business Zone BD2 Zoning Memorandum Page 2 of 6 May 19, 2022 The extent of the BD2 zone is show below in Figure 1 1 1 1 1 lx� I Downtown Business * Historic Sites Sites on Edmonds Register of Historic Places L� Rezones Contract Rezones (contractual requirements apply) PRD PRD - Planned Residential Development Figure 1. Excerpt from City of Edmonds Zoning Map Allowed Uses Permitted uses in the BD2 zone are listed in EDCD Table 18.43-1 and provided below for reference. Permitted uses are split into three use categories, Commercial, Residential, and Other Uses. Some other uses may require a conditional use permit. Uses that are only allowed as secondary to a permitted or conditional use are marked with *. Commercial Permitted Uses ■ Retail store or sales • Offices ■ Service uses, including dining or entertainment uses ■ Automobile sales and services ■ Enclosed fabrication or assembly areas associated with and on the same property as an art studio, art gallery, restaurant, microbreweries/distilleries or food service establishment that also provides an on -site retail outlet open to the public ■ Dry cleaning and laundry plants which use only nonflammable and nonexplosive cleaning agents k:Iproject120700120793105 documentsVeports;Vinal_22_0519 edmonds bd2 zoning memo.docx Packet Pg. 307 Edmonds Downtown Business Zone BD2 Zoning Memorandum Page 3 of 6 May 19, 2022 Printing, publishing and binding establishments Public markets licensed pursuant to provisions in Chapter 4.90 ECC Residential Permitted Uses ■ Single-family dwelling ■ Multiple dwelling unit(s)' Other Uses Permitted ■ Bus stop shelters ■ Churches, subject to the requirements of ECDC 17.100.020 ■ Primary and high schools, subject to the requirements of ECDC 17.100.050(G) through (R) ■ Neighborhood parks, natural open spaces, and community parks with an adopted master plan subject to the requirements of ECDC 17.100.070 ■ Off-street parking and loading areas to serve a permitted use* ■ Commuter parking lots in conjunction with a facility otherwise permitted in this zone* ■ Hotels and motels ■ Museums and art galleries of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 Other Conditional Uses ■ Commercial parking lots ■ Local public facilities, subject to the requirements of ECDC 17.100.050 ■ Amusement establishments ■ Auction businesses, excluding vehicle or livestock auctions ■ Drive-in/through businesses (businesses with drive through facilities) • Laboratories ■ Day-care centers • Hospitals, health clinics, convalescent homes, rest homes, sanitariums ■ Museums and art galleries of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 ■ Zoos and aquariums of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 ■ Counseling centers and residential treatment facilities for current alcoholics and drug abusers ■ Regional parks and community parks without a master plan subject to the requirements of ECDC 17.100.070 ■ Outdoor storage, incidental to a permitted use* ■ Aircraft landings as regulated by Chapter 4.80 ECC* Site Development Standards Site development standards for the BD2 zone are listed in ECDC Table 16.43-2. There are no minimum lot area requirements and no minimum front, side, or rear setbacks. The maximum building heightz is 30 1 A Memorandum of Legislative Intent, dated April 13, 2022, clarified that the current adopted code never intended to limit the location of multifamily housing outside of the Designated Street Front. 2 Pursuant to EDCD 21.40.030, height means the average vertical distance from the average level of the undisturbed soil of the site covered by a structure to the highest point of the structure. k:Iproject120700120793105 documentsVeportsVinal_22_0519 edmonds bd2 zoning memo.docx Packet Pg. 308 Edmonds Downtown Business Zone BD2 Zoning Memorandum Page 4 of 6 May 19, 2022 feet. The minimum height of the ground floor within the Designated Street Front is 12 feet3. Definitions for the Designated Street Front and ground floor are provided below. Designated Street Front Pursuant to EDCD 16.43.030 (B) there are special regulations for the ground floor of buildings in the BD2 zone that are located along a Designated Street Front. The locations of the Designated Street Front are shown in blue in Figure 2 below. The Designated Street Front is defined as the 45 feet measured perpendicular to the street front of the building lot line fronting on each of the mapped streets. D"gneted Street Front QaLer sr rw 8��1 c - 3}' w T BELL $1 r $l' b DAY-YO h w 4 �- n lu Ak_4E$t sT w 7 I � 1 o M WALNUT ST J WALNUT . i a 903 NOWELL "AV � 4M ' . I qa HO4ELYHO �� � �iY x S K!Y¢gCK w,AY } LAREH ON Figure 2. EDCD Map 16.43-1: Designated Street Front for BD Zone 3 Minimum height of ground floor means the vertical distance from top to top of the successive finished floor surfaces for that portion of the ground floor located within the designated street front. If the ground floor is the only floor above street grade, from the top of the floor finish to the top of the ceiling joists or, where there is not a ceiling, to the top of the roof rafters. "Floor finish" is the exposed floor surface, including coverings applied over a finished floor, and includes, but is not limited to, wood, vinyl flooring, wall-to-wall carpet, and concrete. k:Iproject120700120793105 documentsVeportsVinal_22_0519 edmonds bd2 zoning memo.docx Packet Pg. 309 Edmonds Downtown Business Zone BD2 Zoning Memorandum Page 5 of 6 May 19, 2022 Ground Floor Regulations for the ground floor of development in the BD2 zone are in EDCD 16.43.030.(B). The ground floor is defined as the floor of a building which is closest in elevation to the finished grade along the width of the side of the structure that is principally oriented to the designated street front of the building (this is normally the adjacent sidewalk). For the purposes of this section, the ground "floor" is the sum of the floor planes which, in combination, run the full extent of the building and are closest in elevation to one another. Within the BD2, development on the ground floor along the Designated Street Front must consist only of commercial uses. Any permitted use may be located on the ground floor outside of the designated street front. If the first 45 feet of the building as measured perpendicular to the street consist only of commercial uses and permitted secondary uses, then multiple -family residential unit(s) may be located behind the commercial uses. Parking is not considered to be a commercial use for the purposes of satisfying the ground floor commercial use requirement within the designated street front. In all areas of the Designated Street Front, pedestrian access to permitted residential uses is allowed as a permitted secondary use. When a commercial use is located on the ground floor within the Designated Street Front as shown in Figure 2, the elevation of the ground floor and associated entry must be within seven inches of the grade4 level of the adjoining sidewalk. When the designated street front of a building is on a slope which does not allow both the elevation of the entry and ground floor within the designated street front to be entirely within seven inches of the grade level of the sidewalk, the portion of the ground floor of the building located within the designated street front may be designed to meet one of the three following conditions. ■ The entry is located within seven inches of the grade of the adjacent sidewalk, and the commercial portion of the ground floor located within the designated street front is within seven inches of the grade level of the entry. ■ The building may be broken up into multiple frontages, so that each entry/ground floor combination is within seven inches of the grade of the sidewalk. ■ For corner lots, a primary entry shall be established for the purposes of determining where the ground floor entry rules detailed in this section shall apply. The first choice for the primary entry shall be either 5th Avenue or Main Street. In the case of the BD5 zone, the primary entry shall always be on 4th Avenue. Portions of the ground floor outside the designated street front of the building need not comply with these access requirements. Parking Pursuant to EDCD 16.43.030.(D), no parking is required for any permitted commercial uses located within the BD2 zone. Pursuant to EDCD 17.50.010.(C), all new buildings or additions in any BD zone that are not commercial or residential uses shall provide parking at a flat rate of one parking stall for every 500 square feet of gross floor area of building. Any portions of a building in any BD zone used exclusively for residential uses5 must provide one parking stall per dwelling unit. 4 Grade is measured at the entry location for the development. 5 The term residential uses refer to lobbies, stairwells, elevators, storage areas and other similar features. k:Iproject120700120793105 documentsVeportsVinal_22_0519 edmonds bd2 zoning memo.docx Packet Pg. 310 Edmonds Downtown Business Zone BD2 Zoning Memorandum Page 6 of 6 May 19, 2022 Open Space Pursuant to EDCD 16.43.030.(E), new buildings on lots larger than 12,000 square feet or on lots that have an overall building width of more than 120 feet must provide open space available to the public. Open space is not required for additions to existing buildings that do not increase the building footprint by more than 10 percent. A minimum of five (5) percent of the site area must be devoted to open space, the width of the open space cannot be less than 75 percent of the depth of the open space. Open space must be provided adjacent to the street front, must be open to the air, and can be provided as any combination of the following ■ Outdoor dining or seating areas (including outdoor seating or waiting areas for restaurants or food service establishments). ■ Public plaza or sidewalk that is accessible to the public. ■ Landscaping which includes a seating area that is accessible to the public. Design Standards Development in the BD2 zone must be consistent with the design standards outlined in EDCD Chapter 22.43. The design standards provide guidance on the architectural form, ground level details, window transparency, signage, and other street level, pedestrian oriented, details. The design regulations do not provide any regulations that are relevant to this size, scale, or use of the structure, and have not been summarized for the memorandum. k:Iproject120700120793105 documentsVeportsVinal_22_0519 edmonds bd2 zoning memo.docx Packet Pg. 311 9.1.d B. BD2 Designated Street Front Mr. Lien introduced the Designated Street Front recent history, ordinance history, and map revisions. With the adoption of Interim Ordinance 4262, councilmembers voiced an interest in having commercial office to support the retail core. Legislative history has favored pedestrian activity and commercial uses on both sides of the street as part of the original designation. With the new regulations there must be commercial use within the first 45 feet of designated street front; and there are minimum ground floor requirements of 12 feet in BD2 and 15 feet in BD 1 and different design standards. There are also changes to the use table which clarify ambiguities, fills in blanks, and reference ground floor in ECDC 16.43.030.B for locational requirements. Mr. Lien reviewed the Comprehensive Plan Goal E, E-1 for the Downtown/Waterfront Area to provide for a strong central retail core while providing for a mixture of supporting commercial and residential uses in the surrounding area and to support a mix of uses in downtown including a variety of housing, commercial, and cultural activities. The BD zoning purposes state that it is to provide a strong retail core at downtown's focal center while providing for a mixture of supporting commercial and residential uses in the surrounding retail core area. Staff had wondered if Designated Street Front restrictions would inhibit market demand for residential development, if there is a market demand for a mixed commercial building, and if there is a market demand for solely commercial buildings. An analysis by staff of commercial shows that the commercial leasing market appears to be stable. The multifamily rental market shows that there is short supply and high demand for rental units. He reviewed drawings of designs of development they might see in the BD2 zone with the Designated Street Front. The overall conclusion of the market analysis is that the risk associated with the long absorption time for retail spaces coupled with the drastic reduction in rental residential units would make mixed -use projects not feasible for the average boutique developer. The interim ordinance passed by Council will expire on December 1. To make it permanent it will have to come through the Planning Board. Some of the councilmembers want to take a broader look at the Designated Street Front. Staff is not recommending a broader look at this time but possibly in the future in conjunction with the Comprehensive Plan Update. He noted it is possible to extend the interim ordinance for more than six months if there is a work plan for how they are going to address it. He suggested a joint meeting with the Economic Development Commission on this. Discussion: Board Member Rosen agreed that they should meet with the Economic Development Commission before making any recommendations. He understands staff s recommendation to not take a broader look at this time but expressed concern that the expanded area could be developed all residential before they do this. He thinks it is prudent to consider the impacts of the "dotted blue lines". Mr. Lien agreed that they should look at the dotted blue lines. If they want to take a bigger look at the Designated Street Front in other areas of the city, he thinks that should be part of the Comprehensive Plan update process. Board Member Rosen thanked staff for the clarification and recommended they don't eliminate any options before meeting with the Economic Development Commission. Chair Crank concurred. Planning Board Meeting Minutes June 8, 2022 Page 4 of 6 Packet Pg. 312 9.1.d Board Member Gladstone asked about the ceiling requirement on the ground floor commercial (12 and 15 feet) and how that compares with residential. Mr. Lien replied that the examples showed 8 or 9 feet for residential. Mr. Lien explained the code shows the ground floor requirement for the first floor in the BD zone is 15 feet from the first floor to the top of the 2nd floor level and 12 feet in the BD2 zone. The taller ceilings are desirable for commercial. Board Member Gladstone commented that desirability is subjective; she wondered if there was a more objective reason. Board Member Cloutier commented that no one will rent a commercial space with a low ceiling. There is a feeling of more light and more air with the higher ceilings. When there is commercial space already on the market that is not renting, this would be building non -usable nonrentable space. Board Member Gladstone welcomed the opportunity to do a walking tour around how things are zoned the way they are so she could have a better grasp of the topic. Board Member Cheung asked about councilmembers' reasoning of having commercial use because it would support retail. Mr. Lien explained that in the BD 1 zone commercial is required on the ground floor. He thinks the Council was interested in protecting commercial/office space outside the BD 1 core but also having residential use downtown that supports the commercial use. Board Member Cheung recalled councilmembers' statements quite a while ago about having more office space people would give life to commercial as they were walking around at lunchtime but wondered if those statements were made pre- Covid. He thought that now, when more people are working from home, it might have shifted, and the residential might be what gives the life to commercial in the downtown area. Vice Chair Pence expressed concern about submerging the main floor as a way to still get three floors. Since there is some general recognition that this is not a desirable building form, can they do some tweaking to the allowable building heights and floor -to -ceiling heights to allow developers to get a functional 3-story building that still keeps with the desired aesthetics. Mr. Lien commented that it would only take an additional two feet to make three floors feasible. He noted that this same discussion has occurred over the last 50 years regarding downtown Edmonds but people are resistant to increasing building heights. Board Member Campbell agreed with looking at raising the allowable building height in order to provide economically feasible buildings that can have people inhabiting them. She thought that people who don't live in the downtown core are less likely to use those businesses than people that live there because of parking challenges. Board Member Gladstone stated she is one of those people who has historically resisted increased building heights, but she has always assumed they were talking about adding another 10 feet to get another floor. This is the first time she has heard it is only two feet. She asked if there were ever renderings done to show what it would look like if they did that. Board Member Cloutier suggested looking at meeting minutes from 2008- 2010 where renderings were made to show the difference between setbacks and cake backs. Mr. Lien noted that building form is what they need to look at to preserve the light and openness. He commented on some of the discussion that occurred in the past and offered to pull up the meeting minutes from way back to give some insight into those discussions. PLANNING BOARD EXTENDED AGENDA Mr. Lien reviewed the extended agenda and discussed a potential meeting with the Economic Development Commission in July or August. There was consensus to try to schedule a joint meeting with the EDC at the Planning Board's regular meeting on August 10 and have a summer break on August 24. Planning Board Meeting Minutes June 8, 2022 Page 5 of 6 Packet Pg. 313 9.1.d CITY OF EDMONDS ECONOMIC DEVELOPMENT COMMISSION MEETING July 20, 2022 COMMISSIONERS PRESENT: Nicole Hughes, Chair Kevin Harris, Vice Chair Darrol Haug Carrie Hulbert Jay Hoag Kevin Smith Keith Hamilton David Kaufer COMMISSIONERS ABSENT: Lee Reeves - unexcused LIAISONS PRESENT: Susan Paine, Councilmember, ex-officio Roger Pence, Planning Board, ex-officio LIAISONS ABSENT: Angela Harris, Port Commissioner, ex-officio Ryan Crowther, Edmonds Chamber, ex-officio GUESTS: STAFF PRESENT: Megan Luttrell, Program Coordinator CS/ED Kernen Lien, Planning Manager Economic Development Commission meeting conducted via ZOOM and called to order by Nicole Hughes at 6:00 p.m. Call to Order and Land Acknowledgement 1. Roll Call and Recognition of Approved Absences: Round robin introductions to introduce David Kaufer to the Commission. Lee Reeves is an unexcused absence. 