2023-03-07 City Council PacketOp E D
o Agenda
Edmonds City Council
tnl. }nyo REGULAR MEETING
COUNCIL CHAMBERS
250 5TH AVE NORTH, EDMONDS, WA 98020
MARCH 7, 2023, 7:00 PM
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"WE ACKNOWLEDGE THE ORIGINAL INHABITANTS OF THIS PLACE, THE SDOHOBSH (SNOHOMISH)
PEOPLE AND THEIR SUCCESSORS THE TULALIP TRIBES, WHO SINCE TIME IMMEMORIAL HAVE
HUNTED, FISHED, GATHERED, AND TAKEN CARE OF THESE LANDS. WE RESPECT THEIR
SOVEREIGNTY, THEIR RIGHT TO SELF-DETERMINATION, AND WE HONOR THEIR SACRED SPIRITUAL
CONNECTION WITH THE LAND AND WATER. - CITY COUNCIL LAND ACKNOWLEDGMENT
1. CALL TO ORDER/FLAG SALUTE
2. LAND ACKNOWLEDGEMENT
3. ROLL CALL
4. PRESENTATION
1. Tree Board Annual Presentation to City Council (10 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
March 7, 2023
Page 1
7. RECEIVED FOR FILING
1. Written Public Comments (0 min)
2. City Attorney Assessment Survey Results (0 min)
3. Comprehensive Plan Gap Analysis (0 min)
8. APPROVAL OF THE CONSENT AGENDA
1. Approval of Special Meeting/Audit Exit Conference Minutes of February 17, 2023
2. Approval of Special PSPHSP Committee Minutes February 21, 2023
3. Approval of Regular Meeting Minutes of February 28, 2023
4. Approval of claim checks and wire payments.
5. Approval of claim check.
6. Approval of payroll and benefit checks, direct deposit and wire payments.
7. Adoption of Ordinance for Minor Development Code Amendment Process in ECDC 20.80
((AMD2022-0005)
8. Resolution Extending Temporary Emergency Sick Leave Policy
9. COUNCIL BUSINESS
1. Diversity Commission Annual Report and Name Change (30 min)
2. City Attorney Assessment Comparator Cities (15 min)
3. Proposal to Change to Biennial Budget (10 min)
4. 2023 Carryforward Budget Amendment (10 min)
10. MAYOR'S COMMENTS
11. COUNCIL COMMENTS
ADJOURN
Edmonds City Council Agenda
March 7, 2023
Page 2
4.1
City Council Agenda Item
Meeting Date: 03/7/2023
Tree Board Annual Presentation to City Council
Staff Lead: N/A
Department: Planning Division
Preparer: Deb Powers
Background/History
Pursuant to Edmonds City Code (ECC) 10.95.030.B, the Tree Board shall provide an annual report to the
City Council within the first quarter of each year. On behalf of the Tree Board, Chairperson Janelle Cass
will be presenting a PowerPoint on 2022 board activities.
Staff Recommendation
N/A
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7.1
City Council Agenda Item
Meeting Date: 03/7/2023
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 February 23, 2023 and March 1, 2023.
Attachments:
Public Comments March 7 2023
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7.1.a
Edmonds City Council Public Comments — March 7, 2023
Submitted on: 2/27/2023 17:01
Name: Margaret Elwood
City of Residence: Edmonds
Agenda Topic: Climate Action Plan
Comments: Dear Mayor Nelson and Edmonds Council Members For the past 29 years, the Edmonds
Bicycle Advocacy Group (EBAG) has collaborated with the City of Edmonds and the Edmonds School
District (ESD) to enhance the opportunities for bicyclists and pedestrians to enjoy safe and convenient
non -motorized travel. EBAG and our members have worked to add additional bike lanes and safer traffic
signals, route signs to help connect Edmonds' residents with important services and with the
surrounding communities, and most importantly, bicycle and pedestrian education for children within
the ESD to reduce conflicts with motorists and help them be safe in other ways. Our members ride
bicycles for many reasons: commuting, shopping, health, adventure, or simply the pleasure of enjoying
an "Edmonds kind of day." We all take some satisfaction when our travel by bicycle replaces our use of
the automobile. We applaud the work of the Edmonds Climate Action Team in developing the second
version of the Edmonds Climate Action Plan. We are disappointed that the 2010 plan did not result in
the targeted reduction in carbon emissions from the community but we have hope this new plan will be
successful. The plan will be most successful if it is accompanied by specific actions. Some actions are
included in the plan while others such as the "Complete Streets Process" will take more work to flush
out the details. Complete Streets is a holistic integration of planning, designing and building roads and
streets equitably to benefit all users - on foot, on two wheels, in wheelchairs, on buses as well as in cars.
Complete Streets is a process that views roads as public assets that take into account all the needs of
everyone to get around. EBAG remains committed to working with the City and the ESD to reduce the
amount of carbon emissions now caused by the combustion of fossil fuels. EBAG Margaret Elwood, Co-
chair Hank Landau, PE, Ph.D, Co-chair
Submitted on: 2/28/2023 16:57
Name: Grace Hannon
City of Residence: Mountlake Terrace
Agenda Topic: Edmonds Climate Action Plan
Comments: I hope the Edmonds City Council will support this plan, because it is important to take action
on behalf of the environment. Climate preservation is vital to improving living conditions for all, present
and future. This action plan is a step in the right direction.
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Submitted on: 2/28/2023 18:16
Name: Rachel Maxwell
City of Residence: Edmonds
Agenda Topic: Climate Action Plan
Comments: The recommendations in the new Climate Action Plan - particularly "the most effective
steps the city can take" on page 6 of the plan (and page 162 of the Agenda Packet) are a clear way
forward for our beautiful city to meet its obligations and mitigate our collective carbon emissions. I
strongly urge the council to adopt the recommended measures: 1. Adopt regulations to require new
multi -family and commercial buildings to be 100% electric by 2023. 2. Require more charging
infrastructure with new development. 3. Support mixed -use and transit -oriented development in
neighborhood commercial centers. 4. Coordinate with transit agencies to increase service within
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Edmonds and improve access to new light rail connections. S. Develop an action plan to adapt to sea
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level rise in Edmonds. Thank you for all your work to keep our city healthy!
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Submitted on: 2/28/2023 18:47
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Name: Cathy Liu Scott
City of Residence: Edmonds
Agenda Topic: Climate Action Plan
Comments: After reading the Climate Action Plan 2022- 1 would urge the City Council to pass the plan
with the exception of Buildings and Energy Section BE-3.2. This requirement would make multi -family
residential and commercial buildings exorbitantly expensive and eliminate affordable housing. Yes we
need make buildings energy efficient but requiring LEED standards would make new projects and major
commercial remodeling projects too costly.
Submitted on: 2/28/2023 19:01
Name: William Alexander
City of Residence: Edmonds
Agenda Topic: Climate Action Plan for Edmonds
Comments: I would hope that the Climate Action Plan is supported by the city council. I wish to see
measurable progress in reducing greenhouse gas emissions. Electrifying the city vehicle fleet would be a
good first step.
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7.1.a
Submitted on: 2/28/2023 19:29
Name: Gayle Leberg
City of Residence: unincorporated
Agenda Topic: Climate Action Plan
Comments: Edmonds City Council Please vote to adopt the Climate Action Plan. It is visionary and
exciting because it puts Edmonds in the forefront of small cities that are leaning into the future and
making commitments to protect the future of our children and grandchildren. We all know the
challenge of climate change and feel the duty of acting on this greatest moral issue facing human beings.
But I would also submit that Edmonds leading the way will be good for the vitality of Edmonds. Young
people want to be part of a community that is facing the climate crisis and will move here to be part of
it. Businesses will be attracted to joining in the quest to practice sustainability in a community that is
working together on this issue. Finally, having such a plan and vision will serve to strengthen the
Edmonds community around a powerful and positive vision. I am a retired Edmonds teacher and I
continue to work with high school students in several schools. Some of them hoped to come tonight
and comment on this plan. I am also a member of a faith community that has adopted a strong stand on
combating climate change. Many of our members are Edmonds residents. Thank you for your
leadership and courage to act by adopting the Edmonds Climate Action Plan.
Submitted on: 2/28/2023 19:39
Name: Grant Gladow
City of Residence: Edmonds
Agenda Topic: Climate Protection Plan
Comments: Please approve the climate protection plan that is on tonight's agenda. Thank you.
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7.2
City Council Agenda Item
Meeting Date: 03/7/2023
City Attorney Assessment Survey Results
Staff Lead: Council
Department: City Council
Preparer: Beckie Peterson
Background/History
On January 17, Council approved the 2023 City Attorney Assessment Work Plan (attached). This work
plan outlines the various steps the subcommittee will undertake in 2023 to assist Council to determine
the best course to secure long-term city attorney services for Edmonds. On that date, Council also
approved evaluation questions to use in a City Attorney Evaluation (complete survey format attached).
These questions were converted into an online survey format for ease of respondent use and the survey
was conducted from February 1 to February 23.
Staff Recommendation
Council should consider information provided in the enclosed City Attorney performance evaluation
survey as a component of the overall set of information Council will utilize in determining the optimal
course for obtaining long-term city attorney services for Edmonds.
It should be noted the information provided is presented in an objective manner without a
recommendation from the subcommittee as to any course of action Council may take after considering
the information the subcommittee produces.
Narrative
The City Attorney Evaluation survey was distributed to City of Edmonds employees (consisting of elected
officials, Directors/Department Heads, managers, and others) who have frequent interaction with
Lighthouse Law Group attorneys and have knowledge of the quality of Lighthouse's work. A total of 55
surveys were distributed and 36 responses were received by the February 23 survey close date -a
response rate of 65%. Respondents were asked to rate the quality of Lighthouse's performance on a
range of categories on a 1-5 scale, with 5 being the highest rating and 1 being the lowest.
The survey results, which are drawn from the Survey Monkey software, are attached. Note that the
mean and median scores are shown for the responses to each survey question asked. The mean reflects
the average of all scores for each question, and the median reflects the midpoint in the range of
responses to each question. Finally, the identity of individual respondents was not requested nor
retained for reasons of confidentiality and to ease concerns from respondents about frankness of
responses.
For purposes of this agenda item, the aggregated responses are shown for each question. In addition,
the survey provided the ability for respondents to enter comments about the quality of Lighthouse's
work and all comments have been provided directly to Lighthouse and the Mayor's office.
Packet Pg. 8
7.2
Councilmembers Paine, Nand or Teitzel would be glad to answer any questions about this survey
response information.
Attachments:
City Attorney Work Plan 2023
Survey - City Attorney Evaluation 2023
Report of Results - City Attorney Evaluation 2023
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7.2.a
1/9/23
2023 CITY ATTORNEY ASSESSMENT WORK PLAN
In December 2022, Council approved a one-year contract with Lighthouse Law Group for 2023
to enable Council to collect sufficient information to make a well-informed decision regarding
how the city should obtain long-term city attorney services. In this regard, there are three
alternatives Council will need to consider: continue to contract with Lighthouse, contract with a
different law group or hire an in-house city attorney team. Should Council decide to continue
with the contracting model, an RFP will be issued to solicit bids from law firms specializing in
municipal law and Lighthouse will be welcome to submit a bid. Fundamental to this important
decision is current information about the pricing and quality of each alternative. The City
Attorney Assessment Subcommittee will collect facts and data for Council's use in making its
decision about how to obtain long-term city attorney services. Following is list of tasks and key
dates for collecting the necessary information to support Council's decision process.
• January 3, 2023
o Request Council approval for formation of the City Attorney Assessment
Subcommittee
• January 17, 2023
o Present draft for discussion and approval of 2023 city attorney assessment work
plan
o Present draft for discussion and approval of city attorney internal client
satisfaction survey
• February 1, 2023
o Issue city attorney satisfaction survey to internal city attorney clients, requesting
responses by February 16
■ Responses aggregated for submission to Council by February 28
• February 7-February 28
o Contact judges who have handled litigation involving Lighthouse to solicit input
regarding quality of Lighthouse's work.
• March 7, 2023
o Present aggregated client satisfaction survey results to Council
• February — March 2023
o Conduct research and present cost estimates and pro/con findings to Council
regarding contracting vs. in-house city attorney services.
o Contact cities of similar size to Edmonds to collect key information about their
city attorney service arrangements, their views of pros/cons of their
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7.2.a
arrangements and annual city attorney costs. Share this information with
Council.
• April 4, 2023
o Council decision regarding contracted city attorney services vs. hiring in-house
city attorney team.
• April 24, 2023 (if Council decides to hire in-house city attorney team)
o Issue job bulletin requesting applicants
• April 24, 2023 (if Council decides to continue to contract for city attorney services)
o Issue RFP requesting proposals from alternative city attorney service contractors
• May 2023
o Assess applicants, conduct background checks, check references
• June 2023
o Extend offer to chosen provider
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7.2.b
'nc. 1 S` V
1. General Performance Evaluation
For this evaluation, please consider work by Lighthouse over the past three-year
period (2020, 2021, 2022). References to Lighthouse include all attorneys
associated with Lighthouse with whom you have directly worked.
Rate each item on a scale of 1 to 5, with 1 being low and 5 being high; select N/A if
you don't know. For any ratings of 3 or lower, please provide additional explanation
for the rating in the comments box at the bottom of each section.
1. What is your general role at the City of Edmonds?
O Elected Official
ODirector/Department Head
OManager
O Other City Staffmember
2. How often (on average) do you have contact with Lighthouse?
O Weekly
O Monthly
OQuarterly
OYearly
3. In general, are you satisfied with the quality of Lighthouse legal services?
1 2 3 4 5 N/A
4. Please provide comments about quality of Lighthouse Services:
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7.2.b
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2. Trustworthiness / Integrity
Rate each item on a scale of 1 to 5, with 1 being low and 5 being high; select N/A if
you don't know. For any ratings of 3 or lower, please provide additional explanation
for the rating in the comments box at the bottom of each section.
5. Does Lighthouse execute its role in a manner that is objective and unbiased?
1 2 3 4 5 N/A
6. In general, has Lighthouse acted in the best interests of the City of Edmonds (the
municipal corporation)?
1 2 3 4 5 N/A
7. If Lighthouse itself has made an error or an incorrect statement, has Lighthouse made a
timely and appropriate disclosure of that error?
1 2 3 4 5 N/A
O
8. Please provide comments about the trustworthiness / integrity of Lighthouse:
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7.2.b
3. Legal Consultation
Rate each item on a scale of 1 to 5, with 1 being low and 5 being high; select N/A if
you don't know. For any ratings of 3 or lower, please provide additional explanation
for the rating in the comments box at the bottom of each section.
9. Has legal advice provided by Lighthouse proven to be accurate?
1 2 3 4 5 N/A
10. Has Lighthouse often helped you minimize legal or financial risks for Edmonds?
1 2 3 4 5 N/A
11. Does Lighthouse provide its best recommendations given all existing legal issues and
ramifications?
1 2 3 4 5
12. Does Lighthouse possess effective knowledge of the Edmonds' Municipal Code and
regulations?
1 2 3 4 5 N/A
13. Does Lighthouse possess effective knowledge of other government regulations and case
law regarding municipal government regulations?
1 2 3 4 5 N/A
O
14. Does Lighthouse proactively identify potential legal issues when it is aware of them and
make them known to City officials so problems can be avoided?
1 2 3 4 5 N/A
O C
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7.2.b
15. Is Lighthouse able to maintain the City officials' and City Staff confidence while informing
them of the different legal risks of their actions?
1 2 3 4 5 N/A
O O O O O
16. Are city staff and the City Council advised on key changes in municipal law as it pertains
to Edmonds?
1 2 3 4 5 N/A
O O O O O O
17. Please comment on the legal consultation of Lighthouse:
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7.2.b
4. Litigation
Rate each item on a scale of 1 to 5, with 1 being low and 5 being high; select N/A if
you don't know. For any ratings of 3 or lower, please provide additional explanation
for the rating in the comments box at the bottom of each section.
18. Is Lighthouse always compliant with City Council requests regarding pursuit of litigation?
1 2 3 4 5 N/A
n O O O
19. Does Lighthouse represent the City in a professional manner in conducting litigation?
1 2 3 4 5 N/A
v O O
20. Does Lighthouse make effective use of executive session to advise the City Council on the
status and risks associated with pending or potential litigation?
1 2 3 4 5 N/A
O O O O
21. Are Lighthouse's estimates of legal impacts reasonably accurate on a regular basis?
1 2 3 4 5 N/A
U u O
22. Has Lighthouse been successful in accomplishing the City's litigation objectives?
1 2 3 4 5 N/A
O O O O O
23. Please comment on the litigation of Lighthouse:
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7.2.b
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5. Document Review and Preparation
Rate each item on a scale of 1 to 5, with 1 being low and 5 being high; select N/A if
you don't know. For any ratings of 3 or lower, please provide additional explanation
for the rating in the comments box at the bottom of each section.
24. Does Lighthouse prepare ordinances, resolutions, contracts, correspondence, and other
legal work accurately and consistent with the direction and objectives communicated by the
City Council, Mayor and/or department directors?
1 2 3 4 5 N/A
O
25. Does Lighthouse make beneficial suggestions about how the city code should be updated
or revised?
1 2 3 4 5 N/A
O O O O
26. Please comment on the document review and preparation of Lighthouse:
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7.2.b
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6. Cost / Fiscal Accountability and Control
Rate each item on a scale of 1 to 5, with 1 being low and 5 being high; select N/A if
you don't know. For any ratings of 3 or lower, please provide additional explanation
for the rating in the comments box at the bottom of each section.
27. Are standard forms developed and used where possible to minimize preparation of legal
documentation?
1 2 3 4 5 N/A
28. Are legal tasks performed with appropriate authorization according to established
procedures and contract requirements?
1 2 3 4 5 N/A
29. Do invoices accurately identify tasks and expenses in sufficient detail to provide
accountability?
1 2 3 4 5 N/A
O
30. Does Lighthouse display the ability and knowledge to research issues in a minimum
amount of time?
1 2 3 4 5 N/A
O O O O
31. Please comment on the cost / fiscal accountability and control of Lighthouse:
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7.2.b
7. Responsiveness/ Timeliness of Actions
Rate each item on a scale of 1 to 5, with 1 being low and 5 being high; select N/A if
you don't know. For any ratings of 3 or lower, please provide additional explanation
for the rating in the comments box at the bottom of each section.
32. Is Lighthouse accessible when needed?
1 2 3 4 5 N/A
O O O
33. Are requested legal work and assignments completed within a clearly established time
frame?
1 2 3 4 5 N/A
O U O O O
34. Does Lighthouse follow up efficiently to requests that are made?
1 2 3 4 5 N/A
n O
35. Does Lighthouse accurately interpret and clarify City Council and Mayoral direction?
1 2 3 4 5 N/A
O O
36. Please comment on responsiveness / timeliness of Lighthouse:
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7.2.b
8. Communications and Interpersonal Relations
Rate each item on a scale of 1 to 5, with 1 being low and 5 being high; select N/A if
you don't know. For any ratings of 3 or lower, please provide additional explanation
for the rating in the comments box at the bottom of each section.
37. Does Lighthouse communicate effectively and clearly with the City Council, the Mayor
and city staff?
1 2 3 4 5 N/A
O O O O O
38. Does Lighthouse maintain appropriate confidentiality with regard to all matters discussed
with the Mayor, City Council, department directors and city staff?
1 2 3 4 5 N/A
O O O O O
39. Does Lighthouse maintain good working relationships and serve as an effective member
of the management team?
1 2 3 4 5 N/A
O O O O O O
40. Does Lighthouse display a positive attitude in carrying out its responsibilities and
responding to requests?
1 2 3 4 5 N/A
O O O O O O
41. Has Lighthouse been a positive force toward improving and/or maintaining a positive
relationship between the City Council and the Administration?
1 2 3 4 5 N/A
O O O O O
42. Please comment on communications and interpersonal relations of Lighthouse:
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7.2.b
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7.2.b
9. Performance Improvement
43. What obstacles, if any, have prevented you from seeking or receiving legal advice from
Lighthouse (you may choose more than one answer):
OI don't know how to request legal services
OA specific lawyer wasn't available
OLegal lacks the expertise in the issue I need assistance with
OLegal does not understand my business needs
OLegal can't turn requests around fast enough
OI haven't encountered an obstacle
O Other (please specify)
44. If you have concerns with Lighthouse, have you taken actions to make your concerns
known to resolve the issue(s)?
OYes - please provide specifics about the actions you have taken.
O No.
Details:
45. After making your concerns known, were they resolved to your satisfaction?
1 2 3 4 5 N/A
O O O O O
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7.2.b
10. General Comments
Please provide any other comments you would like to share in the space below.
46. Please share any other comments you have below:
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q1 What is your general role at the City of Edmonds?
Answered:36 Skipped:0
Elected
Official
7
N
N
Q'
Director/Depart
y
ment Head
N
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Manager
N
d
Q
d
Other City i
Staffmember 0
Q
.r
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% V
ANSWER CHOICES
RESPONSES
Elected Official
19.44%
7
Director/Department Head
16.67%
6
Manager
22.22%
8
Other City Staffinember
41.67%
15
TOTAL
36
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q2 How often (on average) do you have contact with Lighthouse?
Answered:36 Skipped:0
weekly
N
N
N
Monthly >+
N
N
r
C
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Quarterly N
d
Q
d
Yearly
O
Q
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% V
ANSWER CHOICES
RESPONSES
Weekly
47.22%
17
Monthly
36.11%
13
Quarterly
16.67%
6
Yearly
0.00%
0
TOTAL
36
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q3 In general, are you satisfied with the quality of Lighthouse legal
services?
Answered:36 Skipped:0
Q3
N
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q3 0.00% 0.00% 11.11% 33.33% 50.00% 5.56%
0 0 4 12 18 2 36
BASIC STATISTICS
Minimum Maximum Median Mean Standard Deviation
3.00 5.00 5.00 4.41 0.69
u
4.41 1-
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q4 Please provide comments about quality of Lighthouse Services:
Answered:25 Skipped:11
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q5 Does Lighthouse execute its role in a manner that is objective and
unbiased?
Answered:36 Skipped:0
Q5
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
N5 NN/A
1 2 3 4
Q5 0.00% 2.78% 0.00% 16.67%
0 1 0 6
BASIC STATISTICS
Minimum
2.00
Maximum
5.00
5 NIA TOTAL WEIGHTED AVERAGE
77.78% 2.78%
28 1 36
Median Mean Standard Deviation
5.00 4.74 0.60
4.74
u
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q6 In general, has Lighthouse acted in the best interests of the City of
Edmonds (the municipal corporation)?
Answered:36 Skipped:0
Q6
16
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4
Q6 0.00% 0.00% 5.56% 8.33%
0 0 2 3
BASIC STATISTICS
Minimum
3.00
Maximum
5.00
5 NIA TOTAL WEIGHTED AVERAGE
80.56% 5.56%
29 2 36
Median Mean Standard Deviation
5.00 4.79 0.53
u
4.79 1-
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q7 If Lighthouse itself has made an error or an incorrect statement, has
Lighthouse made a timely and appropriate disclosure of that error?
Answered:36 Skipped:0
Q7
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q7 0.00% 0.00% 5.56% 8.33% 27.78% 58.33%
0 0 2 3 10 21 36
BASIC STATISTICS
Minimum
3.00
Maximum Median
5.00 5.00
Mean Standard Deviation
4.53 0.72
u
4.53 1-
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q8 Please provide comments about the trustworthiness / integrity of
Lighthouse:
Answered:16 Skipped:20
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Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q9 Has legal advice provided by Lighthouse proven to be accurate?
Answered:34 Skipped:2
Q9
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N 2 3 4
N5 MN/A
1 2 3 4 5 NIA
Q9 0.00% 0.00% 2.94% 26.47% 58.82% 11.76%
0 0 1 9 20 4
BASIC STATISTICS
Minimum Maximum Median Mean
3.00 5.00 5.00 4.63
TOTAL WEIGHTED AVERAGE
34
Standard Deviation
0.55
4.63
u
9/46
Packet Pg. 32
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q10 Has Lighthouse often helped you minimize legal or financial risks for
Edmonds?
Answered:36 Skipped:0
Q10
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q10 0.00% 5.56% 2.78% 19.44% 61.11% 11.11%
0 2 1 7 22 4 36
BASIC STATISTICS
Minimum
2.00
Maximum Median
5.00 5.00
Mean Standard Deviation
4.53 0.83
u
4.53 1-
10 / 46 1 Packet Pg. 33
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q11 Does Lighthouse provide its best recommendations given all existing
legal issues and ramifications?
Answered:33 Skipped:3
1
Q11 0.00%
0
BASIC STATISTICS
Minimum
2.00
M
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
E1 N2 3 4
5
2 3 4 5 TOTAL WEIGHTED AVERAGE
3.03% 9.09% 36.36% 51.52%
1 3 12 17 33
Maximum Median Mean Standard Deviation
5.00 5.00 4.36 0.77
u
4.36 '.
11 / 46 1 Packet Pg. 34
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q12 Does Lighthouse possess effective knowledge of the Edmonds'
Municipal Code and regulations?
Answered: 35 Skipped:1
Q12
. If
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q12 0.00% 2.86% 5.71% 11.43% 65.71% 14.29%
0 1 2 4 23 5 35
BASIC STATISTICS
Minimum
2.00
Maximum Median
5.00 5.00
Mean Standard Deviation
4.63 0.75
u
4.63 1-
12 / 46 1 Packet Pg. 35
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q13 Does Lighthouse possess effective knowledge of other government
regulations and case law regarding municipal government regulations?
Answered:35 Skipped:1
Q13
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q13 0.00% 2.86% 8.57% 20.00% 60.00% 8.57%
0 1 3 7 21 3 35
BASIC STATISTICS
Minimum
2.00
Maximum
5.00
Median Mean Standard Deviation
5.00 4.50 0.79
u
4.50 1-
13/46
Packet Pg. 36
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q14 Does Lighthouse proactively identify potential legal issues when it is
aware of them and make them known to City officials so problems can be
avoided?
Answered:35 Skipped:1
Q14
Q14
■
■
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
5 0 N/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
2.86% 5.71% 5.71% 17.14% 60.00% 8.57%
1 2 2 6 21 3 35
BASIC STATISTICS
Minimum
1.00
Maximum Median Mean Standard Deviation
5.00 5.00 4.38 1.05
u
4.38 =
14 / 46 1 Packet Pg. 37
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q15 Is Lighthouse able to maintain the City officials' and City Staff
confidence while informing them of the different legal risks of their actions?
Answered:35 Skipped:1
Q15
. IP
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q15 0.00% 2.86% 0.00% 22.86% 65.71% 8.57%
0 1 0 8 23 3 35
BASIC STATISTICS
Minimum
2.00
Maximum
5.00
Median Mean Standard Deviation
5.00 4.66 0.64
u
4.66 1-
15/46
Packet Pg. 38
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q16 Are city staff and the City Council advised on key changes in
municipal law as it pertains to Edmonds?
Answered:36 Skipped:0
Q16
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q16 2.78% 8.33% 5.56% 19.44% 41.67% 22.22%
1 3 2 7 15 8 36
BASIC STATISTICS
Minimum
1.00
Maximum Median
5.00 5.00
Mean Standard Deviation
4.14 1.16
4.14
u
16 / 46 1 Packet Pg. 39
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q17 Please comment on the legal consultation of Lighthouse:
Answered:14 Skipped:22
17 / 46 1 Packet Pg. 40
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q18 Is Lighthouse always compliant with City Council requests regarding
pursuit of litigation?
Answered:36 Skipped:0
Q18
u
0%
10% 20% 30%
40% 50%
60% 70%
80% 90% 100%
�1
N2
3
4
i
i
N5
NN/A
L
1
2
3 4
5
NIA
TOTAL WEIGHTED AVERAGE
i
Q18 0.00%
0.00%
0.00% 2.78%
16.67%
80.56%
0
0
0 1
6
29
36
4.86
BASIC STATISTICS
i
C
Minimum
Maximum
Median
Mean
Standard Deviation
M
4.00
5.00
5.00
4.86
0.35
18 / 46 1 Packet Pg. 41
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q19 Does Lighthouse represent the City in a professional manner in
conducting litigation?
Answered:35 Skipped:1
Q19
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 (1) 2 (2) 3 (3) 4 (4)
Q19 0.00% 0.00% 0.00% 2.86%
0 0 0 1
BASIC STATISTICS
Minimum
4.00
Maximum
5.00
5 (5) NIA
42.86% 54.29%
15 19
Median Mean
5.00 4.94
TOTAL WEIGHTED AVERAGE
35
Standard Deviation
0.24
u
4.94 1-
19/46
Packet Pg. 42
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q20 Does Lighthouse make effective use of executive session to advise
the City Council on the status and risks associated with pending or
potential litigation?
Answered:36 Skipped:0
Q20
u
0%
10% 20% 30%
40% 50% 60% 70% 80% 90% 100%
01
02
3 1 4
LU
>,
05
N/A
c
L
O
Q
1 2
3 4
5 NIA TOTAL WEIGHTED AVERAGE
U
Q20 0.00% 0.00%
2.78% 8.33%
30.56% 58.33%
0 0
1 3
11 21 36
rn
4.67 =
N
d
BASIC STATISTICS
G
Minimum Maximum Median Mean Standard Deviation 0
O
3.00 5.00 5.00 4.67 0.60 Q-
m
r
Q
20 / 46 Packet Pg. 43
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q21 Are Lighthouse's estimates of legal impacts reasonably accurate on a
regular basis?
Answered:36 Skipped:0
Q21
u
0%
10% 20% 30%
40% 50%
60% 70%
80% 90% 100%
�1
N2
3
4
i
i
N5
NN/A
L
1 (1)
2 (2)
3 (3) 4 (4)
5 (5)
NIA
TOTAL WEIGHTED AVERAGE
4
Q21 0.00%
0.00%
0.00% 16.67%
33.33%
50.00%
+;
0
0
0 6
12
18
36
4.67 C
BASIC STATISTICS
i
C
Minimum
Maximum
Median
Mean
Standard Deviation
M
4.00
5.00
5.00
4.67
0.47
21 / 46 1 Packet Pg. 44
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q22 Has Lighthouse been successful in accomplishing the City's litigation
objectives?