2. Approval of Agenda: Darrol would like to add a parking discussion as 6.5; Kevin H. would like to add an item to discuss the August meeting as 7.5 and the next meeting date needs to be noted that it's incorrect and should be August 171". Kevin H. seconded, Darrol's addition; Darrol seconded, Kevin H.'s addition; motion passed unanimously. 3. Approval of June 15, 2022, Meeting Summary: Jay moved to approve the meeting summary; Carrie seconded; motion passed. 4. Audience Comments: None. 5. Presentation and Discussion: Edmonds Business Districts: Kernen Lien, Planning Manager is here to give an overview of the BD2 designated street in preparation for the August joint meeting with the Planning Board. Kernen shared a PowerPoint presentation with the Commission to explain the topic and share history on how the designated street front has evolved. The City Council adopted Ordinance 4247 establishing a moratorium on building permit applications for multifamily only buildings in the BD2 after there was a design review application for a multifamily building -to address insufficient design standards. The BD Zoning was adopted in 2007 to define distinct districts in the downtown core. He shared the BD Ordinance History. Kernen explained in the detail the evolution of the BD designated street front. A recent concern is whether multifamily only buildings should be allowed in the BD2 Zone, eliminating commercial space. There was a Market Demand Analysis done to determine commercial and residential space demand and Kernen explained the outcome of the analysis. He continued to cover the history of building heights and limitations that they create. He explained the next steps moving forward and opened it up for questions. Darrol asked what the rationale for 12' ceiling height for first floor spaces in BD2 Zones Designated Street Front. Kernen explained he hasn't Meeting Summary Economic Development Commission July 20, 2022 Page 1 Packet Pg. 314 9.1.d researched why but it has been that way since the inception of the BD Zone. Kernen explained that he's looking for the EDC to weigh in commercial space impacts; there could be discussions on ceiling heights for the 1st floor; EDC could explore height limits. Discussion continued to explore ideas where the EDC could add value to the BD Zone discussion. No parking is required for commercial space in BD Zone. 1 parking space is required for residential space in BD Zone. Nicole concluded to review the attachment that was included in this month's packet. The EDC will join the Planning Board meeting on August loth at 7pm to participate in the joint discussion on this topic. 6. Presentation and Discussion: Consideration for Moving City Facilities: Nicole explained that the last time this was discussed, everyone was directed to review Councilmember Chen's email requesting the Commission research the idea of the moving City services out of downtown. She shared a history of the EDC's past work on this topic. Nicole opened the discussion up to determine how the group feels about moving forward on this idea. Kevin H. suggested opening the discussion up to City staff to see what the observations are, including Police Chief Bennett Darrol added that he will be gathering notes of what was discussed within the committee. He's also discussed this with several councilmembers and will also gather those notes. Nicole suggested taking Darrol's notes and meeting with Councilmember Chen. She also recommended that the commissioners discuss with the stakeholders, the impact of moving. Darrol pointed out that there has been significant turnover in staff and Council since the last time this was recommended by the EDC. The last recommendation that was presented to Council was in 2018 and it was specifically to move City Hall, not Public Safety departments. 6.5 Parking Discussion: Darrol noted that a parking enforcement position has been requested to serve all of Edmonds. 7. City Update: Last night at Council, Todd Tatum was confirmed as the new Community Services/Economic Development Director. 7.5 August Meetings: The EDC will participate in a joint meeting with Planning Board on August loth Nicole suggested maintaining the regularly scheduled, August 17tn meeting also to have Susan McLaughlin attend to discuss the Neighborhood Branding. Kevin H. noted discussions with Development Services Director/Susan McLaughlin to better align neighborhood efforts, to avoid duplication, and to better understand and share goals and objectives. Susan indicated interest in joining an EDC meeting to further discuss. Darrol suggested that the EDC meet at 6pm on August loth to prepare for the joint meeting and then jump into the 7pm PB meeting. Carrie asked to meet with Susan M. at the September EDC meeting so she can attend. Jay also suggested forgoing the August 171h meeting and to meet in September; Susan P. agreed. Kevin H. will reach out to Susan M. to see if we can push the meeting with her into September. If so, the group will conduct the full EDC meeting on August loth, instead of the regularly scheduled date.. 8. Liaison Updates a. City Council (Susan Paine) Council confirmed the CS/ED Director's appointment. Susan McLaughlin is doing some very dynamic work with the neighborhoods. The Hwy 99 revitalization project is ramping up. The City has received a significant amount of donations over the past years to maintain the beautification efforts. It was shock to learn Monday that Councilmember Kristiana Johnson passed on Monday. She made a huge impact on our City. b. Port of Edmonds (Angela Harris) absent. c. Chamber of Commerce (Ryan Crowther) absent. d. Planning Board (Roger Pence) Roger seconded Susan's sentiments. Meeting Summary Economic Development Commission July 20, 2022 Page 2 Packet Pg. 315 9.1.e CITY OF EDMONDS PLANNING BOARD Minutes of Webinar Meeting August 10, 2022 Chair Crank called the virtual meeting of the Edmonds Planning Board to order at 7:00 p.m. LAND ACKNOWLEDGEMENT FOR INDIGENOUS PEOPLES Board Member Campbell read the Land Acknowledgement. Board Members Present Staff Present Alicia Crank, Chair Roger Pence, Vice Chair Matt Cheung Judi Gladstone Richard Kuehn Mike Rosen Beth Tragus-Campbell (alternate) Lily Distelhorst (student rep) Board Members Absent Todd Cloutier (excused) Mike Clugston, Senior Planner Kernen Lien, Planning Division Manager READING/APPROVAL OF MINUTES MOTION MADE BY BOARD MEMBER ROSEN, SECONDED BY BOARD MEMBER CHEUNG, TO APPROVE THE MINUTES OF JULY 27, 2022 AS PRESENTED. MOTION PASSED UNANIMOUSLY. ANNOUNCEMENT OF AGENDA THERE WAS UNANIMOUS CONSENT TO APPROVE THE AGENDA AS PRESENTED. AUDIENCE COMMENTS GregBrewer rewer expressed concern about the erosion of the business base in the BD2 zone as a result of changes to the permitted use tables which would allow 100% residential buildings. He urged the Planning Board to protect all of the BD2 zone. Michelle Dutch commented that the BD2 designation is defined as downtown mixed commercial. She reviewed how the Comprehensive Plan and Land Use Element discuss downtown mixed commercial. She urged the Planning Board to preserve commercial in the BD2 zone. Planning Board Meeting Minutes August 10, 2022 Pagel of 6 Packet Pg. 316 9.1.e JOINT MEETING WITH ECONOMIC DEVELOPMENT COMMISSION A. BD Designated Street Front Economic Development Commission Members Present: Darrol Haug, Keith Hamilton, Jay Hoag, Vice Chair Kevin Harris, Kevin Smith, Chair Nicole Hughes, David Kaufer, David Coffer, Councilmember Susan Paine Introductions were made. Senior Planner Clugston introduced the topic and made a brief presentation regarding the BD Designated Street Front. He reviewed: • Language from the Downtown Mixed Commercial and Downtown Mixed Residential sections of the Comprehensive Plan. • Designated Street Front regulations: must be commercial within first 45 feet of designated street front; 12-foot minimum ground floor (15 feet in BD 1); different design standards History of BD2 projects that have occurred since 2011: Post Office, 303 Edmonds Street, 117 2nd Avenue S, 611 Main Street, 627 Dayton Street, 310 Daley. With the exception of the post office, all the other projects were residential proposals. Potential Recommendations: 1. No change — keep Designated Street Front as in Ordinance 3865 2. Accept interim map and use table in Ordinance 4262 3. Accept interim map and take broader look at all BD zones after Comprehensive Plan update (staff s recommendation) 4. Require all BD2 parcels to be mixed use (to have Designated Street Front requirements) 5. Require all BD2 parcels to be mixed use and consider zoning change after Comprehensive Plan update to facilitate two floors of residential above commercial Mr. Clugston invited discussion regarding the topic and noted that a public hearing is tentatively scheduled for September 28. EDC Chair Hughes explained that there is not necessarily a consensus among the EDC regarding this topic. EDC Commissioner Harris asked what led the staff to the recommendation they favor if the Comprehensive Plan is the overall guiding document. Mr. Clugston replied that the timing of the project in relation to the Comprehensive Plan update is not ideal. Staff feels that making the interim ordinance into a permanent ordinance results in the changes that the Council wanted to see, but it doesn't take a larger step of redrawing an entire area in the downtown area. Planning Manager Kernen Lien explained that part of the Comprehensive Plan update process will be a visioning process where they can take a broader look at the downtown core and where those designated street fronts should be or not. EDC Commissioner Haug referred to first floor height requirements for BD 1 and BD2 zones. He noted that a previous EDC looked at this extensively and made a recommendation to change BD 1 to allow 12-foot construction, the same as what BD2 is right now. The EDC was confused about why there was a difference in first floor height requirements between the two zones. Planning Manager Lien stated that the BD 1 height requirement had to do with the retail/display use of the ground floor. The BD2 zone had more to do with office uses where 12 feet is the standard. He noted that the ground floor height impacts the ability to potentially get three floors. The economic analysis in the packet shows that it is harder to Planning Board Meeting Minutes August 10, 2022 Page 2 of 6 Packet Pg. 317 9.1.e get three floors with the ground floor height requirement. Recommendation 5 would be to consider some flexibility with the heights to allow potentially three floors if commercial is required on the ground floor. PB Chair Crank asked for clarification about the pieces that are likely to get changed anyway in the update and visioning process so they don't spend too much time working on those things right now. Planning Manager Lien replied they will be looking at the whole downtown area. This item has been flagged as something that specifically needs to be looked at. He thinks they will likely be looking at commercial use in the downtown area and housing use/availability. EDC Commissioner Smith referred to the old post office and asked how the ground floor building heights compare to what would otherwise be available in the BD2 zone. He asked if the preferred recommendation #3 would allow the building without commercial or if it would require street fronts. Mr. Clugston replied that the post office had 12-foot first floor heights. The preferred recommendation would leave the map as it is with the interim ordinance and the few extensions that the Council approved in June as well as the updated use table. In the future they would look at the broader view of the downtown area after the Comprehensive Plan is updated. EDC Commissioner Hoag noted that the 6ffi & Main project is removing an existing commercial building to put in residential. He acknowledged that there is a housing crisis, but there was a good reason that BD2 had intentional mixed use with business on the ground floor. He thinks they will regret losing the commercial space in the BD2 zone. PB Member Gladstone asked what the drivers are to push for this now rather than waiting for the update and visioning process. Mr. Lien reviewed recent history which brought this to attention and caused Council to adopt a moratorium and interim ordinances for designated street front and design standards. The ordinances are only good for six months. If they are not addressed now, the interim ordinance will just revert back to what it was before it was adopted. MOTION MADE BY CHAIR CRANK TO CONSIDER ADOPTION OF OPTION 3. THE MOTION DIED FOR LACK OF A SECOND. EDC Vice Chair Harris commented he doesn't have a good understanding of the risks of letting things go back to status quo or changing it to the City's preferred option. Mr. Lien explained the designated street front would get contracted back down to what it was before the interim ordinance. It was extended to protect the retail core by having commercial around the BD 1 zone and to identify areas where there were commercial uses on both sides of the street and within the primary pedestrian areas downtown. Another important part of this was the update to the use table to clarify the uses in the BD2 zone. Recommendation 3 matches what staff is hearing from Council and what they have been hearing from the public. Chair Hughes commented she was leaning towards being able to support Recommendation 3. PB Member Rosen spoke in support of protecting the area for additional business growth. He pointed out that they are not talking about either/or but how much residential. In addition, he referred to previous discussions about transition zones. He noted that people are responding to their experiences walking down the street and their interaction with the buildings. He also spoke in support of Recommendation 3 to "protect the dirt" while also saying they are not done talking about this. PB Member Gladstone asked if the interim designated street front lines reflect what is on the ground better than the actual map. Mr. Lien explained how the expanded lines in the interim ordinance were drawn. They reflect what is actually on the ground right now. PB Member Gladstone asked the Planning Board Meeting Minutes August 10, 2022 Page 3 of 6 Packet Pg. 318 9.1.e difference between making the interim designation permanent and the Recommendation 5 regarding allowing mixed use. Mr. Lien explained Recommendation 5 would also address potential height issues. • EDC Commissioner Smith commented that the Comprehensive Plan update is the appropriate time to take a deeper look at this. He cautioned against getting rid of potential commercial space as they are seeing vibrant growth in the city. He voiced support for Recommendation 4. • PB Member Kuehn expressed concern that if they only do Recommendation 3 it allows issues to happen in other areas. He agrees with "protecting the dirt" until they can take a broader look at this. He spoke in support of Recommendation 4. • PB Member Campbell spoke in support of trying to raise the building height limits in order to get to three stories. She thinks it is going to be necessary in the long run to have this commercial space. She spoke in support of Recommendations 4 or 5 to keep commercial space from disappearing. • EDC Commissioner Hoag commented that this will all lead to some reevaluation of the Comprehensive Plan. It doesn't seem feasible that the current owners of the building could adjust their current building to match the interim standards and get it approved before they get to the Comprehensive Plan update. He wasn't sure if anything would ever occur if they did Recommendation 3. MOTION MADE BY PB MEMBER ROSEN TO SUPPORT OF RECOMMENDATION 4 TO "PROTECT THE DIRT" AND TAKE A BROADER LOOK AT THIS WITH THE COMPREHENSIVE PLAN PROCESS. MOTION SECONDED BY PB MEMBER GLADSTONE. • Student Representative Distelhorst spoke to the need for more housing and spoke in support of preserving options for multifamily housing. • EDC Commissioner Haug asked if EDC members should participate in voting tonight. Mr. Lien noted that the formal recommendation by the Planning Board would be taken following the September 28 public hearing. He stated that they would like to hear the recommendation from the EDC. • EDC Commissioner Hamilton agreed that the City does need some housing in the downtown area, especially charming housing. He thinks that this will help the existing businesses. He also recommended making sure to change height requirements so that they can get three floors. He recommended Recommendation 3 which gives the most flexibility and uses the Comprehensive Plan process. • PB Member Kuehn clarified that the motion would extend the BD2 zones and take a broader look at all BD zones after the Comprehensive Plan process. It will not take away the ability to build residential units. THE MOTION TO APPROVE AMENDED OPTION 4 PASSED. Mr. Lien stated that staff would bring back Recommendation 4 to the public hearing on September 28. Chair Crank thanked the EDC for joining them tonight. EDC Chair Hughes thanked the group for the collaboration. PUBLIC HEARINGS A. Public Hearing on Permanent Design Standards for Multifamily Buildings in the BD2 Zone (AMD2022- 0001) Senior Planner Mike Clugston introduced the public hearing for the permanent standards for multifamily only buildings in the BD2 zone as recommended by the Architectural Design Board (ADB) last week. He reviewed Planning Board Meeting Minutes August 10, 2022 Page 4 of 6 Packet Pg. 319 ;lap 16.43-1, Designated Swrm From for BD Zones 9.11 � pF EDP O Designated Streel k0nl .0u. t. 8D Gp; ffo W � } u'F C. ALDER $T W n VMALFIUT ST } 44 4Rj�Y _ I Ord. 3865 _ - Dec. 2011 WS Y -4- SY ERBr,4 6R DALEY ST � SELL Sf m L MAPLE Sf—I ALDER 5T ..