Answered:36 Skipped:0
Q22
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 04
N5 NN/A
1 2 3 4
Q22 0.00% 0.00% 0.00% 5.56%
0 0 0 2
BASIC STATISTICS
Minimum
4.00
Maximum
5.00
5 NIA
30.56% 63.89%
11 23
Median Mean
5.00 4.85
TOTAL WEIGHTED AVERAGE
36
Standard Deviation
0.36
u
4.85 1-
22 / 46
Packet Pg. 45
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q23 Please comment on the litigation of Lighthouse:
Answered:10 Skipped:26
23 / 46 1 Packet Pg. 46
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q24 Does Lighthouse prepare ordinances, resolutions, contracts,
correspondence, and other legal work accurately and consistent with the
direction and objectives communicated by the City Council, Mayor and/or
department directors?
Answered:35 Skipped:1
Q24
u
0%
10% 20% 30%
40% 50%
60% 70% 80%
90% 100% W
d
E1
02
3
4
0
5
N/A
Q
U
1
2
3 4
5
NIA TOTAL
WEIGHTED AVERAGE ,q
r
Q24 0.00%
0.00%
2.86% 22.86%
65.71%
8.57%
0
0
0
1 8
23
3
35 4.69 0
IX
4-
0
BASIC STATISTICS
r-
0
Minimum
Maximum
Median
Mean
Standard Deviation m
3.00
5.00
5.00
4.69
0.53 ;
c
m
E
t
v
r
r
Q
24 / 46
Packet Pg. 47
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q25 Does Lighthouse make beneficial suggestions about how the city
code should be updated or revised?
Answered:36 Skipped:0
Q25
u
0%
10% 20% 30%
40% 50%
60% 70%
80% 90% 100%
�1
N2
3
4
i
i
N5
NN/A
L
1
2
3 4
5
NIA
TOTAL WEIGHTED AVERAGE
i
Q25 2.78%
8.33%
5.56% 13.89%
38.89%
30.56%
+;
1
3
2 5
14
11
36
4.12 C
BASIC STATISTICS
i
C
Minimum
Maximum
Median
Mean
Standard Deviation
M
1.00
5.00
5.00
4.12
1.21
25 / 46 1 Packet Pg. 48
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q26 Please comment on the document review and preparation of
Lighthouse:
Answered:12 Skipped:24
26 / 46 1 Packet Pg. 49
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q27 Are standard forms developed and used where possible to minimize
preparation of legal documentation?
Answered:36 Skipped:0
Q27
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
N5 NN/A
1 2 3 4
Q27 2.78% 0.00% 2.78% 8.33%
1 0 1 3
BASIC STATISTICS
Minimum
1.00
Maximum
5.00
5 NIA
36.11% 50.00%
13 18
Median Mean
5.00 4.50
TOTAL WEIGHTED AVERAGE
36
Standard Deviation
1.01
u
4.50 1-
27/46
Packet Pg. 50
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q28 Are legal tasks performed with appropriate authorization according to
established procedures and contract requirements?
Answered:34 Skipped:2
Q28
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q28 2.94% 0.00% 0.00% 11.76% 50.00% 35.29%
1 0 0 4 17 12 34
BASIC STATISTICS
Minimum
1.00
Maximum Median
5.00 5.00
Mean Standard Deviation
4.64 0.88
4.64
u
28 / 46 1 Packet Pg. 51
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q29 Do invoices accurately identify tasks and expenses in sufficient detail
to provide accountability?
Answered:36 Skipped:0
Q29
u
0%
10% 20% 30%
40% 50%
60% 70% 80%
90% 100%
�1
N2
3
4
i
i
N5
NN/A
L
1
2
3 4
5
NIA TOTAL
WEIGHTED AVERAGE
i
Q29 0.00%
2.78%
2.78% 2.78%
11.11%
80.56%
+;
0
1
1 1
4
29 36
4.14 C
BASIC STATISTICS
i
C
Minimum
Maximum
Median
Mean
Standard Deviation
M
2.00
5.00
5.00
4.14
1.12
29 / 46 1 Packet Pg. 52
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q30 Does Lighthouse display the ability and knowledge to research issues
in a minimum amount of time?
Answered:35 Skipped:1
Q30
I=
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q30 0.00% 5.71% 2.86% 28.57% 42.86% 20.00%
0 2 1 10 15 7 35
BASIC STATISTICS
Minimum
2.00
Maximum Median
5.00 5.00
Mean Standard Deviation
4.36 0.85
4.36
u
30 / 46 1 Packet Pg. 53
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q31 Please comment on the cost / fiscal accountability and control of
Lighthouse:
Answered:12 Skipped:24
31 / 46 1 Packet Pg. 54
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q32 Is Lighthouse accessible when needed?
Answered:36 Skipped:0
Q32
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
@5 MN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q32 0.00% 0.00% 13.89% 25.00% 61.11% 0.00%
0 0 5 9 22 0 36
BASIC STATISTICS
Minimum
3.00
Maximum Median
5.00 5.00
Mean Standard Deviation
4.47 0.73
u
4.47 ;
32 / 46 1 Packet Pg. 55
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q33 Are requested legal work and assignments completed within a clearly
established time frame?
Answered:36 Skipped:0
Q33
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q33 2.78% 0.00% 5.56% 41.67% 47.22% 2.78%
1 0 2 15 17 1 36
BASIC STATISTICS
Minimum
1.00
Maximum
5.00
Median Mean Standard Deviation
4.00 4.34 0.83
4.34
u
33 / 46
Packet Pg. 56
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q34 Does Lighthouse follow up efficiently to requests that are made?
Answered:36 Skipped:0
Q34
JAM
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
N5 MN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q34 0.00% 0.00% 22.22% 33.33% 44.44% 0.00%
0 0 8 12 16 0 36
BASIC STATISTICS
Minimum
3.00
Maximum Median
5.00 4.00
Mean Standard Deviation
4.22 0.79
u
4.22 ;
34 / 46 1 Packet Pg. 57
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q35 Does Lighthouse accurately interpret and clarify City Council and
Mayoral direction?
Answered:36 Skipped:0
Q35
u
0%
10% 20% 30%
40% 50%
60% 70%
80% 90% 100%
�1
N2
3
1
4
i
i
N5
NN/A
L
1
2
3 4
5
NIA
TOTAL WEIGHTED AVERAGE
i
Q35 0.00%
0.00%
0.00% 11.11%
41.67%
47.22%
0
0
0 4
15
17
36
4.79
BASIC STATISTICS
i
C
Minimum
Maximum
Median
Mean
Standard Deviation
M
4.00
5.00
5.00
4.79
0.41
35 / 46 1 Packet Pg. 58
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q36 Please comment on responsiveness / timeliness of Lighthouse:
Answered:12 Skipped:24
36 / 46 1 Packet Pg. 59
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q37 Does Lighthouse communicate effectively and clearly with the City
Council, the Mayor and city staff?
Answered:36 Skipped:0
Q37
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
N1 N2 3 4
N5 NN/A
1 2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
Q37 0.00% 0.00% 5.56% 16.67% 69.44% 8.33%
0 0 2 6 25 3 36
BASIC STATISTICS
Minimum
3.00
Maximum
5.00
Median Mean Standard Deviation
5.00 4.70 0.58
u
4.70 1-
37 / 46
Packet Pg. 60
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q38 Does Lighthouse maintain appropriate confidentiality with regard to all
matters discussed with the Mayor, City Council, department directors and
city staff?
Answered:35 Skipped: 1
Q38
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
01 02 3 4
05 @N/A
1 2 3 4
Q38 0.00% 0.00% 0.00% 8.57%
0 0 0 3
BASIC STATISTICS
Minimum
4.00
Maximum
5.00
5 NIA
71.43% 20.00%
25 7
Median Mean
5.00 4.89
TOTAL WEIGHTED AVERAGE
35
Standard Deviation
0.31
u
4.89 =
38 / 46
Packet Pg. 61
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q39 Does Lighthouse maintain good working relationships and serve as an
effective member of the management team?
Answered:36 Skipped:0
Q39
u
0%
10% 20% 30%
40% 50%
60% 70%
80% 90% 100%
�1
N2
3
4
i
i
N5
NN/A
L
1
2
3 4
5
NIA
TOTAL WEIGHTED AVERAGE
i
Q39 0.00%
0.00%
2.78% 19.44%
66.67%
11.11%
+;
0
0
1 7
24
4
36
4.72 C
BASIC STATISTICS
i
C
Minimum
Maximum
Median
Mean
Standard Deviation
M
3.00
5.00
5.00
4.72
0.51
39 / 46 1 Packet Pg. 62
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q40 Does Lighthouse display a positive attitude in carrying out its
responsibilities and responding to requests?
Answered:36 Skipped:0
Q40
0%
10% 20% 30%
40% 50%
60% 70% 80% 90% 100%
N1
N2
3
4
N5
NN/A
1 2
3 4
5
NIA TOTAL WEIGHTED AVERAGE
Q40 0.00% 0.00%
0.00% 11.11%
83.33%
5.56%
0 0
0 4
30
2 36
BASIC STATISTICS
Minimum
4.00
Maximum Median
5.00 5.00
Mean Standard Deviation
4.88 0.32
u
4.88 1-
40 / 46 1 Packet Pg. 63
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q41 Has Lighthouse been a positive force toward improving and/or
maintaining a positive relationship between the City Council and the
Administration?
Answered:36 Skipped:0
N
N
a�
a�
N
r
c
a�
E
N
N
d
N
Q41 Q
d
C
L
0
Q
u
0%
10% 20% 30%
40% 50%
60% 70%
80% 90% 100%
i
a1
2
3
4
L
5
0 N/A
1
2
3 4
5
NIA
TOTAL WEIGHTED AVERAGE
e
Q41 0.00%
0.00%
5.56% 16.67%
44.44%
33.33%
0
0
2 6
16
12
36
4.58
i
BASIC STATISTICS
w
Minimum
Maximum
Median
Mean
Standard Deviation
1
3.00
5.00
5.00
4.58
0.64
•,
41 / 46 1 Packet Pg. 64
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q42 Please comment on communications and interpersonal relations of
Lighthouse:
Answered:9 Skipped:27
42 / 46 1 Packet Pg. 65
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q43 What obstacles, if any, have prevented you from seeking or receiving
legal advice from Lighthouse (you may choose more than one answer):
Answered:33 Skipped:3
I don't know
how to reque...
A specific
lawyer wasn'...
Legal lacks
the expertis...
Legal does not
understand m...
Legal can't
turn request...
I haven't
encountered ...
Other (please.
specify)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES
RESPONSES
I don't know how to request legal services
6.06%
2
A specific lawyer wasn't available
0.00%
0
Legal lacks the expertise in the issue I need assistance with
6.06%
2
Legal does not understand my business needs
3.03%
1
Legal can't turn requests around fast enough
3.03%
1
1 haven't encountered an obstacle
75.76%
25
Other (please specify)
6.06%
2
TOTAL
33
u
43 / 46 1 Packet Pg. 66
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q44 If you have concerns with Lighthouse, have you taken actions to
make your concerns known to resolve the issue(s)?
Answered:23 Skippea
N
Yes- please N
provide...
N
r
c
No. a�
E
N
N
d
N
N
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Q
d
C
L
0
Q
ANSWER CHOICES RESPONSES
.r
Yes - please provide specifics about the actions you have taken. 17.39% 4 �?
M
No. 82.61% 19 p
N
TOTAL 23 A
44 / 46 1 Packet Pg. 67
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q45 After making your concerns known, were they resolved to your
satisfaction?
Answered:34 Skipped:2
1
Q45 0.00%
0
BASIC STATISTICS
Minimum
3.00
Q45
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
�1 02 3 4
5 N N/A
2 3 4 5 NIA TOTAL WEIGHTED AVERAGE
0.00% 2.94% 5.88% 8.82% 82.35%
0 1 2 3 28 34
Maximum Median Mean Standard Deviation
5.00 4.50 4.33 0.75
4.33
u
45 / 46 1 Packet Pg. 68
Performance Evaluation for Lighthouse City Attorney Services
SurveyMonk
Q46 Please share any other comments you have below:
Answered:13 Skipped:23
46 / 46 1 Packet Pg. 69
7.3
City Council Agenda Item
Meeting Date: 03/7/2023
Comprehensive Plan Gap Analysis
Staff Lead: City Council
Department: City Council
Preparer: Beckie Peterson
Background/History
Council requested this Equity and Climate Gap Analysis final report be provided in the agenda packet.
Staff Recommendation
N/A
Narrative
In partnership with the City of Edmonds, a consultant project team, led by ECONorthwest and supported
by Geos Institute and Broadview Planning, assisted the City of Edmonds in the delivery of a review of
climate and equity related gaps in their existing Comprehensive Plan. This gap analysis will help inform
the City's Comprehensive Plan periodic update (to be completed by 2024).
Attachments:
Edmonds Comprehensive Plan Gap Analysis
Packet Pg. 70
7.3.a
Comprehensive Plan
17 GEOS
INSTITUTE
BROAOVIEuu
PLANNING
Gap Analysis
City of Edmonds
August 2022
Prepared for: City of Edmonds
Final Report
Prepared by:
ECONorthwest
ECONOMICS • FINANCE • PLANNING
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Acknowledgements
ECONorthwest, with help from Geos Institute, Broadview Planning, and staff at the City of
Edmonds, prepared this report for the City of Edmonds. The project team thanks all those who
provided their input and helped inform the findings of this report.
City of Edmonds and Project Contact for more information about this report:
Susan McLaughlin, Director, Development Services Department, City of Edmonds, 425-771-
0216, sunsan.mclaughlin@edmondswa.gov
ConsultingTeam:
ECONorthwest
■ Jade Aguilar (Consultant Contact), Director of
Research Equity, 503.222.6060,
aF-Fuilar@econw.com
■ Jennifer Cannon
■ Ariel Kane
Broadview Planning
■ Andrea Petzel
■ Clair Leighton
GEOS Institute
■ Tonya Graham
ECONorthwest
ECONOMICS • FINANCE • PLANNING
GEOS
INSTITUTE
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Table of Contents
1. Introduction............................................................................................................................. 1
Cityof Edmonds Profile..................................................................................................................2
ProjectApproach...........................................................................................................................4
2. Comprehensive Plan Gap Analysis Recommendations.......................................................... 8
Recommendation Topic 1. Equitable Climate Change Adaptation....................................................9
Recommendation Topic 2. Equitable Climate Change Mitigation Recommendations ......................15
Recommendation Topic 3. Promoting Equity in the Economy........................................................19
Recommendation Topic 4. Supporting Equitable Engagement.......................................................22
Summary of Comprehensive Plan Gap Review Findings.................................................................24
Appendix A. Review of the Existing City of Edmonds Comprehensive Plan .............................. 25
Review of the City of Edmonds Comprehensive Plan.....................................................................26
Appendix B. Outreach Analysis Findings.................................................................................... 43
Appendix C. Existing Conditions Assessment Results................................................................. 53
Frameworks for Analyzing Equity and Climate Change Planning.....................................................53
Importance of Equity and Climate Change Planning.......................................................................53
Climate Change Planning Background...........................................................................................54
Framework for How to Plan for Equity..........................................................................................60
Key Regional Guidance on Equity and Climate Change Planning.....................................................61
Summary of Key Plans, Programs, and Projects Addressing Equity and Climate Change..................62
Review of Key Plans, Programs, and Projects................................................................................63
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1. Introduction
In partnership with the City of Edmonds, a consultant project team, led by ECONorthwest and
supported by Geos Institute and Broadview Planning, assisted the City of Edmonds in the
delivery of a review of climate and equity related gaps in their existing Comprehensive Plan.
This gap analysis will help inform the City's Comprehensive Plan periodic update (to be
completed by 2024).
The City of Edmonds has embarked on a bold approach to actively revise current strategies and
policies to address two core challenges of today — the need to effectively address equity and
climate change planning best practices. The City's support of a Diversity Commission in 2015
signifies their commitment to integrate equity considerations into planning. However,
additional work remains to address equity comprehensively and meaningfully in the City's
processes and policies. Across the region, social equity has become a highly prioritized issue for
review and incorporation in planning efforts. Washington State's Growth Management Policy
Board prioritized social equity as a critical regional issue for incorporation in the Puget Sound
Regional Council (PSRC) VISION 2050. The City has a critical opportunity to assess how local
planning can mitigate displacement of vulnerable populations, support inclusive engagement,
and improve access to opportunities for the whole community.
Along with equity, climate change planning emerged in the late 20 th century as another critical
need to address in local planning efforts. While this is a global challenge, the local consequences
of climate change are significant: more frequent forest fires, elevated ocean levels, loss of species
biodiversity, increased costs for infrastructure repairs and emergency responses, among others.
Local jurisdictions are often leading climate change planning by taking incremental action to
reduce greenhouse gas emissions (GHG) at impactful sources within their purview such as by
improving the energy efficiency of buildings.
As of 2021, 10,735 mayors representing cities across the globe committed to addressing climate
change through the Global Covenant of Mayors for Climate & Energy; 257 different U.S. cities
and 19 U.S. regions, counties, and states have pledged to take over 600 actions; and 100 cities
committed to addressing climate change adaptation with over 1800 concrete actions through the
Rockefeller Foundation's 100 Resilient Cities Program.' The City of Edmonds has also
prioritized climate action as demonstrated by their ongoing work to update their Climate
Action Plan (CAP, update underway as of 2022) and their commitment towards achieving CAP
goals such as the attainment of net zero carbon emissions by 2050. The broad range of threats
from elevated GHG concentrations necessitates robust action and careful evaluation of gaps
'United Nations Global Climate Action portal. Accessed on July 31, 2021. http://cIimateaction.unfccc.int/#US . City of
Edmonds, WAwas not listed in this portal when this information was retrieved. Rockefeller Foundation.
https://www.rockefelIerfoundation.ouV100-resilient-cities/. Theexisting 100 Res iIientCities organization concludes on
July 31, 2019 after developing the urban resilience movement since 2013. Global Covenant of Mayors.
htti)s://www.j�lobalcoven antofmayors.orV Accessed on July 31, 2021.
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where more progress could be made in building resilience to the impacts of climate change that
are now apparent and expected to worsen over time.
City of Edmonds Profile
The City of Edmonds is a highly desirable place to live, offering various community, arts,
cultural, and natural amenities. Edmonds is located north of Seattle and south of the City of
Everett in Snohomish County along the Puget Sound waterfront.
The Suquamish tribe inhabited the Edmonds area before the 19t" Century, foraging and fishing
along the waterfront. European settlers came in 1870 with the arrival of a logger named George
Brackett. After the incorporation of the City of Edmonds in 1890, a railroad was built the
following year to provide more travel options and connectivity to the surrounding region. Then
the first regular passenger ferry service was established in 1900. The economic growth of
Edmonds early on was heavily spurred by rail and boat transport access and the industry
focused on shingle mills until it slowed in the mid 20t" century.2 The Edmonds Marina was built
in the early 1960s and the Port of Edmonds continues to provide marina facilities today. The
Washington State Ferry System established a car and passenger ferry route between Edmonds
and Kingston traveling across the Puget Sound in 1951 and this route continues to operate
today. This led to the development of the Edmonds Ferry Terminal situated adjacent to
Downtown Edmonds and railway line. Residential development increased in the hills
surrounding Edmonds and led to city expansion via annexations.
The City of Edmonds grew from
approximately 8,016 persons in 1960 to 39,515
persons in 2000 (U.S. Decennial Census). By
2021, the City of Edmonds became the third
most populated town in Snohomish County
with an estimated 42,758 persons (U.S. Census
Bureau). Edmonds likely will continue to grow
in response to broader Puget Sound region
growth pressure. This growing population
faces various risks associated with climate
change particularly such as the City's
Downtown precarious location along the
waterfront and partially within flood risk areas
LYN N W OOD
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along with critical public transportation
infrastructure along the waterfront and the prevalence of at -risk populations. As described in
the updated version of the City of Edmonds Climate Action Plan (ECAP, 2022), the city is home
2 Edmonds Historical Museum, https://historicedmonds.org/edmonds-
history/#:~:text=The%20town's%20settlement%20began%20in,helped%20buil d%20the %20early%20town
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to various frontline communities
including the elderly, non-
English speakers, those with no
health care coverage, renters,
persons below the poverty line,
those experiencing homelessness,
and those without a bachelor's
degree or higher (additional
information on climate action
planning efforts is summarized in
Appendix C).3 Moreover, certain
persons including children, the
elderly, and those with
disabilities and impairments tend
to be more adversely impacted by
disasters due to the reduced
ability to evacuate and tendency
for disrupted support systems.4
Consequently, climate action
strategies should be tailored to
promote equity by responding
inclusively to unique population
needs. FEMA recommends the
use of the "Whole Community"
approach whereby residents,
community leaders, government
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officials, and emergency management practitioners work collectively on strengthening their
preparedness and community's ability to recover from adversity.5 Effective response benefits
from a continuous identification and tracking of at -risk groups and an ongoing assessment of
their needs.
The following project approach described how the project team reviewed the City of Edmonds
Comprehensive Plan to help promote equity and support current climate action planning.
3 The ECAP (2022) defines frontline communities as persons more susceptible to, and less able to recover from or
adapt to, threats of climate change due to intersecting vulnerabilities and socioeconomic determinants, including
preexisting health conditions, physical location, historic marginalization, social context, economic stability, and more.
4 Centers for Disease Control and Prevention (CDC). (2015). Planning for an Emergency: Strategies for Identifying
and Engaging At -Risk Groups. A guidance document for Emergency Managers. First edition: Atlanta, GA.
ss US Department of Homeland Security (FEMA). (2011). A Whole Community Approach to Emergency
Management: Principles, Themes, and Pathways for Action. FDOC 104-008-1.
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Project Approach
The overarching rationale for this work is to assist the City of Edmonds in improving its long-
range planning by analyzing the City's current Comprehensive Plan and community
engagement processes and recognizing the current Climate Action Plan work. The consultant
team supported the City of Edmonds by providing a comprehensive review of climate and
equity related gaps in their existing Comprehensive Plan. These findings could help shape
recommendations for updating the Edmonds Comprehensive Plan, a plan which will guide
policies and decisions over the 20-year planning horizon (the City's Comprehensive Plan
periodic update is required to be completed by 2024, pursuant with the Washington State
Growth Management Act (GMA)).
As outlined below, the approach for reviewing the plan for gaps began with an assessment of
the existing conditions (these findings are provided throughout the document and in Appendix
C). The purpose of the Existing Conditions assessment is to develop a comprehensive picture of
existing conditions as they relate to equity and climate change planning to help build a
foundation of understanding of the current public agency efforts to date.
Task 2. Analysis of Task 3. Draft
r- Task 1. Existing Task 4. Final
Conditions Gaps, Best Practices, & Comprehensive Plan Recommendations
Equity Recommendations
Summaryof Relevant
Plans, Reports, Programs,
and Practices (public
engagement)
Equity Analysis & Climate
Change Planning Analysis
Approach
Assess Gaps
Review Best Practices
Solicit Ideas
Gain Input
Evaluate tradeoffs,
advantages, challenges
Refine Recommendations
Presentation to City
Implementation Guidance
The project team also evaluated the existing Comprehensive Plan for how effectively it
addresses equity and climate change planning best practices. Frameworks for analyzing equity
and climate change planning and guiding principles are described in Appendix C to help the
team outline how to evaluate Edmonds' Comprehensive Plan.
The project team also reviewed the existing public participation practices (based on a document
review of recent outreach efforts) and held a series of interviews with stakeholders to gain an
understanding of the existing relationships and approaches to community engagement.
Lastly, the project team evaluated a selection of key Comprehensive Plan areas of improvement
to identify key opportunities to address equity and climate change more comprehensively and
effectively.
The project team focused on PSRC's updated VISION 2050 (adopted in 2020) since this new
plan provides policy guidance recognizing racial equity and access to opportunity as crucial
regional issues. PSRC's Comprehensive Plan certification process asks local jurisdictions to
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respond to how racial equity was considered in the planning process and addressed in the
plan.6 The newly adopted VISION 2050 includes several goals and policies intended to advance
social equity and calls for member governments to develop and implement a regional equity
strategy.' PSRC recognizes that equitable outcomes are important, and that data should be used
to highlight areas of concern and progress. In addition, PSRC calls for authentic engagement
with marginalized communities and historically underrepresented communities since it is
imperative to develop a more holistic understanding of problems and solutions. Lastly, they
recognize how strategies are needed to ensure marginalized groups do not suffer from undue
burdens and that they equitably enjoy community benefits.
Review of Equity and Climate Change Policies
The following table lists key equity and climate change policies and actions for local
comprehensive plans that are recognized in PSRC's VISION 2050. Updates to Puget Sound
region local comprehensive plans must be reviewed for consistency with these PSRC policies as
a part of the plan certification process. The following table is not exhaustive - it only focuses on
outlining PSRC VISION 2050 policies relevant to equity and climate action planning. We
examined key Comprehensive Plan areas of improvement for how well they address equity and
climate change planning guiding policies, along with best practices drawing from the
consultants' technical and process expertise knowledge, and an array of policy guidance
resources and literature. A selection of the above PSRC policies were used as a guide for
informing key recommendations to improve long-range planning, community engagement, and
fill in climate and equity related gaps in the existing City of Edmonds Comprehensive Plan.
Exhibit 2. PSRC VISION 2050 Equity and Climate Change Local Government Planning Policies
Source: PSRC VISION 2050
Prioritizes ervices and access to opportunity for people of color, people with
1
MPP-RC -2
Equity
low incomes, and historically underserved communities to ensure all people
can attain the resources and opportunities to improve quality of life and
address past inequities.
Equity,
Support programs to ensure that all residents, regardless of race, social, or
2
MPP-En-3-4,
Climate
economic status, have clean air, clean water, and other elements of a
En-7-8, En- 21
Change
healthyenvironment and prioritize thereduction of impacts to vulnerable
populations that have been disproportionately affected.
MPP-CC-6, CC-
Equity,
Address impacts to vulnerable populations and areas that have been or will
3
8, CC-Action-3,
Climate
be
disproportionatelyaffected by climate change.
CC-Action-4
Change
4
MPP-DP-2, Ec
Eit
quy
Reduce disparities in access to opportunity and expand employment
8, Ec-13
opportunities to improve theregion's shared economic future.
5
MPP-DP-8
Equity
Support inclusive engagement to ensure land use decisions do not
negatively impact historicallymarginalized communities.
6 PSRC. 2021. VISION 2050 Planning Resources, Plan Review Manual.
7 The regional equity strategythat will be developed is anticipated to include tools and resources to inform policy, best
practices for centeringequityin local planningwork, and guidance on how to measure outcomes and develop mechanisms
to prioritize fundingto address equity. This initiativewill establish an equity advisory group and will includethe
development of an equity impact dashboard to evaluate decisions.
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Policy
Categl-s
111- • •
Equity,
Identify potential physical, economic, and cultural displacement of low-
6
MPP-H-12, H-
Climate
income households and marginalized populations and work with
Action-6
Change
communities todevelop anti -displacement strategies when planningfor
growth.
7
MPP-H-5
Equity
Promote homeownership opportunities while recognizing historic inequities
in access to homeownership opportunities for communities of color.
8
MPP-T-9
Equity,
Climate
Identifyracial and social equity as a core objective when planningand
Change
implementing transportation improvements, programs, and services.
MPP-PS-2, PS-
Equity,
Promote affordable and equitable access of public services, including
9
16, PS 22
Climate
drinking water and telecommunication infrastructure, toprovide access to
Change
all communities, especiallyunderserved communities.
Support achieving regional greenhousegas emission reduction goals by.
MPP-CC-1, CC-
Electrifyingthe transportation system,
3, CC-5, CC-
Climate
Reducingvehicle miles traveled through increasing alternatives to
10
11-12, CC-
Change
driving alone and usingland use strategies that reduce trips and
Action-3)
trip length, and
■ Expanding the use of conservation, alternative energy sources,
and energy management technology
11
MPP CC 2,p-
Action 3, DP
Climate
Reduce building energy use through green building and retrofit of existing
46
Change
buildings
12
PP-CC-4
Climate
Change
Protect and restore natural resources that sequesterand store carbon.
13
M PP-CC-6, CC-
8, CC-Action-3,
Climate
Address impacts to vulnerable populations and areas that have been or will
CC-Action-4)
Change
be disproportionately affected by climate change
Identifyand address theimpacts of climate changeand natural hazards on
the region to increase resilience. Resilience: Cities and counties will update
land use plans for climate adaptation and resilience. Critical areas will be
14
P-CC-7-10, CC-
Climate
updated based on climate impacts from sea level rise, flooding, wildfire
Action-4
Change
hazards, urban heat, and other hazards. The comprehensive plans will
identify mitigation measures addressing these hazards includingmultimodal
emergency and evacuation routes and prioritizing mitigation of climate
impacts on highlyimpacted communities and vulnerable populations.
15
MPP-CC-10
Climate
Address risingsea water by siting and planning for relocation of hazardous
Change
industries and essential public services away from the 500 year floodplain.
16
WAC 173-420-
080, MPP-En-
Climate
Ensureall federal and stateair quality standards are met and reduce
22
Change
emissions of air toxics and greenhouse gases.
17
MPP-DP-2,
MPP-DP-8
Equity
Support inclusive community planning.
18
MPP-DP-2, Ec-
Equity
q y
Reduce disparities in access to opportunity and expand employment
8, Ec-13
opportunities to improve the region's shared economic future.
19
PP-RC-3, DP-
M8
Equity
Reduce health disparities and improve health outcomes.
20
MPP-H-2-6, H-
Equity uity
Expand the diversity of housingtypes for all income levels and demographic
9
groups.
Focus retention and recruitment efforts and activities to foster a positive
MPP-Ec-1,Ec-
Equity,
business climate and diversify employment opportunities by specifically
21
3, Ec 4, Ecc- 7,
Climate
targeting:
Businesses that provide living wage jobs
Ec-9,
Change
■ Locally, women-, and minority -owned small businesses and start -
I
I up companies
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Policy
CategoryDescription•
Establishedand emerging industries, technologies, andservices
that promote environmental sustainability, especially those
addressing climate change and resilience
Equity,
22
MPP-T-10
Climate
Ensure mobility choices for people with special needs.
Change
23
MPP-CC-3, CC-
Climate
Promote clean transportation programs and facilities, including actions to
12, T-29-30
Change
reduce air pollution and greenhousegas emissions from transportation.
24
MPP-PS-13-
Climate
Consider the potential impacts of climate change on public facilities and
15, PS-20-21
Change
support the necessary investments to move to low -carbon energysources.
MPP-PS-18,
Equity,
Locate community facilities andservices, including civic places like parks,
25
PS-20, PS-29,
Climate
schools, and other public spaces, in centers and near transit, with
DP-11
Change
consideration for climate change, economic, social and health impacts.
Additional background information on different relevant policies and the framework used to
examine equity are provided in Appendix C.