� WA4NUT S �1/.f.11fl�LCk l!L N4MELAH6 HLULOQK WAY u a Packet Pg. 320 1 9.1.f U IL c O r �a r c a� m L. IL N N O C 7 O U r I C O L. LL 4) d L N Cu r_ m N a Co Packet Pg. 321 16.43.020 Uses. A. Tab lc 16.43-1. Permitted Uws ttQl f,BQI ILOD 1311; itl}1 I11)., U C'ommer641 Uaes RdaiI sbwsorsales A A A A A 3 ♦2 OFftoes x A A A A a O LepUlaw films A x _ A A r Financial A x C _ AdviSing A — = — — In i A IL liunl¢(withourtellem) A x _ N Ace unlin$ A x _ l _ O Counarling A x C Arcbitc[turi O Engineering x _ _ _ Lil r-+ Adverlising A x _ S ,� _ C O L. r fitness eclat ed husinese club) A d L Strwicr Lism A Retail sales mquirinll iniensiw: OILUk" displayorsLiwp areas, such as LI iLi LI sales, used car lob (mceptaspart of a new tar sales and smire deslorl, and l,;i .. cu equilmWat Slumps, saleS Or Sen'I69s Faick sed Fahricaiirn heassm*ly areas asso601e4 with Wed oh the same prnpa iy Q) to as an an studio. an gal Icry, restaurant. Inicrobrmcricsldisulleries ar foad seni" d ealabliskmenl thul a Iso provides m on -site relail outlet open to tho public � Autwnubile sales 40 service x A x x N a m Dry cleaning wW laandry planes which use only'nonl]ammable and nortexpla.sit c x A A x cleaning uQ:ots r CO Priming,publiSMngdndbindingeslabliaArmeres Public markets licensed pursuant to provisions in Chapter 4.90 ECCI X )RC9ldemtir LU Sii%1-ramilydwelling ?k A A A d Multiple dwdling units) A l A A L �i[ri�it�lkli M r.+ Other U08 Q BUSmopshcbm A A A ti Chutthcs, sulyeet to tltc requiremrnts ofUCW 17.100.020 # . • Packet Pg. 322 9.1.f U IL c O r �a r c a� m L. IL N N O C 7 O U r I C O L. LL 4) d L N R m N a m r Q Packet Pg. 323 Designated Street Front I WALK Ord.42 Interim June 2022-- W 10 IW i4 w4y r Designated Street Front 1/ Ha Exhi S� B& - I aAYTO *DERSz I � WAS UT a 7. Ba3 U WAY, Proposed F _ , , -f- Permanent ��; 7 d BD2 DSF -- }W RE - 4¢ �aLF ,5T 5T LU Ii ,< o I !l�aJl_ HELL T f N 17-TTT C L i c T LL I- ST MAPLE------------ m .i 0 - , Lo--TT ALDER ST 04 ii WAU I. m w LLY- DA x W LIA4Y N /` HOMELAND -`'� _ -_ HEMLOCKS packet Pg. 324 J., _ T1 9.1.f U IL c O r �a r c a� m L. IL N N O C 7 O U r I C O L. LL 4) d L N R m N a m r Q Packet Pg. 325 Shoreline* I 58CICiltBfy..-.. rr` e6mands - Kingslon Ferri. � 4 44 IF 4 �� { • x „•� ULEdmonds i Mi■* MafSll r Mot", drt•d±t y sea Park '� , xyrri; = too -• f + + j It k lards&pint i • 5 w in' f �{ - k P . 117 PIP L 1. , 9.1.f COMMERCIAL IAL SPACE DEMAND DATA RETAIL MARKET current available Average Days on Market (DOM) all SF types of spaces spaces Historical Days on Market — NIA 255 DM (Historical) Last 3.5 years General Retail 5 276 DM Current Vacant —� listed: 1 N/A /Not ' st Le Vie Business appears closed 1 NIA Not listed - Bop J f• Burger OFFICE MARKET Current available Average Days on Market (DOM) all SF types of spaces spaces Historical Days on Market — NIA 230 DOM (Historical) Last 3.5 years 1000 to 2000 sf spaces are 7 307 DOM (Current) what currently is available a c 0 L IL N N Ict r U 0 U I C 0 LL d d L N T N N a ca x w 0 E 0 a Packet Pg. 327 9.1.f U IL c O r �a r c a� m L. IL N N O C 7 O U r I C O L. LL 4) d L N Cu r_ m N a Co Packet Pg. 328 ALLEY ACCESS 2 OR 021 SF STAIRS m 7BR PARKW[3 F I WM SF 22 O U A a d I 7BR 7{ 525 $F Aq W STAIRS STAIRS EL I X EL. LOBBY J 2 BR 927 SF STAIRS 1 BR 025 SF e0 SF 3 BR 1,440 3F 2 BR 20R 921 SF 927 SF STAIRS 1 BR 670 SF 2 BR 970 SF 1 BR 625 SF } STAIRS EL. 38R 1 BR 1,325 SF 700 SF 2 BR 921 SF 1 SR 605 SF 600 SF STAIRS �— 1 BR 570 SF 26R 927 $F STAIRS 7BR 906 SF 1BR 600 5F 3 IRR 1,200 SF DESIGNATED STREET FRONT GARAGE GROUND LEVEL 2NDFLOOR 3RDFLOOR RESIDENTIAL UNITS: GARAGE PARKING1: (1 STALL PER UNIT REQUIRED) TOTAL: 22 1 BR:12 2BR: 7 BUILDING HEIGHT: 3BR: 3 GARAGE: BELOW GRADE FIRST FLOOR: 9' TOTAL: 22 SECOND FLOOR: 9' 74-IIRn FI f' np' 4' Edmonds Downtown Business BD2 Zoning 1 Residential Option 3-Story Over Below Grade Garage OPTION'1 m Cfl r-+ L X LLI C d Q Packet Pg. 329 9.1.f GARAGE ROS�p�r* ZZ 010"s a Packet Pg. 330 ALLEY ACCESS I STAIR$ N 0 0 GARAGE `D PARKING R A 18 D W � J a I A I I STAIRS 3BR 1260 SF �oegr DESIGNATED STREET FRONT GROUND LEVEL RESIDENTIAL OPTION: 1 BR: 6 2BR:6 3BR: 3 I(a]ElM& 28R 927 SF 3BR 1,420 SF STAIRS 2 BR 770 SF 2OR 670 SF 2 BR 770 SF STAIRS 1 BR 2 OR 657 SF TM 8F 28R 927 SF 3BR 1.420 SF STAIRS 2 OR 77D SF 2 8R 870 SF 2 OR 77D SF STAI RS 1 BR 2 OR 657 SF 770 SF 2ND FLOOR 3RD FLOOR GARAGE PARKING1; (1 STALL PER UNIT REQUIRED) TOTAL: 16 BUILDING HEIGHT: FIRST FLOOR: 10' SECOND FLOOR: 9' THIRD FLOOR: 9' PARAPET: 2' TOTAL HEIGHT: 30' Edmonds Downtown Business BD2 Zoning I Residential option 3-Story OPTION 2 O U O L LL d L N R c T m m c m E t a Packet Pg. 331 9.1.f 060 ot&%711, OPTION 2 0 a c 0 �a r c a� IL N N O C 7 0 U r I C 0 L LL 4) L N cu .y 0 N 0 m O 's K W C d E t v r r Q Packet Pg. 332 ALLEY ACCESS 2 BR 2 8R I 925 SF 925 SF STAIRS rA STAIRS a GARAGEE 1SR 1 8R PARKING also SF SowF 9 A 12 O W ON LU SF alB8 SF BIKE ¢ 1OR w w 556 9F STAIRS STAIRS LOBBY I 3BR 3 OR 1,411 5F I1,140 SF J _ DESIGNATED STREET FRONT GROUND LEVEL 2ND FLOOR COMMERCIAL: 1,900 SF GARAGE PARKING1: (1 STALL PER UNIT REQUIRED) TOTAL:12 RESIDENTIAL UNITS: BUILDING HEIGHT: NOTE; 16R 4 FIRST FLOOR:12' Financial feasibility of a two-story with commercial may be 213R: 2 SECOND FLOOR: S' questionable. Third floor may not be feasible due to 30' height 313R: 2 PARAPET: 2' limitation and specific site constraints. TOTAL: 8 TOTAL HEIGHT; 22' Edmonds Downtown Business BD2 Zoning I Commercial Option 2-Story OPTION 3 V 3 IL C O C to i a N N O C 7 O U O L U- d d L N R c T N m N 0 m co t x w c m E t 0 Q Packet Pg. 333 COV4 po�-- vw %P01-0 So isorwp GARAGE I OPTION 3 I Packet Pg. 334 1 9.1.f r V � r _ EptStrcrt t r. � t E 04 307Li LL x 1 „ fC 04 _ w pp ••• Earth ; 4 W _ dM E t Figure 1. Three story development with a below grade commercial entrance. Q Packet Pg. 335 9.1.f Figure 2. Three story development with a below grade orr m r ial entrance. 0 U a Packet Pg. 336 ALLEY ACCESS J I STAIRS $[LLi7 GARAGE I PARKING F I 14 O Uj W I a A STAIRS NA LOBBY MERCIAL f,900 SF - - J DESIGNATED STREET FRONT 2OR 2BR 1,000SF 925SF STAIRS 1 SR 755 2 BR 1,000 SF 1 OR STAIRS 755 3BR 1,140SF 1 BR 755 2 BR 2 BR 1,000aF 9MSF STAIRS 1 BR 755 2 BR 1,000 SF I OR STAIRS 75* 1,B 0 SF 1 BR 755 GROUND LEVEL 2ND FLOOR 3RD FLOOR COMMERCIAL OPTION: GARAGE PARKING1: (1 STALL PER UNIT REQUIRED) 1,900 SF TOTAL: 14 RESIDENTIAL UNITS: BUILDING HEIGHT: NOTE: 1 BR: 6 GROUND LEVEL:12' Third floor may not be feasible due to 30' height limitation and 2BR: 6 FIRST FLOOR: 8' specific site constraints. An additional 2' in height allows for a 36R: 2 SECOND FLOOR: 8' more traditional building design that would front the street with PARAPET: 2' commercial at grade with fronting public sidewalk. TOTAL: 14 TOTAL HEIGHT: 32' Edmonds downtown Business BD2 Zoning I Commercial option 3-Story OPTION 4 co c m E t a Packet Pg. 337 Ph -%- "moo, Orr to vpwo�F 4A 0 OPTION 4 0 ca co x w E Packet Pg. 338 9.1.f U IL c O r �a r c a� m L. IL N N O C 7 O U r I C O L. LL 4) d L N Cu r_ m N a Co Packet Pg. 339 9.1.f U IL c O r �a r c a� m L. IL N N O C 7 O U r I C O L. LL 4) d L N Cu r_ m N a Co Packet Pg. 340 9.1.f U IL c O r �a r c a� m L. IL N N O C 7 O U r I C O L. LL 4) d L N Cu r_ m N a Co Packet Pg. 341 or EDA, o� -f c CITY OF EDMONDS 121 5TH AVENUE NORTH, EDMONDS, WA 98020 (425) 771-0220 DETERMINATION OF NONSIGNIFICANCE Description of proposal: Amendments to Chapter 16.43 of the Edmonds Community Development Code (ECDC) revising the Designated Street Front map in ECDC 16.43-1 to include additional parcels in the BD2 zone and related clarifications. Proponent: City of Edmonds Location of proposal, including street address if any: This is a non -project action. Lead agency: City of Edmonds The lead agency for this proposal has determined that it does not have a probable significant adverse impact on the environment. An environmental impact statement (EIS) is not required under RCW 43.21C.030 (2)(c). This decision was made after review of a completed environmental checklist and other information on file with the lead agency. This information is available to the public on request. The City of Edmonds has determined that the requirements for environmental analysis and protection have been adequately addressed in the development regulations and comprehensive plan adopted under chapter 36.70A RCW, and in other applicable local, state, or federal laws or rules, as provided by RCW 43.21C.240 and WAC 197-11-158 and/or mitigating measures have been applied that ensure no significant adverse impacts will be created. There is no comment period for this DNS. This DNS is issued after using the optional DNS process in WAC 197-11-355. There is no further comment period on the DNS. X This DNS is issued under 197-11-340(2); the lead agency will not act on this proposal for 14 days from the date below. Comments must be submitted by October 13, 2022. Project Planner: Mike Clugston, Senior Planner Responsible Official: Kernen Lien, Planning Manager Contact Information: City of Edmonds 1 121 5th Avenue North, Edmonds WA 98020 1 425-771-0220 Date: September 29, 2022 Signature: XX You may appeal this determination to Kernen Lien, Planning Manager, at 121 5th Avenue North, Edmonds, WA 98020, by filing a written appeal citing the specific reasons for the appeal with the required appeal fee, adjacent property owners list and notarized affidavit form no later than October 20, 2022. You should be prepared to make specific factual objections. Contact Kernen Lien to read or ask about the procedures for SEPA appeals. XX Posted on September 29, 2022, at City Hall and the Edmonds Public Safety Building. Not posted at Edmonds Public Library since it's currently closed. Published in the Everett Herald. Emailed to the Department of Ecology SEPA Center (SEPAunit@ecy.wa.gov). XX Distribute to "Checked" Agencies below. The SEPA Checklist, DNS, and associated documents can be obtained online at https://www.edmondswa.gov/services/public involvement/public notices/development notices under permit number AMD2022-0003, by emailing the project planner(michael.clugston@edmondswa.gov), or by calling the City of Edmonds at 425-771-0220. Page 1 of 2 AMD2022-0003 SEPA DETERMINATION DESIGNATED STREET FRONT BD2 ZONE CODE AMENDMENT 9i27/22.SEPn Packet Pg. 342 9.1.g Distribution List: This DNS and SEPA checklist were distributed to the following: ❑ Applicant ❑ Parties of Record ❑ US Army Corps of Engineers ❑ US Fish and Wildlife ❑X Puget Sound Energy ❑X Snohomish PUD ❑ Olympic View Water & Sewer ❑ Alderwood Water District ❑X Edmonds School District ❑ Port of Edmonds ❑X South County Fire ❑ Swedish Hospital ❑X Community Transit pc: File No. SEPA Notebook ❑X Dept. of Ecology ❑ Dept. of Ecology - Shorelands ❑ Dept. of Natural Resources ❑N Dept. of Commerce ❑ WSDOT ❑ WSDOT— Ferries ❑ Dept. of Fish & Wildlife ❑ Dept. of Health — Drinking Water ❑N Dept. of Arch. & Historic Pres. ❑ Dept. of Parks and Rec. Commission ❑ Puget Sound Clean Air Agency ❑ Puget Sound Regional Council ❑ Puget Sound Partnership ❑X Tulalip Tribe ❑ City of Everett ❑ City of Lynnwood ❑ City of Mountlake Terrace ❑ City of Mukilteo ❑ City of Shoreline ❑ Town of Woodway ❑ Snohomish Co. Public Works ❑ Snohomish Co. PDS ❑ Snohomish Co. Health Dist. ❑ King County -Transit ❑ King County— Environ. Planning ❑ Other Page 2 of 2 AMD2022-0003 SEPA DETERMINATION DESIGNATED STREET FRONT BD2 ZONE CODE AMENDMENT 9i27/22.SEPn Packet Pg. 343 9.1.g File No.: AMD2022-0003 Applicant: City of Edmonds DECLARATION OF POSTING On the 29th day of September, 2022, the attached SEPA Determination of Nonsignificance was posted as prescribed by Ordinance. However, it was not posted at the Edmonds Public Library because it is currently closed due to a water leak that occurred on June 24. I, Mike Clugston, hereby declare under penalty of perjury under the laws of the State of Washington that the foregoing is true and correct this 29th day of September, 2022, at Edmonds, Washington. Signed: Packet Pg. 344 Everett Daily Herald Affidavit of Publication State of Washington } County of Snohomish } ss Michael Gates being first duly swom, upon oath deposes and says: that he/she is the legal representative of the Everett Daily Herald a daily newspaper. The said newspaper is a legal newspaper by order of the superior court in the county in which it is published and is now and has been for more than six months prior to the date of the first publication of the Notice hereinafter referred to, published in the English language continually as a daily newspaper in Snohomish County, Washington and is and always has been printed in whole or part in the Everett Daily Herald and is of general circulation in said County, and is a legal newspaper, in accordance with the Chapter 99 of the Laws of 1921, as amended by Chapter 213, Laws of 1941, and approved as a legal newspaper by order of the Superior Court of Snohomish County, State of Washington, by order dated June 16, 1941, and that the annexed is a true copy of EDH963868 DESIG. STREET MAP as it was published in the regular and entire issue of said paper and not as a supplement form thereof for a period of 1 issue(s), such publication commencing on 09/29/2022 and ending on 09/29/2022 and that said newspaper was regularly distributed to its subscribers during all of said period. The amount of a fee for suc publics $44.72. Subscribed and sworn ore me on this day o No ary Public in and for the State of Washington. City dEd—d. UWoI pment Serw..l 8603/703 MICHELLE MARTIN Linda Phillips Notary Public State of Washington My Appointment Expires 8/29/2025 Commission Number 407 I Packet Pg. 345 9.1.g Classified Proof CITY OF EDMONDS NOTICE OF SEPA DETERMINATION OF NONSIGNIFICANCE NOTICE IS HEREBY GIVEN that the City of Edmonds has issued a Determination of Nons7gnlYicance for the following project. PROJECT DESCRIPTION; Amendments to Chapter 16.43 of the Edmonds Community Development Code (ECDC) revising the Desic haled Street Front map in ECDC 16.43-1 to Include additional parcels in the 802 zone and related clarlficallons PROJECT PROPONENT' City of Edmonds DATE DNS ISSUED: September 29, 2022 PROJECT LOCATION: This is a non -project action. SEPA COMMENTS DUE; October 13, 2022 APPEAL PERIOD: You may appeal this determination by filing a written appeal citing the specific reasons for appeal with the required appeal fee no later than October 20, 2022 by 4:00 PM- SEPA MATERIALS: The SEPA Checklist, DNS, and related project Information are available for review at. httpsJ/wv�w.edmondswa, gov/servicestpubsci nvolve me nt/pubfic no t1 ces/develo pmentnotices under permit number AMD2022-0003, by em al'Iing the City contact fisted below, or by calling the Ctty of Edmonds at 425- 7 71-0220. CITY CONTACT; Mike Clugston, AICP, Senior Planner rilchaoI,clugston@edmondswa gov 425-771.0'220 Published; September 29, 2022- EDF-1963868 Proofed by Phillips, Linda, 09/29/2022 09:50:15 am Page: 2 Packet Pg. 346 9.1.g From: COM GMU Review Team <reviewteam@commerce.wa.gov> Sent: Tuesday, October 11, 2022 8:32 AM To: Clugston, Michael Subject: City of Edmonds - Expedited Review Request Granted for Submittal ID: 2022-S-4368 Dear Mr. Clugston, Your request for an Expedited Review has been granted for: Proposed amendment to revise the extent of the Designated Street Front for the BD2 zone as shown on the map in ECDC 16.43-1 and related clarifications. As of receipt of this email, you have met the Growth Management notice to state agency requirements in RCW 36.70A.106 for this submittal. Please keep this email as confirmation. If you have any questions, please contact Kirsten Larsen at (360) 280-0320 or by email at kirsten.larsen@commerce.wa.gov. --- ONLINE TRACKING SYSTEM AVAILABLE ---- Log into our new PlanView system at https://secureaccess.wa.gov/com/planview where you can keep up with this submittal status, reprint communications and update your contact information. Don't have a user account? Reply to this email to request one and attach a completed PlanView User Request Form. Have questions about using PlanView? Use the PlanView User Manual for assistance at https://www.commerce.wa.gov/serving-communities/growth- manage ment/washington-department-of-commerce-growth-management-submitting= materials/. Sincerely, Review Team Growth Management Services Packet Pg. 347 IIIIIII I 9.1.h Designated Street Front ""NpDALEY W Q -3= i �BD3 L WAY LE ST ALDE DALEY ST lz[= •L f� J LL 1 : -_ IL m z ~� d > BELL �L D2 o Li la m — n'all LM CO C a� E E= O WALNUT ST CO s K W r� C d L Q I Packet Pg. 348 1 Exhibit B Edmonds City Code and Community Development Code Page 1/3 16.43.020 Uses. A. Table 16.43-1. Permitted Uses BD1 GBDI BD2 BD3 BD4 BD5 Commercial Uses Retail stores or sales A A A A A A Offices A X A A A A Legal/law fines A X A A A A Financial A X \ A A A Advising A X A A A A Mortgage A X A A A A Banks (without tellers) A X A A A A Accounting A X A A A A Counseling A X A A A A Architecture A X A A A A Engineering A X A A A A Advertising A X \ \ A \ Insurance A X \ \ A A Fitness related business (yoga/pilates/gym/fitness club) A X A \ A A Service uses A A(2) A A A A Retail sales requiring intensive outdoor display or storage areas, such as trailer sales, used car lots (except as part of a new car sales and service dealer), and heavy equipment storage, sales or services X X X X X X Enclosed fabrication or assembly areas associated with and on the same property as an