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2. Comprehensive Plan Gap Analysis
Recommendations
The following section provides preliminary recommendations to fill Comprehensive Plan gaps
associated with climate change planning and equity for the City of Edmonds to consider,
prioritize, and refine. These recommendations were based on the findings from previous task
work including the review of existing conditions, review of the Comprehensive Plan and other
related plans, the review of guiding policies and best practices, and the engagement of
stakeholders. These suggestions describe strategies to be investigated by the community as well
as process recommendations for how the City can integrate efforts into its comprehensive plan.
As climate change can impact systems across a community, the summary will include
suggestions for how to integrate climate adaptation considerations in a consolidated way into
other community planning processes as well. Potential considerations (such as tradeoffs, costs),
advantages, and drawbacks will be described, as applicable. These suggestions and strategies
should be considered a menu of options for the City to consider, review, further articulate, and
prioritize. The recommendations cover a broad range of strategies focused on education,
program enhancements, policy changes, services, new tools, and performance tracking of
strategies and plans.
The recommendations are organized under the following four key topics and are not ordered
in any rank or priority:
• 1. Equitable Climate Change Adaptation
• 2. Equitable Climate Change Mitigation
• 3. Promoting Equity in the Economy
• 4. Supporting Equitable Engagement
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Recommendation Topic 1. Equitable Climate Change Adaptation
Relevant PSRC Policies for Topic 1, Equitable Climate Change Adaptation:
Climate Change Goal C. Assess the risks and potential impacts on both citygovernment operations and on the
larger Edmonds communitydue to climate change. The assessment of risk and potential responses will evaluate
the full range of issues, paying particular attention to those arisingfrom the city's location on Puget Sound and the
impacts of specific risks on Edmond's most vulnerable residents. Through regional collaboration, the City will
develop strategies to address sea level rise, climate change impacts to the hydrological system, and other climate
change -driven risks that are best addressed at a regional scale.
C.1 Develop a climate change risk assessment and impact analysis for citygovernment facilities and
operations.
C.2 Develop a climate change risk assessment and impact analysis for the Edmonds community which
considers the potential long-term impacts to economic, land use, and other communitypatterns as well
as the risks associated with periodic weather or climate events and long-term chronic shifts due to
climate change.
■ P-CC-7-10, CC-Action-4, Identifyand address the impacts of climate change and natural hazards on the
region to increase resilience. Resilience: Cities and counties will update land use plans for climate
adaptation and resilience. Critical areas will be updated based on climate impacts from sea level rise,
flooding, wildfire hazards, urban heat, and other hazards. The comprehensive plans will identify mitigation
measures addressing these hazards including multimodal emergencyand evacuation routes and
prioritizing mitigation of climate impacts on highlyimpacted communities and vulnerable populations.
■ MPP-CC-10, Address risingsea water by sitingand planningfor relocation of hazardous industries and
essential public services away from the 500-year floodplain.
■ MPP-En-3-4, En-7-8, En-21, Support programs to ensure that all residents, regardless of race, social, or
economic status, have clean air, clean water, and other elements of a healthy environment and prioritize
the reduction of impacts to vulnerable populations that have been disproportionately affected.
■ MPP-CC-6, CC-8, CC-Action-3, CC-Action-4: Address impacts to vulnerable populations and areas that have
been or will be disproportionately affected by climate change.
• MPP-CC-6: Address impacts to vulnerable populations and areas that have been disproportionately
affected by climate change
• MPP-CC-8: Increase resiliencyby identifyingand addressing the impacts of climate change and
natural hazards on water, land, infrastructure, health, and the economy. Prioritize actions to protect
the most vulnerable populations.
• CC-Action-3. Cities and counties will incorporate emissions reduction policies and actions that
contribute meaningfully toward regional greenhousegas emission goals, along with equitable
climate resiliency measures, in their comprehensive planning. Strategies include land uses that
reduce vehicle miles traveled and promote transit, biking, and walking consistent with the Regional
Growth Strategy, developing and implementing climate friendly buildingcodes, investments in
multimodal transportation choices, and steps to encourage a transition tocleaner transportation and
energy systems.
• CC -Action 4: Cities and counties will update land useplans forclimate adaptation and resilience.
Critical areas will be updated based on climate impacts from sea level rise, flooding, wildfire hazards,
urban heat, and other hazards. The comprehensive plans will identify mitigation measures
addressing these hazards including multimodal emergencyand evacuation routes and prioritizing
mitigation of climate impacts on highlyimpacted communities and vulnerable populations.
The Comprehensive Plan's focus on developing a strategic plan or Climate Action Plan (CAP)
that addresses both climate mitigation and adaptation is the primary vehicle through which
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these VISION 2050 goals will be addressed. This action plan includes both mitigation and
adaptation (as of 2022, based on a new draft) and should be designed to advance state, regional,
and local climate resilience efforts; identify and address the impacts of climate change on the
region's hydrological systems; and address rising sea levels by moving critical infrastructure
out of harm's way. These actions will be supported by regional efforts, as indicated in CC -
Action 2 (see this in the above inset box).
Suggested language adjustments to the Edmond's Comprehensive Plan
While MPP-CC-6, MPP-CC-8, and CC-Action-4 include specific resilience policies and goals,
CC-Action-3 is focused almost entirely on climate mitigation. This is evidenced by the fact that
all the strategies identified are primarily mitigation strategies. Therefore, the CAP update
process the City is undertaking should address the general reference to climate resilience found
in CC-Action-3.
The process of updating land use and comprehensive plans for climate adaptation and
resilience identified in CC-Action-4 can get underway in earnest once the updated CAP is in
place, which builds on the assessments identified in C.1 and C.2 above and identifies measures
to address these hazards. Once complete, the updated CAP can be integrated as a technical
document into the Comprehensive Plan to meet this VISION 2050 requirement. In the
meantime, the following language in the existing version of the adopted Comprehensive Plan
will address MPP-CC-6 and MPP-CC-8, and CC-Action-4.
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Relevant Goals and Policies in the Existing Edmonds Comprehensive Plan
Climate Change Goal D. Work with public and private partners to develop strategies and programs to prepare for
and mitigate the potential impacts of climate change, both on citygovernment operations and on the general
Edmonds community, with a particular focus on addressing the climate impacts and needs of vulnerable
populations and areas that have been disproportionately affected by climate change.
D.1 Develop a strategic plan that will help guide and focus City resources and program initiatives to (1) reduce
greenhousegas production and the carbon footprint of City government and the Edmonds community, and (2)
reduce and minimize the potential risks of climate change. The needs of vulnerable populations within Edmonds
will be centered by creating meaningful participation and leadership opportunities for members of those
populations in this process and understanding the positive and negative impacts of proposed strategies on these
communities as part of the strategy selection process. The strategic plan shouldbe coordinated with and leverage
state and regional goals and initiatives, but Edmonds should look for and take the lead where we see opportunities
unique to the Edmonds community. When complete, the strategic plan will be formally added to the
Comprehensive Plan as a technical document.
D.2 Build on and expand the strategic action plan to include programs that can involve both public and private
partners.
D.3 Undertake a policy review of City comprehensive, strategic and specific plans to assure that Citypolicies are
appropriately targeted to prepare for and mitigate potential impacts of climate change. These reviews may be done
to correspond with scheduled plan updates or accelerated where eithera higher priority is identified, or the next
update is not specificallyscheduled.
D4. Update land useplans for climate adaptation and resilience based on the strategies identified within its
strategic plan to address sea level rise, flooding, wildfire, extreme heat, and other hazards.
MPP-En-3-4, MPP-En-8: Support programs to ens u re th at all residents, regardless of race, social, or economic
status, have clean air, clean water, and oth er elem en ts; of a h ealthy en viron m en t and prioritize the reduction of
impacts to vulnerable populations that have been disproportionately affected.
o MPP-EN-3: Maintain and, where possible, improve air and water quality, soils, and natural systems to
ensure the health and well-being of people, animals, and plants. Reduce the impacts of transportation on
air and water quality, and climate change.
o MPP-EN-4: Ensure that all residents of the region, regardless of race, social, or economic status, have
clean air, clean water, and otherelements of a healthy environment.
o MP-EN-8: Reduce impacts to vulnerable populations and areas that have been disproportionately
affected by noise, air pollution, or other environmental impacts
These goals are connected to the larger effort to build climate resilience in Edmonds and will
need to be addressed by integrating the needs of vulnerable populations as well as integrating
across climate actions. Much of what needs to be done to address these goals will also have
resilience building benefits, but only if they are designed to meet both purposes. Ensuring that
all residents have access to clean air, water, and a healthy environment builds resilience to
natural disasters that are magnified by climate change. The same is true for restoring and/or
protecting the ecological integrity of natural systems. The healthier and stronger any system is
before it experiences either the shocks or stressors of climate change, the better it will be able to
navigate those changes. Recommendations for language are not included in this section as these
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are not specifically climate resilience goals, but it will be important to integrate solutions across
these areas.
Assessment and Monitoring
The existing language in the Edmonds Comprehensive Plan regarding assessing and
monitoring climate baselines and progress is lacking definition on the resilience side equal to
that of mitigation. Recommended language for the Comprehensive Plan adds two new climate
resilience goals (with existing goals moving down the list) as follows:
Climate Change Goal C. Inventory and monitor climate resilience factors, establishing
baselines and monitoring programs to measure future progress and program needs.
C.1 Establish baselines for local government and community resilience for both Edmonds
city government and the broader Edmonds community.
C.2 Establish a monitoring program for consistently updating estimates on City and
community resilience to climate change shocks and stressors. The monitoring program
should be designed to enable a comparison between measurement periods.
C.3 The monitoring program should include assessment measures which (1) measure
progress toward climate resilience goals and (2) evaluate the effectiveness of or need for
programs to work toward these goals.
Climate Change Goal D. Establish targets for building climate resilience for both city
government and the Edmonds community. Regularly assess progress and program needs,
identifying opportunities and obstacles for strengthening climate resilience.
D.1 City government should take the lead in developing and promoting resilience -
building efforts for the Edmonds community by working with the community,
particularly the populations most vulnerable to climate impacts, to establish and evaluate
targets for building climate resilience in Edmonds city government and the broader
Edmonds community.
D.2 Establish measures for evaluating the degree of climate resilience of Edmonds city
government and the broader Edmonds community.
D.3 Annually assess the status and progress toward climate resilience goals.
Climate Change Goal E. Develop strategies that can be used by both the public and private
sectors to help mitigate the potential impacts of new and ongoing development and
operations on greenhouse gas emissions while building climate resilience. Develop
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programs and strategies that will encourage the retrofitting of existing development and
infrastructure to mitigate and adapt to the effects of climate change.
E.1 Develop policies and strategies for land use and development that result in reduced
greenhouse gas emissions and improved affordability for new development as well as
redevelopment activities.
E.2 Develop mitigation programs and incentives that both public and private
development entities can use to reduce or offset potential greenhouse gas emissions
associated with both new development and redevelopment.
E.3 Develop programs and incentives that encourage existing land use, buildings, and
infrastructure to reduce their carbon footprint and operational costs. Demonstration
programs and other cost-efficient efforts that do not rely on long-term government
subsidies are preferred, unless dedicated funding sources can be found to sustain these
efforts over time.
Additional Recommendations
The Climate Action Plan (CAP) process underway offers a good start for addressing the
mitigation requirements in the Edmonds Comprehensive Plan and VISION 2050, but it is not
the strategic plan called for on the climate resilience side. Best practices in the climate resilience
planning field follow specific steps, including understanding climate hazards, assessing
vulnerabilities/risks, and developing strategies specifically to address the highest priority
vulnerabilities/risks for a community. While the CAP and the Comprehensive Plan both include
policies and strategies that will build climate resilience in certain ways, neither of them can be
considered the comprehensive climate resilience planning called for in VISION 2050.
To complete that requirement requires that the City of Edmonds:
■ Understands how climate conditions are expected to change by mid-century and end of
century,
■ Determines what that means for the community in terms of its people, economy, built
environment, natural systems, and culture, and
■ Develops solutions to address the most important vulnerabilities identified in the
process.
Once the climate adaptation/resilience side of the strategic plan is in place, we recommend
integrating this into a comprehensive CAP so that the community has a single climate change
strategic plan as referenced in the Comprehensive Plan.
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Technical Assistance
It appears that the PSRC is moving forward with developing technical assistance for its member
communities. It is also likely that the State of Washington will be coming forward with technical
assistance, particularly if it updates the requirements of comprehensive plans related to climate
change as appears likely in the next couple of sessions. In the meantime, information about
climate hazards is available to help get the process started. The Climate Impacts Group of the
University of Washington published a report entitled State of Knowledge: Climate Change in Puget
Sound. While the report was published in 2015, the basics of what canbe expected across Puget
Sound are likely to be largely still accurate.
Other communities in the Puget Sound have completed assessments like what Edmonds will
need to do. Their plans and reports may also be instructive. Specifically, review of Bainbridge
Island's Climate Impact Assessment, Sea Level Rise Assessment, and its comprehensive (climate
mitigation and adaptation) Climate Action Plan is likely helpful.
The City of Edmonds may also consider joining the Puget Sound Climate Preparedness
Collaborative as another means of accessing support and collaborating with neighboring
communities in Puget Sound to build climate resilience.
Collaboration
The City of Edmonds is already experiencing climate impacts, as are communities throughout
the Puget Sound. FEMA's recently expanded flood zone in the Downtown area, the impact to
the Sounder train from eroding lands and possible landslides, and the discussions about
daylighting Willow Creek are all testament to the reality that climate impacts have arrived.
Therefore, it is critically important that the municipal government engage wherever possible in
developing and implementing solutions while completing the strategic plan identified in its
Comprehensive Plan.
Edmonds meets several of its essential services responsibilities by participating in districts, so
collaborating with the leadership of those districts is an important mechanism for building
climate resilience. Some of the service districts Edmonds is involved with may already be
integrating future climate conditions into their master planning, but others may not. It is
particularly important that the City of Edmonds communicates the need to integrate climate
resilience into these plans as the City does not have control over those systems directly.
For example, Fire District 26 has completed a Community Wildfire Protection Plan (CWPP) and
Fire Districts 24 and 25 are working together to complete theirs. South County Fire has limited
wildfire risk reduction programming in place and may need to complete its own CWPP that
identifies and addresses how wildfire is impacted by climate change. Whether it is needed may
not be known until PSRC completes its climate hazards report, but conversations can be started
now if they are not already underway about the potential need for additional wildfire planning
due to climate change.
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The City of Edmonds can communicate with, and support climate resilience planning efforts of,
other districts and county programs, such as the Snohomish County Hazard Mitigation Plan
process (which will be revised in 2025), the Snohomish Health District, the Port District, the
Alderwood Water Wastewater District, the Snohomish County Public Utility District, and
others. These planning efforts should be reviewed and possibly recognized in the City's
Comprehensive Plan.
Finally, the City of Edmond's Comprehensive Plan outlines the triple bottom line goals of the
community. Assessing all solutions using this three-legged stool, with climate part of ecological
considerations and equity part of social considerations, will help the City make decisions
consistent with its values. In addition, ensuring that the consideration of impacts of possible
solutions on climate change and equity is standard throughout Edmond's municipal operations
will assist the effort to build climate resilience.
Additional Resources
FEMA's nature -based solutions guide: Building Community Resilience with Nature -Based
Solutions: A Guide for Local Communities
■ EcoAdapt's Publication: Climate Change Adaptation through Local Comprehensive Planning_
Guidance for Puget Sound Communities
Recommendation Topic 2. Equitable Climate Change Mitigation
Recommendations
Relevant PSRC Policies for Topic 2, Equitable Climate Change Mitigation:
■ MPP-T-9, Identify racial and social equity as a core objective when planning and implementing
transportation improvements, programs, and services.
■ MPP-H-12, H-Action-6, Identify potential physical, economic, and cultural displacement of low-income
households and marginalized populations and work with communities to develop anti -displacement
strategies in when plan n ing for growth.
Transportation
The Transportation Element includes some policies helpful for identifying racial and social
equity as a core consideration for planning transportation improvements. The plan recognizes
accessible transportation goals to promote equitable access to transportation systems.
However, the plan lacks guidance on how to continuously identify at -risk population needs
that tend to be underserved and it is unclear how equity and equitable transportation access
is considered when deciding how to allocate funds to implement transportation system
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improvements in different areas throughout the City.8 The City should develop strategies to
promote equitable investment in multimodal transportation improvements across the City.
They could begin this process by tracking the neighborhoods where past investments have been
implemented in the last few decades to identify neighborhoods that tend to be overlooked or
underserved in comparison to multimodal transportation infrastructure needs.
The Transportation Element could address equitable transit -oriented development (TOD)
since this can help support equity and sustainable development and show greater
compliance with MPP-T-9. Edmonds supports a Washington State Department of
Transportation (Washington State Ferries) ferry offering passenger and vehicle transportation
across the Puget Sound to the Kingston area of Kitsap County. In addition, the area could
eventually be more accessible to light rail service.9
Transit -oriented development is supported under Edmonds Comprehensive Plan Policy 2.12
but not equitable TOD. Equitable TOD (ETOD) has been defined as compact development,
frequently including a mixture of development with multi -modal access to jobs, neighborhood -
serving stores and other amenities that also serves the needs of low- and moderate -income
people. Essentially, ETOD is a policy, process and a development form that plans and supports
built environment investments that serve the needs of existing community members, especially
the most vulnerable, while enabling future growth. ETOD is centered on the people who live,
work and create in communities of color and in low-income communities that are served by
existing or planned high -capacity transit service, whether bus and/or rail. As communities
grapple with the simultaneous racial justice, public health, housing, and climate crises we
currently face, ETOD can be an important strategy to create a healthy, climate resilient and
equitable future for all while also generating economic value and providing public services
more cost effectively.
The preservation and creation of dedicated affordable housing in high opportunity
neighborhoods is a leading approach to promoting equitable TOD .10 Action should be
commenced to identify prominent barriers to equitable TOD such as single -use zoning.
Sound Transit's light rail, expanding throughout the region, has integrated key ETOD policies.
Washington State enacted Statute RCW 81.112.350 which requires Sound Transit to offer 80
percent of its surplus property that is suitable for housing to qualified entities to develop
housing affordable to families who must reserve at least 80 percent of the units for people at 80
percent of area median income or less (known as the 80-80-80 rule). Sound Transit's Equitable
8 The Capital Facilities Element outlines the plan for transportation capital facility needs. The Capital Facilities
Element has a goal to (Capital Facilities Goal A) to establish service standards for all city -provided services to
provide public facilities and services that meet citizens' needs and enhance the community's quality of life. However,
the Capital facility goals/policies does not recognize equity, equitable access, or inclusion goals for choosing which
capital improvement projects would be supported.
9 https://www.soundtransit.org/system-expansion/everett-link-extension
io Enterprise. (2015). Promoting Opportunity through Equitable Transit -Oriented Development (eTOD):
Barriers to Success and Best Practices for Implementation.
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TOD Policy, adopted in 2018, includes consideration of the potential displacement impacts on
existing businesses and individuals and a commitment to affordable housing. As of early 2021,
the Agency is planning to surplus 10 properties for equitable TOD and under the 80 -80-80 rule,
337 affordable housing units have already been built near transit and 963 are in the planning
phase.
Another key part of the Transportation Element is associated with the performance metric.
The Transportation Element Performance Measure calls for the City to measure the lineal feet of
sidewalk renovated or added to the City's sidewalk network. This measure is helpful for supporting
climate action planning mitigation. However, it does not address equitable access to
transportation systems and infrastructure improvements.
Consider incorporating and adjusting the following recommendations and actions from the
2022 Climate Action Plan such as:"
• TR 1.2: Encourage a mix of land uses designed to increase accessibility to services, recreation, jobs, and
housing
• TR 1.3: Encourage transit -oriented development standards and projects in the City's activity centers
(Highway 99 and downtown), such as reducing parking requirements or providing tax or other incentives.
• TR 2.2: Coordinate with Community Transit, Sound Transit, and the Washington State Departmentof
Transportation (WSDOT) to pursue funding opportunities to increase transit service and improve
convenience to encourage greater ridership.
Displacement
As Edmond prepares to invest resources in the Highway 99 Community Renewal Project or
other neighborhood renewal projects, it should be paying close attention to the risk of
displacement for current businesses and residents. It is common for there to be displacement of
residents from a neighborhood experiencing redevelopment, though with the right measures in
place, it can be mitigated.
Displacement because of gentrification happens in various ways. "Direct displacement" is when
current residents are forced to move because of rising rents, lease non -renewals, evictions, or
eminent domain (physical displacement). "Exclusionary displacement" is when housing choices
for prospective low-income residents become more limited. "Displacement pressures" and
"cultural displacement" are when culturally relevant supports and services that low-income,
and families -of -color rely on disappear from the neighborhood, thus making the neighborhood
less welcoming and inclusive.
Edmonds' current Comprehensive Plan does address some important housing issues than can
help mitigate displacement (Housing, p.93), such as housing assistance for higher -need
populations such as lower -income residents, residents with disabilities, or seniors, and
specifically recommends having an adequate supply of housing for folks displaced "as a result
of any community action" (Housing D.3). It is possible, however, to invest in and revitalize
neighborhoods without also causing gentrification and displacement. One is to plan
"City of Edmonds, DRAFT Climate Action Plan, 2022.
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collaboratively with members of the impacted neighborhood, working to identify a shared
vision of development that empowers the entire community. The development process should
enable community members to identify the types of housing, services and infrastructure that
should exist in their neighborhood. The process should value longtime residents' visions of
neighborhood change and give the power of decision -making to community residents.
Other recommendations include better understanding who is at risk of displacement in
Edmonds. Households and businesses who rent tend to be at much greater risk of displacement
because they are more affected by changing market conditions and are subject to the property
owner's decisions about redevelopment, remodels, rent increases, etc. Those who face
disadvantages or discrimination in the real estate market tend to be at greater risk of
displacement and to experience more harm if they are forced to move. These factors can make
households more likely to experience housing discrimination and/or limited housing options
and may increase their risk of displacement:
■ Renter households, including cost -burdened renters
■ People of color
■ People with disabilities
■ Adults without a college degree
■ Residents who speak limited English
■ Households with incomes less than $50,000
■ Neighborhoods near schools with a high share of students eligible for free and reduced -
price lunch
At the neighborhood level, we recommend reviewing the type of housing units in
neighborhoods. Older, lower -value rental homes and apartment buildings and mobile home
parks have a higher redevelopment potential, which would displace existing renters. Review
rent increases - while rents for older apartments appear to be increasing gradually in the study
area overall, several older properties appear to have seen substantial rent increases since 2018.
Check vacancy rates- when vacancy rates are very low, it can put upward pressure on rents and
make it more difficult for households or businesses who need to move to find another place to
live nearby.
For areas that have been identified as having a higher risk for displacement, the follow
recommendations should be considered.
Anti -Displacement Recommendations and Implementation Options:
■ Create programs and funding mechanisms to help maintain the existing supply of low-
cost market -rate housing (single and multi-) and commercial space;
■ Support the development of new affordable or mixed -income multifamily housing
citywide;
■ Add regulations to allow building a greater range of housing types in single-family zones;
■ Support the development of vibrant mixed -use urban areas with multi -modal access; and
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■ Fund storefront improvement grants and loans and tenant improvement assistance for
existing businesses.
Recommendation Topic 3. Promoting Equity in the Economy
Relevant PSRC Policies for Topic 3, Promoting Equity in the Economy:
■ MPP-DP-2, Ec-8, Ec-13, Reduce disparities in access to opportunity and expand employment
opportunities to improve the region's shared economic future.
■ MPP-Ec-1, Ec-3, Ec-4, Ec-7, Ec-9, Ec-16), Focus retention and recruitment efforts and activities to fostera
positive business climate and diversify employment opportunities by specifically targeting: Businesses
that provide living wage jobs, Locally, women-, and minority -owned small businesses and start-up
companies and Established and emerging industries, technologies, andservices that promote
environmental sustainability, especially those addressing climate change and resilience.
Reduce disparities in access to opportunity and expand employment opportunities to
improve the region's shared economic future.
Policies in the Edmonds Comprehensive Plan generally support equity by declaring that
economic development will have social and political equity as a core goal, along with overall
economic prosperity. The plan includes a description of basic population demographic
characteristics including a basic racial/ethnic makeup of the community and household income
detail and the employment description highlights wage challenges of local employers and the
need for more affordable housing in the area. The plan could incorporate additional
disaggregation of the data on the local economy by race and income to better understand the
local economy and how well it is functioning for all residents and workers. Going beyond
identifying under -represented sectors and identifying workers and business owners will help to
develop policy that aims to address disparities across economic and community health (PSRC
Vision 2050, MPP-DP-2,Ec-1, Ec-7, Ec-8, Ec-9 Ec-13).12 The City should consider adopting an
equitable development framework for implementation across plans.
Key equity supportive strategies include the prioritization and promotion of local firms,
identification of under -represented business sectors, encourage and support home -based
12 Note: MPP-DP-2: "Reduced is parities in access to opportunity forth eregion's residents through inclusive community
planning and targeted public and private investments that meet the needs of current and future residents and
businesses.', MPP-EC-1: "Support economic development activities that help to recruit, retain, expand, or diversify the
region's businesses, targeted towards businesses that provide living-wagejobs.", MPP-EC-7: "Foster a supportive
environment for business startups,smalI businesses, locally owned and women -and minority -owned businesses to help
them continue to prosper". MPP-EC-8: "Encourage the private, public, and nonprofit sectors to incorporate environmental
and social responsibi I ityintotheir practices." MPP-EC-9: "Promote economic activity and employment growth that creates
widely shared prosperity and sustains ad iversity of living -wage jobs forth eregion's residents." MPP-EC-13: "Promote equity
and access to opportunity in economic development policies and programs. Expand employment opportunity to improve the
region's shared economic future."
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work and business activities that supplement traditional business and employment
concentrations, and fostering an open and accepting community culture that respects
diversity (Economic Development Goals B, C, ED Policy CA., Community Sustainability
Goal E.). Looking at the robust service sector by wage and type would allow for programmatic
or legislative actions that support wage growth within certain sectors. Disaggregation of small
business information, or extrapolation based on common representation within certain sectors,
would also help to understand which small businesses require different types of assistance as
well as allow the City to identify and eliminate the barriers to starting and operating small
businesses faced by marginalized populations.
Additionally, more could be said about workforce development — people rather than business
focused — development to enhance equity and economic prosperity across the local workforce
and industries. Career development assets (community colleges, apprenticeship programs, etc.)
could be added into the analysis to map out what resources are available for residents to pursue
careers with higher wages.
Recommended Measures
■ Track the job to housing ratio for areas within targeted communities or other metrics
helpful for tracking progress over time associated with co -locating jobs with housing and
the development mixed -use communities in core urban areas (Community Sustainability
Goal E promotes the co -location of jobs with housing the community, consider tracking).
■ Incorporate and track Washington Environmental Health Disparities, Displacement Risk,
Opportunity and/or dissimilarity indices over time.
■ Track workforce development through metrics such as completion of training, placement,
and retention in employment, and disaggregate, as is relevant, for race, gender, age,
disability, veteran's status, incarceration record, etc.
■ The Economic Development Element Performance Measure is to report the number of
jobs within the City each year with a goal of reaching 13,948 jobs, excluding jobs within
the resource and construction sectors, by 2035. This measure will help to increase the
overall number of jobs, but does not address access to high paying, family wage or living -
wage jobs or jobs needed to afford housing in the region. Various other performance
measures should be explored to help support equitable economic development such as
inclusive business development and existing business support for diverse, small,
underserved and/or women -and BIPOC owned businesses.
Focus retention and recruitment efforts and activities to fostera positive business climate
that promotes environmental sustainability, especially those addressing climate change and
resilience. (PSRC Vision 2050, MPP-Ec-1, Ec-3, Ec-4, Ec-7, Ec-9, Ec-16).13
13 Notes: MPP-EC-3:"Support efforts to retain and expand industrycIustersthatmanufacture goods and provide services
for export, increasing capital in the region."MPP-EC-4: "Leverage the region's position as an international gateway by
supporting businesses, airports, seaports, and agencies involved in trade -related activities." MPP-EC-16: "Ensure that
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The economic development and community health sections support climate action planning by
acknowledging environmental sustainability as a core element of economic development, the
role of environmental amenities in the local economy, and the potential economic value of
energy savings. Key climate change supportive strategies identified included supporting local
businesses and prioritizing local purchasing, supporting investments in green businesses and
industries, and supporting energy efficiency of small businesses to support financial viability of
those businesses and overall support of local businesses (ED A4, A6, A9, C3, D5, CS Goal E, E1,
CH D1). However, climate resiliency as a threat to the current economy should be reviewed and
incorporated in greater detail either within the comp plan or related document.
The City should consider further identifying the threats of variability of energy costs on
businesses and residents, with an emphasis on ability for more stable energy supply/cost
inputs via solar or other onsite energy generation/storage. The potential for carbon credits on
the voluntary carbon market could be included as a funding source for energy improvement
programs/incentives for small businesses. Waste programs could be incorporated into economic
development as a potential initiative to assist businesses in shifting additional waste to
compostable or recyclable materials or processes. Transportation mode shifts could also be
included within this section as it pertains to providing parking for businesses. Supporting
transit, electric vehicles, and alternate mobility options instead of looking exclusively at parking
supply and single occupant vehicle resources to support business districts.
Consider incorporating recommendations and actions from the 2022 Climate Action Plan:14
EC-1 Support Environmentally Beneficial Businesses and Job Creation
• EC-1.1: Continue to promote new green business development opportunities through support of green
building certification and tax incentives for businesses that show green leadership, proven effectiveness in
reduction of GHG emissions, creative environmentally friendly product packaging, etc.
• EC-1.2: Support and encourage a local green business recognition program.
• EC-1.3: Encourage local purchasing of goods and services.
• EC-1.4: Encourage recycling programs in the workplace.
• EC-1.5: Encourage businesses of all sizes to promote sustainable operational practices
economic developments ustains and respects the region's environment and encourages development of established and
emerging industries, technologies, and services that promote environmental sustain abiIity, especially those addressing
climate change and resilience."
14 Cityof Edmonds, DRAFT Climate Action Plan, 2022.
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Recommendation Topic 4. Supporting Equitable Engagement
Relevant PSRC Policies for Topic 4, Supporting Equitable Engagement:
MPP-DP-8, Support inclusive engagement to ensure land use decisions do not negatively impact
historically marginalized communities.
■ MPP-DP-2, MPP-DP-8,Support inclusive communityplanning.
Improving Public Engagement
The City's previous outreach and engagement processes were reviewed to highlight strengths
of previous outreach and engagement processes and identify opportunities for improvement.
Appendix B provides additional detail associated with the Edmonds Outreach Analysis. This
appendix includes a document review of recent outreach efforts and findings from a series of
interviews with internal and external stakeholders to understanding the existing relationships
and approaches to community engagement. These interviews also allowed the team to learn
more about the City's commitment to developing community relationships, with a particular
emphasis on building trust with historically underrepresented communities.
The overall findings from this review associated with promoting inclusive engagement and
community planning:
■ Historically, community engagement has not been a priority, and this has created
institutional barriers the City needs to overcome to make the community aware, and
trusting, of outreach and engagement processes.
■ Another historical impediment is the emphasis on projects in the downtown core. There
is an opportunity to expand outreach beyond the downtown core and to meet
communities where they are (e.g., the recent PROS Plan update outreach process
attended summer farmers' markets).
■ The communities hungriest for attention and most diverse in terms of socioeconomic,
education, and disability status are those furthest from the "bowl". This is especially
true for communities along Highway 99, who are crucial to the success of the
Comprehensive Plan outreach process.
■ While engagement processes may meet their stated objectives to inform or educate,
these processes do not build community capacity or rise to the level of true community
engagement by authentically involving a diverse representation of the Edmonds
community.
■ Outreach for the Comprehensive Plan update should be thoughtful and deliberate,
beginning with a community visioning process to understand how people see
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themselves in the future of Edmonds. The Comprehensive Plan does not create the
vision the community does.
The City should update its basic information -sharing processes to communicate more
effectively. This includes updating the City's website for better use as a communications
tool and changing paper of record (currently the Everett Daily Herald). Other suggestions
include:
Information -sharing would be improved by establishing project -based listservs and
webpages (or dedicated websites) and ensuring that they are accurate and updated.
Engaging with youth would be improved by creating a City Instagram or other
social media accounts that appeal to teens and enlisting the help of the Youth
Commission to manage them.
City staff need to build relationships with community organizations. Relationships that
do exist between the City and community groups are in the early stages and
strengthening relationships will help the City conduct outreach to a more diverse group
in the future.
There is an opportunity to build on the success of relationships that began with the
PROS Plan update in the Korean, Chinese, and Hispanic communities. Parks are a
friendly and relatable topic, which serves as an opportunity start to establish City
relationships for outreach on other topics that may be more difficult or less tangible.
■ One way of building community and increasing trust in government is to establish
consistent protocols for translation, interpretation, and ADA compliance.
■ There is an opportunity to streamline outreach processes and to make sure all
departments are following the same approach for posting information to the City's
website and sharing press -releases.
■ Some staff identified the need for resources and templates for outreach, such as public
involvement plans. This support would provide staff with a blueprint for conducting
outreach and set expectations for gathering community input.
■ The City should be agnostic about the medium in which they receive public feedback:
allow written testimony, and give equal weight to community voices, not just those that
show up to testify.
■ Community surveys should be used authentically and not to validate preexisting ideas
and policy decisions.
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Summary of Comprehensive Plan Gap Review Findings
The City's current Comprehensive Plan was reviewed for how it currently addresses equity and
climate change planning strategies. This review also identified areas with room for
improvement. The goal of this preliminary review is to identify key gaps in the Comprehensive
Plan to focus on for the next update.
The Comprehensive (Comp) Plan includes a background section introducing the plan and goa is
and policies organized by eight elements covering: Community Sustainability, Land Use,
Housing, Economic Development, Community Culture and Urban Design, Utilities, Capital
Facilities, and Transportation topics.
Most of the elements include implementation actions intended to be accomplished within
specified time periods along with performance measures. City staff report on the progress and
effectiveness of implementation. An implementation report dated for 2020 provided an update
on six performance measures such as city-wide energy use, number of residential units, and
lineal feet of sidewalks renovated or rehabilitated.15
The City has no more than one performance measure per element to help ease tracking efforts.
However, this approach limits the ability to effectively track the progress for multiple types of
implementation actions and performance measurement useful for informing the
Comprehensive Plan updates. Consequently, this limits the ability of the City to celebrate the
progress made, or address a lack of progress, in a broader range of topics. Some cities develop
an implementation plan separate from the Comp Plan to ensure the implementation plan can be
a living document, enabling easy updates to be made on an ongoing basis as actions are
completed, without a formal plan approval process. The City should consider providing an
online dashboard to provide more access and transparency associated with the implementation
of the Comp Plan and performance.
ECONorthwest reviewed all elements of the Comprehensive Plan to generally assess how well
it addresses prevailing equity and climate action planning goals, strategies, and best practices.
Specific guidance for each element along with improvements to consider is described fully
below in Appendix A.
15 Cityof Edmonds Comprehensive Plan Performance Review, 2021.
http://ed mondswa.igm2.com/Citizens/Detail_LegiFile.aspx?ID=5494&h ighlightTerms=comprehensive%20plan
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Appendix A.
Review of the Existing City of Edmonds
Comprehensive Plan
As outlined below in the City of Edmonds Planning Pyramid exhibit, planning in Edmonds
involves various layers of government associated with the State Growth Management Act,
PSRC, and Snohomish Countywide Planning Policies as it relates to comprehensive planning at
the local level. The "planning pyramid" below illustrates how the planning scale is broader,
more focused on goals, and less detailed at the top tiers while at the bottom of the pyramid, the
scale tends to be smaller and the regulatory detail and strategies more extensive and specific.
This pyramid helped to inform our review of plans informing the existing conditions
assessment.
Exhibit 3. City of Edmonds Planning Pyramid
Source: ECONorthwest
STATE - GMA requires cilie.s and counlles lu develop a
comprehensive Plan with gears and policies planning for urban
Washington State Growth Management Act (GMA) growth in established urban growth areas and avoidance of
criticallnattual resource areas.
REGION- Multi -county vision including policies and a regional growth
Puget Sound Regional Council VISION 2050 SLraLFf,y for 111e hucyel snlrnd region (inr:ludlui Snuhulniall c(lunly).
This plan (updated r:very 10 years) provides guidance on how and
where Ll,e region grows and sell Ilse slage Inr Inca) plan updaLes.
COUNTY- Countywide Pluming Pciicies (CYPs) advise cities on strategics
Snohomish Counties - Countywide Planning ' such as now Iv audresti rousing needs, protect the natural environrnen6
Policies pr 3 le Iw6hr. sery c: . and pr f=Iransil ar.ress. snnlnrnisn C ) i i r 1 has
been working in coordination wilh iLs (All on updating Lhe CPPs in
preparation for updates to comprehensive Plans in 2024.
CITY - The Comprehensive Pian outlines the Oyys plan for m0dfe,5wig
Local Government Comprehensive Plan climate change, dcvclepment nanspartavaii, naturalresourec. and public sewn,,
needs by providing a vision and goals and policies establishing a framework for
specific programmatic actions to pursue across a city
CITY The most detailed rules for community development is previded in a city's
Local Government Development code of ordinances including the zoning code, and in subarea, specific. and master
Regulations plans. Guidance is previded on where development can be built and regarding the
size, scale, runfiguratiun, and design.
Project Review CITY- Building new development, transpoLtatinn facilities, and establishing) parks and
,;leaning up envirnnrrrenlally yen A— land lypirally rwtuney pernrlling and proiecl review.
Overview on Periodic Comprehensive Plan Updates
The Washington State Legislature adopted the Growth Management Act (GMA, adopted in 1990,
as amended) to plan for population and employment growth by establishing urban growth
areas and critical/natural resource areas to avoid negative impact. The GMA requires cities and
counties to develop Comprehensive Plans to coordinate urban growth (RCW 36.70A.070(2)).
These plans must complete a periodic update of their entire comprehensive plan every eight
years (RCW 36.70A.040).
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The City of Edmonds is in the Puget Sound region; thus, it is required to complete a periodic
update by 2024. At least one year prior to the comprehensive plan update, jurisdictions in
Snohomish County must complete a review and evaluation of their 'Buildable Lands Program"
since this provides data crucial for the update, per RCW 36.70A.215(2)(b). In response to this
requirement, Snohomish County has released a Draft 2021 Buildable Lands Report including
guidance for the City of Edmonds.
The periodic update process requires cities to establish a work program including a public
participation plan and schedule, review and provide revisions to relevant policies and
regulations, involve the community throughout the process, submit a notice to the state, and
take legislative action on the proposed amendments.
Review of the City of Edmonds Comprehensive Plan
This section includes a summary of how the City's current Comprehensive Plan addresses
equity and climate change planning strategies, and it identifies areas with room for
improvement. The goal of this preliminary review is to begin identifying key gaps in the
Comprehensive Plan to focus on for the next update and to identify key areas to evaluate.
The Comprehensive (Comp) Plan includes a background section introducing the plan and goals
and policies organized by eight elements covering:
■ Community Sustainability,
■ Land Use,
■ Housing,
■ Economic Development,
■ Community Culture and Urban Design,
■ Utilities,
■ Capital Facilities, and
■ Transportation topics.
Most of the elements include implementation actions intended to be accomplished within
specified time periods along with performance measures. City staff report on the progress and
effectiveness of implementation. An implementation report dated 2020 provided an update on
six performance measures such as city-wide energy use, number of residential units, and lineal
feet of sidewalks renovated or rehabilitated.16
The City has no more than one performance measure per element to help ease tracking efforts.
However, this approach limits the ability to effectively track the progress for multiple types of
16 Cityof Edmonds Comprehensive Plan Performance Review, 2021.
http://ed mondswa.igm2.com/Citizens/Detail_LegiFile.aspx?ID=5494&h ighl ightTerms=com preh ensive%20plan
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implementation actions and performance measurement useful for informing the Comp Plan
updates. Consequently, this limits the ability of the City to celebrate the progress made, or
address a lack of progress, in a broader range of topics. Some cities develop an implementation
plan separate from the Comp Plan to ensure the implementation plan can be a living document,
enabling easy updates to be made on an ongoing basis as actions are completed, without a
formal plan approval process. The City should consider providing an online dashboard to
provide more access and transparency associated with the implementation of the Comp Plan
and performance.
ECONorthwest reviewed all elements of the Comp Plan to generally assess how well it
addresses prevailing equity and climate action planning goals, strategies, and best practices.
Specific guidance for each element along with improvements to consider is described in the
following section.
Initial sections of the Comp Plan Supporting Climate Action Planning and/or Equity:
The initial sections in the Comp Plan focus on describing the scope and purpose of the plan. The
scope and purpose section includes a purpose associated with supporting sustainable
development, sustainable public services, and an aim to move Edmonds towards a "sustainable
future that integrates and responds to environmental, economic, and social needs in a way which meets
the needs of the present without compromising the ability of future generations to meet their own needs. "
This purpose is aligned with the goal to plan for climate changes.
Improvements to Consider:
■ The beginning section could be improved by adding two purposes specifically
associated with achieving equity and addressing climate change, with the climate -
focused purpose statement specifically identifying the need to take action to address
greenhouse gas emissions and build resilience to changing climate conditions.
■ The Regional Goals section should be updated to reflect VISION 2050 and its emphasis
on equity and climate action planning (VISION 2050 is described in Sections 2 and 3 of
this report).
■ The Population Section could be improved by reviewing how to better recognize
diversity through metrics useful for describing the community more inclusively (such as
socioeconomic characteristics, languages, etc.).
■ The Housing Section could be improved by describing household diversity, affordable
housing concerns, household income trends, and more detail regarding housing type
and size diversity.
■ The Transportation section should be updated to recognize broader transportation
efforts including cleaner forms and transportation electrification. Multimodal
transportation system data including high -capacity transit and walkability/active
transportation trends, and transportation demand could be described here.
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7.3.a
The Public Process section could include an outline of public engagement strategies
supporting equitable principles and practices.
Community Sustainability Element
Sections Supporting Climate Action Planning and/or Equity:
The guiding principles of the chapter are climate action supportive, emphasizing
flexibility, holistic approaches and long-term thinking. This element addresses
sustainability broadly, climate change specifically, community health and
environmental quality explicitly. "Climate change is but one example; the uncertainties
acknowledged in that subject area should be instructive in helping us understand that a
flexible approach is necessary when addressing all areas of sustainability."
When considering the implementation of chapter policies and goals, principles of
engagement, integration, innovation, adaptation, strategy, leadership and measurable
progress are promising for climate action and equity. "A key to being successful in
applying these principles to sustainability will be the need to apply an adaptive
management approach to planning and resource allocation. A passive approach can
emphasize predictive modeling and feedback, with program adjustments made as more
information is learned. A more active approach will emphasize experimentation —
actively trying different ideas or strategies and evaluating which produces the best
results. Important for both approaches is (a) basing plans and programs on multi -
scenario uncertainty and feedback, and (b) integrating risk into the analysis. Either of
these approaches can be used, as appropriate in the situation or problem being
addressed."
Goals around sustainability and the economy promote diversity of housing and jobs and
neighborhoods that incorporate both, this is promising for equity considerations.
"Sustainability Goal E. Develop economic development policies and programs designed
to support and promote sustainability and energy efficiency. Encourage the co -location
of jobs with housing in the community, seeking to expand residents' ability to work in
close proximity to their homes. Encourage and support infrastructure initiatives and
land use policies that encourage and support home -based work and business activities
that supplement traditional business and employment concentrations."
There are a number of policies which seek to either educate and/or involve residents, an
important component for supporting equity. These education programs should be
designed to be accessible to a broad range of audiences and other non-English languages
prevalent in the community. "BA To encourage adherence to community values and
goals, education programs should be designed to help promote understanding and
explain the reasons behind environmental programs and regulations."
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Improvements to Consider:
While climate change is a topic that is addressed explicitly in this chapter, more could be
done to identify specific climate risks and appropriate measures for mitigating potential
impacts or adapting to known impacts. Much of the chapter includes goals that address
mitigation explicitly, and only occasionally reference adaptation. Adaptation should be a
prominent consideration in sustainability and climate change related goals. "Climate
Change Goal C. Assess the risks and potential impacts on both city government operations and
on the larger Edmonds community due to climate change. The assessment of risk and potential
responses — both in terms of mitigation and adaptation — should evaluate the full range of issues,
paying particular attention to those arising from the city's location on Puget Sound. "and
"Community Health Goal F. Support a healthy and resilient community by providing for
community health care and disaster preparedness. "
While goals include developing measures for implementation, the plan would benefit
from having the addition of assessments and more metrics explicitly outlined to track
progress made in a broader range of areas. "Sustainability Goal D. Develop utility policies,
programs, and maintenance measures designed to support and promote Sustainability, resilience,
and energy efficiency. Maintain existing utility systems while seeking to expand the use of
alternative energy and sustainable maintenance and building practices in city facilities. "
Where equity and climate goals meet, risk and impact should be assessed through a lens
of where these impacts will likely occur and who will be most impacted. In addition, a
vulnerability assessment should be completed and goals and policies that explicitly
focus on supporting the adaptation, resilience, and health of these at -risk areas and
populations should be established. "C.2 Develop a climate change risk assessment and impact
analysis for the Edmonds community which considers the potential long-term impacts to
economic, land use, and other community patterns as well as the risks associated with periodic
weather or climate events. "
Consider recalibrating and reconciling the goals and policies in this element with the
other elements to ensure they are all consistent and updated to reflect the current
planning horizon goals. For example, Sustainability Goal A calls for the development of
land use policies supporting mixed -uses in areas with services, housing, and jobs and
the Land Use Element has policies addressing this need but there might not be enough
incentives or development regulation flexibility to support mixed uses. "Sustainability
Goal A. Develop land use policies, programs, and regulations designed to support and promote
sustainability. Encourage a mix and location of land uses designed to increase accessibility of
Edmonds residents to services, recreation, jobs, and housing."
The Community Sustainability Element Implementation Action focuses on updating the
City's Hazard Mitigation Plan by 2017. Snohomish County completed a Hazard
Mitigation Plan in 2015 and this includes a chapter for the City of Edmonds describing
the hazard risk rating scores, mitigation integration and vulnerability trends, an
initiative to reduce vulnerability (a partnership with Western Washington University is
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7.3.a
cited).17 This hazard mitigation plan is a good start but is not included in the currently
available Edmonds Climate Action Plan and the tracking of mitigation and actions to
address hazards could be improved. Key goals and implementation action language:
C.2 Develop a climate change risk assessment and impact analysis for the Edmonds
community which considers the potential long-term impacts to economic, land use,
and other community patterns as well as the risks associated with periodic weather
or climate events.
D.3 Undertake a policy review of City comprehensive, strategic and specific plans to
assure that City policies are appropriately targeted to prepare for and mitigate
potential impacts of climate change. These reviews may be done to correspond with
scheduled plan updates or accelerated where either a higher priority is identified, or
the next update is not specifically scheduled.
• Community Sustainability Element Implementation Action: "By 2017, update the
City's Hazard Mitigation Plan to reference emerging risks and hazards related to
climate change, such as rising sea levels and ocean acidification."
The Community Sustainability Element Performance Measure is to "Annually report on
energy usage within the City, both by City government and by the larger Edmonds
community." However, the element states that, "Performance measures, as identified in
the Comprehensive Plan, are specific, meaningful, and easily obtainable items that relate
to sustainability and can be reported on an annual basis. They are intended to help
assess progress toward achieving the goals and policy direction of each major
Comprehensive Plan element." The energy usage report is a helpful metric to report.
However, the City should consider the addition of other specific or quantitative metrics
to help track the achievement of other measures supporting sustainability, climate
change adaptation, and GHG emission reduction more comprehensively. For example,
the element contains a goal of reducing waste generation and there is no measure in this
element to track progress (or lack thereof):
• E.2 Reduce energy consumption and maximize energy efficiency by promoting
programs and educational initiatives aimed at a goal to "reduce, re -use, and recycle"
at an individual and community -wide level. Reduce material consumption, waste
generation, and resource depletion.
■ According to the May 2021, Comp Plan Monitoring Report, this measure is being
reported on and a longitudinal comparison is provided:
17 Snohomish County Hazard Mitigation Plan (2015): httos://snohomishcountywa.i�ov/2429/Hazard-Mitigation-Plan; City of
Edmonds (2017):
httos:/Aolcdn4static.civiclive.com/UserFiles/Servers/Server 16494932/File/Services/Sustainability/Sustainability/Emer
j�encv%20ManaEement/6 City of Edmonds Annex FINAL 10162017.0f
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Exhibit 4. Comprehensive Plan Monitoringof GHG emissions
Source: Comprehensive Plan Monitoring Report, 2021
CITY-WIDE CITY -OWNED PROPERTIES
250
zoo
L 150
100
s0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
❑ Commercial Residential
Land Use Element
MEG--y■
E
rl
IS
2010 2011 2012 2013 2014 ZU15 2016 2ui7 2018 Z019 2020
❑ Electric Utility street Lighting
Sections Supporting Climate Action Planning and/or Equity:
■ The Land Use Chapter of the City of Edmonds 2020 Comprehensive Plan includes topics
related to activity centers, residential development, commercial development, open
space, vegetation and wildlife and air pollution. There are a number of goals and
suggested policies related to climate change mitigation or adaptation and some which
may indirectly have equity considerations/impacts.
■ Most notably, many goals in the Land Use chapter address a primary goal to emphasize
and support dense, pedestrian oriented and mixed -use development. (Example: B.3
Create mixed -use walkable, compact development that is economically viable, attractive and
community friendly.)
■ There are at least 56 goals and subgoals related to mixed -use development, pedestrian
access and improvements, transit and development and/or sustainable practices.
■ Climate action supporting goals related to transit and improving pedestrian access often
cite disincentivizing individual car usage as well as reducing vehicle commuter trips.
(Goal A.4 Support, by political action and financial participation, the establishment of public
transportation in the community as an alternative to dependence on individual vehicles.)
■ Goals and policies related to protecting and preserving open space as well as wildlife
and vegetation, support climate action goals. "Goal A.2 The removal of trees should be
minimized, particularly when they are located on steep slopes or hazardous soils. Subdivision
layouts, buildings and roads should be designed so that existing trees are preserved."
■ Language that explicitly identifies environmental justice goals and policies in the Air
Pollution section which states that "clean air is a right to all citizens of the City of Edmonds
and should be protected and maintained."
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7.3.a
The activity Centers in Edmonds are intended to address the following framework
goals; Pedestrian -oriented, Mixed -use, Community character, Multimodal, Balanced
(re)development, Concurrency, Urban design and Adaptive reuse.
Improvements to Consider:
■ Most of the sustainable and environmental goals are rather broad and do not explicitly
address the topic of climate change impact mitigation or greenhouse gas emission
reduction.
■ Sections that are related to specific activity centers, residential or commercial areas could
further describe the populations which will be impacted, benefited, served or harmed by
potential policies and goals.
■ Residential or commercial displacement risk and anti -displacement measures are not
addressed. These types of measures are increasingly being recognized since they help
promote equity.
■ Tangible metrics or definitions around what certain sustainability goals might mean
would provide clarity on whether there are climate action related goals and policies.
Housing Element
Sections Supporting Climate Action Planning and/or Equity:
This element supports equity by including housing goals directed toward providing
housing opportunities for all segments of the City's households and by providing
assistance to develop housing for special needs populations, such as senior, disabled and
low-income households.
■ Key equity supportive strategies: Allocating a density bonus for low-income senior
housing, low-cost housing type provisions, and housing financing strategies.
Key climate change supportive strategies: Promoting infill development through
streamlined permitting and flexible standards, supporting conversion/adaptive reuse,
and cluster subdivisions. Housing Goal A supports equity and climate preparedness
(Goal A: Encourage adequate housing opportunities for all families and individuals in the
community regardless of their race, age, sex, religion, disability or economic circumstances and
Policy A.1 Consider opportunities for short-term housing that can meet local needs in case of an
emergency or disaster.)
This element supports climate action planning by supporting the rehabilitation of the
housing stock and by promoting expansion of higher -density housing that could be
located near and within centers and mixed -use neighborhoods promoting walkability
and less vehicle trips (Policy D.4. Evaluate City ordinances and programs to determine if they
prevent rehabilitation of older buildings).
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Improvements to Consider:
■ The Housing background could be improved by describing household diversity,
affordable housing concerns, household income trends, and more detail regarding
housing type and size diversity. In general, the housing analysis should be updated.
■ In the Household Characteristics section, the housing conditions analysis could be
expanded to help identify overcrowding and poor conditions. In addition, special
housing, emergency shelters, etc. could be recognized.
■ The Housing affordability section should describe cost burden trends by race/ethnicity,
by age, and by tenure.
■ The plan notes that the City is continuing the process of developing new codes
supporting mixed use development supported by transit. This work should continue to
support climate action planning.
■ The element could address emergency shelters, emergency housing, permanent
supportive housing, and missing middle housing since these support equitable
development and community resiliency. In addition, the element could address
equitable transit -oriented development.
■ A goal or policy could be added that promotes energy efficient construction, green
infrastructure (such as rain gardens), and green roofs could be considered.
■ The Housing Element Implementation Action focuses on providing housing policy options
by the end of 2020 for City Council consideration. This implementation action is general in
nature and could be supplemented with specific implementation actions associated with
promoting equitable access to housing and sustainable housing development.
■ The Housing Element Performance Measure is to report the number of residential units
permitted each year with a goal of reaching 21,168 units by 2035, or approximately 112
additional dwelling units annually from 2011 to 2035. This performance measure will help
increase the supply of housing but does not address the need to increase the supply ofof
housing affordable to a range of household income levels and needs.
According to the May 2021, Comp Plan Monitoring Report, since 2011, only 89.4 units
have been added annually on average:
Exhibit 5. Housing Element Performance Measure
Source: Comprehensive Plan Monitoring Report, 2021
Year HousingType
SF MF Duplex ADU Demo Net
2020 32 202 - 6 (20) 220
2019
2018
2017
2016
2015
26
26 2
7
(16)
45
57
4 4
9
(24)
50
60
120 4
7
(23)
168
41
97 -
4
(16)
126
53
4
5
(11)
51
ECONorthwest
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7.3.a
2014
46 43 14
6
(19)
90
2013
36 - -
5
(19)
22
2012
27 - -
-
(8)
19
2011
15 89 -
5
(6)
103
Total
585 24
54
(162)
894
Economic Development Element
Sections Supporting Climate Action Planning and/or Equity:
This element supports equity by declaring that economic development will have social
and political equity as a core goal, along with overall economic prosperity. The
population breakdown includes a basic racial/ethnic makeup of the community and
household income detail. The employment description highlights wage challenges of
local employers and the need for more affordable housing in the area.
Key equity supportive strategies: prioritization and promotion of local firms,
identification of under -represented business sectors, fostering an open and accepting
community culture that respects diversity.
This element supports climate action planning by acknowledging environmental
sustainability as a core element of economic development, the role of environmental
amenities in the local economy, and the potential economic value of energy savings.
Key climate change supportive strategies: Support energy efficiency of small
businesses to support financial viability of those businesses and overall support of
local businesses.
Improvements to Consider:
■ Additional disaggregation of the data on the local economy by race and income could
help to better understand the local economy and how well it is functioning for all
residents and workers.
■ Looking at the robust service sector by wage and type would allow for programmatic or
legislative actions that support wage growth within certain sectors.
■ Disaggregation of small business information, or extrapolation based on common
representation within certain sectors, would also help to understand which small
businesses require different types of assistance.
■ Career development assets (community colleges, apprenticeship programs, etc.) could
be added into the analysis to map out what resources are available for residents to
pursue careers with higher wages.
■ Climate resiliency as a threat to the current economy should be reviewed and
incorporated in greater detail either within the comp plan or related document.
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7.3.a
■ The threats of variability of energy costs could be included, with an emphasis on ability
for more stable energy supply/cost inputs via solar or other onsite energy
generation/storage.
■ The potential for carbon credits on the voluntary carbon market could be included as a
funding source for energy improvement programs/incentives for small businesses.
■ Waste programs could be incorporated into economic development as a potential
initiative to assist businesses in shifting additional waste to compostable or recyclable
materials or processes.
■ Transportation mode shifts could also be included within this section as it pertains to
providing parking for businesses. Supporting transit, electric vehicles and alternate
mobility options instead of looking exclusively at parking supply and single occupant
vehicle resources to support business districts.
■ The Economic Development Element Performance Measure is to report the number of
jobs within the City each year with a goal of reaching 13,948 jobs, excluding jobs within the
resource and construction sectors, by 2035. This would require adding approximately 95 jobs
annually from 2011 to 2035. This measure will help to increase the overall number of jobs,
but it does not address access to high paying jobs or jobs needed to afford housing in the
region. Various other performance measures should be explored to help support
equitable economic development such as inclusive business development and existing
business support for diverse, small, and women -and minority owned businesses.
■ According to the May 2021, Comp Plan Monitoring Report, 232 jobs have been added
annually since 2011 and has reached 12,738 jobs as of 2019.
Exhibit 6. Covered Employment, 2011to 2020
Source: Comprehensive Plan Monitoring Report, 2021
Year Covered
Employment'
2020
NA (June 2021
release)
2019
12,738
2018
12,480
2017
12,717
2016
10,883
2015
10,677
2014
11,542
2013
12,721
2012
11,952
2011
10,880
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Community Culture Urban Design Element
Sections Supporting Climate Action Planning and/or Equity:
Within this section of the Comp Plan, there are clear goals:
■ To recognize and preserve historic architecture and expand the City's Register of
Historic Places.
■ To preserve and enhance access to significant recreational areas and add pedestrian
access between these areas.
■ To promote awareness and education about the City's historic and natural resources.
■ To pursue public and private funding for additional public art.
■ To identify and protect "scenic areas and features" of the City which enhance its beauty
for residents and visitors.
■ To improve the physical appearance of Edmonds, both residential and commercial.
■ To improve pedestrian access.
■ To protect natural environments.
■ To design with sustainable practices, using native plants and rain gardens instead of
lawns.
■ To create open green spaces for community building and visual appeal.
■ To promote tree planting along roadways.
Improvements to Consider:
Overall, the section would benefit from an explicit commitment to equity in public art
access and type. This type of equitable approach would promote funding in areas that
are currently "art deserts," lower barriers to participation to allow for a more diverse
group of artists to be represented, avoid cultural appropriation in public art, and
improve the public engagement process.
The general discussion of "aesthetics" in the City demonstrates a bias towards
Eurocentricity as the defined beauty standard. A commitment to a diverse range of
architecture, public art, urban design, and City signage that reflects the local population
is encouraged.
The introductory section could be improved with additional history of the Indigenous
peoples in the area prior to the arrival of the white settlers from Europe, as well as
ensuring that the "historical" places that Edmonds highlights is inclusive of Native
history as well.
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■ Replace gendered language such as "man-made," with gender -neutral terms, such as
"human -made."
■ The discussion of "unsightly development" on p.122 could be reframed so as not to
point to specific areas of the City which are home to lower -income and more ethnically
diverse residents. Currently, it refers primarily to the "strip type of development along
Highway 99... that end up being aesthetically displeasing."
■ The use of the term "blight" (p.122) should be reconsidered. While it was once a neutral
term, it has now become infused with racial and ethnic prejudice associated with urban
decline and crime.
■ Include mention of the use of equitable resources going to areas outside of the
downtown core. While both residents and tourists are attracted to the downtown area,
there should be beautiful open spaces, tree -lined streets, public art, and pedestrian -
friendly walkways across the city.
■ The Community Culture and Urban Design Element Implementation Actions are two-
fold: Action 1: Develop an update to the Street Tree Plan by the end of 2018 and Action 2:
Develop an Urban Forest Management Plan by the end of 2018. In 2019, the City made good
progress on these two actions by adopting an Urban Forest Management Plan;
consequently, new implementation actions should be identified for the Comp Plan
update.
The City could focus on updating this element to better address equity (in public art)
and cultural competency in the policies, programs, education, and public engagement
strategies. Another consideration is to support equity through community building
projects and grants allocated to a broader range of neighborhoods. Projects could
support public art, education, events, and recreational amenities focused on equity and
cultural celebration since this supports equity. They could also support climate change
planning by supporting actions such as establishing community gardens which also help
promote community building, food security, and stormwater retention. Equitable
delivery of these investments should be monitored to ensure the whole community
benefits.
There are no performance measures called out for this element. Performance measures
could focus on project support.
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Utilities Element
Sections Supporting Climate Action Planning and/or Equity:
The storm and surface water management goals promote sustainability and include a
goal to provide adequate funding through an equitable stormwater utility rate structure.
Another plan, referred to as the Storm and Surface Water Comprehensive Management
Plan, includes the City's guiding policies for the flood protection, water quality, aquatic
habitat, and stormwater utility funding program areas.