art studio, art gallery, restaurant, microbreweries/distilleries or food service establishment that also provides an on -site retail outlet open to the public A A A A A A Automobile sales and service X X A A X X Dry cleaning and laundry plants which use only nonflammable and nonexplosive cleaning agents C X A A A X Printing, publishing and binding establishments C X A A A C Public markets licensed pursuant to provisions in Chapter 4.90 ECC' A A A A A A Residential Single-family dwelling A X A A A A Multiple dwelling unit(s) — must he losated Rn second FlRo_ or behind first 45 feet fron...:aeival . or rights 4�see ECDC 16.43.030.13 for further location standards A X A A A A Other Uses Bus stop shelters A A A A A A Churches, subject to the requirements of ECDC 17.100.020 A A A A A A The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 349 Exhibit B Edmonds City Code and Community Development Code Page 2/3 Permitted Uses BD1 GFSF(') BD2 BD3 BD4 BD5 Primary and high schools, subject to the requirements of ECDC 17.100.050(G) through (R) A X A A A A Local public facilities, subject to the requirements of ECDC 17.100.050 C C C C A C Neighborhood parks, natural open spaces, and community parks with an adopted master plan subject to the requirements of ECDC 17.100.070 A A A A A A Off-street parking and loading areas to serve a permitted use B X B B B B Commuter parking lots in conjunction with a facility otherwise permitted in this zone B X B B B X Commercial parking lots C X C C C X Wholesale uses X X X C X X Hotels and motels A A A A A A Amusement establishments C C C C C C Auction businesses, excluding vehicle or livestock auctions C X C C C C Drive-in/through businesses (businesses with drive through facilities) X X C A C X Laboratories X X C C C X Fabrication of light industrial products not otherwise listed as a permitted use X X X C X X Day-care centers C X C C A C Hospitals, health clinics, convalescent homes, rest homes, sanitariums X X C C A X Medical uses, e.g., A X A A A A Physicians A X A A A A Dental A X a A A A Optometrist (without retail) A X A A A A Physical therapy (without retail) A X A A A A Counseling A X \ 1 1 1 Other similar medical services A X \ 1 1 \ Museums and art galleries of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 A A A A A A Zoos and aquariums of primarily local concern that do not meet the criteria for regional public facilities as defined in ECDC 21.85.033 C X C C C A Counseling centers and residential treatment facilities for current alcoholics and drug abusers X X C C A X Regional parks and community parks without a master plan subject to the requirements of ECDC 17.100.070 C C C C C C Outdoor storage, incidental to a permitted use D X D D D D Aircraft landings as regulated by Chapter 4.80 ECC X X D D D D A = Permitted primary use B = Permitted secondary use The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 350 Exhibit B Edmonds City Code and Community Development Code Page 3/3 9.1.h C = Primary uses requiring a conditional use permit D = Secondary uses requiring a conditional use permit X = Not permitted NOTES: (1) BD Zone GFSF = Ground Floor Designated Street Frontage (first 45 feet measured from public rights-of-way/sidewalk or parks/plazas) as defined under Edmonds Community Development Code Map 16.43-1: Designated Street Front for BD Zones. Buildings set back 15 feet or more from the sidewalk shall not be subject to the BD Zone GFSF requirements. (2) Services — by appointment uses not providing open door retail/dining/entertainment functions as a primary component of the business are not allowed within BD 1 GFSF (first 45 feet). Open door businesses, e.g., real estate offices, banks (with tellers and no drive-throughs), nail and hair salons are allowed. For conditional uses listed in Table 16.43-1, the use may be permitted if the proposal meets the criteria for conditional uses found in Chapter 20.05 ECDC, and all of the following criteria are met: 1. Access and Parking. Pedestrian access shall be provided from the sidewalk. Vehicular access shall only be provided consistent with ECDC 18.80.060. When a curb cut is necessary, it shall be landscaped to be compatible with the pedestrian streetscape and shall be located and designed to be as unobtrusive as possible. 2. Design and Landscaping. The project shall be designed so that it is oriented to the street and contributes to the pedestrian streetscape environment. Fences more than four feet in height along street lot lines shall only be permitted if they are at least 50 percent open, such as a lattice pattern. Blank walls shall be discouraged, and when unavoidable due to the nature of the use shall be decorated by a combination of at least two of the following: a. Architectural features or details; b. Artwork; c. Landscaping. B. Exception to the BD1 GSFS. The owner of a building in the BD zone may apply for an exception from the restrictions on offices and medical uses within the designated street front for leasable space meeting all of the following criteria: 1. The space is less than 500 square feet; 2. The space does not contain direct access to the street or sidewalk; 3. The previous use was a nonconforming use (e.g., not retail); and 4. The space has been vacant for a period of more than six months. [Ord. 3955 § 1 (Att. A), 2014; Ord. 3932 § 6, 2013; Ord. 3918 § 1 (Att. 1), 2013; Ord. 3894 § 4, 2012; Ord. 3700 § 1, 2008]. The Edmonds City Code and Community Development Code is current through Ordinance 4235, passed October 12, 2021. Packet Pg. 351 10.1 City Council Agenda Item Meeting Date: 10/25/2022 2023 Public Works & Utilities Budget Presentation Staff Lead: Public Works Director Department: Public Works & Utilities Preparer: Scott Passey Background/History Year in Review for the Public Works & Utilities Department and 2023 Decision Packages. Staff Recommendation No recommendation, informational only. Narrative Presentation to be provided at the meeting. 2022 Public Works & Utilities Year in Review Attachments: 2022 PW Presentation to council oct 25 v1 Packet Pg. 352 10.1.a Public Works Overview Who we Are? The Public Works Department provides, planning engineering, operation & maintenance of city owned facilities and public infrastructure Our goal is to serve the community and to enhance the quality of life in the city. We achieve this through a department that is community and customer focused. We embrace leadership in environmental and energy design concepts & principles and leverage technology & management principles to achieve operational effectiveness. The "Ready & Resilient" theme for this year public works week highlights the ability of these professionals to perform regular public works duties and be ready at a moment's notice to react as first responders during natural disasters and overcome trials seen in the field. M 9 cnr L 0 IL N LO N 0 C 0 0 0 0 0 0 0 a a N N O N EI a Packet Pg. 353 10.1.a Public Works Overview Department 2022 2023 Engineering $ 21847,103 $ 31211,439 Water $ 11,492,138 $ 11,322,550 Sewer $ 31,340,523 $ 15,368,746 Transportation $ 14,664,402 $ 13,714,604 Stormwater $ 9/620/346 $ 7/211/280 Facilities $ 31450,275 $ 21364,445 Fleet $ 11942,460 $ 11704,220 $ 75,357,247 $ 54,897,284 Completed Citywide Pedestrian Crossing Enhancements Completed 2022 Pavement Overlay Project 01:4 FA 1[• Started Highway 99 Gateway & Revitalization Proje — Stage 2 ?I IP lw --- _-'--4- - - Comprehensive Transportation Plan Evdmonds r RI oMINW.10 7- Sta rted th 76 Ave Overlay Project 1 OF Engineering - Accomplishments UTILITIES 1 ,085 ft replaced `m i 1 ,676 ft replaced • ■ `ICI ■ 2,420 ft replaced 28 drainage structures replaced Seaview Infiltration Facility construction started w 06 0 M N O Packet Pg. 356 1 11av12[• PERMITS ISSUED • 403 permits for ROW, sewer installs, street use, encroachments • New construction —13 SFR, 1 apartment, 1 commercial *Add itions/Alterations — 118 SFR, 27 apartment, 40 commercial INSPECTIONS • 2500 Engineering inspections performed • 7 large development projects including GRE Apartments (192 units) and IXm Anthology Senior Living (127 units) ) FEES ..wool • $300,000 transportation impact fees • • • $304,000 water meter and water general facility • $14,000 stormwater general facility • $393,000 sewer general facility CODE UPDATES • Stormwater Code Update to Comply with NPDES Permit • Impact Fee Waiver for Early Learning Facilities ' 4Wj i'.r 10.1.a Engineering - Accomplishments GRANTS Highway 99 Revitalization Stage 4 — Right of Way phase 10.1.a Engineering Capital Projects Manager (DP#31)06 0 $160,640 to hire a Capital Projects Manager to manage and M N O deliver capital improvement projects related to the Highway 99 corridor and other transportation and utility improvement N 0 projects. The position will be programmed in the Engineering Division budget and the cost paid by the Street Fund (Grant & Gas 0 Tax Revenue), Utility Funds and REET Funds depending on the> projects managed by the position. N $30,000 for an additional vehicle to support the position. The initial vehicle purchase would be paid from a General Fund Transfer. _ Packet Pg. 359 ` FIGURE 2-1 Comprehensive Water System Plan Existing Water System mlura� October 2017 Legend © Emergency lnteNe a Pressure Retlucing Station Pump Station Reservoir ■ Sa PaYS"W" 7 Pressure Relief Facility ® Zone Valve (Cbsed) Z7Cty or Edmonds Relal Wale, L S'ri.'Ar— L7 Other Water Service Areas City U""' • • SlwhomishlKing County Boundary N Wet —in labels indi-te the pipe diao•:ta and material. Puget Sound Existing Water Mains: 325 Zone Water Main 420 Zone Water Main 425 Zone Water Main 486 Zone Water Main - 580 Zone Water Mairt — sos ma'water Mairt — 596 Zone Water Main Pressure Zones. 325 Zone 420 Z.- 4 5 Zone 486 Zone son Zone sos Znne 59 Zone § I 5 ymw N 4 el Le e l IHPAV y ,..'EmeillencY INe,Hes Emergency later °,.: with OlYmpiWew ' "4 ata widaymplau qy �r Nfater Dr rt s" _ Wr DraEnc 415 Zone'. 505 Zon r = TOWN OF.m.-..an. WOOOWAY OLYMPIC VIEW 3--- e: e� WATER &SEWER DI TTRICT� :,, j+•F awe VFW - .. mom., �., ...-..:, r�A =a � StarM � II R:��Rpp O .. •.LaAd �� `�548 Law HHINC RPORATED£ s } i NpHOMI I m' „LDUNT s. a I t o�` It�irz�3� `a r k ALDERw le WATER I B ISTR r :L Fri,. � •IR�' m tier orrimewwm �. �,g . !A9 .iF.i ± w jgI CITY DF EErgency lrneroes � g - - a � �t✓.n"'��r P�rw. a �:. - CrTYOF - MCUNTLAKE. ,r a TERRACE •� v,.� tt M*�Yry .,... IA 4 B _ta 10.1.a Water N d wr Source: , L Primary - Alderwood Water and Wastewater District/City of Everett Sultan River. Original agreement in 1978, Current 7 agreement 2010-2055. (24") M Secondary/Emergency - Seattle Public Utilities/Tolt River. 201 N 2061 agreement for long-term standby supply for emergencie. (12„) N O Emergency intertie connections 401 City of Edmonds ® 5 City of Lynwood yi z t 0 6 Olympic View Water and Sewer District Storage Capacity: 7.5 MG (4 Reservoirs) 0 Five Corners Reservoirs : 3 MG and 1.5 MG d Seaview Reservoir 1.5 MG ` Yost Reservoir 1.5 MG N Comprehensive Water Sys N I October 20170 N murraysi d 4 V Packet Pg. 360 K@ ` FIGURE 2-1 Comprehensive Water System Plan Existing Water System mlura� October 2017 Legend © Emergency lnteNe a Pressure Retlucing Station W Pump Station Reservoir ■ SupAly Station 7 Pressure Relief Facility ® Zone Valve (Cbsetl) Z7city or Erlmon4a Relail water L Service Area L7 Other Water Som w Areas City U"' • • SnahomishlKing County Boundary N Wafer rrein labels indi-te the pipe diarnela end material. Puget Sound Existing Water Mains: 325 Zone Water Main 420 Zone Water Main 425 Zone Water IV- 486 Zone Water Main 5W Zone Water Mairt — sos mrtewater Mairt — 596 Zone Water Main Pressure Zones. 325 Zone 420 Z.- 4 5 Zone 486 Zone son Zone sos Znne 59 Zone .•P""..ng vaPq _ —p n sos plNg'i~ f t fms e `a .uoERwoon 10.1.a g N z,aoot°ie Imo' ois]a%TEB S _ scale in Feet Water Systems Il� ��. __..... .F Water t' ggee rrrru, "F q 3 t1, V.Uodway e g Ai"s e a 4 .� t�PJIVY309- �til`�waw+ EmerrgencY INertiea Emergency Intertlee -I .'A::;, ""„ wim ay e Y wi h�wa g v w 'il 'a 1 x Nfat D� ict s ... _.W D Entl 's, ""Clrosp z I � m E� s' • � 4r�. .., vnwaie o ,548 Law - t 'tl5 � �UNINCOR✓'ORATED£ t s _ LOUNT s- OLYMP EUW &SEWER ITTRICTICT�i �s #Y��`i A"x...l � I�5 a �"�� � . 9 - • e � i .....t l]tilitiea 4 +++sr wrr•R++�a I SAFOf! fAQrSNm (592 Zone) fl=�- aa�a mK �R�a����er�rt':�'�`" ��' �'l�y.•.•......:j.�ri Y - 2L a Ye a� J_Yg m: ieyorYimrew� oa...�g. Y , Sit Zanen £ t PRV Y34 P �y • r � Mi:,n CITY DF a.. LYIJNWDOD � �:� _e Ems y Imeruea _ with C�af Lynnwoo0 I e 5]3 Zone r.gj_ W€ cfivoE M. a€ DUNTLAKE. a TERRACE Lakes r'r g � aaraaas, 1. Distribution System: • 138 Miles of water pipe 0 1 Pump station at Five Corners 2. 3. • 18 pressure reducing stations • 8 different pressure zones • Valves:3129 • Hydrants: 1205 • Blow-off:305 • Track 2692 backflow assemblies Water systems • City Owned system: 10,372 service connections (80% of the City) • Olympic View Water & Sewer District (20%) Comprehensive Water System Plan (2017) Alderwood Supply Station Capacity (gpm) Year 2014 2034 Available Capacity 7000 7000 Peak Day Demand 4052 4611 Surplus 2948 2389 N d j-r D i L O i City of Edmonds N 0 Olympic View Water & Sewer Distril ;' Capacity E 2014 2034 Peak Day Demand Surph 10.1.a Water Fund Operations &Maintenance (Fund 421) Last year the Water Department performed or responded to: • 2535 utility locate requests completed. • 782 resident calls for service • Repaired two water main breaks • Flushed 325 dead end blow offs • Inspected 517 hydrants • Inspected and operated 516 valves • Installed 37 new water services • Replaced 248 Water meters • Rebuilt 4 control valve stations • Cleaned, inspected and provided seismic assessment of the 1.5 million -gallon underground reservoir at Seaview #34 1%#35 #36 M#37 #38 Water Fund (421) 2023 Decision Packages Budget Phase 12 Waterline Replacement $ 10,000.00 Phase 14 Waterline Replacement (2024) $ 506,128.00 2023 Waterline Replacement Overlays $ 50,000.00 Yost & Seaview Reservoirs Repairs & Upgrades $ 805,000.00> Phase 13 Waterline Replacement (2023) $ 1,700,000.00 06 0 IL N O Packet Pg. 363 Sewer The City owns and operates the collection and treatment D 06 systems. Approximately 80% of the city sewer is treated at the 0 3: City plant, the rest is treated at the Lynwood treatment Dlant. .2 • Collection system * 186 Miles of sewer pipe * 14 sewer lift stations * 29 Residential grinder pumps * Manholes and clean outs: 3425 * 9800 accounts, City of Edmonds • Treatment Service area • City of Edmonds approximately 50% • City of Mountlake Terrace • Olympic View Water Sewer District • Portions of City of Shoreline L k jL -4 L 04 • L' j Lyn Lj I it C -7L�- -j -j L r L P'11�1 n, V77 F Lk H] F L I I Y!i I "i 1-1 04C*4 L Q j -ow moo Packet Pg. 364 10.1.a Sewer Fund Operations & Maintenance (Fund 423) The Sewer Department performed or responded to: • 16 Lift Station motors and pump pulled and repaired due to plugs / blockages. • Upgraded LS #1 motor controls to soft starts. • Emergency replacement of LS #1 pump and motor due to equipment failure. • Jetted 95,000 ft of sewer pipe. • Camera inspection 90,000 ft of pipe. • 21 root intrusions blockages cleared. • 5 Grease blockages cleared. , w 06 W L 0 IL N O 'fr Packet Pg. 365 'er Fund (422 C Decision Packages #47 Purchase of new sewer Vehicle & GPS Equip. 481900 #48 Sewer Operations Increase $ 61000 Closeout costs for Phase 9 Sewer r #49 Replacement -2022 $ 301000 Design Costs for Phase 11 (2024) Sewer #50 Replacement $ 349,517' #51 2023 Sanitary Sewer Replacement Overlays $ 200,000 #52 Phase 10 Sewer Replacement (2023) $ 11689,212 #53 CIPP Sewer Rehab Phase 3 (2023) $ 4231710 06 0 M N 0 F4- jor �A Packet Pg. 366 I Street & Storm Responsible for the maintenance and operation of the city owned infrastructure in the right of way. • Storm Drain System • Street sweeping • Drain structures maintenance and inspection • Roadways • City owned sidewalks • Street signs • Streetlights/signals • Street/roadways markings • Emergency response • Snow removal 1� `-_ � � 1 STORM AND SURFACE WATER MANAGEMENT COMPREHENSIVE PLAN d +7 City of Edmonds 06 I ' .V he I go" 3 1P ♦L City ofFdmonds N Public Works Depart—VEngineenng Division 0 L, °���� N Approved by City Council on iwMftl Suly 6, 2010 October 2010 Packet Pg. 367 Street & Storm Emergency Response 37 Pavement Repairs 358 Signal Maintenance (hrs) 562 Centerline/Fog line parking and curb painting 133 Miles Crosswalks striping/New tape 43 Arrows striping/New tape 22 ADA Ramps 9 Sidewalk repairs 14 Hazard trees 14 Snow and Ice OT hours 604 Snow Response Gallons of Brine 4800 Community events support hrs. 571 Storm System Maintenance basins 4083 Storm System Maintenance Manholes 924 Storm System new pipe (linear feet) 2005 Storm video inspection (linear feet) 9756 New baisins 60 Rehab storm surface structures 5 Street Sweeping (miles) 6955 w 06 �N I 0 �a N 1 p Packet Pg. 368 I 10.1.a I Street & Storm Materials Asphalt (Tons) Paint (Gal) Concrete (CY) Sand for snow removal (CY) Salt (CY) Brine (Gal) Waste from storm drain system (Tons) Waste from street sweeping (Tons) 260 2500 73 300 40 4800 we BACK 50 FT a M N Ca 'fir �A U) Packet Pg. 369 R 10.1.a Street & Storm Future improvements (unfunded) Cover for Salt and Construction Materials N 0 Currently our setup does not comply with best practices for storing of salt and construction materials. 