The stormwater plan clearly focuses on stormwater retention and diversion to assist
with mitigating overflow issues and reducing water usage.
The solid waste goals and policies zero waste strategies and calls for working with
County Solid Waste staff to help strengthen recycling, organics diversion, waste
prevention, and product stewardship programs.
Improvements to Consider:
The stormwater section should include updates to align the current goals and strategies
associated with the City's Storm and Surface Water Comprehensive Management Plan.
Both plans should be reviewed for how well they support green stormwater
infrastructure measures since these types of measures help to address the problem of
runoff by using vegetation and soil to soak up and cleanse rainwater where it falls and
by helping to decrease the number of sewer overflow incidents through diversions.
Green infrastructure provides not only stormwater management, but also flood
mitigation, groundwater recharge, stream and wetland replenishment, and other
benefits. Examples of green stormwater infrastructure includes: bioswales, rain gardens,
and green roofs. In addition to green infrastructure, the plans should address sea level
rise stormwater impacts in the strategies and goals particularly in the highly developed
areas along the waterfront that are in flood hazard areas and near the shoreline. The
transportation and built environment infrastructure (such as the ferry dock, the
roadways, etc.) along the shoreline could be impacted by sea level rise consequently, the
risk associated with this infrastructure should be assessed to help identify ways to
mitigate the risk.
■ The solid waste strategies could look at green waste management strategies including
increasing access to curbside composting services for residences and commercial waste.
The Utilities Element did not include goals and policies associated with supporting
electricity infrastructure improvements. Partnerships with energy providers to support
sustainable electricity improvements and increased renewable energy use could be
established especially since transportation electrification and building electrification
strategies could increase the demand and peak usage needed from electricity
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infrastructure. The City could consider green power purchases to support the creation of
alternative energy resources and reduce GHG emissions.
■ The Utilities Element Performance Measure is to measure the lineal feet of old water,
sewer, and stormwater mains replaced or rehabilitated.
The replacement of aging water, sewer, and stormwater mains helps to improve the
stability of infrastructure, but it does not address additional stormwater capacity
needed to address sea level rise along the waterfront. In addition, electricity
infrastructure upgrades that are typically needed to accommodate transportation
electrification and building electrification are not recognized in this section.
Performance Measures do not expand past project execution. They could support
ongoing operations goals for energy efficiency, stormwater reduction, etc.
■ According to the May 2021, Comp Plan Monitoring Report, lineal feet of water, sewer
and stormwater mains replaced or rehabilitated has been tracked for 2020 and 2019.
Exhibit 7. Lineal Feet of Water, Sewer and Stormwater Mains Replaced
Source: Comprehensive Plan Monitoring Report, 2021
e
2020
Linea
Water Sewer Storm
Replaced
7,016 2,369
4,361
Rehabilitated
- 1,934
-
New
- -
-
2019
Replaced
1,120
1,315
21139
Rehabilitated
New
-
497
Capital Facilities Element
Sections Supporting Climate Action Planning and/or Equity:
■ The capital facilities element recognizes the need for various stormwater infrastructure
improvements.
■ Capital facilities goal B3, calls for capital improvements to be planned to achieve fiscal
responsibility, maintenance of existing facilities, and protection of the quality of life of
the community which helps to promote community benefits.
Improvements to Consider:
■ The Capital Facilities Element Implementation Action is to develop level of service
standards for key public facilities by the end of 2019 and consider including the standards in the
Comprehensive Plan. The Capital facility goals do not mention energy efficiency and there
are no references to equity or inclusion goals for the construction of capital improvement
projects.
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7.3.a
■ The Capital Facilities Element Performance Measure focuses on project delivery results -
based on comparing projects in the Capital Facilities Plan to what is actually done on the
projects.
■ Performance Measures do not expand past project execution. They could support
ongoing operations goals for energy efficiency, equitable access, protection from climate
change risk, etc.
■ According to the May 2021, Comp Plan Monitoring Report, Capital Facilities Plan
project delivery results are being reported.
Exhibit 8. Capital Facilities Plan Project Deliveries
Source: Comprehensive Plan Monitoring Report, 2021
•
of Current Progress
Civic Playfield Acquisition and/or
Conceptual Acquisition complete. Development In -
Development
progress
Community Park/Athletic Complex -Old
Conceptual
Complete
Woodway High School
Main St. & 9th Ave (interim solution)
Conceptual
Complete
76th Ave. W & 212th St. SW intersection
Design/ROW
Complete
improvements
228th St SW Corridor Safety Improvements
Design/ROW
Complete
Residential Traffic Calming
Conceptual
On -going annual program
Trackside Warning System or Quiet Zone
Conceptual
Complete
@Dayton and Main St.
Dayton St. and Hwy 104 Drainage
Design
Complete
Improvements
Edmonds Mars h/Shellabarger Cr/Willow
Study
Conceptual
Cr/Day-lighting /Restoration
Perrinville Creek High Flow Reduction/
Study
On -going capital program
Management Project
Previously added CFP • •
of
Current Progress
Highway 99 Gateway/Revitalization
Conceptual
Design In Progress
238 St. SW Walkway from Hwy 99 to SR104
Complete
Dayton St. Walkway from 3rd Ave to 9th Ave
Conceptual
Selected Sections Completed
New UP projects addedProgress
Walnut St. Walkway from 6th Ave to 7th Ave
Completed in 2020
SR104 Walkway from HAWK Signal to Pine
Project does not have secured funding
St/Pine St from SR104 to 3rd Ave
Citywide Bicycle Improvements
In-Progress/On-going
Downtown Lighting Improvements
Project does not have secured funding
Waterfront Re -development
Completed in 2020
New CFP projects .••-•Progress
SR-104 Adaptive System
Design to begin in 2022
236th St. SW Walkway from Hwy 99 to 76th
Project does not have secured funding
Ave
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7.3.a
Transportation Element
Sections Supporting Climate Action Planning and/or Equity:
The Transportation element focuses on supporting forms of transportation that help to
reduce GHG emissions. The plan aims to provide multimodal travel alternatives that are
safe and have convenient access to employment, education, and recreational
opportunities for urban and suburban residents in the area, in support of the City's
Complete Streets Ordinance (purpose). A range of policies (5.1 to 5.1, 6.1 to 6.23) to
support multimodal travel. Policy 5.15 supports the implementation of multi -modal LOS
standards which is supportive of GHG reductions since it includes transit and non -
motorized operations.
■ The plan goes further by aiming to identify funding needs for identified transportation
improvements and the appropriate contribution by the public and private sectors of the
local economy.
■ Goal 4, supporting an active and healthy community, promotes active transportation
(Policies 4.1— 4.18),
■ Accessible transportation goals are recognized which helps promote equitable access to
transportation systems.
■ This element includes goal 3 (under F.3., p. 224) calling for support to be sustainable
financially, environmentally, and socially.
■ The public participation process for updating the Comprehensive Transportation Plan is
described (p. 220).
Improvements to Consider:
■ The element could address equitable transit -oriented development (TOD) since this can
help support equity and sustainable development. Transit -oriented development is
supported under Policy 2.12 but not equitable TOD.
The plan should promote transportation electrification measures such as encouraging
the addition of charging infrastructure in multifamily parking lots, public transit and
public schooling bus/van electrification. In addition, support for ferry electric charging
infrastructure at the Washington State Ferries ferry dock could be recognized.
Electrification has been recognized with Policy 6.22 promoting electric vehicles for
private use and electric charging development and Policy 6.23 supporting technical
innovations including electric and autonomous vehicles.
■ Parking lots and other underutilized areas could be used as solar canopies to help
generate additional renewable energy.
Similar to other sections, updated information on transportation planning efforts (like
VISION 2040), should be integrated.
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7.3.a
■ Transportation demand management is supported with a Commute Trip Reduction
program, particularly for major employers (p. 304). Additional support could be
considered for those not eligible under currently available programs.
The Transportation Element Performance Measure is to measure the lineal feet of sidewalk
renovated or added to the City's sidewalk network. This measure is helpful for supporting
climate action planning mitigation. However, it does not address equitable access to
transportation systems and infrastructure improvements, and it does not support
transportation related mitigation measures useful for reducing GHG emissions (such as
solar canopies, commute trip reduction programs, etc.).
■ According to the May 2021, Comp Plan Monitoring Report, lineal feet of sidewalk
renovated or rehabilitated has been tracked and reported for 2019 and 2020:
Exhibit 9. Lineal Feet of Sidewalk Renovated or Rehabilitated
Source: Comprehensive Plan Monitoring Report, 2021
2020
Contractors
1,170'
Public Works
300'
Private Development
3,459'
2019
Contractors
1,300'
Public Works
275'
Private Development
3,177'
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Packet Pg. 117
7.3.a
Appendix B.
Outreach Analysis Findings
206.709.9588(/�
andrea!broadviewplanning.com >,
www.broadviewplanning.com (�
a
BROADVIEll! May 2022
PLAN ING
C
To: Jennifer Cannon+ Jade Aguilar, ECONorthwest d
d
From: Andrea Petzel + Clair Leighton, Broadview Planning >
RE: Summary of Edmonds Outreach Analysis C
N
t
N
As part of the City of Edmond's Comprehensive Plan Gap Analysis, this memo highlights the strengths of Q
previous outreach and engagement processes and identifies opportunities for improvement. These results are E
based on two approaches that were used to assess the City's approach to community engagement, including: V
I. A document review of recent outreach efforts to understand the intent and implementation of current engagement processes. This review allowed us to gather insight into the City's intended 2
approach to public engagement and assess how well engagement processes met their stated >%
objectives.
C
a
II. A series of interviews with internal and external stakeholders to understand existing relationships Q
and approaches to community engagement. These interviews allowed us to learn more about the
City's commitment to developing community relationships, with a particular emphasis on building
trust with historically underrepresented communities.
FL
The results ofthese two efforts are detailed below. d
I. Document Review: Community Engagement Current Practices to
C
Using the International Association of Public Participation's (IAP2) Spectrum of Public Participation, we
reviewed outreach plans for City engagement processes from 2017 through early 2022. Appendix A summarizes i
our analysis of each plan or process, stated goals, outreach activities, and an assessment of the described CL
outreach intent compared to the described outreach activities (implementation). C
V
IAP2's Spectrum is used internationally by public participation professionals and is commonly referenced in to
public engagement plans. Our evaluation reviewed documents and planning processes from the last five years,
focusing on the City's most recent plans and processes. Our analysis found that: p
• The most common outreach intent is to "consult" (obtain public feedback on analysis, alternatives, E
and/or decisions). This was the stated goal of four ofthe seven plans or projects. Other projects IL
stopped at "inform," while none of the projects advanced beyond "involve" to "collaborate" or
"empower".
E
• Only one project indicated that it sought to "involve" the public, based on the outreach goal to, "Bring V
neighbors together to identify near- and longer -term solutions for the City to focus its resources." M
However, the outreach activities suggest the approach was more likely to "consult" (to obtain public a
feedback on analysis, alternatives and/or decisions).
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43
Packet Pg. 118
7.3.a
• Surveys were a common outreach tool, used in fourof the seven plans/projects. However, it was not
always clear how survey responses were used to inform the plan or project. To truly meet the spirit of
"inform," and to move towards "involve" or "collaborate," it is important to "provide feedback on how
public In puL influenced the decision." This is part of the "promise to the public" in the "consulL" and
"involve" elements of the IAP2 spectrum.
II. Stakehal der Interviews
City of Edmonds staff identified sixinternaI staff members for initial interviews. Building off the input received
from the initial interviews, we conducted two additional interviews with Planning Board members and held a
focused conversation with the Edmonds YOULh Commission (see Appendix B fora complete list of
in Lerviewees).
Sample interview questions included--
■ What is your typical approach to comntuniLy engagement?
r. What tools do you use?
• What's a community engagement process that you think has gone well? What were the objectives and
haw did you accomplish your goals?
• Has Edmonds as a city for for a specific project) done demographic analysis to understand potential
language translation needs?
• What opportunities do you see for improving community engagement?
o What are your greatest barriers to doing engagement?
o What are the key community relationships you rely on for outreach?
c. What relationships could be improved?
• What suggestions do you have for better incorporating equity into outreach processes? What voices
tend to be underrepresented?
• Who are the keycommunity stakeholdersforganuaLions that we should talk to about lessons learned
from previous engagement endeavors?
WhaL stakeholdersioeganizations should uve talk to abouL opportunities to improve outreach?
II.A. Results + Key Themes
Below are the key themes that were gleaned from interviewees, It's important to note that these themes
represen L an arnalgamation of ideas and insights and are not a direct quo Le from any specific stakeholder.
Section II.B of this memo contains examples of statements from interviewees that formed the basis for
developing key themes.
Key themes From stakeholders indLid e:
• Historically, community engagemenL has not been a priority, and this has created institutional harriers
the City needs to overcome to make the communi ty aware, and trusting, of outreach and engagement
Processes.
• Another historical impediment is the emphasis on projects in the downtown core. There is an
opportunity to expand outreach beyond the downtown core and to meet communities where they are
(e.g., the recenL PRO5 Plan update outreach process attended summer farmers' markeLs),
COMiMAOTY r'LA1 ONO, PUBLIC ENaAGIF M ENT I REHATATt6H
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7.3.a
The communities hungriest Fur attention and most diverse in terms of socioeconomic,
education, and disability status are those furthest from the "bowl."
e This is especially true for communities along Highway gg, who are crucial to the success of the
Comprehensive Plan outreach process.
• While engagement processes may meet their stated objectives to infarm or educate, these processes
do not build community capacity or rise to the level of true community engagement by authentically
involving a diverse representation of the Edmonds community.
• ❑utreach far the Comprehensive Plan update should be thoughtful and deliberate, beginning with a
community visioning process to understand how people see themselves in the future of Edmonds. The
Comprehensive Plan does not create the vision — the community does.
• The City should update its basic information -sharing processes to communicate more effectively. This
includes updating the City's website far better use as a communications tool and changing the paper of
record (currently the Everett Daily Herald). Other suggestions include-
Information -sharing would be improved by establishing project -based listservs and webpages
(or dedicated websites) and ensuring that they are accurate and up-to-date.
e Engaging with youth would be improved by creating a City Instagram or other social media
accounts that appeal to teens and enlisting the help of the Youth Commission to manage
them.
City staff need to build relationships with community organizations. Relationships that do exist
between the City and community groups are in the early stages and strengthening relationships will
help the City conduct outreach to a more diverse group in the future.
u There is an opportunity to build on the success of relationships that began with the PROS Plan
update in the Korean, Chinese, and Hispaniccommunihes_ Parks area friendly and relatable
topic, which serves as an opportunity start to establish City relationships far outreach on other
topics LhaL may be more di mcull or less tangible_
■ One way of building community and increasing trust in govemment is to eslaS[sh consistent protocols
for Lranslabon, interpreLaLion, and ADAcomp]ianco.
■ There is an opportuniLy to streamline oulrearh processes and to make sure all departments are
following the same approach for posting information to the City's website and sharing press -releases.
• Some staff identified the need for resources and templates Foroutreach, such as public involvement
plans. This support would provide staff wlth a blueprint for conducting outreach and set expectations
forgathering community input.
• The City should be agnostic about the medium in which they receive public feedback: allow written
testimony, and give equal weight to community voices, notjusl those lhaL show up to testify_
• Community surveys should be used authentically and not to validate preexisting ideas and policy
decisions_
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7.3.a
II.B. Examples of Stakeholder Comments
Below are examples of feed hack received during [rite rvlews. This list is representative, not exhaustive, to
demonstrate how stakeholder comments formed the basis of themes listed in Section ILA of this memo. These
statements also include ideas for improving outreach, engagement, and relationship -building.
Recommendations appear in bold.
Internal City Coordination
• Every department works in a silo in terms of outreach; they don't always let the communications
department know what they were doing. Whether information was posted to the City of Edmonds
website was up to the department.
A typical approach to community engagement is simply a press release that goes on the website and
out to local media. There are two local publications that run every press release the City sends out.
Dther media includes:
c. Facebook page.
There was a Twitter account that was set up, but PIC cannot currently access it. Will probably
sLarL a new Twitteraccount to have an alternative social media platform to Facebook.
Slog posts on the City's website-
Quarterly newsletter put together by the Mayors assistant, but this is more of a look
backwardJwhat has happened, than what is coming up.
Television channel where City Council meetings are broadcast, the Mayor's state of the City
address is aired, and other events are recorded and shared. This channel could be utilized
more frequently and more effectively.
Create an Insta9ram account.
Staff Support
• The website could be updated more regularly, as it's the intuitive place people go for information.
• Guidance on a more uniform or formalized approach to engagement would be helpful.
• Provide us with tools or templates, a 5urveyMonkey account, or a toolbox of best practices. Right
now, staff do what works for them as an individual rather than thinking about the larger
community.
• Provide us with a shared list of organizations or groups to contact when we start our outreach
process.
• Consultant support would be helpful —even as a tool for learning.
■ Build staff capacity so that engagement becomes a core value.
Internal Outreach Perceptions
• Historically, much of the emphasis for outreach has centered on meeting public records requirements,
not on true community engagement. It's been about meeting the requirements of the law.
• We're constrained by outdated laws — forexample, the Everei'I Daily Herald is stall the newspaper of
record for Edmonds.
CDWMuN�TV PLANiWNG -PALM E"G1RMEMT I FAULsTAnali
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7.3.a
• It feels like there's more crafting behind closed doors rather than engaging upfront, and that it's less of
a partnership with the community.
• There's been internal reluctance of mid -level staff to really embrace engagement. It takes a lot of time
and can bite you in the end. Based on experience, we view outreach as a hinderance rather than an
Opportunity.
• Engagement is inconsistent and based on a decades old approach rooted in too much talking and not
enough listening.
Equity
• Equity does not show up here. We !snow the demographics are changing, but we haven't seen it in
feedback forums.
■ Diverse audiences are out there, and the City must provide the translation and interpretation
resources to reach them.
■ Think about how people want to access information, rather than haw you want them to access it.
Use more social media_
Break down information into digestible morsels of interesting details.
• Find community champions and build relationships with them.
Use community celebrations, like Lunar New Year, to connect in meaningful, positive
ways.
• Start using an environment and equity lens for all outreach processes, especially for the
Comprehensive Plan. Build on what the PROS plan did.
• Have several definitions of equity —economic, race, income, disability. Bu[ there's a huge gap in who
participates in engagement —very few people of color, and mostly White, older residents.
■ Since the beginning of 2021, the Mayor and director levels have wormed with a diversity, equity, and
inclusion (DEI) consultant to create a roadmap forgreater DEL In those discussions, participants have
talked about the notion that traditional engagement avenues (e.g., in -person open houses in the
evenings) leave people out.
Participation Barriers + Successes
• The organized groups are really Focused downtown (e.g., the downtown Merchants, the Downtown
Alliance, Chamber of Commerce).
• There area lot of institutional/built-in barriers to communication and engagement and the way of
asking questions for feedback makes a difference.
• Participants in past engagement efforts have been mostly White retirees. People who do not work an 8-
5 schedule, people with young children, and people who do not speak English encounterbarriers to
participation.
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7.3.a
• The last large planning process was the Hwy gg process. It was meaningful in that it brought more
people in and asked people to participate at the meeting. People organized into groups and used maps
and other tools to share feedback. While this outreach felt like it generated more meaningful feedback,
the same demographic of pea ple (White retirees) made up most of the participants.
• The City uses Census data for demographic analysis. The data shows that there are significant Chinese,
Korean, and Hispanic populations, and the City translates materials to Mandarin, Korean, and Spanish.
■ Engrained ways of doing outreach are the greatest barriers to doing community engagement.
■ There are some Facebook groups that are loosely defined, but the challenge is that they are not
establ[shed 'to receive City information; they push out their own information.
■ Historically, investment in parks was focused in the downtown core. Kept this in mlrid in designing
outreach for the plan update and knew thaL the City had to reach out to Uptown area (Hwy gg area).
■ The City is using the PROS Plan as an opportunity to build relationships with underserved populations.
The City added $40,000 to do outreach to underserved populations.
■ During the PROS Plan update, meeting with the Interpreters in advance or meetings and including
them in the planning process helped with their outreach.
Opportunities
• City-wide, there is a need to increase relationships in the Uptown area with faith based
organizations and community groups, including the Modbank. There are many opportunities for
the City to work more with community organizations.
■ We need to have ongoing conversations with the older generation that is frustrated that their old
communication modes are changing. We can educate them an trends, and the need to move Ln new
ways of gathering input. We Can't rely on letters to Council and testifying at hearings as the sole source
of input.
Engaging teens is a unique chalienge, buL youth can represent Lheir social circles and are effective at
peer- Lo-peer ou Lreach_
• Instagram is what teens use, but the policy stuff doesn't get shared because it's hard to get people
interested.
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7.3.a
Appendix A -Community Engagement Current Practices (for Plans developed from 2017 through early 2022)
The following table summarizes planning documents and processes that the City of Edmonds has undertaken over the last five years that
included a stakeholder engagement component. The summary includes the plan or process, stated goals, outreach activities, and an
assessment of the described outreach intent compared to the described outreach activities (implementation).
The International Association of Public Participation's (IAP2) Spectrum of Public Participation (seepage 7) served as a framework for assessing
and determining outreach intent and implementation. IAP2's Spectrum is used internationally by public participation professionals and is
commonly referenced in public engagement plans. Using IAP2'5 spectrum as a framework for evaluation applies a more systematic assessment
of Edmonds' outreach processes. The limitation of using the IAP2 spectrum isthat it does not specifically assess how engagement activities
incorporate equity. In general, the further advanced on the spectrum, the more equitable an outreach process is likely to be. Equitable
engagement tends to be a more sustained effort, moving beyond short-term planning process requirements towards long-term relationship
building and efforts to buildup trust, civic capacity, and ongoing dialogue with diverse community residents (especially among populations
whose voices are underrepresented). The approaches to equity were evaluated through interviews and are discussed in the attached memo.
The evaluation reviewed documents and planning processes from the last five years, focusing on the City's most recent plans and processes.
We found that:
• The most common outreach intent is to "consuit" (obtain public feedback on analysis, alternatives, and/or decisions). This was the
stated goal of 4 of the 7 plans or projects. Other projects stopped at "inform" and none of the projects advanced beyond "involve" to
"collaborate" or "empower".
• Only one project indicated that it sought to "involve" the public, based on the outreach goal to, "Bring neighbors together to identify
near -and longer -term solutions for the City to focus its resources." However, the outreach activities suggest the approach was more
likely "consult" (to obtain public feedback on analysis, alternatives and/or decisions).
• Surveys were a common outreach tool, used in y of the 7 plans1projects. However, it was not always clear how survey responses were
used to inform the plan or project. To truly meet the spirit of "inform," and to move towards "involve" or "collaborate," it is important to
"provide feedback on how public input influenced the decision." This is part of the 'promise to the public" in the "consult" and "involve"
elements ofthe IAP2 spectrum.
If the City wants to advance engagement along the IAP2spectrum toward "involve" and "collaborate", staff should start to align policy
language, including goals, with IAP2's higher levels of engaged participation. Given that the Comprehensive Plan update sets the vision and
policy goals for citywide plans that build on and support It, there Is an opportunity to set broad public engagement goals that can set the tone
and intent for a myriad of city planning processes over the next is years.
Plan/Process
information source
Scope +Stated Goals
Outreach Activity
II
Intent
IAFa-
Im 11mardell
2o2a Cumorehenslve
It is the goal ofthe City of Edmonds to provide early and continuous
- Announcements in news
Inform
Inform
Plan (document)
public notice for the proposed comprehensive plan amendments in
outlets.
advance of all opportunities tocomment on the proposals, and to
- Advertised on local public
General Background 16 allow those who express an interest it any of
access televisior.
the amendments to be able totracktheir progress throUghthe
- Notices In City newsletter,
ieglslative decision process.
Compiled a list of Interested
parties.
Use a varlety of methodsto provide early and ongoing public notice
Information or the City's
cftheproposed amendments, including such things aspublication
website.
In news outlets, advertising on local public access television, placing
notices in a City rewsletter, compiling a list of interested parties,
and/or providing Information on the City's wel
lnformatlon proV Idled by the City of Edmonds as part of this public
participation process wlli be designed to:
Use plain understandable language.
Provide broad dissemination of information regarding the
proposals
Provide early and continuous notification.
Provide opportun'l es for commenting In a variety ofways -
verbally, In writing, and via &malt
In addition to providing early and continuous Information on the
plan amendment proposals, the City of Edmonds will provide a
formal adoption process with public hearing(s) and opportunities
for public comment and in vt.
Q
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7.3.a
PlanlProcess
Scope +Stated Goals
Outreach Activity
IAf i
IAPz
(information source)
Intent
Implementation
Climale AuLgir Plan, In
This climate action plan will help to guide the City to achieve its
Information on the Project
Consult
Consult
Process as of mid razz
climate goal of carbon neutrality by zoso.
website, including fact sheets.
(website)
Shared information via email
We will consider all public Input along with Input from City staff, City
Ilstservj newsletter,
leaders, and partners throughout the planning process.
- virtual community workshop
(with the purpose to educate
Through the Climate Action Plan, we hope to develop a plan that is
the public about the CAP,
representative and reflective of Edmonds' community values, needs
Inform the Edmonds
and priorities.
community about ways they
can participate and contribute
We hope to:
to the CAP, and gather
Educate,empower, and energize the citizens ofEdmondsto
feedback on draft CAP
cull a shared understanding around climate change.
strategies, actions, and
Gather, hear, and incorporate community perspectives and
implementation).
feedback on the CAP strategies.
- Gathered information and
- Foster community -wide support for CAP solutions and inspire
feedback through a community
individual actona.
survey (online and imprint).
- Increase transparency of the overall publ It engagement process
- Virtual open house (with the
by sharing results to date and contextforengaginglater inthe
purpose to educate the publlc
process.
about the CAP, inform the
Edmonds community about
ways they can participate and
contribute to the CAP, and
gather preliminary feedback on
draft CAP strategies, actions,
and implementation).
Par ks. fret reation. and
Every sixyears, the City updates the PROS Plan as a blueprintfor
- Random -sample mail survey
Consult
Consult
Open Space (PROS) plan
improving parks and recreation programming. The plan update wig
respond tograwingandchangingneeds park use during the COVfO-s9
with English, Chinese, Korean
and5panlshoptions.
—March sozz,awaiting
Counciladoption
pandemic and changes in the community. The plan wdlfacuson
Onlinecammunity-wide survey
(Reviewed Jan. 2022
providing equitable access to and investment in parks, recreation and
in English, Chinese, Korean and
draft documertand table
cultural artsfocilities,arid programs.
Spanish.
showing charges
Plan/Process
(information source)
Scope +Stated Goa is
Outreach Activity
IAPz
Intent
IAPz
Implementation
incorporated In March
Onpne public meetings with
zoaz+webslte)
Although the planning process occurred during the COVID-ig
simultaneoustranslation in
pandemic, substantial effort was made to connect with the full
Chinese, Korean and Spanish.
Edmonds community, seek their input and provide information
_ Stakeholder group discussions
about the project. intentional, direct andor-going outreach to non-
&one-on-one interviews.
English speaking communities was a majortenetci City's
- Tabling and outreach at
engagement strategy.
community events and
coordination with other on-
going City planning efforts.
- Meetings with the Planning
Board and City Council and
associated public hearings.
Posting to city website with
plan information and feedback
opportunities.
- Multiple social media postings,
city newsletter articles and
email blasts through the
Recreati on database and
Edmonds School District
parent distribution portal.
Col k
The project will resultinasetofactionsthe City coutdtake tohelp
- Posted background
Involve
Consult (based
RenawaiProiect-Began
with neighborhood renewal based on the neighborhood's needs and
information on project
cndescribed
In zc iand is ongoing as
desires.
website.
outreach
ofzozz(vvebsite)
- Hosted guestionlcomment
activities)
Bring neighborstogethertoidentifynear-and longer -term solutions
form on project website.
for the City to focus its resources.
- Held virtu al open house (June
30, zoaz).
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7.3.a
Plan/Process
Scope +Stated Goals
Outreach Activity
IAPa
II
'nformationsource
Intent
Implementation
H wy o4 Revita l ix ation+
The City of Edmonds is in the Process ofdesigning gateway signs at
- Hosted a community workshop
Censult
Consult
Gateway Proiect—Stagethe
northern and southern citylimits along kighwaygg as a Partofthe
NighwayggRevitalization &GatewayPmject(Sraoe2).
to provide general project
information (Avg,4,aoai).
2-ongoing(website)
Gathered feedback via
We are In the visioning process and with your help, we can better
community survey (launched
understand what makes the City of Edmonds special,
Aug.ao2i).
Urban Foiestw
The purpose of the City of Edmonds Urban Forest Management Plan
Hosted open houses.
Consult
Consult
ManaaementPlan -
is to provide guidance for managing, enhancing, and grow! rig trees
Posted informationtowebsite.
Adopted aotg, outreach
in the City of Edmonds over the next 20 years. Special emphasis is
Informal survey,
conducted beginning
placed on managing trees on public property and along the public
Press releases.
20-7(document)
rights -of -way.
Public commert to Tree Board,
Planning Board, and City
Council.
Code Updates including:
- Notification ofopporturities
Inform
inform
Tree Code Updates.
for public comment at Planning
Bicycle Code Updates,
Board and City Council
EV Charging Code
meetings (meetings may
Updates, 2o1g-aon
include opportunities for public
(website)
comment).
IAP2 Spectrum of Public Participation
IAP2's Spectrum of Public Participation was designed to assist with the selection of the level of participation that defines the
public's role in any public participation process. The Spectrum is used internationally, and it is found In public participation
plans around the world.
INCREASING IMPACT ON THE DECISION
M=*10-
INFORM I CONSULT I INVOLVE I COLLABORATE I EMPOWER
To provide the public
To obtain public
To work directly with
To partner with the
To place final decision
with balanced and
feedback on analysis,
the public throughout
public in each aspect
making in the hands of
- objective information
alternatives and/or
the process to ensure
of the decision
the public,
to assist them in
decisions.
that public concerns
including the
understanding the
and aspirations are
development of
problem, alternatives,
consistently
alternatives and the
opportunities and/or
understood and
identification of the
solutions.
considered.
preferred solution.
We will keep you
We will keep you
We will work with you
We will look to you for
We will implement
informed.
informed, listen to and
to ensure that your
advice and innovation
what you decide.
acknowledge concerns
concerns and
in formulating
and aspirations, and
aspirations are
solutions and
provide feedback on
directly reflected in
incorporate your
-
how public input
the alternatives
advice and
influenced the
developed and provide
recommendations into
decision.
feedback on how
the decisions to the
-
public input influenced
maximum extent
the decision.
possible.
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7.3.a
APPENDIX B — Stakeholder Interviews
Round 1
+ Kernen Lien, EnvironmenLal Services Program Manager
• Eric Engmarnn, Senior Planner, Edmonds Planning ❑ivision
• Scoit Passey, City Clerk
• Kelsey Foster, Public Information Officer
• Patrick Doherty, Community Services Director
• Angie Feser, Parks, Recreation & Cultural Services Director
Round z
■ Mike Rosen, Edmonds Planning Board
• Alicia Crank, Edmonds Planning Board
• EdmondsYouth Commission
C OMM UNITI' f'LAMMI -61U RM VJOAO EM ENT I rAMU-17ATiDN
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Appendix C.
Existing Conditions Assessment Results
Frameworks for Analyzing Equity and Climate Change Planning
This section describes a selection of frameworks for analyzing equity and climate change
planning to help develop a customized approach for the City of Edmonds. The importance of
equity and climate change planning is described to provide rationale for why to prioritize this
type of planning. The next section provides the background for what typically is involved with
climate change planning to help describe the depth and range of climate action plans and
features. The section thereafter provides an overview of the frameworks and guiding principles
that will be used to evaluate climate change and equity focused planning efforts.
Importance of Equity and Climate Change Planning
Across the region, equity has become a highly prioritized issue for review and incorporation in
planning efforts, particularly related to housing access. Significant attention should be given to
remedy the past role of government in codifying, creating and perpetuating racial inequities
(such as exclusionary zoning). In the Puget Sound region, the percentage of people of color
grew from 24 percent of the population in 2000 to 35 percent of the region's population in 2016
and they represent 81 percent of the region's growth since 2000 (PSRC, 2021).11 The region is
growing more diverse over time. In the period of 2015-2019 for the population over 5 years of
age,16.8 percent were estimated to be native Spanish speakers, 4.2 percent spoke "Other Indo-
European" languages, and 4.8 percent spoke "Asian and Pacific Island" languages.11
Climate change is a problem felt across the globe that has increasingly become critical for local
governments to address. While action in the US at the federal and state level has been slow,
local government action has been building momentum and local jurisdictions are often leading
the climate change planning efforts. Local government action is particularly imminent since U.S.
local jurisdictions have a major role in how buildings are constructed, the role that
transportation system/infrastructure investments play in reducing Vehicle Miles Traveled, and
how land use regulations determine community development patterns— all major contributing
factors of GHG emissions. Additional detail on climate change planning is provided in the
Appendix.
18 People/persons of color is a term that includes people who identify as Asian, Black or African American, Native Hawaiian,
Pacific Islander, American Indian, and Alaskan Native.
19 ACS 2015-2019 5-year estimates, Table S1601
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7.3.a
Climate Change Planning Background
Climate action planning typically involves strategic planning to develop policies and programs
and actions to reduce (or mitigate) a community's GHG emissions and develop a plan and set of
actions to help the local community effectively adapt to the impacts of climate change. As
described below, there are two core approaches to climate change planning: policies that
mitigate contributions to climate change, and policies that help communities adapt and build
resilience to the impacts of climate change.
Exhibit 10. Climate Crisis Infographic
Source: Planning Advisory Services 601 Infographic, Planningfor Climate Mitigation and Adaptation, 2022
A Climate Crisis
The Earth is warming at an unprecedented and accelerating rate —
a climate emergency caused by human activities. Get a comprehensive foundation to take on this global challenge and
help lead your community towards a more climate -resilient future with Planning for Climate Mitigation and Adaptation.
Climate mitigation Places Climate adaptation
Reducing greenhouse gas emissions to Anticipating the impacts of climate
keep climate change from getting worse `oo ^76. change on communities and faking
,� dA actiontoreduce riskandvulnerability
.� Cllmate- v
Resilient
Communities n
Planet 1 People
Climate Change Mitigation Strategies
Mitigation strategies are interventions to reduce the sources of GHG emissions or augment the
sinks of GHG emissions. Policies, programs, and actions focused on reducing or preventing
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7.3.a
GHG emissions which cause climate change. Mitigation strategies often try to slow down the
effects of climate change and reduce its severity. Addressing mitigation strategies is essential to
adhering to GHG emissions reduction goals. Mitigation strategies are often organized by
internal agency actions versus community strategies. Many local jurisdictions have internal
programs such as carpooling programs or energy efficiency measures for government buildings
which are implemented internally at the City.
A Greenhouse Gas (GHG) Inventory of the sources of GHG emissions produced by a
community can be useful to include as a basis for mitigation strategies. There are various
software tools (ICLEI tool), protocols (e.g., Greenhouse Gas Protocol), and templates produced
by both the public and private sector supporting GHG inventory research. The appropriate tool
will largely be determined by the type and extent of data available. The main steps for creating
a GHG inventory are:20
1. Define the scope of emissions: What types of emissions will be included? What types of
sources will be considered?
2. Identify sources of emissions such as electricity and heat used by departments,
customers and facilities, capital projects, and transportation. Typically, the main
emissions sources are from electricity, natural gas, and fuel consumption.
3. Investigate data sources for emissions such as utility services.
4. Organize data and calculate emissions.
5. Determine appropriate allocation factors and assign to sources.
• Sort over time.
• Sort by type of emissions: Fuel, electricity, natural gas, etc.
• Calculate emissions by assigning correct emissions factor to emissions type (depends
on fuel and energy mix from utilities).
• Analyze data: Identify the largest sources/types, trends, and existing conditions.
Climate Change Adaptation Strategies
Adaptation strategies are adjustments made in response to climate change impacts that
moderate the harm. Policies, plans, programs, and actions are established to reduce and/or
manage the risks and hazards of climate change impacts. Adaptation strategies tend to focus on
how to adjust to the effects of climate change (such as sea level rise, extreme storm events and
heat waves) to promote resilience and stability. Adaptation strategies ensures that local
jurisdictions will be prepared for specific risks and hazards that accompany climate change.
Consequently, major needs and priorities should be assessed and defined prior to developing
20 Bay Area Air Quality Management (2009). Conductinga Municipal Greenhouse Gas Inventory. A Practical Guide,
Strategic Energy Innovations.
EPA Centerfor Corporate Climate Leadership. (2017). Guide to Greenhouse Gas Management forSmall Business and Low
Emitters.
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7.3.a
strategies. Communities should continuously fine-tune their efforts and deploy a broad set of
planning, policy, and programmatic tools, recalibrated periodically to achieve goals in a way
that does not overburden disadvantaged communities. As shown in the Florida example below,
climate change adaptation strategies can vary such as ranging from strategies focusing on
protection, accommodation, retreat, and avoidance measures.
Exhibit 11. Types of Adaptation Strategies
Source: Florida DEP, 2018.
TYPES OF ADAPTATION STRATEGIES
Once major needs and priorities are defined, specific adaptation strategies
can he developed, vetted, and defined.
01 Protection
Protection strategies are structurally defensive
n-wasures that directly pro" rt vu lnerable structure4
a Ilowingtkem to he left largely unaltered.
Accommodation strategies alter physical design of
vulnerable structures to allow the structure or land
l use to stay in place with mpd ifltation.
N i�f fP7t
Retreat fraro areas or Infrastructure where protection
oraccommodation will not be effiderd oreffecbve
can be voluntary, ince,%viaed, ordone gradually.
04 Avoidance
Avoidance im elves guiding new development away
From areas that are subject m coastal hazards"
g v ran be done byimplementingpolicy and/orolfedog
of incenbvft.
Vulnerability assessments are the foundation of sound adaptation planning processes. These
assessments identify climate hazards for a specific area (such as sea level rise, extreme heat) and
evaluate the community systems (infrastructure, economy, natural, cultural, health, and
emergency services) impacted by these hazards. While the GHG inventory helps to inform
mitigation strategies, a vulnerability assessment identifies what needs to be planned for in the
effort to develop a climate adaptation or resilience plan. It creates a clear understanding of the
community's vulnerabilities so that they can be addressed through policies and actions. When
done well, vulnerability assessments identify areas of concern and allow planners to prioritize
those assets or populations most at risk. This analysis can focus on hard infrastructure and built
environment or may also include natural systems including water and coastal resources, forests,
fish, and wildlife; different social systems topics such as human health, emergency services, and
cultural resources; and key built systems associated with land use, transportation, and utilities.
The vulnerability assessment can both identify (1) the sensitivity of a system (the degree or
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7.3.a
severity which built, natural, or human systems are affected by climate change impacts) and (2)
the capacity of a system to adapt to climate changes with minimal potential damage or Cost.21
The key steps for completing a community -based vulnerability assessment include:
1. Identify the likely future climate conditions the community will experience.
2. Work with local experts and community stakeholders to determine what impacts will
come from those changes and what vulnerabilities those impacts will create or make
worse in key community systems.
3. Identify exposure to changing conditions, sensitivity, and adaptive capacity for each
potential vulnerability.
4. Use the assessment of these characteristics, along with an assessment of community
values, to prioritize the community's climate vulnerabilities.
CUmate Action Co -Benefits
Climate actions can have co -benefits where other benefits accumulate in addition to the primary
benefits. An example of this is adding energy efficiency retrofit improvements to homes to help
low-income people reduce their utility payments and experience greater safety during extreme
heat events. This adaptation strategy produces the co -benefit of reducing greenhouse gas
emissions. Common co -benefits of adaptation actions are related to health, finances/savings,
education, improved mobility, support of businesses, and climate change mitigation. Exhibit 2
shows how climate action plans typically integrate mitigation and adaptation strategies and
how these types of strategies can overlap.
21 Water Resources Division Lummi Natural Resources Department. (2016). Lummi Nation Climate Change Mitigation and
Adaptation Plan: 2016-2026.
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7.3.a
Exhibit 12. What Does Climate Resilience Look Like?
Source: Center for Clean Air Policy
Adaptation
Change in land use,
relocation
Emergency& business
continuity planning
Upgrades or hardening
of building and
infrastructure
Residential programs
promoting adaptation
Mitigation
Seal
Buildings
Green
Infrastructure
Water and Energy
Conservation
Smart
Growth
Health programs a,
Climate Action Plan Implementation
Energy conservation
and efficiency
Renewable energy
Sustainable
transportation,
improved fuel efficiency
Capture and use of
landfill and digester gas
Carbon sinks
The results of climate action planning can be documented, adopted, codified, and implemented
in different ways, such as through a separate climate action plan and corresponding consistent
support to comprehensive (long range) plans, transportation plans, specific/area plans,
policies/regulations, and programs. Catalyzing a plan's goals and aspirations to tangible actions
necessitates the inclusion of an implementation plan, which often is similar to a work
plan/program.
The implementation of strategies can be organized through a plan that details who will
implement strategies (outlining responsibilities), when they will be implemented (short,
medium, long term), and how they will be implemented (steps, resources). An implementation
plan also often outlines potential considerations, costs and financing mechanisms, constraints,
and opportunities associated with different strategies. The plan provides a platform of
knowledge for the successful execution of actions. Strategies can be evaluated in a variety of
ways such as through opportunity/probability comparisons, comparisons of relative benefits
and costs, the assessment of relative importance or urgency, ease of implementation, alignment
with ongoing efforts, and through community input. Who implements the action can vary —
some are implemented community -wide while others are implemented internally by
government agencies, partners, or non-profit organizations.
Monitoring plan performance by measuring the plan's attainment of targets, benchmarks, or
indicators evaluates the performance towards achieving established goals. These measures
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7.3.a
typically include a start year, length of time, a target, and quantitative data or qualitative
assessments. Monitoring reports including an update on the progress of plan actions can be
released periodically, such as annually, as a way to promote accountability and identify needed
improvements. To build momentum, Climate Action Plans can initially focus on low-cost
strategies that are feasible to put into practice quickly with minimal operational disruptions and
then can prioritize strategies that involve more resources.
Climate Action Planning Approaches
In a city, climate action planning not only helps to develop actions to reduce GHG and adapt to
climate change impacts and hazards, but it also helps to establish partnerships and collective
action, involve the public, improve community health, establish accountability for action, and
promote energy efficiency savings.
It is particularly important that climate resilience planning center equity because populations
that are already struggling due to low income, racial inequities, age, etc. will experience the
brunt of climate impacts without the resources necessary to address them. Centering equity
means ensuring that people from those populations are actively engaged in and providing
leadership to efforts that identify and prioritize vulnerabilities and develop solutions to address
those vulnerabilities.
The following frameworks are commonly being used by local governments to guide the climate
action planning process:
The most common process for climate action planning has been the Local Governments
for Sustainability (ICLEI) Five Milestones for climate action planning approach. As of
2020, over 620local jurisdictions in the US have developed climate action plans under
this framework, which consists of a greenhouse gas emissions inventory, setting
reduction targets, developing a Climate Action Plan, implementing policies, and
monitoring results.22
The US Climate Resilience Toolkit features the Steps to Resilience, a five -step process
that helps communities understand and prioritize climate hazards and develop
appropriate climate resilience strategies to address climate -related vulnerabilities.
(reference: https://toolkit.climate.gov/#steps)
United Nations Habitat Guiding Principles for City Climate Action Planning, a set of
globally applicable principles to serve as a common benchmark for cities around the
world undertaking climate action planning.23
22 ICLEI USA, Local Govern mentsforSustain abiIity(2020). Retrieved August2021, from: http://icleiusa.org/about-us/who-
we-are/.
23 United Nations Human Settlements Programme. 2015. Guiding Principles for City Climate Action Planning. Version 1.0.
Retrieved December 14, 2019, from http://e-lib.iclei.org/wp-content/uploads/2016/02/Guiding-Principles-for-City-
Climate-Action-Planning.pdf
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7.3.a
Framework for How to Plan for Equity
Cities who plan with equity in mind must ensure that proposed policies and regulations will
serve and benefit all residents of a community in ways that reduce or eliminate disparities. We
propose the use of a customized approach for analyzing equity and recommendations that
integrates a framework inspired by King County's Equity Impact Review Process focused on
planning, decision -making and implementation of actions (see Exhibit 3 King County's Equity
Impact Review Process).
King County's method integrates similar considerations as the Government Alliance on Race
and Inequality's (GARE) toolkit used by local governments for analyzing and addressing
policies, practices, and procedures to reduce inequities.24 According to GARE, racial equity is
realized when race can no longer be used to predict life outcomes, and outcomes for all groups
are improved. A results -based accountability framework is used to guide the analysis of
workforce demographics, hiring, retention, and promotion; contracting practices; jurisdiction
commitment, leadership, and management; community access and partnership; and data,
metrics, and on -going focus on improvement within a local government. At a basic level, a
GARE plan would include the following elements:
■ Results: Community level conditions the jurisdiction is aiming to impact.
■ Community Indicator. How the jurisdiction can measure impact in the community, using data
that has been disaggregated by race.
■ Outcome: A future state of being resulting from a change at the jurisdiction, department, or
program level. Strong outcomes articulate a clear improvement or define how much improvement
will take place.
■ Action: They are the specific things a jurisdiction will do to achieve the outcomes.
■ Performance Measure. A quantifiable measure of how well an action is working. Different types
Of measures include 1) Quantity —How much did we do? 2) Quality —How well did we do it? 3)
Impact —Is anyone better off.?
The results and outcomes are akin to a plan vision and the performance measures and
community indicators ideally should be structured to help test whether the results and
outcomes are achieved. The challenge of implementation can be supported by gaining
stewardship and leadership buy -in and by prioritizing clear communication helping to
normalize racial equity and build a shared understanding. Race Forward calls for past and
24 Curren R., Nelson, J., Marsh, D.S., Noor, S., Liu, N. "Racial Equity Action Plans,A How-to Manual.": Haas Institute fora
Fair and Inc IusiveSociety, University of California, Berkeley, 2016. Government AlIianceon Race and Inequality - GARE
Racial Equity Action Plans Toolkit.
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7.3.a
current inequities to be acknowledged and accounted for before beginning to enact change
(PSRC, 2019).
Exhibit 13. KingCounty's Equity Impact Review
Process
Source: Equitable development, King County
1. go ■
Assess Equity
Scope & Community
rcrornur- ontw
Pg
.
• Analysis
Ongoing � Decision
Learning. "�,6 u process
L
4. 400
Implement
The King County Equity Review
Process integrates equity into the
planning process to achieve
outcomes where distributional,
process, and cross -generational
impacts are equitable.
■ Distributional equity: Fair and
just distribution of benefits and
burdens to all affected parties
and communities across the
community.
Process equity: Inclusive, open,
and fair access for all
stakeholders to decision
processes that impact
community and operational
outcomes.
■ Cross -generational equity:
Promotes policies that create
G
0
fair and just long-term
distribution of benefits and
Di5tributiunal
f roce55 Cross-geneFational
burdens including equitable
!Equity
Equity Equity
income, wealth, and health
outcomes.
Key Regional Guidance on Equity and Climate Change Planning
A new feature of PSRC's updated VISION is to address equity. VISION 2050 (adopted in 2020)
recognizes racial equity and access to opportunity as crucial regional issues and the plan
certification process asks local jurisdictions to respond to how racial equity was considered in
the planning process and addressed in the plan.25 The newly adopted VISION includes several
Goals and Policies intended to advance social equity and it calls for member governments to
develop and implement a regional equity strategy.26 PSRC recognizes that equitable outcomes
25 PSRC. 2021. VISION 2050 Planning Resources, Plan Review Manual.
26 The regional equity strategy that will be developed is anticipated to includetools and resources to inform policy, best
practices for centeringequityin local planningwork, and guidance on how to measure outcomes and develop mechanisms
to prioritize fundingto address equity. This initiative will establish an equity advisory group and will includethe
development of an equity impact dashboard to evaluate decisions.
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7.3.a
are important and that data should be used to highlight areas of concern and progress. In
addition, PSRC calls for authentic engagement with marginalized communities since it is
imperative to develop a more holistic understanding of problems and solutions. Inclusive
engagement should include historically underrepresented communities. PSRC also points out
how strategies are necessary to ensure marginalized groups do not suffer from undue burdens
and that they equitably enjoy community benefits.
Pro po sed Metho d fo r Reviewi ng Equity and Climate Change Policies
Exhibit 2 lists key equity and climate change policies and actions for local comprehensive plans
that are recognized in PSRC's VISION 2050. Updates to Puget Sound region local
comprehensive plans must be reviewed for consistency with these PSRC policies as a part of the
plan certification process. PSRC suggests that this review occurs early in the planning process.
This review also helps to determine conformity with transportation planning requirements in
the Washington State mandated Growth Management Act. The following table is not exhaustive
- it only focuses on outlining PSRC VISION 2050 policies relevant to equity and climate action
planning. The current Comprehensive Plan for the City of Edmonds should be compared to
these policies to support the consistency analysis of the Comprehensive Plan and identify gaps
to address during the next update cycle.
We propose examining key Comprehensive Plan areas of improvement for how well they
follow equity and climate change planning guiding policies (such as the PSRC VISION 2050
planning policies provided below) along with principles and best practices drawing from the
consultants' technical and process expertise knowledge, and an array of policy guidance
resources and literature (such as the American Planning Association Toolkit to Integrate Health
and Equity into Comprehensive Plans, 2020; Planning Advisory Services Report 593 Planning
with Diverse Communities, the PSRC Planning for the WHOLE Community Toolkit, 2014, etc.).
Summary of Key Plans, Programs, and Projects Addressing Equity
and Climate Change
Various ongoing planning and initiatives are at play in the State of Washington, the Puget
Sound region, Snohomish County, and at the City of Edmonds addressing the need for more
climate action planning and for greater support of equity. From the state legislature targets
aiming for reduced emissions, to the Puget Sound Regional Council (PSRC) VISION 2050 Plan's
newly adopted equity and climate change planning principles, to city -specific policies and
planning efforts surrounding the ongoing Climate Action Plan update, there are numerous
reports, projects, findings, and data points all demonstrating ways the City could improve their
Comprehensive Plan to better fill the gaps to support resiliency and equity. The following
section provides a summary of the main relevant plans, programs, and initiatives at the state,
region, county, and city level. The state strategies offer overarching guidance that are broader in
scale while the region and county offer more detailed guidance and programs relevant to the
City. Assessing the progress made at the City level is crucial for building off existing efforts and
helpful for identifying key areas to focus on during future planning update processes.
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7.3.a
Review of Key Plans, Programs, and Projects
State: Equity and Climate Action Planning
Washington State's legislature has made several bold actions in recent years, such as setting
statewide greenhouse gas (GHG) emission reduction targets, converting the state ferry system
to electric -hybrid by 2040 (with the Edmonds -Kingston route conversion completed by 2030),
increasing investment to address ocean acidification, and establishing environmental justice as a
central priority. Exhibit 10. Key Plans, Policies, and Toolkits Reviewed for the City of Edmonds
provides a summary of key plans reviewed for this project. This list describes two state efforts:
the Growth Management Act and the Washington State Ferries, 2040 Long Range Plan (2019). In
addition to these planning related efforts, various other state legislation, programs, and task
forces are summarized below to help identify emerging areas of climate action and equity
planning.
Revised, more protective, targets were adopted in 2020 by the Washington State Legislature and
these went into effect on June 11th, 2020 (PSRC, 2020):
■ By 2020, reduce total GHG emissions to 1990 levels.
■ By 2030, reduce total GHG emissions to 45 percent below 1990 levels.
■ By 2040, reduce total GHG emissions to 70 percent below 1990 levels.
■ By 2050, reduce total GHG emissions to 95 percent below 1990 levels and achieve net
zero emissions.
Reaching these reduction targets necessitates a robust effort including multiple strategies and
actions. The Clean Energy Transformation Act (2019) calls for the state to transition to use 100
percent clean electricity over the next 25 years, by 2045. Many additional state policies address
emission mitigation in transportation, residential and industrial buildings, energy, and waste
management. This multipronged approach to mitigating GHG emissions makes Washington
State a leader in climate change policy.
Another state agency helping to address climate change adaptation is the Washin on State
Department of Emergency Management. This division offers an array of educational materials
on emergency preparedness planning and hazards, tips, and communication resources to alert
residents to emergencies, meant to encourage the establishment of a disaster -resilient
Washington.
The state also established the Environmental Justice Task Force that provided recommendations
to the governor on prioritizing environmental justice in Washington State Government in
October 2020, their report and recommendations included:27
27 Environmental Justice Task Force. (2020). Environmental Justice Task Force Recommendations for Prioritizing EJ in
Washington State Government. Washington State Governor and Legislature. Retrieved from
https://healthequ ity.wa.gov/Portals/9/Doc/Pu blications/Reports/EJTF%20Report_FlNAL(l).pdf
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Recommended Statewide environmental justice definition: "The fair treatment and
meaningful involvement of all people regardless of race, color, national origin or income with
respect to the development, implementation, and enforcement of environmental laws, regulations
and policies. This includes using an intersectional lens to address disproportionate environmental
and health impacts by prioritizing highly impacted populations, equitably distributing resources
and benefits, and eliminating harm."
■ Measurable Goal Recommendations: "Measurable goals for reducing environmental health
disparities for each community in Washington state and ways in which state agencies may focus
their work towards meeting thosegoals."
■ Model Policy Recommendations: "Model policies that prioritize highly impacted communities
and vulnerable populations for thepurpose of reducing environmental health disparities and
advancing a healthy environment for all residents."
■ Environmental Health Disparities Map Recommendations: "Guidance for using the
Washington Environmental Health Disparity Map to identify communities that are highly
impacted by Ej issues with current demographic data."
■ Community Engagement Recommendations: "Best practices for increasing meaningful and
inclusive community engagement that takes into account barriers to participation that may arise
due to race, color, ethnicity, religion, income, or education level."
Following the release of the Environmental Justice Task Force report, Governor Inslee released a
policy brief (December 2020) stating "a historic commitment to diversity, equity and inclusion"
that included a commitment to investing in environmental justice, specifically acknowledging
climate change as an environmental harm that disproportionately affects vulnerable
populations.28 In May 2021, the Climate Commitment Act (SB 5126) as well as the HEAL Act
(SB 5141— a bill that allows the implementation of the environmental justice task force
recommendations), passed through Washington Legislature. The Climate Commitment Act will
cap and reduce climate pollution and create revenue for climate investments to help
Washington transition to a clean energy infrastructure and economy and reduce environmental
disparities.2930 These legislative reports and actions provide model actions and policies that
can serve as guidance and reference at the local jurisdiction level.
Regional: Equity and Climate Action Planning
Along with state level guidance, regional level plans provide guidance and support to local
jurisdictions. The Puget Sound Regional Council is the designated Metropolitan Planning
Organization and the Regional Transportation Planning Organization for King, Kitsap, Pierce,
and Snohomish counties. PSRC has a range of regional plans and several of these address equity
28Washington Governor Jay Ins Iee. (2020). A historic commitment to diversity, equity and inclusion. Retrieved from
https://www.govern or.wa.gov/sites/defau It/fi I es/Equ ity_Pol i cyBri ef_Dec%2014. pdf
29 Final Bill Report E2SSB5126. (2021). Retrieved from http://Iawfilesext.leg.wa.gov/biennium/2021-
22/Pdf/Bi I I%20Reports/Sen ate/5126-S2. E°/o20S BR%20FBR%2021. pdf?q=20210810142543
30 Final Bill Report E2SSB5141. (2021). Retrieved from http://Iawfilesext.leg.wa.gov/biennium/2021-
22/Pdf/Bi I I%2OReports/Sen ate/5126-S2. E°/o20S BR%20FBR%2021. pdf?q=20210810142543
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and climate change planning including the Regional Transportation Plan (2018), Growing
Transit Communities Strategy (2013), and VISION 2050 (adopted in 2020). Exhibit 10. Key Plans,
Policies, and Toolkits Reviewed for the City of Edmonds provides a summary of two regional plans
including the Regional Transportation Plan (2018) and PSRC VISION 2050 (2020) and a brief
overview of the PSRC Planning for the WHOLE community toolkit (2014).31 In addition to these
planning related efforts, various other state legislation, programs, and task forces are
summarized below to help identify emerging areas of climate action and equity planning.
As mentioned in Section 2, periodic updates to Puget Sound region local comprehensive plans,
including the City of Edmonds, must be reviewed for consistency with PSRC VISION 2050
policies as a part of the plan certification process. This review also helps to determine
conformity with transportation planning requirements in the Washington State mandated
Growth Management Act. In Section 2, Exhibit 4. Codified Equity and Climate Change Planning
Policies, PSRC VISION 2050 lists policies relevant to equity and climate action planning that
should be reviewed up against the City's Comp plan to determine consistency and identify gaps
to address during the next update cycle.
The Puget Sound Clean Air Agency is another regional agency providing guidance to local
jurisdictions. This agency recently adopted (2017) even more ambitious GHG emission
reduction targets than the state for the four -county central Puget Sound region (PSRC, 2020)
■ By 2030, reduce regional GHG emissions to 50 percent below 1990 levels.
■ By 2050, reduce regional GHG emissions to 80 percent below 1990 levels.
Since transportation is the largest single source of greenhouse gas emissions in the region, the
agency identified candidate actions and strategies to reduce transportation -related emissions
and support achievement of the targets. These include supporting the policies and strategies
included in PSRC's regional plans, as well as accelerating zero -emission vehicle adoption and
pursuit of a clean fuel standard, among other strategies.
Another PSRC plan to recognize is the Growing Transit Communities Strategy (2013) since it
provides guidance on how to promote thriving and equitable transit communities and provides
guidance for local plans. This plan recognizes the need to better meet the demand for affordable
housing and jobs located within walking distance of transit and it supports equitable transit -
oriented development. Most new market -rate housing can be unaffordable to low and
moderate -income households and these households could be at risk of displacement
(particularly if they are renting homes). Strategies should be developed that support mixed
income housing development built near transit, minimize displacement, and preserves and
produces diverse housing types affordable to the full spectrum of income levels.
The plan supports the advancement of the Puget Sound Clean Air Agency's targets for reducing
GHG emissions. Vision 2050 includes goals and policies associated with climate change
planning that should be addressed in city and county level plans in the Puget Sound region.
31 PSRC Plan ningfortheWHOLE communitytoolkit: https://www.psrc.org/planning-whole-communities-tool kit
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7.3.a
The plan addresses both mitigation and adaptation goals, lays out a four-part GHG emission
reduction strategy for transportation (more detail is in the Regional Transportation Plan), and
emphasizes the need for resilience and climate preparedness. As shown below, VISION 2050
includes a GHG Inventory that establishes baseline emissions and identifies contributions by
sources (such as residential built environment and on road vehicles). Within the region,
transportation and the built environment are the largest contributors to GHG emissions, and
this has led to integrating additional climate change actions that emphasize mitigation
strategies to reduce vehicle miles traveled, reduce embodied carbon in new development,
improve energy efficiency of buildings, and support high capacity transit, active transportation,
and the electrification of transportation systems currently relying on nonrenewable fuels
(including the ferry system).
Exhibit 14. Sources of Regional Greenhouse Gas Emissions
Source: Puget Sound Clean Air Agency Greenhouse Gas Emissions Inventory
industrial Built Environment
Built Eavivmmeal -21%
Off Road Vehicles -1%
Marmevesseels- 1%
Freight Fail -1%
Solid Waste - 2%
Wastewater - 1%
II Agoceltwe-1%
2{ Air Travel - 2%
% other-1%
On Road Vehicles- 35%
Snohomish County: Climate Action Planning Exhibit 15. Emission Comparisons
Source: Thurston Climate Mitigation Plan, 2020
Snohomish County, the county where the City
of Edmonds is situated, is also addressing
climate action planning and equity. Counties
typically help with climate change adaptation
by providing emergency management and
health district resources and support and
several are also increasing their response to
climate change and equity planning.
Across the region, per -capita emission levels
vary. Exhibit 6 shows the variations in 2015
emissions between the U.S., the States of
Washington and Oregon, and a few counties,
including Snohomish County. This assessment
showed Snohomish County as having the lowest
HOW DO WE COMPARE?
enora,T r of Carbon Dioxide Equivalent
(MTCO,e) per person
UNITED STATES: 20.6
OREGON:15.7
WASHINGTON:13.8
THUR5TON COUNTY-10.9
KING COUNTY:9.9
KITSAP COUNTY: 9.5
PIERCE COUNTY: 8.2
SNOHOMISH COUNTY 5.3
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7.3.a
per -capita emissions in comparison to other peer counties. However, additional effort is needed
to help meet regional targets.