04 M Uncovered materials can contaminate the storm drain system.LO lk Packet Pg. 370 Stormwater Fund (422 2023 Decision Packages M MEW _7 #39 Lower Perrinville Creek Restoration Project ff 7501000 #40 Seaview Infiltration Facility Phase 2 $ 10,000 #41 2023 SD Overlays $ 200,000 #42 Phase 4 Storm Maintenance Project (2024) $ 2901000 #43 Perrinville Creek Basin Analysis Update $ 1501000 #44 Perrinville Creek Flow Management Projects $ 1201000 Storm & Surface Water Comprehensive Plan #45 Update $ 600,000 #46 7317 Lake Ballinger Way Floodplain Removal $ 750,000 Afi 06 0 M N 0 fir Packet Pg. 371 10.1.a Transportation Funds (112, 12S, 126, 422) 2023 Decision Packages D Purpose M MJEL #62 Transportation Plan Update #63 76th Ave W @ 220th St SW Improvements #64 2023 Pavement Overlay Program #65 76th Ave W Overlay from 196th St SW to OVD 66 Stage 2 Hwy 99 Revitalization 67 Stage 3 Hwy 99 Revitalization 68 Stage 4 Hwy 99 Revitalization 69 Main St. Overlay from 6th Ave to 9th Ave 70 SR-104 Adaptive System from 236th St SW to 226th 71 Citywide Bicycle Improvement Program 72 Green Streets 73 2023 Traffic Signal Safety & Upgrades 74 2023 Guardrail Program 75 2023 Pedestrian Safety Program 76 2023 Traffic Calming Program 77 Citywide Street Lighting Study 78 Elm Way Walkway from 8th Ave S to 9th Ave S J_Budget $7 170,000 $ 7611250 $ 1,500,000 $ 15,000 $ 2,646,000 $ 111801-000 $ 7401000 $ 1571000 $ 243,440 $ 1,771,847 $ 2971744 $ 30,280 $ 20,190 $ 20,195 $ 15,130 $ 60,000 $ 901,974 Afi 06 0 a M N O r fir Packet Pg. 372 Facilities Maintenance and Operations Responsible for the Maintenance and operation of the City's buildings 7 Day support 40 restrooms cleaned 2X day 6 Locker -rooms & 2 Laundry facilities • Janitorial • HVAC • Plumbing • Electrical • Building envelope • Elevators Maintain 21 Buildings totaling 450,000 SF w co 0 IL N O N LO N V 0 UI 0 V 10.1.a Facilities Maintenance and Operations MeadowDale Club House Classroom new flooring Frances Anderson Center Stairs re-treded Permitted and converted 4000sf of class room to office space for Human services and park and rec.(unscheduled) Elevator code compliance updates Fire Panel code compliance updates Steam Boiler repair and recertification Sno-King youth club flooring and office remodel 400sf Sculpters Work shop hall flooring 2500sf Interior painting 12 class/dance rooms and 10 restrooms City Hall Conversion of five whole building ventilation fans to freestat lock out control Engineering storage room conversion to commutor bicycle storage room Public Safetv Ballroom new flooring Neighborhood City Office Move in remodel Exterior Painting Projects FS16 Museum Trim Log Cabin Trim Meadowdale Club House Public Works Roof coating Public Works Trim Projects in Progress or Planning Process by Facilities I ihr:nrxi romniJol lean Building Act t (non -fossil f Packet Pg. 374 10.1.a Facilities Condition Index (FCI) Boys and Girls Club 0.03 0.15 0.09 $1,571,834 Cemetery Building 0.01 0.15 0.08 $173,187 City Hall 0.03 0.17 0.09 $7,811,942 Fishing Pier 0.06 0.21 0.08 $205,572 Francers Anderson Center 0.10 0.18 0.1 $12,609,520 FS 16 0.02 0.09 0.05 $2,957,771 FS 17 0.03 0.59 0.43 $2,708,987 FS 20 0.02 0.17 $1,769,134 Historic Log Cabin 0.10 0.18 0.09 $85,286 Historical Museum 0.07 0.13 0.08 $1,061,376 Library and Plaza Room 0.09 0.28 9MM5 $5,096,125 Meadowdal Club House 0.04 0.10 0.05 $905,593 Old Public Works 0.02 0.09 0.04 $3,189,352 Parks Maint. Building 0.11 0.19 0.1 $1,257,653 0.02 Public Safety Building 0.12 0.08 $8,849,286 Public Works O&M Center 0.01 0.1 $4,637,002 Senior/Waterfront Center 0.10 0.17 0.0001 $6,432,919 Wade James Theater 0.01 0. 171 $2,051,430 IV 0.14 Afi Packet Pg. 375 10.1.a Facilities Maintenance Funds (422, 016 and Bonds) d 2023 Decision Packages 06 O I-Lurpose IL #30 Citywide Unscheduled Repairs & Maintenance $ 2001000 N LO #61 Bond Funded Deferred Maintenance Projects $ 11215,000 J0, Packet Pg. 376 10.1.a Facilities Maintenance non -capital repair and maintenance General Fund Decision Package # 30 The City most recent Facilities Condition Assessment (McKinstry, 2018) shows an approximate backlog of $10,000,000 plus an ongoing approx, , 8825 000 ea of non -capital maintenance funding to be financially sustainable and not to continue to grow the significant backlog. Facilities is currently awaiting an update to the Facilities Condition Assessment data recorded in summer and fall 2022. 2015 = $56,000 (Hi.,oric funding level) 2016 = $100,000 2017 = $256,000 2019 = $700,000 2020 = $1,500,000 2021= $710,222 2022 = $980,000 2023 = $200,000 5% or less deferred Maintenance 10% or less deferred maintenance 10%+ deferred maintenance jofi 06 0 IL N O 1111" fir Packet Pg. 377 Facilities Bond Funded Projects (fund 016) $1P215pOOO Decision Package #61 Frances Anderson Center Projects • Gym Floor refurbishment and striping • Transom Window replacements • Fire Panel replacement • Radiator Valve replacements (55ea.) • Drinking fountain replacement w/bottle fill City Park Maintenance Facility • Parking lot overlay (Asphalt) • Gazeebo Roof Replacement Fire Station 17 • Apparatus Bay ceiling replacement Log Cabin • Roof Replacement (More projects listed in Decision Package) 10.1.a Fleet Maintenance and operation of the City owned fleet. Current inventory: 203 vehicles/equipment • Passenger vehicles • Maintenance vehicles • Police vehicles • Civil engineering support equipment 548 Total work order y 2D Ca Preventi► `o Mainten. � e Repairs a M N Other O v ■ Packet Pg. 379 #59 •.1 Fleet Fund (511) 2023 Decision Packages 2023 Pre -Scheduled Vehicle Replacement Increases to Fleet Maintenance Costs Budget I $ 633,000 $ 130,000 MECHANIC WORKLOAD TREND ■ Vehicles/Equipment per mechanic ■ Increase 2009/2 2022/2 YEARM OF MECHANICS 2008/3 2023] w 06 L 0 M N O N Packet Pg. 380 10.1.a Fund 511 Operations & Maintenance DP#59 (51-1 `6' Fund) • 438-POL 2017 Ford Explorer (Patrol) • Replaced with 2023 Ford Explorer Hybrid • 437-POL 2017 Ford Explorer (Patrol) • 23- SWR 2008 Ford F-450 Utility Body • 35-SWR 2008 Ford F-450 Utility Body • 24-WTR 2008 Ford F-450 Box Truck • 37-WTR 2008 Ford F-450 Utility Body • 28-PRK 2004 Chevy Silverado 2500 • 88-ENG 2004 Chevy Colorado • 22-STR 200 International 5yrd Dump Truck • Replaced with a 2023 Ford Explorer Hybrid • Replaced with a 2023 Ford F-450 Utility Body • Replaced with a 2023 Ford F-250 Utility Body • Replaced with a 2023 Ford F-450 Box Truck • Replaced with a 2023 Ford F-450 Utility Body • Replaced with a 2023 Ford F-250 with Canopy • Replaced with a 2023 Ford Ranger with Canopy • Replaced with a 2023 Peterbuilt 33k GVW 2018 - $636,000 2019 - $1,750,000a'`' 2020 - $628,000 2021- $262,000 2022 - $485,000 $633,000 w 06 L 0 IL M N O N LO N 0 0 0 10.1.a Fleet Cost Increases (511 Funds) Operations &Maintenance DP#60 • Add $40,000 to the annual Diesel fuel budget • Add $75,000 to the annual Regular Unleaded fuel budget • Add $15,000 to the Supplies (Parts) budget 5t F!c tf 5ton-n Maria geF Sto rrnra ater Street Mla Into nonce Ma ante rha rice Lead worker Lead worker 5int3r5tonn Traffic G[S Control Ted iNta int Iedtn Klan works r Se nlor Mice t f�-enlar5torm Maln tenr- Malntrnainoe W orrice r- Ce mint Wa ricer {�} (3) Seniarstreat !�tonv Malntanan[e Maintenance worker Worker q t{5{3Fm [i�l efianrkeF Public Work* Osm rAntillon Recyding Executnie Coordinator Assistant minlstrative Assistant WaterlSewer rAanager water Sewer Ma lnte nance Malntena nee Lead worker Lead WorkeF S&ntor Water 5einbr 5enhreF Malntexnan[e MalntenanQ Worker Wormer P) water Maintenance Sevier Worker Ma Intonance WoMEr Wa to rMeter Reader (2} water2ua lrty Control Technlda n Faalltirs WWTF OFflm Fleet Ma ringer CK-Y Manager Manager Coordinator �hglnte Lead WW1P Sen i3r Admen tstra tive Custodian Pre area tmert Media nlc Asslsta nt To nWan eaPita I Maintenance Senlar WwTF Projects Custodian Laboratory Ttdtnldan Mechanic Manager raj Cus6adlan So nlorw WTP Tra ns portatGn [3} [nstrvment En Ineer g Tedtn i[o n1P la nt E Irrtnaa n City Senia r Eledridan Construchan WWTF Pin nt Inspector �FpervlsoF Lad Buildingam tenamcee Operator WwTP Ww TF Operator Malntena nae {l�} Mecca nic Sullding [2? Malntena riQ Operator 0 perator In Training oPs31 Add Additional [a pltat F Project Manager SeFrar LFtIki s Engineer SbDFMWMtE, Engineer �tarntw a6er TFiAnnkian LEngIn D.r Engineering Program Mm sager 11 M ering lan Engineering TErhnkia n U (2 } Pe mhlt Coardlnato jr(PT] ILI fit i 1 � Packet Pg. 383 f 10.2 City Council Agenda Item Meeting Date: 10/25/2022 Comprehensive Plan Visioning Summary Staff Lead: Brad Shipley Department: Planning Division Preparer: Kernen Lien Background/History The City of Edmonds kicked of the community visioning process for the Comprehensive Plan update with a six -week themed outreach over the summer. Over 8,500 comments were received via survey, email and in person commentary throughout the process, which included a range of activities in different areas throughout the City. City staff and the PRR consultant team cataloged all comments and organized them into eight overarching themes chosen for capability with the Comprehensive Plan elements. The overarching themes are: Community Culture Urban Design Economic Development Housing Land Use Parks, Recreation, and Open Space Transportation Other (for comments that could not be reliably categorized) In collaboration with PRR, City staff will draft community vision and value statements, informed by what we heard through the visioning process. Finalizing a vision and value statement will be an iterative process, with feedback from the community, Planning Board, and City Council. However, as the vision is reviewed and refined, it will be important to stay consistent with the initial 8,500 comments to be held accountable for the collective view and to remain inclusive and representative. The final statements will guide development of the Comprehensive Plan. Staff Recommendation N/A Narrative Staff will provide a presentation on results from this summer's community visioning process. This is an opportunity for the Edmonds community to hear results from the visioning process and for staff to receive feedback from City Council regarding which community values are important to highlight as a vision statement is drafted. Some key takeaways have been identified as a result of PRR's cataloging and analysis. These include: Maintain the City of Edmonds' small-town atmosphere Packet Pg. 384 10.2 Assess building style per neighborhood, including affordable housing for middle income households Increase diversity and engage people outside of Downtown Edmonds Maintain and restore the environment, specifically trees and marshland Increase walkability and access to public transit The draft vision statement will be revealed on November 5t" during an event called Porchfest Edmonds, which will be held downtown in partnership with the Reimagining Neighborhood and Streets core group downtown stakeholders. Activities will be provided at the event to solicit community feedback. We also intend to take the vision and value statements to citywide neighborhoods, particularly ones that have been historically under -represented, with an approach that 'meets people where they are' with events such as attending community hosted/sponsored meetings, tabling at grocery stores and other community gathering places. Online participation will also be provided for people unable to attend an in -person event. Attachments: Edmonds Vision surveys summary- detailed Packet Pg. 385 10.2.a CITY OF EDMONDS COMP PLAN VISION "Everyone's Edmonds" Public Survey Overview 10/10/2022 In preparation for the update to the City of Edmonds Comprehensive Plan, city staff sought to gather public input from across the city. The City of Edmonds staff distributed surveys across the city to gather insight on people's current experiences and ideas for the future of Edmonds to see where the upcoming Comprehensive Plan update should focus. Surveys were promoted online and posters with a QR Code were hung throughout the city at key gathering spaces. Surveys were available through Survey Monkey using a combination of multiple choice and short answer questions. In -person outreach was conducted at events and meetings using a written survey form. A full list of questions and a workbook of all survey questions is available to view individual responses. Key themes from each of the surveys are described below by topic. Process Six mini surveys, each focusing on different topics, gathered respondents' insight, aspirations, and concerns for the City of Edmonds' future. The topics referred to: identity, quality of life, economic growth, environment, culture, and livability and land use. Each survey had two to four questions that included both qualitative (open ended, written response) and quantitative (multiple choice) input. Mini surveys were time limited and available to the public for one week at a time. At the conclusion of each week a full, combined survey was offered while a new mini survey on the next topic became available. This City staff chosen strategy aimed to increase engagement and make posters advertising the mini surveys evergreen. TopicsSurvey Week 1 Identity <jump to section> .. . 135 Week 2 Quality of Life <jump to section> 120 Week 3 Economic Growth <jump to section> 50 Week 4 Environment <iump to section> 75 Week 5 Culture <iump to section> 54 Week 6 Livability and Land Use <jump to section> 104 Full survey 536 Events and conversations (written) <jump to section> 410 Tally 1584 Input from surveys with open-ended response questions were categorized, as much as possible, into eight key themes which were chosen for compatibility with the Comprehensive Plan focus areas as defined by the Edmonds planning team. Some surveys have additional subcategories to capture the full breadth of information. Overarching themes are: - Community Culture and Urban Design - Community Sustainability - Economic Development - Housing - Land Use Packet Pg. 386 10.2.a Parks & Recreation and Open Spaces - Transportation - Unknown (other) Participation by neighborhood Neighborhood identifiers were offered for online survey along with an "Other" category with the option to write in a neighborhood not listed. A majority of respondents to online surveys selected the neighborhood location of Downtown Edmonds "the "Bowl" (375) followed by Westgate (105) and Seaview (85). 101 respondents selected other, with a strong presence from Maplewood. The following table does not include locations of respondents from 'live" conversations written comments. Downtown Edmonds (the "Bowl") Week 50 Week 47 Week 18 Week , 38 Week 5 14 Week 6 30 Full Survey 177 Tally 374 Esperance (unincorporated county) 3 2 0 0 1 5 21 32 Firdale 6 2 0 2 1 5 10 26 Five Corners 12 11 2 5 8 8 29 75 Highway 99 6 3 3 1 2 5 12 32 Lake Ballinger 3 3 2 3 1 3 14 29 Meadowdale 2 3 1 1 1 3 14 25 Perrinville 7 4 1 3 1 4 20 40 Pine Ridge 5 7 3 2 4 4 15 40 Seaview 7 11 6 6 5 11 39 85 Sherwood Forest 2 3 2 1 2 3 10 23 Talbot Park 0 2 2 1 1 1 2 9 Town of Woodway 1 0 0 0 0 2 0 3 Maplewood Not optioned Not optioned Not optioned Not optioned Not optioned Not optioned 0 0 Westgate 17 9 5 4 5 12 53 105 1 do not live in Edmonds 0 1 0 0 0 0 7 8 Other 14 12 5 8 8 8 46 101 No answer 67 Tally (no "live" comments) 135 120 50 75 54 104 536 1074 Locations identified in the "other" comments include Emerald Hills, Gateway/99&104, Lynwood, Madrona, Maplewood, Macrons, North of Woodway, Olympic between Main and Caspers, Point Edwards, Richmond Beach, South side, south near Woodway Yost Park, University Colony, Uptown, West of WINCO, 238th & Edmonds Way, 240th/104 South Edmonds. Packet Pg. 387 10.2.a Week 1 Identity: What does Edmonds mean to you? Q1: What do you love about Edmonds Key themes - Edmonds has a walkable "small town charm" with access to waterfront and nature, pretty views, and quiet neighborhoods with trees where children can play. - Respondents commented positively on the recreation available in Edmonds and its walkability, especially in the downtown core. - Respondents commented on the value of the small businesses of Edmonds, especially the feel of a historic small town with a bustling center, local shops, restaurants and a thriving arts and culture scene. Q2: How would you like to see your values reflected in Edmonds Key themes - Community Sustainability was a large category with comments highlighting both environmental sustainability and community health. o Environmental sustainability focused on environmental protection and climate change of which respondents mentioned the importance of restoring and maintaining habitat, protecting the watershed and marine life, reduced impact of land development, and an increased tree canopy o Community Health reflected some respondents' desires to see more diversity of people, community non -profits supported, law enforcement protected, volunteerism fostered, and members of the unhoused community supported. Others expressed the desire to keep Edmonds the same as it is with no change. - Respondents commented on the economic and governmental future of the City and made specific remarks regarding the City's management of infrastructure funds (police, fire, emergency services, social service) and accountability to businesses. - There were disparate comments regarding the development of Edmonds: many respondents opposed high -density and high-rise buildings in favor of land preservation and small-scale neighborhood buildings. Affordable housing for all income levels was a recurring comment. - Many responses support better connectivity of neighborhoods through public transportation, bike lanes, and sidewalks. - Multiple commenters include encouragement to create opportunities for a more equitable, inclusive, welcoming, and culturally diverse city. This includes requests for more community events, increased social services, and support for small businesses outside of the "Bowl". Packet Pg. 388 10.2.a Week 2 Quality of life: Why do you live or play in Edmonds? Q1- What do you like about living in Edmonds? Select all that apply 120 respondents (mini survey), 509 respondents full survey 600 500 400 � W�I�_..�I�IIII 41 cGey y\opo \ �i`°� `eBret e5o� a`ot�` °�� O r°� eo \�ao anti �o 0QQ tea° O t t� 0 0� o� spot �a o� �° er o� �� C.