In an effort to better address climate change, Snohomish County has convened a Climate Action
Advisory Committee to help develop recommendations. Formed in 2019, the 13-member
committee is tasked with advising the county on internal Sustainable Operations Action Plan
(SOAP) and the countywide climate action plan in two phases.
Phase I (January 2020-December 2020): Provide advice on updating the Sustainable
Operations Action Plan (SOAP) for County government operations
Phase II (March 2021-Dec 2023): Provide advice on developing a new Countywide
climate action plan.
Snohomish County has also made progress with climate change adaptation and community
resiliency with the emergency preparedness planning and disaster response efforts within the
Snohomish County Department of Emergency Management and the Snohomish Health District.
The Department of Emergency Management provides updates to the Hazard Mitigation
Plan as well as supplying the public preparedness information on disasters and
emergencies as well as GIS services for identifying natural hazard risks with eight
values, one of which is to be equitable — aiming to impartially serve all communities.
The plan includes a chapter for cities, including Edmonds. The plan was adopted in 2015
and then updated again in 2020.
The Department of Emergency Management also coordinates with the Snohomish Fire
Districts to develop Community Wildfire Protection plans, presently three fire districts
have adopted or are developing such plans.
The Snohomish Health District additionally plans and is responsible for coordination of
disaster response as it pertains to public health emergencies such as the dissemination of
emergency medications and community disasters, coordinating across five counties:
Island, San Juan, Skagit, Snohomish and Whatcom.
Transit Providers, Plans and Projects
Snohomish County and the City of Edmonds specifically have a number of transit providers
providing services to the area and with plans for updates and/or expansions in the near future.
Presently, Community Transit, Sound Transit, Everett Transit, King County Metro Transit,
Skagit Transit, Island Transit and Washington State Ferries provide services.32 Many of these
transit agencies are actively working to improve transit infrastructure. A few of these projects
32 Transit I Snohomish County, WA- Official Website. Snohomishcountywa.gov. (2021). Retrieved 10 August 2021, from
https://snohomishcountywa.gov/1815/Transit.
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7.3.a
will impact the City of Edmonds such as the Community Transit and Sound Transit projects
described below.
Community Transit operates the Swift Blue Line, a bus -rapid -transit project, for nearly a
decade and is aiming to complete the Edmonds Park & Ride renovation project to
support the expanded use and proposed extensions. The Blue Line Extension is
anticipated to be complete by 2024.33
The Sound Transit light rail is expanding north through Edmonds along I-5 to Everett.
Early in the planning phase (2020-2026) the COVID-19 crisis is reducing the revenues
Sound Transit relies on to expand the regional transit system. With depleted revenues,
Sound Transit is expecting to not be able to deliver expansion projects on the original
timelines and through realignment the Board of Directors is working to determine
which plans for voter -approved projects will change due to lower revenue projections.
The project was originally slated to be complete and open in 2036. Sound Transit has
also evaluated around 50 potential improvements to make it easier to utilize
the Edmonds and Mukilteo Sounder stations. These may include additional parking;
better walking, biking and transit connections; and convenient pickup and drop-off
areas.34
Climate Action Planning in Edmonds
The City of Edmonds has long prioritized planning and action to address climate change
mitigation and promote sustainability. Work to build climate resilience is just beginning and a
comprehensive climate change vulnerability assessment will need to be done first followed by
the development of action strategies. As strategies are developed and implemented, it will be
important to revise relevant sections of the Comprehensive Plan and revisit the climate change
planning policies of the PSRC VISION 2050 document to determine compliance. Although the
City has also begun to identify ways to better promote equity, as with climate resilience
planning, there have been fewer efforts to date.
The following section outlines the main local level efforts taken to date regarding climate action
planning and it provides a timeline of climate change planning milestones made since 2006.
In 2006, the City of Edmonds adopted the U.S. Mayors Climate Protection
Agreement by Resolution No. 1129, formally expressing support for the Kyoto
Protocol and joined the International Council for Local Environmental Initiatives
(ICLEI) by Resolution No. 1130. That same year, the Mayor signed onto the Maw
National Climate Action Agenda and the City formed the Mayor's Climate Protection
33 Swift Blue Line Expansion 2024 1 Community Transit. (2021). Retrieved 10 August 2021,from
https://www.communitytransit.org/swiftblue2024.
34 System expansion I Sound Transit. Soundtransit.org. (2021). Retrieved 10 August 2021, from
https://www.sou n dtran s itorg/system -expan s ion.
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7.3.a
Committee. The committee is still active (2021) and continues to play a role in the City of
Edmonds climate action planning processes.
In 2008, the Edmonds City Council adopted two additional resolutions, Resolution No.
1168, establishing a sustainable building policy, and Resolution No.1169, signing on to
the Cascade Agenda.
In 2009, a Sustainability Element was added to the Comprehensive Plan; this specifically
led to the development of a sustainability framework in the plan and Resolution 1170.
Staff reported that the Sustainability Element needs updates. Different city departments
have worked on wastewater treatment improvements, energy efficiency and
conservation and the City has made progress in addressing their vehicle fleet. However,
more action needs to occur to effectively meet targets. The City adopted performance
measures in 2014/2015 for each part of the Comprehensive Plan. Some of these metrics
are hard to measure (energy use) and likely are missing a few needed metrics (such as
the number of new housing units added).
In 2010, with the support of the Mayor's Climate Protection Committee, the City
adopted the first Climate Change Action Plan. This plan was followed by the Storm &
Surface Water Comprehensive Plan in 2010, the New Energy Cities Action Plan in 2011
and a city Energy Plan in 2012 as well as other complementary sustainability initiatives
which touch on plastic bag bans, energy use meters for residents, city fleet
electrification, city building energy efficiency improvement, wastewater treatment plant
energy efficiency, community solar and pesticide reduction.35
Between 2011 and 2017 updates and existing condition studies were appended to the
Storm & Surface Water Comprehensive Plan, including Perrinville Creek culvert
analysis and flow reduction studies, Edmonds Marsh/Willow Creek Daylighting
feasibility and alternatives analysis and Dayton Street & SR 104 Flood Reduction
strategies.
35 Sustainability Initiatives. Edmondswa.gov. (2021). Retrieved from
https://ed m on dswa.gov/services/s ustai n abi I ity/sustai nabi I ity/s ustai nabi I ity_i niti atives .
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Exhibit M Capital Improvement Program Project Locations, 2010
Sours, torm & Surface Water Comprehensive Plan
■ In 2016, the City of Edmonds was a partner with Western Washington University's
Sustainable Communities Partnership, where students worked to identify specific risks
faced by the city related to climate change and sea level rise (SLR). Specifically, they
identified risks such as storm surge, oceanic tides, vertical land movement, atmospheric
circulation, and coastal flooding. Using ESRI ArcMap and HAZUS-MH modeling
students highlighted risks of coastal flooding in the City of Edmonds as it relates to
general building stock, essential facilities, transportation systems, utility systems,
agricultural products, vehicles, and people. They additionally provided some
recommended actions, including the use of tidal stations and additional modeling and
analysis. 36 With Western Washington University's sustainable communities'
partnership, the city and students were able to complete additional projects including:
• 4th Ave Cultural Corridor — A study that developed a branding and events strategy
for Arts and Culture on 41h Avenue.
36 Western Washington University, Sustainable Communities Partnership. (2017). Sea Level Rise in Edmonds, WA:
Expected Impacts & Recommended Action. Retrieved from https://cpb-us-
el.wpm ucd n.com/wp.wwu.ed u/d ist/6/4099/files/2017/1l/SLRMaster.pdf
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7.3.a
• Edmonds Marsh Restoration — A study that generated recommendations for effective
stormwater management techniques, strategies for enhancing biodiversity,
monitoring and assessment, and public education and engagement.
• Zero Waste I Food Waste — A two -pronged solid waste management strategy that
prioritized establishing baseline metrics for various waste streams and diverting
organic waste from landfill.
• Wastewater Treatment Plant Education — A project that resulted in digital media
education for the wastewater treatment plant.
• Stella's Landing —An environmental site assessment of Stella's Landing, a 2.4-acre
private condominium complex with a marsh.
• Playful City —A study of recreational programs that are recommended and designed
for Edmonds youth to get them active.
• Edmonds Cemetery Mapping —A project Modernizing the Mapping of the Edmonds
Memorial Cemetery through the development of a spatial database and maintenance
of the database in the future.
• Green Business Program —A project that focused on updating the 2014 Green
Business Program of the City of Edmonds, to encourage participation among
Edmonds businesses.
• Walkability Assessment —A study conducted of the walkability of an area just
outside the downtown core and contains important route between key destinations
(two schools, a medical campus, parks, and three shopping nodes).
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Exhibit 7. Timeline of Climate Action in Edmonds
Source: ECONorthwest Research,2021
Resolution No.1129, Adopting US Mayors Climate Protection Agreement
Resolution No.1130, Joining International Council for Local Environmental Initiatives ICLE
Resolution No.1168, Sustainable Building Policy
Resolution No.1169. Cascade Agenda
Sustainability ElementaddedtoComprehensive plan
Resolution No.1170, Environmental policies and principles adopted
2011 New Energies Cities Action Plan adopted
City Energy Plan adopted
Performance measures added to comprehensive plan
2015
Resolution No.1389, Goal to achieve or exceed goals established in the Paris Climate
Agreement
Climate Change Action Plan Gap Analysis Conducted
*An update to the Climate Action Plan could possibly be approved around 2022 (expected to be
reviewed in 2022).
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7.3.a
Climate Action Plan Update
Recently, the City renewed their commitment to climate change planning through a variety of
efforts, many supporting an update to the Climate Action Plan (first adopted in 2010). In 2017,
the Edmonds City Council adopted Resolution No. 1389 committing the City of Edmonds to
achieve or exceed at the local level the goals established in the Paris Climate Agreement. The
City created an Edmonds climate action plan webpage to provide information related to various
climate action activities the City of Edmonds is pursuing to alleviate climate change.37
Also occurring in 2017, the City of Edmonds recently gained an updated inventory of
community GHG emissions along with a policy gap analysis to help inform Climate Action
Plan updates. 38 The results of the inventory are described below in Exhibit 8.
Exhibit 17. Edmonds 2017 Local Emissions
Source: httr)s://www.edmondsclimate.com/solutions
305,962 MT CO2e
7.2 MT CO2e per capita
(Industrial) Loss
2% 6%
The largest sources of local greenhouse gas
emissions were:
52% Buildings
Stationary use by residential, commercial, and
industrial buildings.
40% Transportation
Transportation energy, and particularly on -road
vehicle transportation, of passengers and freight.
6% Refrigerant loss
Process emissions and product use are lost from
transportation and building cooling systems.
2% Waste
Waste disposal in landfills and wastewater
treatment.
37 Climate. Edmondswa.gov. (2021). Retrieved 10 August 2021, from
https:Hedmondswa.gov/services/sustainability/climate.
38 City of Edmonds. (2018). Cityof Edmonds Climate Action Plan - Task 3: PolicyGap Memorandum. Edmonds. Retrieved
from htti)s://a4504eOa-bf52-42da-9496-
ba664aO77eba.filesusr.com/uj�d/09fdff 170fd312b755406191dd5cldbc9b28df.pdf
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7.3.a
The GHG inventory performed in 2017 helped define 10 categories of strategies, many of which
fall under similar but adapted categories that were included in the initial 2010 plan: Buildings
and energy, Transportation and Waste and Natural Resources.3140
Exhibit 18. Greenhouse Gas Inventory Strategies
Source: Climate. Edmondswa.gov. (2021). Retrieved 10 August 2021, from
httDs://edmondswa.gov/services/sustainabiIitv/cIimate.
Resources
1. Replace fossil fuels with
4. Reduce vehicle miles
9. Increase carbon
renewable energy resources
traveled (VMT) through
sequestration
for energy that is supplied to
more sustainable land
10. Reduce material
the community
use patterns (transit-
consumption, waste
Increase amount of electricity
oriented development,
generation, and resource
generation by solar power
local efficiency)
depletion
2. Improve efficiency of existing
5. Reduce VMT by
buildings and infrastructure
improving transit
Reduce electricity
systems
consumption and energy
6. Reduce VMT by
intensity of existing buildings
promoting active
by sector
transportation
Improve efficiency of
7. Promote carpooling
wastewater treatment plant
and vehicle sharing
3. Improve efficiency of new
8. Promote electric
buildings
vehicles and other low -
carbon vehicles
Largely the existing CAP strategies have focused on mitigation and emission reduction. A draft
of the ongoing Climate Action Plan update was shared with the consultant staff in April 2022.
The draft included sections previously included in the 2010 CAP, and new sections;
■ Equity
■ GHG Inventory
■ Buildings and Energy
■ Transportation and Land Use
■ Environment
■ Lifestyle and Consumption
■ Economy
■ Tracking
39 Climate Solutions. Ed mondsclimate.com. (2021). Retrieved 10 August2021, from
https://www.edmondsclimate.com/solutions.
40 City of Edmonds. Proposed Strategies for the Edmonds ClimateAction Plan. Edmonds. Retrieved from
h ttps://a4504eOa-bf52-42d a-9496-
ba664aO77eba.fi lesusr.com/ugd/09f dff_b6a3b3a4b15f47cf9805234bb7139d 40. pdf
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The additional section on equity shows promise by outlining how equity was incorporated into
the strategies and actions of the plan, identify the co -benefits of equity and centers equity in
identifying vulnerable community members and at -risk communities for disproportionate
impact of action and inaction. The plan is not yet complete but is under review by the city as of
July 2022.
Overall, the draft version of the updated CAP (2022) includes more adaptation measures than
previously included such as actions to develop plans for adapting to sea level rise in Edmonds
(EN 3.1), for a resilient local energy supply in the event of outages due to extreme weather or
fires (EN 3.3), and for upgrades to stormwater systems (due to higher intensity storms, EN 3.4).
The CAP also includes new actions associated with adapting to extreme heat events such as by
creating cooling centers, identifying vulnerable residents, and other preparation measures (EN
3.5, 3.6, 3.7). Overall, the CAP now emphasizes preparing communities for future climate
change impacts.
The present climate action planning update process involves a multi -pronged public
engagement approach. The City of Edmonds hosted a virtual open house February 18�11, 2021
and Community workshop on March 25th, 2021 accompanied by a survey that gave the
community an opportunity to provide feedback on current proposed strategies and recommend
potential new ones. The team is hosting open houses during the summer 2022. *These
engagement activities are currently underway.
Exhibit 19. Climate Action Plan Timeline
Source: City of Edmonds Climate Action Plan Engagement Materials, Project Fact Sheet, 2021(CAP planning is
underway)
Synthesize & Report
` Open House ��� Synthesize and share out
Community Workshop 1 findings from public
• Community Feedback Survey 1 participation
Material Development * 0 Public Review & Input
• Public engagement project initiation r= • Community Workshop 2
A00• Material development Community Feedback
Project website launch Survey 2
Equity Planning in Edmonds
The City's support of a Diversity Commission in 2015 signifies their commitment to integrate
equity considerations into planning. However, additional work remains to address equity
comprehensively and meaningfully in the City's processes and policies.
The City of Edmonds Diversity Commission's purpose is to promote an environment that
accepts, celebrates, and appreciates diversity in the City of Edmonds. The nine -member
volunteer advisory Commission intends to:
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7.3.a
■ "Serve as a resource for the City and community by providing information, education and
communication that facilitates better understanding and celebrates our differences,
Provide recommendations to the Mayor and City Council that identify opportunities to address
diversity issues, promote diversity programs, and/or provide guidance to create a more accessible,
safe, welcoming and inclusive government and community and
■ Assist the City of Edmonds in supporting and challenging all areas of government and the
community to eliminate and prevent all forms of discrimination. "41
The Commission leads and supports activities, such as a film series, a collaboration with the
Arts Commission for small grants, and a Social Justice Book Club. They also promote 211
Services and community and regional resources and organizations. In January 2021, the
Diversity Commission developed a community Equity Toolkit for local business owners.
The City of Edmonds Mayor's office has also established a related equity effort, the Equity and
Social Justice Task Force, in August 2020 to advise the Mayor on equity and justice issues. The
task force was mandated to develop an Equity Toolkit and Equity Work Plan. They released
their first report in January 2021, focusing on Public Safety/Policing in the City of Edmonds.42
Matrix of Plans, Policies, and Toolkits Reviewed
While not an exhaustive list, these plans are described in Exhibit 20 starting with the state and
region, and then narrowing in on Edmonds -specific plans.
Exhibit 20. Key Plans, Policies, and Toolkits Reviewed for the City of Edmonds
Source: Summarized by ECONorthwest.
Plan, Year
Agency
Description,• _
Growth
Management Act
The GMA is a series of laws established to manage urban growth in
(GMA) and
Department of
Washington State. The GMA identifies 14 goals, which provide
Related Laws
Commerce
comprehensive planning guidance to jurisdictions that are required to
(2017),
meet GMA goals, rules, and compliance requirements.
Washington State
WSF, a division of the WSDOT, operates the largest ferry system in
the U.S. and the ridership is forecasted to grow by more than 30
Washington
percent by 2040. The Edmonds/Kingston annual ferry ridership is
Washington State
State
projected to increase from 1.914 million passengers to 3.36 million
Ferries (WSF),
Department of
passengers per year and from 2.068 veh icles/d rivers to 2.514
2040 Long Range
vehicles/drivers per year. The WSF developed a long-range plan to
Transportation
Plan (2019)43
help accommodate this growth and address issues associated with
Wf SDOT)
an aging fleet and terminal infrastructure, the need for technological
advancements, and the need to increase sustainability, conserve fuel
and prepare for climate change. The ferry system provides access to
41 Diversity Commission. Edmondswa.gov. Retrieved 10 August 2021, from
httDS:Hedmondswa.2ov/2overnment/boards and commissions/diversity commission
42 Equity and Social Justice Task Force, City of Edmonds Mayor's Office. (2021). Equity and Social Justice Task Force
Report to Mayor Nelson On Public Safety/Policing. Edmonds. Retrieved from
httl)s://edmondswa.goy/UserFiles/Servers/Server 16494932/File/Government/Departments/Mayor's%200ffice/Equity
and Social Justice Task Force Report 1 26 2021.pdf
43 WSF, WSDOT.2019. httl)s://wsdot.wa.goy/ferries/about-us/planning/long-range-plan/the-plan
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7.3.a
Year
AgencyPlan,
Description, Key Findings
employment centers, opportunities associated with tourism and
trade, and a critical lifeline to medical services for some residents.
This plan calls for the replacement of 13 Washington ferries and
increased availability of standby vessels over the next 20 years. The
plan also includes strategies to convert vessels and infrastructure on
the Edmonds/Kingston Route to electric -hybrid by 2030.
Electrification of most terminals is proposed to support a future
electric fleet. With this conversion, the WSF fleet is estimated to have
a 50 percent reduction in emissions and fuel consumption, and it is
expected to result in tremendous cost savings. Momentum for this
conversion is building with funding allocated by the state in 2018 to
study the conversion of three vessels consisting of replacement of
diesel engines with hybrid propulsion technology and the installation
of charging infrastructure at the terminals. This new technology has
the added benefits of reduced noise and vibration which in turn
lessens the effects on orcas and other marine life.
Sustainability is also promoted in the plan by supporting mode shift
investments associated with walk-on and bike -on passengers. In
addition, the plan calls for ferry service enhancements, including
increase vessel carrying capacity and service hours forthe Edmonds
ferry. Conflicts with railway traffic along the Edmonds waterfront can
interrupt ferry loading and unloading of pedestrians and motorists
accessing the terminal. The Washington State Rail Plan forecasts
that traffic on the BNSF tracks in Edmonds will increase in frequency
and train length; consequently, this issue likely will need to be
addressed. The plan calls for WSF to report GHG and travel time
savings.
VISION 2050
VISION 2050 provides guidance for countywide planning policies and
(2020), Puget
local comprehensive plans. PSRC reviews and certifies
Sound region
Pup -et Sound
comprehensive plans to ensure consistency and they guide the
(King, s
Regional
allocation of regional and federal transportation funding. Equity is
Snohomish,, and
Council (PSRC)
recognized more directly in the plan particularly related to housing
Pierce counties)
and displacement.44 More detail is provided in another section on
how equity and climate change planning is addressed.
The Regional Transportation Plan has several components which
address climate change planning in the region as it connects to
transportation. As the Regional Transportation Planning Organization,
PSRC also maintains the Regional Transportation Plan to address
long-range needs. The 2018 plan includes a four-part GHG emissions
Regional
reduction strategy and a water quality maintenance strategy which
Transportation
'DSRC
set a framework for climate change planning. Water quality
Plan (2018),
improvement goals are closely tied to both climate change mitigation
PSRC
and adaptation priorities and these strategies have ancillary benefits
to water quality. Reducing the number of vehicle miles traveled limits
the amount of pollution (such as by reducing atmospheric nitrogen
deposition and gasoline flowing into the watershed that enters both
the water and the air). The plan also seeks to manage stormwater
through increasing pervious surfaces, restoring natural channels in
urban streams, and improving spill response, which would promote
" Consistency means that no feature of a plan or regulation is incompatible with any other feature of a plan or
regulation. Consistency is indicative of a capacity for orderly integration or operation with other elements in a system
Q
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7.3.a
Year
AgencyPlan,
Description, Key Findings
resilience to flooding and severe storm incidents. Additionally, the
plan covers upgrading infrastructure like culverts and drainage
facilities to improve their environmental performance, which also
improves resilience to increased flooding events. The plan recognizes
the need for more multimodal transportation options such as ferries
and passenger -only ferries.
The "Four -Part Greenhouse Gas Strategy" in the PSRC's Regional
Transportation Plan is made up of several mitigation strategies that
limitthe region's contribution to greenhouse gases.
• The first part of the strategy is centered on land use policies
that promote density and transit -oriented development.
These policies seek to reduce the number of vehicle miles
that must be traveled between work and home and their
associated emissions.
• The second part of the strategy focuses on implementing
user fees for state driving infrastructure, such as congestion
pricing or toll lanes. These tools force drivers to internalize
the cost of their GHG emissions and is intended to
incentivize behavior change that aligns with public goals.
• The third component of the strategy focuses on improving
transportation choices. These include electrification of the
transportation system, improving multimodal transportation
options, and encouraging high occupancy transit. This
reduces emissions through switching to clean energy and
encouraging individuals to opt for transit instead of their
passenger vehicles.
• Finally, technology has a role to play in mitigating
transportation's contribution to GHG emissions. Fuel
efficiency improvements, promotion of electric vehicles, and
installation of charging infrastructure investments can all
help achieve GHG emission reduction goals.
This plan is slated for an update to respond to the priorities and
growth strategy outlined in VISION 2050. The plan is expected to be
updated by around May 2022. As part of this effort, PSRC is
accepting applications for updates to the Regional Capacity Projects
List.
This toolkit provides information on a range of 25 different planning
tools that local jurisdictions can use to promote health, equity, and
sustainability in plans and policies. The 25 different resource guides
(each around 4 pages in length) provide a description of specific
tools, associated resources, and their local level implementation
considerations and challenges and also provides a useful section
PSRC Planning for
outlining health, equity and sustainability considerations. Many of
the WHOLE
these tools provide helpful insights for supporting equity and climate
Community
action planning (such as the Community Engagement, Green
Toolkit (2014)
Stormwater Infrastructure, Green Waste Management, GHG Emission
Reduction Strategies, Sustainable Parks and Open Spaces, and
various transportation tools). While each resource guide is designed
to stand alone, many are closely related, and can be combined to
create a suite of policies or programs that meets a jurisdiction's
needs. PSRC intends forthis toolkitto be a living document that
could be amended, expanded, and corrected as additional
information and more tools and best practices become available.
Q
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7.3.a
Year
AgencyPlan,
Description, Key Findings
These tools could be helpful to review when for the evaluation of key
Comp Plan updates.
Edmonds City Council adopted Resolution No. 1389 committing the
City of Edmonds to achieve or exceed at the local level the goals
established in the Paris Climate Agreement. This commitment affects
the City of Edmonds Climate Action Plan (first adopted in 2010).
City of Edmonds
Consequently, the City of Edmonds recently inventoried community
Climate Action
GHG emissions in 2017and determined that additional robust
Plan Update
strategies are needed to reduce emissions from transportation,
waste, and energy sectors in the Climate Action Plan. Thus, 10
strategies are proposed for the Climate Action Plan update, ranging
from increased solar energy to promoting TOD, active transportation,
and low -carbon mobility. Largely these strategies are focused on
mitigation and emission reduction.
Q
ECO Northwest 79
Packet Pg. 154
8.1
City Council Agenda Item
Meeting Date: 03/7/2023
Approval of Special Meeting/Audit Exit Conference Minutes of February 17, 2023
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Committee Meeting minutes as part of the Consent Agenda.
Narrative
The Council committee meeting minutes are attached.
Attachments:
E021723 Audit Exit
Packet Pg. 155
8.1.a
EDMONDS CITY COUNCIL
SPECIAL MEETING MINUTES
AUDIT EXIT CONFERENCE
DRAFT MINUTES
February 17, 2023
ELECTED OFFICIALS PRESENT
Mike Nelson, Mayor
Vivian Olson, Councilmember
Will Chen, Councilmember
Dave Teitzel, Councilmember
Jenna Nand, Councilmember
1. CALL TO ORDER
ELECTED OFFICIALS ABSENT
Neil Tibbott, Council President
Diane Buckshnis, Councilmember
Susan Paine, Councilmember
STAFF PRESENT
Dave Turley, Administrative Services Director
Scott Passey, City Clerk
The special Edmonds City Council meeting was called to order at 2:03 p.m. in the Council Chambers,
250 5t' Avenue North, Edmonds, and virtually.
2. AUDIT EXIT REPORT BY THE STATE AUDITOR'S OFFICE
Mr. Turley, Mayor Nelson, and Councilmembers introduced themselves. Kristina Baylor, Audit Manager,
SAO, introduced State Auditor's Office staff, Kirk Gadbois, Assistant Audit Manager; Daryl Yuzon,
Audit Lead; and Wendy Choy, Assistant Director of Local Audit.
Ms. Baylor advised a packet of materials with details regarding the audit was sent to councilmembers and
the mayor before today's meeting. This exit conference provides audit results for the 2021 fiscal year. She
reviewed:
• Results that matter
o Increased trust in government
o Independent, transparent examinations
o Improved efficiency and effectiveness of government
Ms. Baylor advised the SAO conducted three separate audits for the City for 2021.
Financial Statement Audit
Mr. Gadbois reviewed
• Financial Audit Results: January 1, 2021 — December 31, 2021
o Unmodified opinion issued
■ Opinion issued in accordance with U.S. GAAP
■ Audit conducted in accordance with Government Auditing Standards
o Internal Control and Compliance over Financial Reporting
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8.1.a
■ We reported no significant deficiencies in internal control
■ We identified deficiencies that we consider to be material weaknesses that lead to
material misstatement on the financial statements (see Revenue Recognition - Finding
below)
■ We noted no instances of non-compliance that were material to the financial statements
of the City
o Revenue Recognition - Finding
■ 2021-001: The City did not have adequate internal controls ensuring accurate reporting of
grant funds received in advance and the elimination of interfund reimbursements in their
financial statements (see pages 10-13 of the exit packet to view details of this
recommendation)
- The City did not have a process to ensure all reimbursements and recharged
expenditures were properly eliminated for financial reporting which caused an
overstatement in revenues and expenditures in a few instances. The City corrected
these issues for the financial report.
- Another issue discovered was how grant funds were recorded on the statements. The
City receives federal grants annually; usually when the City spends federal dollars,
the City makes an expenditure and submits a reimbursement request for federal
reimbursement. In 2021, the federal government provided frontloaded ARPA funds
to the City of approximately $6 million. The City needed to record that money as
unearned revenue until the expense is properly recorded. The City did not do that and
the statements had to be corrected to record unearned revenue for the amount that had
not been expended.
o Required Communications
■ Uncorrected misstatements have been provided for review
- Small, immaterial items that do not affect the readability of the statements. Not
uncommon at the end of a gap audit. These were provided to management to be fixed
for next year's reports
o The audit addressed the following risks, which required special consideration
■ Management override of controls
- No recommendations as a result of review.
Federal Grant Compliance Audit
• Federal Grant Compliance Audit Results: January 1, 2021 through December 31, 2021
o Adverse Opinion Issued
■ Opinion issued on the City's compliance with requirement applicable to its major
program
■ Audit conducted in accordance with Government Auditing Standards and the Uniform
Guidance
o Internal Control and Compliance over Major Programs
■ We reported no significant deficiencies in internal control
■ We identified deficiencies that we consider to be material weaknesses
■ We noted instances of noncompliance that rare required to be reported
o Maior Programs Selected for Audit
ALN
Program or Cluster Title
Total Amount Expended
21.027
COVID-19 - Coronavirus State and Local Fiscal
Recove Funds
$1,219,058
■ These costs amount to approx. 62% of the total federal expenditures for 2021.
o Single Audit Finding
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February 17, 2023
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2021-002: The City's internal controls were inadequate for ensuring compliance with
federal requirements for allowable cost, suspension and debarment, and subrecipient
monitoring.
- When passing money to recipients like businesses or citizens, the City relied on self -
attestation forms completed by businesses/individuals applying for the funds and did
not obtain supporting documents.
- Issues identified with sub -recipient monitoring. When passing funds to sub -
recipients, the City must perform a risk assessment of the sub -recipient and perform
monitoring and review procedures to ensure the sub -recipients are spending the
money appropriately and accurately. The City did not perform adequate monitoring
procedures of sub -recipients.
- A new issue found this year that was not applicable last year was with suspension and
debarment, ensuring vendors and recipients who receive over $25,000 in federal
funds are not suspended or debarred from receiving federal funds. Before sending
more than $25,000 to these recipients, the City would need to check the federal
online database to ensure they are not debarred from receiving federal funds. The
City did not do this check for vendors who received over $25,000
- The state audit typically does not occur until halfway through the next year so this
was identified summer/early fall 2021. The City has taken steps to address these
issues beginning at the end of 2021. The SAO is optimistic this be corrected for next
year's audit.
With regard to entities or individuals who are debarred, Councilmember Nand asked whether there was a
conflicts database the City can use to look up names. Mr. Gadbois answered yes, the federal government
has an online database. Councilmember Nand asked if the list was easily accessible by a layperson. Mr.
Gadbois answered yes, it is www.sam.gov, the state suspension and debarment list. Councilmember Nand
observed that would not be too administratively burdensome to incorporate. Mr. Gadbois described the
three ways for determining if vendors are suspended or debarred which include self -attestation, checking
the online list, and language in the contract stating by entering into the agreement, the vendor is self -
certifying they are not suspended or debarred from receiving federal funds. Councilmember Nand
commented the City could do all three to ensure a vendor is not suspended or debarred.