° L°yam Joey a�a :�•o`le �a ayet� °�� o a�\oo Ile \Gate a PGc Key themes Within the option of "other", comments included appreciation of the arts and culture scene, symphony, and library, proximity and access to natural resources and environment, parks and trails, walkability and cleanliness, events and farmers markets, infrastructure (public utilities and police, emergency services), and a sense of community. Access to natural resources and beauty were the most frequent comments along with Edmonds' proximity to a large metropolitan area, Seattle, while still having a "small town" feel. Q2: Is there anything you don't like about Edmonds Key themes Transportation and walkability - Many comments referred to Edmonds being car -centric, a lack of sidewalks, and the need for improved walkability/bike-ability along with more transit options. Street safety and its implications for the safety of pedestrians and cyclists was mentioned often. Additionally, respondents talked about the need for better public transportation, specifically if you are not a Seattle 9-5 commuter. The subcategory "automotive" was used to group recurring themes of speeding, traffic, and parking. a. Motorists that speed make roadways dangerous for drivers and non -drivers b. There is not enough parking in some neighborhoods, while there is too much parking in certain neighborhoods making them unwalkable. Parking needs to be assessed specifically by neighborhood needs. Packet Pg. 389 10.2.a c. Navigating traffic is difficult and seems to begetting worse, and the ferry traffic often exacerbates the current conditions. 2. Government -There is an overall expression that local government does not equitably distribute funding and there is not enough investment in areas outside of "the Bowl". Comments included opinions that there is a lack of governmental transparency and accountability, problematic lack of agreement within government, and that only select, privileged communities are listened to. 3. Many respondents acknowledged that the lack of diversity in Edmonds was an issue, while others expressed resistance to change. 4. There is a mixed response to the Land Capacity of Edmonds, with some respondents saying that increased density is something they dislike, and some saying there is not enough housing. 5. The impact of urbanism on environment was expressed with concerns about trees (lack of, care of existing, trees too big and blocking views) and preservation and restoration of marshland. Access to pools is mentioned frequently as related to both recreation and increasing climate temperatures. 6. Many respondents expressed that housing is not affordable for low- and middle -income households, young families, singles, and seniors. Some responders are concerned that there will be fewer single-family homes built and an increasing focus on condos that disrupts the small- town atmosphere. 7. Comments included concern about the increasing number of people who are unhoused. 8. Increased cost of living as a whole and specifically increased rents for commercial business that make it difficult for small business owners was a concern. Recurring comments on the condition of the Highway 99 area and the need for investment in this vital commercial corridor were prominent. 9. Concerns were expressed about recent increases of crime. Q3: How long have you lived in Edmonds? 120 respondents mini survey, 509 respondents full survey Residency in years 120 100 80 60 40 20 0 1 Less than 1 1-2 3-5 6 - 10 11 - 15 16 - 25 26 - 35 36 - 50 More than I do not live 50 in Edmonds Packet Pg. 390 10.2.a Week 3: Help us plan Edmonds' economic future! Q1: What kind of businesses (goods and services) do you travel outside the city for? Key themes 1. Lynwood and University Village are destinations for shopping. Specific mentions of retailers included Alderwood Mall, Central Market, Costco, Fred Meyer, Home Depot, JoAnn's Fabrics, Lowe's, Macy's, Nordstrom, Office Depot, REI, Target, Trader Joe's, and Whole Foods. 2. Respondents expressed the sentiment that big -box and large retail stores are not needed in Edmonds — it's ok to travel for some things. Goods and services sought outside of the city 160 140 120 100 80 60 40 20 0 , r 6 � e oe�a `e��5 `ate ea �o�e ee a o�a\ye �ey�aJ 5` s�ey Qto "General Purposes" is the most common category for goods and services sought outside the city. Within that category, the following are notable comments: • Air travel • Community: religious centers and houses of worship, cultural connection, LGBTQIA+ • Daycare/nursery • Education — STEM, tutoring • Ethnic grocers, and household goods • Entertainment — music performances, theater, museums, theaters, sporting events, kid's entertainment • Parks, athletics, pools, gyms, sports leagues, dance class • Auto service, tires 4 to E E U) a� c .E 0 .y a M a as N c m t N L Q E 0 U Packet Pg. 391 10.2.a • Library, books • Major purchases — household furnishings, electronics, appliances, vehicles • Salon: hair, nails, massage • Sporting and camping goods, craft supplies, specialty hobby supplies, cycling supplies and repair • Restaurants —ethnic, vegan, sushi, fine dining • Veterinarian / pet care to E Q2: Do you work in Edmonds? 50 respondents mini survey, 477 respondents full survey a� 400 C 350 0 A 300 > 250 c d 200 150 N c 100 t a� 50 Q. O 0 yes no U Q2: If you don't work in Edmonds, what kind of work do you leave the city for? Employment sought outside of the city 140 120 100 80 60 40 20 ■ 1 ■ I I _ _ ■ 1 ■ 1 1 �a�ea�a�a���a�e`J\�e���`��°���tac�����a\�r`atete�a�e��eQa�t o�e�\tea Dere Sao O°�5 a� ° ey5 ah ��a a`Fe ��eo\p keyy� O`r i,`ce o�� �Jao `°o �ap�e O°� �o 01 O Packet Pg. 392 10.2.a Key themes Many respondents to the question of employment location do not work in Edmonds with almost half of non -employed respondents citing "retired". Neighborhoods largely represented by retirees include Downtown Edmonds (the "Bowl"), Seaview, Five Corners, and Westgate. The following categories have notable subcategories: • Education: schoolteacher, professor, education support staff, library • Healthcare: physician, nursing, tech, speech therapist, research, dentist, radiology/imaging • Office management and administration: administrative, analyst, corporate, environment, general office work, human resources, real estate, non-profit, management, program management, wealth management, urban planner • Other / general: art, retail, restaurant/food service/bar • Tech: bio, digital, mechanical, medical, research, science, software Packet Pg. 393 10.2.a Week 4: Environment: What can we do to reduce Edmonds' environmental impact? Within the topic of Environment, subcategories included: - Affordable Housing - Automotive - Bicycling - Climate Change - Global warming, heat, wildfires, air quality - City Revenues - Equitable investments in community, the City's control of environmental plans, natural disaster preparedness - Green Space - tree coverage - Land Capacity - Overpopulation, population density, unsustainable development, development in general, zoning, density in general - Open Space - untouched land - Other — no answer, nothing of concern, or an answer that did not align with other categories - Parks - Public Transportation - Renewable Infrastructure - Carbon footprints, renewable energy, greenhouse gas emissions, compost, recycling, EVs - Vegetation and Wildlife - Water Protection - Clean water supply, rising sea levels, natural resource protection, pollution and contamination, stormwater runoff, Puget Sound health, Edmonds Marsh Q1: Which of these four proposed priorities of the Edmonds Climate Action Plan should the City put the most resources toward? (rank in order of importance from one to four, with the most important being one) 75 respondents mini survey, 486 respondents full survey 3.5 3 2.5 2 1.5 1 0.5 0 Rank 1-4 Buildings and energy Transportation Environment Lifestyles and consumption Packet Pg. 394 10.2.a Key themes Environment has the highest ranking with an average of 2.8, followed closely by buildings and energy with an average ranking of 2.6 Q2 What are you most concerned about when it comes to the environmental future of Edmonds? Key themes The category of "Water Protection" was the most common theme, embodying the community's concern over rising sea levels, protection of local streams and water sources, and pollution of watersheds from littering and untreated stormwater runoff. A common note among those citing water as a primary concern was the Edmonds Marsh and the desire to see it returned to a healthy estuary. Another highly common theme was "Green Space," and reference to Edmonds' tree canopy. Many respondents expressed disappointment to see trees cut down in favor of development and want to see trees planted or replaced. It is important to note comments from other surveys include "right tree, right place" thinking (trees that -are too large for the space or block viewsheds.) In the category of "Land Capacity" population density is a leading theme. There are divergent opinions over whether density is a solution or a problem. Most commonly, respondents considered increased density in zoning, population, and development to be harmful to the environment, often naming increased cars, traffic, and climate refugees as an outcome. Others saw density as a solution, citing the opportunity for more walkable communities and sustainable buildings as an outcome. Packet Pg. 395 10.2.a Week 5 Culture: Help us better understand Edmonds' diversity! Q1: Do you feel like your ethnicity and culture are represented in Edmonds? What ethnicity(s) and culture(s) would you like to see better represented in Edmonds Key themes Many responses were left blank, but for those that responded, most common answer was yes, their culture is represented. Of those yeses that provided further detail, a large majority respondent group self -identified as white. The category "Needs more" was included to highlight those who did not self -identify themselves as feeling represented/not represented, and only commented on which cultures they think need better representation and how. Of those, "all non -white cultures" were named the most, and the second highest identified were Indigenous/Native American cultures. A significant number of respondents declined to answer the question, commenting that the question is divisive and/or that the government should not be asking. Q2: What can the City do to better celebrate diverse cultures? Key themes Respondents requested that the City thoughtfully partner with ethnic and cultural minority communities to host more events that honor holidays that aren't in the white dominant culture and to think of creative ways to honor cultural presence through events, fairs, festivals, public artwork, signage, programs for youth, and cultural centers. The "City revenues" category related to various government structure solutions that the City could take on to address diversity, such as improving hiring practices, increasing diverse representation in elected or appointed positions, supporting small businesses, installing streetscape design that acknowledges culture, heritage, and language, and developing partnerships with community- based organizations. Packet Pg. 396 10.2.a Week 6 Livability and Land Use: What should Edmonds offer the next generation? Q1: What types of housing could you see fitting into your neighborhood? Select all that apply. 104 respondents mini survey, 467 respondents full survey Housing 500 450 400 350 300 250 200 150 1500 0 — `5 ,\ e0 0L� \\A ��Q JtQ �e ��o `�ti air r � y a�\e °,,Je�et `ode to yy 0`� ey e� �a ,��Qo Pao V`; Ae a° �oc �S` rea h a� O tee+ o� �r° ��.� pr Key themes Single family homes is the most frequently selected category for desired housing followed by interest in accessory dwelling units, multigenerational homes, and townhouses. Of the selected preference for single family homes, about half of the responses (211 of 436) were from residents in Downtown Edmonds (the "Bowl"). Comments in "other" included thoughts on building style appropriateness for specific neighborhoods, concerns on environmental impact and tree canopy, ability to accommodate parking, regulation of vacation rental housing (AirBnB) and concerns that existing road size could not accommodate more residents or traffic. Preferences trend toward two themes 1) single family, low -density, low-rise and 2) affordability for young adults, singles, and people down -sizing. Location.. Downtown Edmonds (the "Bowl") 211 Esperance(unincorporated county) 16 Firdale 10 Packet Pg. 397 10.2.a Five Corners 29 Highway 99 9 Lake Ballinger 11 Meadowdale 12 Perrinville 18 Pine Ridge 15 Seaview 43 Sherwood Forest 6 Talbot Park 3 Town of Woodway 2 Maplewood Not optioned Westgate 50 Q: 2 What type of businesses, services, community features and public spaces would you like to see in your neighborhood? Select all that apply. 104 respondents (mini survey) 478 respondents full survey Livability 450 400 350 300 250 - 200 — 150 1500 I 0 e t 8' e e(2' to 0 ` `�`� Qat �yQ oe'� yo at �t hit y�o oe� to 5e� a ota �r to 5� oa et °� t�ya w`°� �a P \A\`e0 �x"tea Key themes The most selected category for businesses, services, community features and public spaces that people would like to see in their neighborhoods are walking/biking trails followed by more parks, more small restaurants/bars/coffee shops, and greener streets. Q3. What else could improve your neighborhood? Key themes L E E a� c 0 c a a� N c m t a� L Q E 0 U Packet Pg. 398 10.2.a 1. Walkability including more sidewalks and maintenance/repair of existing sidewalks, lighting, crosswalks for people using assisted mobility devices, strollers, and for dog walkers. 2. Road maintenance and road safety. Traffic calming measures and safer roadways to reduce speeding, increase pedestrian and cyclist safety, including noise reduction and traffic alleviation. 3. More public space or the improvement of existing public space. Maintaining a healthy tree canopy, more green space throughout public spaces, spaces for families with young children, walking trails, parks, and indoor gathering spaces. 4. Keep a local, small-town atmosphere. Packet Pg. 399 10.2.a Written responses Key themes by category: 1) Transportation a. Public Transportation: People want more public transportation options with easy access and fewer connections. b. Automotive: Attitudes diverge regarding parking - some think more public parking should be provided and others want less. Traffic safety and ferry traffic congestion are concerns. Walking: People want more and better sidewalks, and an increase in pedestrian connectivity especially in the Highway 99 Corridor. Bicycling: People want more and safer bike lanes/routes. 2) Land Use a. Land Capacity Summary: Opinions diverge between wanting more density, and those who want to see Edmonds' zoning and land use stay the same, especially in the "Bowl" and downtown. b. Housing Summary: A large number of respondents indicated interest in Middle Housing options (infill in Single Family zones) as housing is becoming increasingly more unaffordable. Many people expressed that younger people and people with low and middle incomes cannot afford to live in the City. 3) Community Sustainability a. Community Health: People expressed appreciation of public engagement and the sense of community they feel as a part of Edmonds. Most feel like Edmonds is safe but have concerns about people who are experiencing homelessness (unhoused). b. Environmental Protection: People want to preserve and increase tree canopy and protect beaches and marshland. 4) Parks and Recreation and Open Space: People are interested in more amenities for dog owners, continued investment on the waterfront and beach, and overall resources for marshland, fishing, boating, parks, and playgrounds. More transportation access to parks was mentioned frequently, 5) Community Culture and Urban Design a. Arts and Culture: People acknowledged the vibrant arts community and strong downtown restaurant culture. People expressed a desire for more diversity in the arts, including youth involvement, indigenous people's involvement, and access to art outside the "Bowl". b. Urban Design: People love the design of Downtown Edmonds and want to preserve the "small town feel" that street frontages and low building heights provide. 6) Diversity Summary: Respondents expressed that the City of Edmonds is not celebrating diversity as much as it could - some demographics are overlooked, especially younger families. Many people also perceive a lack of representation for residents who live outside the "Bowl" and an overall lack of connectivity to the cultural diversity of the Hwy 99 corridor. 7) Economic Development: Respondents expressed that there is a lot of focus on restaurants and places that are already highly invested in, and there is concern about commercial rents being too high, leading to fear that commercial space may disappear as traditional brick -and -mortar businesses change. Packet Pg. 400 10.2.a Key takeaways Recurring themes expressed in all six surveys include: 1. Maintain the City of Edmonds' small-town atmosphere 2. Assess building style per neighborhood, include affordable housing for middle income households 3. Increase diversity and engage people outside of Downtown Edmonds ("the Bowl") 4. Maintain and restore the environment, specifically trees and marshland 5. Increase walkability and access to public transit Packet Pg. 401 10.3 City Council Agenda Item Meeting Date: 10/25/2022 Edmonds Downtown Alliance 2023 Work Plan and Budget Staff Lead: Todd Tatum Department: Economic Development Preparer: Todd Tatum Background/History The Edmonds Downtown Alliance (aka Business Improvement District) is required by ECC 3.75.120 to submit an annual work plan and budget by October 31st of each year for the following year. Accordingly, the Downtown Alliance submitted its proposed 2023 work plan and budget (attached here) on 10/04/22, which will be presented at the 10/25/22 City Council meeting. Staff Recommendation Approve Proposed 2023 Work Plan items. Associated 2023 Budget to be approved as part of overall City Budget (Decision Package #20 plus $700). Narrative The 2023 proposed Work Plan (attached) includes programmatic work and supporting expenditures in the following areas, as detailed in the attached Work Plan: - Administration - Communication and Outreach - Marketing/Advertising - Appearance and Environment As can be seen in the attached budget spreadsheet, the 2023 expenditures total $89,275, including up to $9700 from the Fund Balance for one-time expenditures. The projected 2023 starting Fund Balance will be $22,518, with the 2023 ending Fund Balance projected to be $12,452 (16% of fund annual revenue). DP 20 asked for $88,575 in budget authority. This request asks for an additional $700 to fund additional marketing opportunities and spend down a portion of the fund balance. Attachments: 2023_Ed_Budget_20221025 2023 City Council BID Budget Presentation 20221025 EdmondsDowntownAlliance_2023_Workplan_Proposed Packet Pg. 402 10.3.a 2023 Ed! Proposed Budget REVENUES 2022 Approved Budget 2022 Projected Budget 2023 Proposed Budget Beginning Fund Balance $23,151 $29,132 $22,518 Projected Revenue $79,209 $79,209 $79,209 PROJECTED AVAILABLE FUNDS $102,360 $108,341 $101,727 EXPENSES 1 Operating Expenses (domain reg, hosting, Gsuite, PO Box fees, tax filing, nonprofit filing, Zoom) $755 $755 $800 Misc Supplies $150 $150 $150 Administration Program Management reduced from 40 to 35 hrs/mo in 2022 $21,000 $21,000 $21,000 Subtotal $21,905 $21,905 $21,950 Digital Advertising -Articles $5,500 $5,500 $5,500 Edmonds Holidays Campaign $8,845 $8,845 $8,845 a Photography (articles, social media) $7,200 $7,200 $7,200 0 Copywriting $6,600 $6,600 $6,600 0 increased from 10to15hrs per o Marketing Program Management mo in 2022 $9,000 $9,000 $9,000 Holiday Program Management 20 hrs $1,000 $1,000 $1,000 N Website Design/Updates $3,500 $3,500 $3,500 N Winter Marketing Campaign $1,000 $437 $1,000 N Summer Marketing Campaign $4,500 $2,650 $4,500 Subtotal $47,145 $44,732 $47,145 m -01 i M Communication and N Annual Meeting $750 $606 $1,500 City Events (4th, Taste) $500 $500 $500 My Edmonds News Outreach $330 $330 $330 New Member Communications $250 $250 $250 Annual Member Update & Assessments $600 $600 $600 Main St Conference $0 $700 $700 Communication and Outreach Program Management 120 hrs 1 $1,000 $1,000 1 $1,000 Subtotal 1 1 $3,430 $3,986 1 $4,880 O N r E a Packet Pg. 403 10.3.a TOW••- •-•- Umbrella Program $10,500 $10,500 $10,600 After Hours Parking Signage $1,500 $1,500 $1,500 Appearance and Environment Program Management 2 hrs/month $1,200 $1,200 $1,200 Creative Messaging $2,000 $2,000 $2,000 Subtotal $15,200 $15,200 $15,300 TOTAL BUDGETED EXPENDITURES $87,680 $85,823 $89,275 TOTAL REVENUE $102,360 $108,341 $101,727 .. • • i I - . • - 1 • ►� I _ . •AIRM $14,680 $22,518 $12,452 As Percentage of On -Going Revenue 18.5% 28.4% 15.7% m CU r_ M a L 0 M N O N N V C fC Q C 3 0 c 3 0 0 c 0 E w r a Packet Pg. 404 10.3. b a MEN Ed! Workplan and Budget Review L October 25, 2022 dh Ed! i Packet Pg. 405 October 25, 2022 dh Ed! i Packet Pg. 405 10.3.b Post Pandernic—Survivingand Thriving .Ii1 Daily Visitors Trend 5-Day Rolling Average 6K 4K 2K 0 Jan'20 Feb'20 Mar'20 Apr'20 May'20 Jun'20 Jul'20 2018 0 2019 0 2020 0 Aug'20 Sep'20 Oct'20 Nav'20 aec'20 202 2021 02022 3 0 c 3 0 0 0 E w Packet Pg. 406 10.3.b A regional and national destination Density Map 3 0 c 3 0 0 C 0 E W Packet Pg. 407 10.3. b a MEN Ed!: Creating a Vital & Vibrant Downtown L Ed! i Packet Pg. 408 Ed! i Packet Pg. 408 Why Ed!? € • A self -funding mechanism to support downtown -only marketing and programs • To create something bigger and better than any one of our businesses could accomplish on our own • Enhance community connections • Bring a high level of professionalism to our downtown brand and marketing Packet Pg. 409 Approved Categories in BID Ordinance • Marketing & Hospitality • Safety & Cleanliness • Appearance & Environment • Transportation • Business Recruitment & Retention • Organization Packet Pg. 410 10.3.b Ed!'s M!ss!on Statement C 3 0 c 3 0 Ed! is a focused, funded organization that supports and improves business conditions in 0 Edmonds. Our goal is to ensure our downtown stays lively, attractive, prosperous and LO welcoming to everyone. Packet Pg. 411 10.3.b Ed! Membership + Assessment • Approximately 400 members • Average payment is $265/year • Rates purposefully low with no increases Square Footage Open Door Business By -Appointment/ Office -Based Bsns. 0 - 499 sq. ft. $360/year $120/year $90/quarter $30/quarter 500 - 999 sq. ft. $420/year $180/year $105/quarter $45/quarter 1,000 -1,999 sq. ft. $480/year $240/year $120/quarter $60/quarter 2,000 - 4,999 sq. ft. $540/year $300/year $135/quarter $75/quarter 5000+ sq. ft. $600/year $360/year $150/quarter $90/quarter P Packet Pg. 412 10.3.b The 2022 — 2023 Member Advisory Board Kimberly Koenig President Rogue Jen Lawson Vice President Crow Beth Sanger Secretary Ombu Salon + Spa Matt McCulloch Treasurer Peoples Bank Cheryl Farrish Certa Farrish Law Group Robert Boehlke House Wares Olivia Brown -Latham Sugarology Edmonds Ricky Bobadilla Santa Fe Mexican Grill & Cantina Devyn Cox Body Motion Physical Therapy 3 0 c Carrie Hulb o Program Manager c E w Adjjr =Packet413 10.3.b Professional Expertise Volunteer advisory board of member b representatives have a wide range of e offering their fresh ideas for free Paid experts with extensive profession; experience are utilized strategically This combination of skills results in higf professional, targeted and nimble exec with a small budget 10.3.b Edmonds Chamber of Commerce A private, non-profit organization founded in 1907 serving the community and businesses in the Edmonds area. MEMBERSHIP NETWORK: Nearly 400 members including businesses, non -profits, government and individuals. Membership is voluntary. EVENTS: Signature community events include An Edmonds Kind of 4th, Taste Edmonds, Edmonds Classic Car Show, Halloween Trick -or Treat and the Tree Lighting Ceremony, drawing as many as 50,000 attendees annually. Over 30 networking events annually connect local and regional business and community leaders. TOURISM: The Edmonds Log Cabin Visitor Center, run by Chamber staff and volunteers, serves over 1,500 visitors and tourists annually. COMMUNICATIONS AND OUTREACH: Reaching over 500,000 annually through strategic communications with social media; business directories and maps of Edmonds; and vital education, resources and events for business owners and individuals. DIRECT BUSINESS SUPPORT: Assist over 60 businesses annually with project -specific support on recruitment, retention, workforce, start-ups, marketing, key contacts and other resources. GIVING BACK: Donating over $20,000 annually to local non -profits, service groups and businesses in need through event revenue, fundraising and Edmonds Chamber Foundation grants. 0 0 0 0 E W LO N 0 N N 0 N C 0 CU r_ 0 0 a ca m 0 U r CU M N O N r_ 0 E 0 M a Packet Pg. 415 1 Edmonds Downtown ALLIANCE DEMMU (formerly known as DEMA) Downtown Edmonds Merchant Meet Up A Business Improvement District created to provide a local funding mechanism, whereby businesses assess themselves to fund programs. An advisory board of member business representatives and 3 one program manager execute an annual work plan and budget approved by City Council. 0 0 MEMBERSHIP NETWORK: 400+ shops, restaurants, services and office -based businesses located within the BID boundaries in Downtown Edmonds E W CAMPAIGNS: Edmonds Holidays; Lovin' Summer Edmonds; Love, Edmonds o N N O MARKETING & PROMOTIONS: Execute hyper -local advertising campaigns and promotions to ensure our 0 downtown stays lively, attractive, prosperous and welcoming to everyone. Business Spotlights, feature CU r_ articles, digital ads, website, social media and sponsored content in local media reach 300,000 annually. L DOWNTOWN AMENITIES: Courtesy Umbrellas, After Hours Parking, Bike Racks, Creative Crosswalks 0 M 0 m .0 C An informal group of downtown merchants with a focus on information -sharing and discussion. 0 MEMBERSHIP NETWORK: Consists of merchants and business owners in Downtown Edmonds. Open to all N downtown businesses; no membership fee. N r 0 PURPOSE: Strictly an information -sharing group of peers, while also keeping members updated with timely information from City Hall, Ed! and The Chamber of Commerce. Since DEMMU members are by default a members of Ed!, the meetings can also generate and prioritize program ideas for Ed! to execute. Packet Pg. 416 1 10.3. b a MEN Covid and Beyond L i Packet Pg. 417 i Packet Pg. 417 In it for the long Haul Strong partnership with the City and Chamber to keep downtown thriving Communicated that Edmonds was open and a safe place to visit Focused and consistent "live local" message to locals with articles, a strong social media presence and ads Paved the way for continued success post -pandemic no L 7111,Si camewnes m.,.ne�a.��... Edmonds Packet Pg. 418 1 10.3. b 3 0 w c 3 0 0 N MIRE Appearance & Environment ProgramLO. 04 Ed! Packet Pg. 419 Packet Pg. 420 10.3.b After Hours Parking Signs 3 locations: • Sound Credit Union • WA Federal • US Bank Adds 50 spots downtown Working on adding additional lots r 7 L J LO N O N N O r' N C O R .r C d y d L a camaar error rr.. 3-rw.r v.rw a1 dor.nm.,n n•»v and nxwo Wl Ah.r Hwrs P.r�:�.g n orar:d.d �m—;q 6y our v.+—: m W�shingear Fed—1 Q s.u�a c..drt ur.�er. us Wx. Amer:ee m us vk .�� C 1�A, M N ■ O . � N `�`■ 4 ■ Packet Pg. 421 40 Put d -V 16 0 ? p Dow I j pp. Packet Pg. 422 10.3. b 3 0 w c 3 0 0 N _ Communication & Outreach ProgramLo. 04 Ed! Packet Pg. 423 10.3.b Member Outreach 3 0 c 0 Regular communication with members via Annual Meeting, Year in Review brochure, email o newsletter, web page and new member information & visits 0 W LO N 'EdO Edmonds N !] Downtown Ed! R F N YEAR IN REVIEW fid! .0 The Ed] advisory board and volunteers worked hard In 2021 to create new and maintain existing iv progr— thath,,fill the mission to make Downtnwn Ed monds nilbrant,I—lyand attr-tive--en - '�"�'`'�tF"'«ae�a�` '•y ��'�� ��,_,�.. �' during a pandemic. Below are highlights from the past year. �+��.����. _ _ ,,, _�} s_ u•. ti a� N w _ li y IF + i w F r pJi - �+. ii a••�-.n �a�+. I}aL u-ri m Pmmer -.--. -. ti- ~ • " ` �� "' Q Edl drovethe creation ofa successful new campaign Tom•.._i4ui ; to generate eadtamentfcrth—nrn1 rseason in Edmonds Holldaye �`��' rf.1M��. m Forthe5^' oar Edlend thaclt fEd—nd, F. a+•+n 1•F-;_ r. Downtown Edmandfa l-d logo—d1thr oh for t Yu r Isyr..rt� .Y. /a••1 +s - cohesve look and feel and was used [hroughou[ pen —g to creates E.tr Sa downmwn, and to town. encourage people to Eat,Shop &Be Merry. `44ff■ �rWr- �(� The Holiday Trolley was dark for Its 7.h year, with 3 Window cl l nga were dhplaysd In over 50locatlan®, Emily the Elf spreading cheer for her 5'I year, and 0 while Lovin' Summer"Discover Downtown^flags IYs more popularthan ever, downtown was directed vI,I—a round town. In Jul y t here wa6 a decorated with festive window elln.....d holiday /) "Stroll&Shop" promotion. and a{amlly xaeanger huddles were placed on sidewa Iks Poreelfie®. h a nt ran all summer. Posters antl table tents promoted the so n,— events, alonec g with soael Festiva Drl nk B Ingo waa he Id far tha 211yearand meWelcome e Ed! dia zds and welds to features. Is boming a fu n tradition l Po ular march was sold In some sho sand wasalso The Edmonds Holidays ..bait. waa agaln the huh U P P for Information, and event, .era promoted byMembe1 I M sad as pn_. Slickers were given oe[ Hy the Edl posters, table tenteand social media ads, crew during the 41t orJuly pamd.. F — N N Love L1111, Edmonds A n.w Fnbrurry proniotlon wee crenaed to Inprexan dualneaa +••, dnring the Valentine, Day Season. Pink"old,. ,o siendled iI (rent of bnsines5e5 that were having spatial, for the holiday- 4) t--promoted via SOeiel media ads dad an nditle It —a fun F— fM Lein In Mytoguid®0aople around town and add I'll rfu l visuals �x °'^�^a �'�•'�'r �.�w'°e."'.'*� e. �, tdmond, Do�xntawn Alliance PO tlox 204, Ed nionda, WA 90020 cJin�i�dsr�uwntuwnorq w w.�e.rr..e.a.n�tm.r• +± Packet Pg. 424 10.3.b My Edmonds News Sponsored Content 0 0 [7 Articles run as sponsored content 6 times per year N5,000 article views annually Other outreach articles also run 5ponsorspotlight; It's Earth Month in Edmonds! Posted Aprd d, 2022 cY, 611 By and large, we are eco-conscious citizens of a magical town by the sea we care to pi for ourselves and our progeny. We have Ridwell boxes on our porches we fill with thing typically recycled, we are active in our neighborhood Buy Nothing groups, and we giv@ grab from the Little Free Libraries that dot our cukde-sacs. We also plug in our cars, cn bike when and where we can, and few skiers are strangers to a SNIAGRAS sale, We c. deeply about our planet, and we know there is always more to Isom and more to do, �J Green Edmonds 3 0 c 3 0 (n C Sponsor spotlight: Invest in your best self this summer 0 Postec,Aug6sQ0,2022 !i Slff W L0 N CD r N 04 �AyfiaN S r Photos by Matt Hulbert d N i Sing it with us: Summmmer tiiiiorne and the livirrs easy! (L the sun maybe distracting us a little from our other priorities, but webs designed it Char mainly because that warm, glowing orb in the sky has been such a rare fixture in the pa: y several months. It almost feels like we're really earned these lazy; sandy days. And they' really, really nice, haven't they? Pack a picnic, corral the kids, and throw those beach tM into the trunk. Were headed back to the beach! 7 m If we want to bring the feeling of endless Summer Fridays into autumn and beyond, we get our affairs —as it were —in order now What do we mean by that? Let's dig in. Your Best Sell All Year Long m [Mused in SPP, our hair perfectly sea -salted and beached -waved, we often feel like our •� selves in the summn't, minor. So marry things are, well, more manageable- And, if they arew U too busy at the beach to give them a second thought anyway. Intentional procrastination summer vacation} is the name of the game right now- And carrying that ease into the e 0 year —more smiles, fewer meetings, less stress —relies on laying the groundwork now. U So, setting up physicals, picking a new insurance plan, and trying on a new counselor tc combat our previously inevitable Seasonal Affective Disorder needs to happen now, not the days get greyer, and all the appointments are taken. V M CV CD 1— N et Pg. 425 10.3. b a MEN Marketing Programs L i Packet Pg. 426 i Packet Pg. 426 10.3.b Marketing Strategy • Promote Edmonds as a local and day trip destination • Hyper -local focus (Edmonds +10 miles) • Digital content, ads, and social to drive visits and keep Edmonds top of mind • Design & manage campaigns to drive visits • Program Manager drives our strategies, and we contract with a local writer and photographer to create high - quality content Packet Pg. 427 _� 7 ,�. � - � + � #' � � , ar*r�- rk - 'Y ' �' - .,war _ :.,,�. • �'..� -' �'`•�'� � � • ��. - .--,�. '-rl.-''.�,Jy 1. '}, --} '.�. .'k '*�+ '':••`.'�1'f -..�}.�n�+•�. 'ai, T, •.i.ia,.r.�• ��'-•'•'i *1'F�: 1�i'.`. •,K,. ..®.. .� ='T,,�Y r'�..r�� �'��`�:Y" .� _•��� •.t.,:.-tiiJ �[��* };r.�� �`r�?�,. i '� - � � .-.�� �. F � r, -t: � a.'� �: - 's. :� - fit �� r� i 4',- � ' '#�. .'-' t'�y. �rl•=. �+. � r 5 - .if�,, - } EdmondsDown own. or ?� Rim, ' !- -L � F '''+� �-.+�•! a .. .Sri- ���, �. ■ ` M1+x-i.. h ti F� ��• Love, Edmonds' - Member business directory 1 : • w+�' x'- • Eat, shop, live and play in Downtown Edmonds • Feature articles Eat & Drink Services Shopping •ti - �' • Business Spotlights ' '""` • Parking map F • Edmonds info J ■ f 10.3.b Site Directory Promote your business in the site directory Category & business pages viewed over 100,000 times 2eauLy and Sal -in n% ` Bu Llissimo Baaury Ear iChroma Salon and Spa ' MONA Faye's Sho-ar Delight Kara 'Wails &Lashes Maekleeh + Brow Bar —,. 1pi2 Eat & drink in Edmonds A Very 7aki Fiki Bar $ Gri II ,.n.. CyhXpw %dm8nda ..�i•Y�.�.-nr.rl Gift LOWWOF crr4. EF- 4;f11a1fIA5 . �r Wri Malin $t malt & Sp* CAIJ coal 20 sr 1110 Advanced Hearing _ 5}rst�ms AWE1°d Andhbr Chic CensL9nrnant ANO. W,. C.ellBrs Shopping Ailey Bell h'u.ic Aria St-3io CiAl ,rr ARYepdt Edmonds Packet Pg. 429 10.3.b Web Feature Articles Highlight Edmonds businesses, campaigns, events and the unique qualities of downtown Viewed 14,300 times in last year Innovative way to utilize compelling content to promote downtown The Skinny on Your Summer -Ready Skin MM A�IL «mnv:ry wx EMvis k�dw W .demo mon rynb Y�. Pe^`N er w r e...n ngrn �ww a 4.. s:rq w en .arefv.m. x�n0. n m.�xg wn r'r. a.nNq wn �kn npn�.emoo.h.^ew wa�w •.ys ME —bon 3 0 c 3 0 0 0 C Take Your Kids Out on -0 The (Down)Town w Edmonds Entreprene Are All About Community — a o Pa tn.y dmY.a j�.r.we.wnrf..k •tw r._ pink w Wnawdfr^ Th.Ybw Y.+-rid C.f'br. �e�a y,�,o •_.4p. ti.HWWh.vn..e_�._dw.[e� � w.Y. YrN.v wr k� x4i ^.....o«WN^ dornnwn —y AM - m m fnbw 0 U M N O N Y Q Packet Pg. 430 r. 10.3.b BUCK o C • r� .d Q O W ` rr ti N xx; o N N O # N rF I L r m W o � ,us�Tcget V c A N Packet Pg. 431 10.3.b Advertising Promoted Spotlights, Features, campaigns and services Ads were seen 984,000 times in last year Average link clickthrough rate of 1.45% (industry average is .9%) tW, Edmnnds Dnwntmrm Alliance }{ Hip, hip, hooray, it's their dayl Celebrate dads and grads In Edmonds with glft-ahlesr di mer out, and cheers all around - edmvndsdvwrrt w vrg Toast to dads and grade! Loam awe Dads+ grads gifts: handled Edmonds Oewrdgwn Alliance X pant miss these seasonal speclals in this curatad Gift Guide from locat Dowmovm Edmonds merchants. I edmondsholydays.com Edmonds Gift Guide 2021 Learn more The hest glRs Edmonds Downtown Alliance x Sr Find local experts in everything from acupuncture to asset management to make the rest of ywr year as g reat as this season edmondsdvwnrgwn.grg Invent In YOU We summer? Leam more All the experts -all in Ednn Edmonds Dovmtwrn Alliance „. X Follow the sun to Downtown Edmonds and Jain or, in o-all the fun events happening ad summer long! rdmvndsdowntown org Lovirf Summer is here! Learn more Edmonds kind of summer 3 Edmonds Downtown Alliance x Check out the Downtown Edmonds e O w autumn !mow shout to _ C . f . 0 .� W. LO N I � 1 N ` + N O N �cair = +r edmo�dsdvwntuwn.org i Edmonds fall happenings Lei N re Grab a layer & head down. d d r EMrondb Dbwrrtuwn A lienCd C x Naguib Youssef and his caring staff a 7 y Contemporary Dentlstry are passions CO r patient care —Just keep needles .. a )re m U C 3 O U r U M N O N ty t ed—ded—sown-grg :i OualneasSpodight Lea CU e The heart of Downtown E... Q Packet Pg. 432 10.3.b Social Media Instagram followers +23% am its r.EONOriI50aNNfGNN F L�cole0allerYS # leinoiredmonds COOKIES TO CELEBRATE 1 - ! continues through 9 11! YEAR IN EDMONDS'' i 5ee artist like @artofche paint around fawn. Tt MINI WORKSHOP AT O#uIORGANANOM055 THi5 WEEKEND! N,� �1" SIGN UP PF�IIaNOB011nHtONN ANOTHER GORGEQUS SERIES OF PHOTOS AT 3 0 c 3 0 Facebook followers +15%. 0 -�- ..•.4 � r y - LU Ln 04 AF, o z. N C + Edmonds Downtown Alliance a Fail 3K followers - 323 Following D Me li N Posts About Mentions Reviews Followers Photos More • 3 m 0 J^ Switch into Edmonds Downtown Alliance's Page to start managing it. ® m U C Posts '_ Fil Intro U Eat, shop, live and play in historic downtown Edmonds! Edmonds Downtown Alliance 5h•vs V D Page - Community Organization Stroll through the leaves to all the great shops, restaurants and M businesses in Downtown Edmonds! Q Edmonds, WA, United States, Washington N O N Q helloCwedmandsdowntown.org �-+ � N a edmondsdowntown.org E Promote Website t V CU i a Q Packet Pg. 433 AW Edmonds Holidays tiF .a +W � t F fit{ � �L3•� w: i ^'- - -. f.. t i • Edmonds Holidays website • Holiday Trolley with Emily the Elf • Festive Drink Bingo • Ornament Stroll • Window Clings • Guest blogger articles .r 1 ;.;� • Posters & table tents •Holiday Buddies t� i • Social Media ads & features MILO. ORNAMENT STROLL A� �a • a N.,A-h t,1:oi, lave. i ; :N mEdmonds • Window clings • "Discover Downtown" flags • Posters & table tents • Family Scavenger Hunt • Ads and website features MUM She SUn to DOWMCWn Eff—UlkI ON05 MEW cover Downtown in 5" Out LOVE LIST H f h -- ► " IF • Love List table tents and window JqFO 'lM1 Y�anM Yn Yq yqe nr clings L OVE LIST • Highlighted each shop's "favorite jo Y things" for Valentine's Day • "�'r ��d website feature I -LOVE monds News article �' LIST � f � I k- 3 - A5 .Q 1g �619 kPT i o P�ioct �I `x A I a 51 . tj fke-CICU HEQ PpIRG reen dmon ds ,* 1 r�,,�j % PCEPGE to To Strength z � ,.1,, Look ; r* w.Yy46 4 k Io n wAST E . MOrH ,! Zr,a_ pJh�l'i� 6ry MEhf4� 1EGRFFNF7NaN0$ �a8k- [}t�ogBC.t�w� ft .���;� .t L�NE�cn+DS • Highlight businesses making efforts to limit their environmental impact • Partnered with Edmonds Chamber, City of Edmonds • Chalkboards to make a green pledge • Green Edmonds clings I PLEDGE TO: nou lov. R M0+11- cj1s' MM1ALL-E MUIU 'rni. I'm V11oz-196 df FE��+1CaS �a 10.3.b a MEN L9 al Policy i Packet Pg. 438 70.3.b Policy Questions & Staff Recommendations 3 O i 0 Should the City bill Ed! for services? 0 4 W Should there be a change in policy for non-payment? Should we change the late fee? I M Packet Pg. 439 10.3. b a MEN Work Plan & Budget L � I NMI i i Packet Pg. 440 � I NMI i i Packet Pg. 440 10.3.b 2023 Proposed Budget Administration Marketing Communication and Outreach Appearance & Environment TOTAL BUDGETED EXPENDITURES TOTAL BUDGETED REVENUES (incl $22,158 fund balance) 3 0 c 0 $21,950 3 0 0 E W $47,145 LO N $15,300 $89,275 $ 101,727 Packet Pg. 441 Beginning Balance Bid Assessment Fee Miscellaneous BID Donations Total Revenue 2013 - 2021 Budget Summary , Revenue Expense Administration Insurance & Licensing Marketing (please see note below) Member Engagement & Outreach Professional Business Resources Small Grants Program Appearance & Environment Public Restroom Commitment Total Expenses Balance �t i, �Tr� loll III O O 0 2013 2013 2014 2014 2015 2015 YTD 2016 2017 2018 2018 2019 2020 2022 N Budgeted Actual Budgeted Actual Budgeted Actual Budgeted 2016 Actual Budgeted 2017 Actual Budgeted Actual Budgeted 2019 Actual Budgeted 2020 Actual 2021 Budgeted 2021 Actual Proposed 2022 ACU r O E 0 56,134 'a 56,134 46,327 46,327 65,207 66,713 66,593 50,137 46,506 41,495 26,084 24,098 9,466 11,546 10,347 19,152 23,151 W i 82,301 66,000 57,116 89,000 81,880 75,874 81,880 76,600 81,880 78,134 86,563 82,017 90,487 78,979 79,209 74,480 79,209 76,588 79,209 N 3 0 N 7 0 0 0 0 652 0 104 0 690 0 0 0 124 0 61 Q) 0 N 820 0 0 0 0 0 6,000 0 6,860 0 7,046 0 1,143 0 0 N) 57,943 145,134 138,435 G 66,000 128,207 122,201 147,087 143,966 148,473 134,375 133,069 131,063 116,571 110,124 88,675 87,293 89,556 95,800 102,360 1 14 i O r R r C 5,000 0 5,006 10,000 17,000 10,462 17,000 17,064 18,500 14,351 26,700 26,880 25,200 24,741 24,925 25,401 24,905 26,873 21,905 9) i 0 0 50 L 3,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 a) 26,000 0 74,650 d 50,000 22,000 21,773 36,000 31,095 36,000 37,373 50,200 47,879 49,405 51,877 37,505 28,569 42,505 34,844 47,145 0)3 5,000 1,808 1,984 'a 5,000 5,000 749 15,000 10,327 17,000 15,331 10,130 13,283 6,230 3,713 3,930 2,031 3,730 2,869 3,430 m 7 4,000 0 0 12,000 10,000 1,077 5,000 4,800 6,000 5,766 1,000 578 0 0 0 0 0 0 0 c ) 0 0 0 m 0 10,000 4,000 10,000 1,900 10,000 3,417 5,000 3,222 5,000 2,500 1,500 1,500 0 0 0 ) 0 0 5,000 10,417 20,000 17,427 20,000 19,133 25,000 16,082 17,700 15,122 16,400 15,748 12,650 10,639 5,200 2,083 15,200 r i 0 0 0 0 0 7 0 10,000 10,000 0 0 0 0 0 0 0 0 0 O 40,000 1,808 85,000 92,108 84,000 55,488 113,000 94,318 112,500 92,321 110,730 106,964 102,235 98,578 80,510 U 68,141 76,340 66,669 87,680 >,i a+ U 26,000 56,134 60,134 46,327 Cl) 44,207 66,713 34,087 49,647 35,973 42,055 22,339 24,098 14,336 11,546 8,165 19,152 13,216 29,132 14,680 CD 3 N r-+ C E t V R r 10.3. b 3 0 w c 3 0 G N _ 0 Thank You !4 U) 04 N Advisory Board Meetings 0 2nd Thursday each month Zoom and in person at City Hall i Packet Pg. 443 10.3.c EDMONDS DOWNTOWN ALLIANCE 2023 WORK PROGRAM & PLAN Edmonds, Washington Prepared pursuant to Edmonds City Ordinance 3909, Section 3.75.120 a Packet Pg. 444 10.3.c Page 2 of 8 The mission of the Edmonds Downtown Alliance is to encourage, promote and participate in activities enhancing the general economic conditions of the district for the mutual benefit of its businesses and the City of Edmonds. We are a focused, member -funded organization that supports and improves business conditions in Downtown Edmonds. Our goal is to ensure our downtown stays lively, attractive, prosperous and welcoming to everyone. Per Ordinance 3909, the scope of work includes the following Items: A. Marketing & Hospitality: may include maps/brochures/kiosks/directories, website, social media, marketing/advertising campaigns, holiday decorations, street performers/artists, historic education/heritage advocacy, special public events B. Safety & Cleanliness: may include maintenance, security, pedestrian environment enhancements C. Appearance & Environment: may include design enhancements, neighborhood advocacy & communication, streetscapes/lighting/furniture D. Transportation: may include transportation alternatives, directional signage, parking management & mitigation E. Business Recruitment & Retention: may include education/seminars, market research, business recruitment F. Organization: may include contract staff & professional services, administration costs INTRODUCTION Ed! - Edmonds Downtown Alliance (the "Alliance"), was approved on January 15, 2013 under Ordinance 3909. The following is the eleventh year work program and E plan for the district, effective from approval by Edmonds City Council through w r December 31, 2023. It includes a description of the Alliance, proposed services, sources of funding, annual budget and allocations. M r a Work Plan Based on Budget Approved by Edmonds Downtown Alliance Board 10/13/22 Packet Pg. 445 Page 3 of 8 10.3.c I. PROPOSED 2023 SERVICES The services to be provided in this plan include items required to meet the needs of, and for the promotion and enhancement of, the Alliance and its members. The services are not intended to take the place of, but rather add to or supplement, those services provided by the City and/or other Edmonds -based organizations. The services will be executed under the direction of the Alliance Members Advisory Board A. Administration (Per Ordinance 3909, Item F) Program Management. The Alliance Board will contract with an individual(s) to provide program management and support for the operation and maintenance of the Alliance. Program management and administrative support for implementation of specific committee projects will be covered by the budget available for those programs. ii. Operating Expenses. Operating expenses will include, but are not limited to, supplies and insurance, post office box rental, mailings to members, Zoom subscription and website domain and hosting fees. Legal, accounting and professional services will be contracted on an as - needed basis. When appropriate and available, pro-bono services will be used. iii. Assessment and Evaluation. The Alliance recognizes the important responsibility it has to its members to demonstrate effective and efficient use of Alliance resources. As such, the Alliance will include reasonable and appropriate program assessment and evaluation efforts within its work plans. This may include internal and external initiatives such as member surveys, market research, third party or independent impact analysis, etc. B. Marketing/Advertising (Per Ordinance 3909, Item A) Advertising. Our 2022 advertising plan has helped drive a 48% a) increase in views and an 8% increase in new users on E EdmondsDowntown.org, which is informing our recommendation for c r a Work Plan Based on Budget Approved by Edmonds Downtown Alliance Board 10/13/22 Packet Pg. 446 Page 4 of 8 10.3.c 2023. The Alliance will continue to implement a robust 2023 digital marketing effort throughout the year. This may include contracting professional services for design and execution. The 2023 social media advertising plan will be managed by Ed!'s program manager. Ed! will also run a robust holiday digital advertising campaign in partnership with the City of Edmonds. ii. Website. The Alliance will continue to execute on the Ed! content strategy to increase awareness of Edmonds as a day trip destination for shopping, dining, and doing business in our historic downtown, along with promoting local activities. This will include publishing stories on the website to highlight local businesses and events, written by a contract copywriter and illustrated with photos by a contract photographer. Ed! will also continue the Business Spotlight series, which focuses on promoting a variety of individual businesses in Downtown Edmonds. In addition, Ed! will maintain an extensive site directory of local businesses. iii. Social Media. The Alliance's social media presence continues to grow, and is a good branding tool, keeping Downtown Edmonds top of mind. Photography will continue to be produced by a contractor for both social media and website use. iv. Winter Campaign. The Alliance will continue to execute a campaign during the winter months to increase visits to downtown businesses during this slower time of year. v. Summer Campaign. The Alliance will continue the successful Lovin' Summer Edmonds campaign launched in 2021, aimed at promoting Downtown Edmonds during the summer months, promoting downtown happenings and highlighting our unique local businesses, making it a desirable day trip destination. vi. Holiday Campaign. The Alliance will continue to make Downtown Edmonds a destination for shoppers and visitors during the holiday season. We intend to run the holiday trolley in 2023 either in Q Work Plan Based on Budget Approved by Edmonds Downtown Alliance Board 10/13/22 Packet Pg. 447 Page 5 of 8 10.3.c partnership with the City of Edmonds or with sponsor donations, to manage various campaigns to increase shopping and dining in town and to promote holiday events with marketing collateral. A "holiday elf" will be contracted for a sixth year to make the holiday trolley festive and run smoothly. C.Communication and Outreach (Per Ordinance 3909, Items A and E) Member Engagement. The Alliance wishes to focus on productive member engagement in 2023 and will encourage committee and board -wide involvement to better galvanize local business relationships and increase member involvement. To minimize cost, communication will continue primarily via email and the e-newsletter, with a printed update to be mailed to members once a year. A simple welcome kit will be assembled using the welcome brochure and additional informational materials for use with in -person new member outreach. Annual Member meeting will be held in April with notifications and ballots sent via post. ii. Public Relations. To increase community visibility, inspire member involvement, and strengthen the Ed! identity, the Alliance will continue to publish a sponsored -content bimonthly column in My Edmonds News. The Alliance will continue to promote bringing new businesses to Downtown Edmonds and build a continually improving business district. Partnering with existing organizations such as the Edmonds Chamber of Commerce, the Downtown Edmonds Merchants Meet Up (DEMMU, formerly DEMA), and the City of Edmonds will help to strengthen the mission of the Alliance and the shared objectives of our partner organizations. The Alliance will continue to partner with such organizations to further community priorities. Main Street Conference. Send attendee(s) to the annual Main Street 9 Conference as able to learn best practices and network with other Main w Street organization experts from around Washington state. U iv. Events. The Alliance will continue to sponsor local events as Q Work Plan Based on Budget Approved by Edmonds Downtown Alliance Board 10/13/22 Packet Pg. 448 10.3.c Page 6 of 8 appropriate, such as the Fourth of July, Taste Edmonds, or the Tree Lighting. D. Appearance and Environment (Per Ordinance 3909, Items B, C and D) i. Umbrella Program. The Alliance will maintain the existing umbrella program throughout Downtown Edmonds in 2023. As determined by business member feedback as well as member survey responses, the Alliance will maintain the program by providing umbrellas and umbrella stands in locations throughout the district, as well as maintenance, coordination and redistribution. ii. Parking. Members will continue working in concert with City efforts related to enhancing parking in Downtown Edmonds. In 2023 the Alliance will explore and consider ways to expand the existing After Hours parking program. The group will consider expenditures for design and installation of signage to improve parking location awareness, as well as other potential expenditure for identified parking - related improvements. Potential future funding for a larger capital expenditure related to parking improvements will be explored. iii. Creative Signage. Implement creative signage such as the Lovin' Summerflags placed around town to unify messaging and encourage shopping local in all areas of downtown. II. PROPOSED SOURCES OF FUNDING A. Assessments Assessments will be collected in accordance with Ordinance 3909. B. Grants and Donations The 501(c)(3) organization formed by the Alliance may pursue and accept E grants and donations from private institutions, the City, other public entities or W individuals and other non-profit organizations, in accordance with State and m E Federal law. 2 r a Work Plan Based on Budget Approved by Edmonds Downtown Alliance Board 10/13/22 Packet Pg. 449 Page 7 of 8 10.3.c III. ANNUAL BUDGET A. Budgeted Revenue and Projected Fund Balance The projected assessments collected for 2023 will be approximately $79,209. Together with the carry -forward of a projected 2022 year-end balance of $22,518, the result is an estimated $101,727 in projected available funds for expenditures in 2023. After budgeted expenditures, the projected 2023 fund balance should be $12,452 (15.7% of on -going revenue). A fund balance is necessary for operating capital in each future year. The Alliance must have a fund balance available to pay for ongoing programs and costs in advance of expected revenue. A detailed budget summary accompanies this Work Plan. B. Budgeted Expenditures In accordance with the scope of work as approved in Ordinance 3909, it is anticipated that the budgeted expenditures for the 2023 operating year of the Alliance will total $89,275 and are detailed as follows: Administration $21,950 Operating Expenses $950 Program Management $21,000 Marketing $47,145 Advertising/Social Media $5,500 Content Creation $13,800 Website $3,500 Holiday Events and Advertising $8,845 Summer Marketing Campaign $4,500 February Marketing Campaign $1,000 Program Management $10,000 Communication and Outreach $4,880 Annual Meeting $1,500 Work Plan Based on Budget Approved by Edmonds Downtown Alliance Board 10/13/22 c as E U 2 r a Packet Pg. 450 Page 8 of 8 10.3.c Event Support $500 Member Communications $850 My Edmonds News Outreach $330 Main Street Conference $700 Program Management $1,000 Appearance & Environment $15,300 Umbrella Program $10,600 After Hours Parking $1,500 Creative Messaging $2,000 Program Management $1,200 TOTAL BUDGETED EXPENDITURES $89,275 A. Unallocated Funds An unallocated fund balance of $22,518 is projected to be carried forward from 2022. The Alliance must submit a budget amendment to City of Edmonds Council for approval to use any unallocated funds not otherwise identified in this Work Plan and proposed Budget. B. General Provisions i. The Alliance shall make no expenditures other than in accordance with and pursuant to a Budget for which a total Annual Budget amount has been approved by the City. ii. In the event that in any given fiscal year the sources of funding and/or reserves held over from the previous year do not equal the total annual budget amount, the Alliance may choose to eliminate some expenditure in order to balance the budget. iii. The Alliance, at the conclusion of the fiscal year, will provide a detailed financial report in accordance with Ordinance 3909, as amended. Work Plan Based on Budget Approved by Edmonds Downtown Alliance Board 10/13/22 c as E U 2 r a Packet Pg. 451