Mr. Gadbois continued:
o Summary Schedule of Prior Audit Findings
■ Status of City's Corrective Action Taken: Partially corrected.
■ Specific corrective actions taken are described in schedule on pages 20-21 of packet.
Councilmember Olson referred to the risk assessment and the audit of subcontractors and the timing lag
based on the results of last year's audit. She asked if things were done correctly from the time that change
was implemented, noting the City hired a contractor who has been doing the subcontractor auditing. Mr.
Gadbois answered the SAO did not look at 2022. Risk assessments were performed of the four and
monitoring procedures were done for two of the four. At the time of the audit, that was not fully complete.
Accountability Audit
Mr. Yuzon reviewed:
• Accountability Audit Results: January 1, 2021 through December 31, 2021
o Results in Brief
This report describes the overall results and conclusions for the area we examined.
In those selected areas, City 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
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February 17, 2023
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8.1.a
■ 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.
o Using a risk -based audit approach, for the City, we examined the following areas during the
period
■ Cash receipting — timeliness and completeness of deposits, voids and adjustments and
trust account activity at the Municipal Court
■ Payroll — bonus and incentive payments, leave balances and accruals
■ Procurement — job order contracts
■ Annual financial report — internal service funds revenue reporting
■ Accounts receivable — collection of leasehold excise taxes
■ Financial condition — reviewing for indications of financial distress
■ Open public meetings — compliance with minutes, meetings and executive session
requirements
Councilmember Teitzel relayed the City has received questions from citizens about how leasehold excise
taxes are collected. He asked whether the SAO considered whether they are just being collected properly
or if they are being assessed properly. Mr. Gadbois acknowledged there were a couple citizen hotline
comments. The SAO looked at leasehold excise tax, but their review is limited to is the City collecting the
taxes. The SAO saw receipts from businesses and taxes remitted to Washington State Department of
Revenue and did not notice instances where leasehold excise taxes were not collected. There were
concerns raised by citizens whether the City is charging the correct or market rate; the SAO does not look
at the rates being charged, that is best handled by the Department of Revenue.
Citizen Hotline Referrals
Mr. Gadbois reviewed:
• 2022 Budget Meeting Announcements
o Concerns related to the 2022 budget meeting announcements in October 2021 and meetings
held in November 2021
o SAO review focuses on what is required by state law and whether the City complied with
those requirements
■ In October 2021 an announcement was posed on the city hall door and a week later the
announcements were updated with a new timeline/schedule. The schedule posted a week
later matched what was advertised in the Everett Herald. State law requires the
newspaper advertisements, does not require notification at city hall. Meetings were held
on advertised dates.
■ Regarding concerns with the November 16t' meeting that was adjourned and resumed the
next day, that is allowed by state law.
■ Results: City met all requirements in state law, concerns were not substantiated
■ Biennial Budgets
o Concern about why the City is not budgeting on a biennial basis as required by City Code
■ Cities are allowed to budget annually or biennially. Edmonds changed to a biennial
budget about a decade ago and a few years later changed back to annual budgeting
process. When the City used a biennial budgeting process, language was included in the
code regarding a mid -biennial review. When the City changed back to the annual budget,
that language remained in the code. Because the City does an annual budget, that
language is basically moot and does not violate state law.
■ Results: Concern was not substantiated.
• Leasehold Excise Tax — public rights -of -way
o Concern the City may not be assessing leasehold excise tax from lessees of public rights -of
way related to streateries
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8.1.a
■ SAO verified the City was charging leasehold excise tax and remitting to DOR
■ Concern regarding leasehold excise tax rates are best reviewed by the State DOR
■ Results: Concern was not substantiated
Council Approval of Payments
o Concern the city council did not properly approve claim checks and wire payments during the
December 6, 2022 meeting
■ At the December 6, 2022 meeting, approval of expenditures was removed from the
Consent Agenda and never added back to the agenda to be voted on during the meeting
and was overlooked at subsequent meetings. Instead the council president approved the
expenditures.
■ State law and ECC requires council approval of expenditures, it cannot be delegated to
the council president
■ Results: Concern was substantiated. See exit item
Other Recommendations
• Exit Recommendations
o Provided for management's consideration
o Involve control or compliance issues that are insignificant or have an immaterial effect entity,
or financial statements
o Not referenced in the audit report
• Executive Sessions
o Instances when documentation in meeting minutes and/or video did not demonstrate
compliance with the Open Public Meetings Act.
Center for Government Innovation Resources
o Resources
■ Strengthening Internal controls
■ Minimizing cybersecurity risks
■ 564-999-0818
■ center@sao.wa.gov
■ hhtp:Hsao.wa.gov
Ms. Baylor reviewed:
• Closing remarks
o Actual audit costs are expected to be approximately $1500 more than originally estimated due
to issues identified during the audit and because of extensions to the overall timeline. This
was communicated to Dave Turley during the audit
o Next audit: Spring 2023
■ Accountability for public resources
■ Financial statements
■ Federal programs
o An estimated cost for the next audit has been provided in the exit packet.
Next Steps
o Report Publication
■ Audit reports are published on SAO website in next 1-2 weeks
■ Sign up to be notified by mail when audit reports are posted to our website:
http://sao.wa.,gov/about-sao/signup-for-news-alerts
o Audit Survey
■ When audit report is released, a link to the audit survey will be provided. The SAO
values the City's opinions on our audit services and hope you provide feedback. The link
can be forwarded to anyone involved in the audit process.
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8.1.a
Ms. Baylor thanked City staff for their hard work and dedication.
Mr. Gadbois commented nothing makes them happier than a clean audit. This year's audit did identify
some issues that were communicated to management. He appreciated staff s willingness to remain
positive throughout the audit process and when issues were communicated to staff, questions were about
to improve. He appreciated audit clients wanting to do better, improve and do things correctly. He also
appreciated the council's questions about ways to improve. He gave a big thanks to Mr. Turley who did a
great job keeping the audit moving forward. He recognized the stages in an accountant's year: closing out
the books and year end activities at the beginning of the year, followed by financial statement preparation,
the audit season, the budget and yearend, along with handling all the other things that come up. With the
timeline and length of this audit, audit season overlapped with the budget and he appreciated Mr. Turley's
help with providing information to keep the audit moving.
Councilmember Chen expressed his appreciation for the auditors and pointing out opportunities for
improvement. He echoed the SAO's sentiments about how great City staff functions under increased
workloads, budgeting, the audit and day-to-day operations. The City's finance director has broad
responsibilities including managing staff. He commended the finance director and finance department. He
recognized there are opportunities for improvement and staff will work together to address those issues.
Councilmember Chen relayed a citizen's question about the management letter and asked if that was part
of this packet. Mr. Gadbois assumed he was referring to the exit recommendations which are on pages 45-
48 of the exit packet. The exit packet was sent out to all councilmembers, the mayor and Mr. Turley;
citizens would not receive that and they are not published in the audit report because they are typically
minor, housekeeping things. Councilmember Chen asked if they are published on the audit website. Mr.
Gadbois answered exit recommendations are not published on the audit website; they are typically
recommendations related to minor things that do not rise to the attention of council. He shared some of
the exit items in this exit conference because they directly related to council.
Councilmember Chen observed that was the recommendation letter and asked about the management
letter. Ms. Baylor assumed he was referring to the management letter representation template in the last
few pages of the packet, explaining that is a standard letter they request City management provide to the
SAO at the end of the audit. It contains assertions that all the information provided to the auditors was
true and factual and nothing was withheld. The packet contains a template of the letter; the SAO has
received the signed letter from Edmonds management.
Councilmember Teitzel complimented the auditor on the presentation, finding it very thorough and easy
to understand. He echo Councilmember Chen's compliments of the City's finance team. He recognized
doing the audit late last year was a heavy lift along with the budget.
Councilmember Teitzel posed a hypothetical question, what is the penalty if the SAO conducts an audit
that has a major finding and that major finding is not corrected in a prompt manner. Mr. Gadbois
answered the SAO is a reporting agency, they do not impose fines or criminal penalties. There could be
penalties imposed by external users of the SAO's reports such as bonding agencies or banks or the federal
government might impose additional restrictions on grants. Entities who receive more findings than
others may be required to submit monthly or quarterly financial reports instead of annual or semi-annual
reports. Cities with federal findings are required to have a higher percentage of federal funds audited each
year until they become low risk.
With regard to the approval of expenditures and delegation to the council president, Councilmember
Olson said she had not read the audit report prior to the meeting so had not asked questions of staff yet.
She believed there was language in the code where approval of expenditures can be delegated to the
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Packet Pg. 161
8.1.a
council president for example during a week when the council does not hold a meeting. She asked if that
was consistent with state law. Mr. Gadbois explained the City code requires the council formally approve
all expenditures. Mr. Turley clarified what happened in the instance cited by the auditor is the council
pulled the entire consent agenda which meant the claim checks on the consent agenda were not approved.
Staff assumed council would put the consent agenda back on a future agenda for approval, but that did not
happen so the checks were not formally approved. Once that was identified, they were added to a future
agenda. That is different than what Councilmember Olson was asking; typically on the 5' Tuesday when
there is no council meeting, the claims are sent to the council president for review and although the
council president does not approve them, they okay releasing them a week early before they go to council
on the consent agenda. The approval for early release is in the City's code. The issue is ensuring they are
included on a later agenda for approval by full council.
Mr. Gadbois agreed and referred to ECC 2.25.030.0 which describes how the council president is
designated as the auditing committee for the city council. The council president shall review the
documentation for supporting claims for approval by the city council at its next regular public meeting.
Formal approval still needs to occur and typically the council does that as part of the consent agenda.
Councilmember Chen referred to the Federal Grant Compliance Audit, and the finding about the City
checking the debarment list for recipient who receive over $25,000 and the finding that the City did not
do that. He asked about the scope of that finding, whether it was 10, 2 or 1 of the recipients. Mr. Gadbois
answered there was only one vendor that received over $25,000 and four subrecipients that needed to be
checked, total of five.
Mr. Turley explained the rules state the City is to check for suspension and debarment before funds are
issued. When this came to the City's attention, the City verified that none of the vendors were suspended
or debarred after the fact. Councilmember Chen vendor observed although the list was not checked before
the funds were disbursed, the vendor who received the funds turned out to be okay. Mr. Gadbois
commented if the City had spent the funds and then found out the vendor was suspended or debarred,
those would be questioned costs in the audit report and likely the federal government would want the
funds recouped. In this case, none of the vendors or subrecipients were suspended or debarred so the costs
were not questioned.
Councilmember Chen referred to the earlier discussion about not publishing the recommendation letter
from the auditors to citizens, commenting the City was obligated to provide it if a citizen requested it. He
asked if the SAO had any recommendation for how to handle that. Mr. Gadbois said if a citizen wanted to
see it, they could request it from the SAO or from the City or the City could make it available to citizens.
The issues in the recommendation letter are very minor things such as reviewing toll charges and are not
typically brought to the council's attention.
Mr. Gadbois invited councilmember and/or staff to reach out to him, Ms. Baylor or Ms. Choy with any
questions or concerns
3. ADJOURN
With no further business, the Council meeting was adjourned at 3:01 p.m.
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February 17, 2023
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Packet Pg. 162
8.2
City Council Agenda Item
Meeting Date: 03/7/2023
Approval of Special PSPHSP Committee Minutes February 21, 2023
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Committee Meeting minutes as part of the Consent Agenda.
Narrative
The Council committee meeting minutes are attached.
Attachments:
PSPHSP022123
Packet Pg. 163
8.2.a
PUBLIC SAFETY, PLANNING, HUMAN SERVICES & PERSONNEL
SPECIAL COMMITTEE MEETING
February 21, 2023
Elected Officials Present Staff Present
Councilmember Vivian Olson (Chair) Michelle Bennett, Police Chief
Councilmember Jenna Nand Jessica Neill Hoyson, HR Director
Council President Neil Tibbott (ex-officio) Scott Passey, City Clerk
1. CALL TO ORDER
The Edmonds City Council virtual online PSPHSP Committee meeting was called to order virtually and
in the City Council Conference Room, 212 — 5th Avenue North, Edmonds, at 3:31 p.m. by
Councilmember Olson.
2. COMMITTEE BUSINESS
3. Job Descriptions for HR Department
Ms. Neill Hoyson explained her 2023 budget request included filling the HR assistant and the HR
manager positions. She and HR staff reviewed and updated the HR director, HR manager, HR analyst
and HR assistant job descriptions so that the director's focus is on strategic objectives, the manager's
focus is on day to day operations, the analysts provide services, and the HR assistant provides
administration support for the department. The position descriptions have not been updated since 2016.
Committee recommendation: Consent Agenda.
Police Department Administrative Staff
Ms. Neill Hoyson explained the request is to increase a part time administrative assistant from 0.5 to
0.75, add an executive assistant I — confidential and change the chief's executive assistant I to executive
assistant II to supervise the new position and the part-time administrative assistant.
Chief Bennett commented the police department was operating with 1990 staffing levels which required
several updates to bring the department into more current, standardized policing roles. Edmonds Police
Department is grossly understaffed, 51st out of 51 cities in the state; staff has not increased in 15 years
even though population and call volumes have increased. When commissioned staff workloads are
adjusted, administrative support needs to be commensurately increased. Council supported the request
to add three commander positions because there was no mid -level management. A department with
almost 80 people has one exec assistant and one 0.5 person who regularly work overtime due to
workload. The additional confidential executive assistant will support the two assistant chiefs and three
commanders. She would like to request two more admin staff but will not at this time. She described
the need for a supervisory position to oversee administrative personnel, direct workflow, etc. Both
executive assistant -confidential positions are non -represented (NR) due to the type of work.
Questions and discussion followed regarding the budget impact, salary savings that will cover the cost
of the positions in 2023, establishing a new baseline in the 2024 budget for these positions, overtime
the current admin staff are working, amount this adds to the administrative portion of the police budget,
current civilian and commissioned vacancies, possibility of a request for more admin staff next year,
commissioned systems that have been automated, use of technology to lift the administrative burden,
workflow management software to assist admin staff, backlog of administrative work, the need for a
Packet Pg. 164
8.2.a
02/21/23 PSPHSP Committee Minutes, Page 2
supervisory position to delegate/assign work, inadequate ratio of administrative staff, and approving this
short-term solution now and full council considering a decision package in the 2024 budget.
Committee recommendation: Consent Agenda
2. Ordinance Change to Address Parkinq Ticket Chanqe
Chief Bennett advised this is an administrative change to the ordinance to increase the timeline for
individuals to respond to an infraction from 15 days to 30 days.
Discussion followed regarding providing an avenue for those unable to pay court fees, and ability for
the municipal court judge to mitigate fees if they deem appropriate.
Committee recommendation: Consent Agenda
Councilmember Nand relayed while at the AWC City Action Days in Olympia, one of Olympia's Equity,
Diversity and Inclusion staff presented an incredible equity tool they created to consider equity impacts
of projects and decisions. She suggested Edmonds consider utilizing that tool rather than recreating it.
Ms. Neill Hoyson responded she was not familiar with the work Olympia has done and offered to reach
out to Olympia's staff person regarding the tool. She disagrees with a contract approach for this work
and supports hiring an internal staff person. She paused the REDI contract due to a councilmember's
interest in pursuing a staff position. She received only three proposals from REDI contractors despite
reaching out through her connections.
3. ADJOURN
The meeting was adjourned at 4:09 p.m
Packet Pg. 165
8.3
City Council Agenda Item
Meeting Date: 03/7/2023
Approval of Regular Meeting Minutes of February 28, 2023
Staff Lead: Council
Department: City Clerk's Office
Preparer: Scott Passey
Background/History
N/A
Recommendation
Approval of Council Committee Meeting minutes as part of the Consent Agenda.
Narrative
The Council committee meeting minutes are attached.
Attachments:
E022823
Packet Pg. 166
8.3.a
EDMONDS CITY COUNCIL MEETING
DRAFT MINUTES
February 28, 2023
ELECTED OFFICIALS PRESENT
Mike Nelson, Mayor
Neil Tibbott, Council President
Vivian Olson, Councilmember
Will Chen, Councilmember
Diane Buckshnis, Councilmember
Susan Paine, Councilmember
Dave Teitzel, Councilmember
Jenna Nand, Councilmember
1. CALL TO ORDER/FLAG SALUTE
STAFF PRESENT
Oscar Antillon, Public Works Director
Susan McLaughlin, Planning & Dev. Dir.
Todd Tatum, Comm. Serv. & Econ. Dev. Dir.
Rob English, City Engineer
Tristan Sewell, Planner
Jeff Taraday, City Attorney
Scott Passey, City Clerk
Jerrie Bevington, Camera Operator
The Edmonds City Council meeting was called to order at 7:00 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 Paine 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. APPROVAL OF AGENDA
COUNCILMEMBER TEITZEL MOVED, SECONDED BY COUNCIL PRESIDENT TIBBOTT, TO
APPROVE THE AGENDA IN CONTENT AND ORDER. MOTION CARRIED UNANIMOUSLY.
5. AUDIENCE COMMENTS
Mayor Nelson described the procedures for audience comments.
Jay Grant, Edmonds, Port of Edmonds Commissioner, advised he served on the Edmonds salary
commission twice, first in the early 2000s and again in 2017, serving as the chair during the last 3-4 years.
The salary commission has only one purpose, to keep elected officials' salaries the same, lower them or
increase them. It sounds simple, but the commission needs to consider what the council does, how much
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8.3.a
time they spend, etc. One of the challenges with abolishing and reinstating the salary commission was none
of the members have been on a salary commission before and don't know what to do so it took a lot of time
and effort by staff who did a great job and did not interfere with the commission's work. The commission
considers the mayor and councilmember positions, not who is serving at the time. When he was on the
commission, all the votes were unanimous. Edmonds has one of the higher paid councils and mayor in the
state, but the commission looked hard at their duties. He can appreciate their efforts more today as a Port
commissioner and because as the liaison to the council, he attends most council meetings and reads the
materials as well as watches many of the committee meetings which provide him with a great deal of
information. He recommended the City invite Ava Dubno, vice chair of the previous salary commission,
CPA and the Chamber treasurer to apply for the salary commission. He summarized the salary commission
is unique because they have the authority to increase, decrease, or keep salaries the same; the only one way
to overturn their recommendation is a public vote.
Annie Crawley, Edmonds, referred to agenda items related to the environment and watersheds, noting
watersheds are a topic for the council in the first quarter. She has done a lot of research over the last several
years and wanted to bring to the council's attention that there are a million tires in the Puget Sound area of
the Salish Sea including 10,000 north of fishing pier that were installed in the 70s to create an artificial reef.
With the toxicity of tires and runoff, part of the council's agenda is preventing tire dust entering Edmonds
from state and city roads. She referred to a photograph she sent to Council President Tibbott to showcase
the tires; Ms. Zajaczkowski and she have a permit from the City and have been diving to document the
tires. This was discussed at a Port commission meeting in September, she has done a lot of research and
DNR will be publishing a report in March/April. The tires impact the City, visitors and residents so it is
important that everyone know they exist, the toxicity of the tires, what it means to the water, and what can
be done about it.
Elizabeth Zajaczkowski, Edmonds, explained she has been diving with Annie for the past five years. She
is also a lifelong Edmonds resident and has worked for the City for the past couple years as a ranger
naturalist and the Discovery day camps. She expressed support for Annie's research and advocacy, noting
she has assisted with her research on the tire reefs, diving with her in the area. It is important to have this
on the City's radar because if DNR removes the tire reefs, important for salmon due to their toxicity, there
will be no habitat to support the life of fish, kelp and eel grass, all the things that support the fishing pier.
It is important to be proactive and research ways the artificial reef ecosystem can be replaced with
something more sustainable and less toxic that can support the regrowth of kelp bed which have historically
existed as indicated by research done by the University of Washington.
6. RECEIVED FOR FILING
1. WRITTEN PUBLIC COMMENTS
2. OUTSIDE BOARDS AND COMMITTEE REPORTS
7. APPROVAL OF CONSENT AGENDA ITEMS
COUNCILMEMBER PAINE MOVED, SECONDED BY COUNCILMEMBER OLSON, TO
APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY. The agenda items
approved are as follows:
1. APPROVAL OF SPECIAL MEETING MINUTES OF FEBRUARY 21, 2023
2. APPROVAL OF REGULAR MEETING MINUTES OF FEBRUARY 21, 2023
3. APPROVAL OF CLAIM CHECKS
4. ORDINANCE CHANGE TO ADDRESS PARKING TICKET CHANGE
5. POLICE DEPARTMENT ADMINISTRATIVE STAFF
6. ADDENDUM NO. 1 TO LIBRARY ANNEXATION AGREEMENT
7. SALARY TABLE APPROVAL REQUEST FOR GRANT FUNDED POSITION
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8. JOB DESCRIPTIONS FOR HR DEPARTMENT
8. PUBLIC HEARING
2023 EDMONDS CLIMATE ACTION PLAN
Planning & Development Director Susan McLaughlin introduced Planner Tristan Sewell, commenting the
Climate Action Plan (CAP) has been a long time coming for myriad reasons, but one of those is because
change is constant. She reviewed:
Who has worked on plan
o City of Edmonds Staff
■ Susan McLaughlin, Planning & Development Director
■ Tristan Sewell, Planner
■ Shane Hope, former Development Services Director
■ Kernen Lien, former Planning Manager
o Consultant team
■ ESA
■ Cascadia
■ Good Company
o Key inputs
■ Mayor
■ General public
■ Climate protection committee
■ Youth Commission
Background
a�
o In 2006, COE formally expressed support for the Kyoto Protocol, adopted the US Mayors
Climate Protection Agreement and joined the International Council for Local Environmental L
Initiatives
o In 2009, Edmonds adopted a Sustainability Element of the comprehensive plan
o The City of Edmonds' 2010 CAP set goals to substantially reduce GHG emissions generated
by the Edmonds community °
o In 2017, in response to the Paris Agreement, city council passed a resolution to update the CAP c
recognizing the advancements in science and reporting n
o In 2018, consultants were hired to prepare a new GHG inventory and to establish a new science- a
based target
M
■ A science based target represents an overreaching global target that humanity can cm
collectively work toward N
o In 2020, Edmonds City Council adopted a science -based target of 1.5 degrees C w
■ Achieving this means eliminating or offsetting all GHG emissions by 2050
CAP Development Process
o December '20-Feb `21
■ Material Development
- Project material development and website launch a
- February: Online open house
o Feb '21 -Aug `22
■ Spread the Word
- March: community workshop
- April: Community feedback survey
- June: community feedback survey summary
- August: Open houses
o Aug '22-Feb `23
■ Write the CAP
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8.3.a
- Refine and revise strategies and actions
- Work with the climate protection committee to shape final draft
o Feb -March `23
■ Launch the CAP
- Share out the Climate Action Plan for the City of Edmonds
- Work with CPC to plan an educational series to advance actions
o Stakeholder Feedback 2021 Survey
■ More than 400 respondents, representing Edmonds' ethnic diversity well
■ Respondents recognize individual responsibility and limitations
■ Broad support for Edmonds' health and livability
o Stakeholder Feedback: Survey + Open Houses
■ Greatest concerns
- Increased wildfires
- Loss of wildlife N
- Poor air quality N
- Well-being of future generations N
- Personal costs or resources
- Climate refugees
■ Greatest support
- Energy efficiency in buildings
- Improving transit systems
- Reducing materials consumption and waste
- Focus on the biggest impact of GHG and high influence of change
■ Open house feedback very strategic specific c
CAP Highlights a
o Call to Action
■ Fact: The Edmonds community has not kept pace with its goals to reduce GHG emissions
- "I think calling it climate change is rather limiting. I would rather call it the everything a
change." - Margaret Atwood
- "When the well is dry, we know the worth of water" - Benjamin Franklin c
- "Live simply so that other may simply live." - Mahatma Gandhi cc
- "To all of you who choose to look the other way every day because you seem more c
frightened of the changes that the catastrophic climate change itself. Your silence is n
worst of all." - Greta Thunberg Q
■ Key actions the City can take are:
cm
- Adopt regulations to require new multifamily and commercial buildings to be 100% 000
electric by 2023 c
- Support changes to State building codes to allow Edmonds to mandate that new single w
family residences be 100% electric
- Require EV charging infrastructure with new development E
- Support transit -oriented housing choices development in neighborhood commercial
centers
- Create a green building incentive program to foster low carbon developments a
- Develop an action plan to adapt to sea level rise in Edmonds
■ The most effective actions that individuals and businesses in Edmonds can take are:
- Replace fossil -fuel burning heating systems, hot water heaters, and cooking equipment
powered with efficient electric appliances
- Replace fossil fuel -burning vehicles with electric vehicles
Only 1% of 15,000 vehicle in Edmonds are EV
- Reduce vehicle trips by using transit, telecommuting, biking or walking
- Conserve energy wherever possible, especially energy from fossil fuels
■ What has the City done since CAP adoption
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- Upgrade energy efficient of City facilities
- Upgraded the WWTP with innovative, energy efficient technology
- Installed public EV charging stations at 20 stations
- Upgraded the City vehicle fleet to 6 EV, 11 hybrid vehicles, 33 propane vehicles, and
committed to 6 more electric and 8 more hybrid vehicles to the fleet in 2022
- Completed a tree canopy assessment to track coverage and identify gaps
o Equity
■ Frontline Communities often live in denser settings, use transit, conserve energy and
consume less
National studies show that affluent households, those with incomes above $120,000,
produce GHG emissions that are double those of households with income between $40,000
and $80,000
yone but Frontline Communities will be effected the most
o GHG Inventory L
■ Key takeaways 3
- Edmonds has not kept to its goals since the 2011 CAP
- Two biggest sectors remain buildings and transportation
• Electric consumption in buildings declined 7% since 2000 °
Natural gas consumption increased by 25% since 2000 c
Transportation emissions increased by 27% since 2000 n
• 35% Q
Buildings (Residential) M
* 15q cm
Buildings(C—un ci ) 00
N
• 2 o N
• - Buildings 4ndu t,41) W
a • 40q
Transportation ++
C
• 6% Gc1
Refrigerant C
• 2% S
waste 0
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305, 962 MT Me
7.2 MT C%e per capita
Key takeaways - residential
- Residential buildings emit roughly twice the quantity of GHG's that commercial and
industrial buildings in Edmonds emit
- GHG reduction strategies that focus on homes using carbon -based fuels and especially
heating and hot water will have the greatest effect
- Multifamily homes can use as little as 30% of the energy of a typical SFR; promoting
smaller units in a transit rich context will have multi -faceted GHG reduction benefits
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8.3.a
0 34% • 5%
Heating & Cooling Refrigerators
• 30% • 6%
Water Heating Lighting
0 4% • 18%
Clother Dryers Other
s 3%
Cooking
■ Key takeaways — transportation
- 80% of the GHG emissions from the transportation sector are from the passenger
vehicle
- Approximately 7 1 % of workers in Edmonds commuted in private vehicles in 2017
- Over half of the 71 % of workers in Edmonds commuted in private vehicles in 2017
- Over half of the 71 % of Edmonds SOV commuters had commutes longer than 20
minutes
- Reducing GHG emissions can also be done by reducing the number of vehicle miles
traveled (VMT)
- Telecommuting has positively impacted GHG emissions, 17.5% of Edmonds
workforce worked from home in 2021
0 80% e 1 %'o
Passenger Travel Truck Freight
• Q% 1 %
Commercial Services Port
• 6% 1 %
Rail Transit
0 3%
Off Road
■ Emissions
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750,000
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Imported Emissions
° 500,000
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• Buildings
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Refrigerant
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Local + Importnri
Emissions
o How the Plan is presented: Strategies -Actions -Metrics
■ Sectors in Edmonds CAP
■ Buildings & Energy
■ Transportation
■ Environment
■ Lifestyles & Consumption
o Actions (Example from CAP)
BE•2: Improve Energy Efficiency of Existing Buildings and Infrastructure
BE•2.1 Support legislation to require gas supply systems statewide A
to he carbon -neutral by 2045_ 1*1 High �•n Low
BE-2.2 Create and implement a green building incentive program. A
Rt,, Low R �j High
BE•2.3 Continue to improve energy efficiency of the City's A
wastewater treatment plant.. 10 Low -f High
o Metrics & Tracking
■ Metrics
sd.�.yyaE-i
Envy, anwe�.
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0
Tracking Progress
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
2015
0 u51 ness as usual
A
State & Federal
requirements
El
Climate
__--Action
Plan
—AlNe
Target
2020 2025 2030 2035 2040 2045 2050 -w55
Mayor Nelson opened the public hearing.
Tom Hafford, Edmonds, a retired physician and 28 year Edmonds resident on High Street, said he and his
wife have a wonderful son and they care deeply about the quality of his future. On their street, where they
were once the young couple, the neighborhood is now a playground for 20 noisy kids all of whom have a
bright future. Adults must commit now to a world and climate that allow them joy and promise.
Responsibility for the world's climate crisis starts at home, at the individual level, but extends to the
neighborhood and the City. This is not just a state and federal issue, the crisis is even more of a local
challenge. He strongly supported Edmonds' CAP and hoped the city council comprehends the urgency that
we have inherited. This CAP will help keep hope alive.
Nick Maxwell, Edmonds, a planning board member, encouraged the council to approve the CAP, noting
a plan regarding how everyone will contribute to climate protection is needed. His family has a plan and
their carbon footprint is very small compared to the footprint of Edmonds City government. It is even more
important that the Edmonds City government have a sensible climate action plan and this one is very good.
Cynthia Pruitt, Edmonds, a member of the Mayor's Climate Protection Committee (MCPC), but not
speaking for the committee, explained she has served on the MCPC since 2010 because she is passionate
about preserving the environment and especially reducing GHG. She recognized that the community has a
responsibility as citizens of the world and stewards of the environment and is committed to being part of a
community with a high quality of life that is sustainable and equitable for all residents. As Ms. McLaughlin
said, there are huge consequences for the world and for Edmonds if climate change is ignored and practices
that have already begun to negatively impact the world continue such as sea level rise which is already
impacting coastlands and flooding cities and will eventually flood Edmonds to some degree. Destruction
of crops from drought and higher land temperatures will place our Frontline Communities in danger of
shortages of food and water. Marine species will be impacted by rising ocean temperatures and acidity
which will further disrupt food supplies. She cared because the costs and health risks will fall on her children
and grandchildren, much of it disproportionately on the Frontline Communities who have the fewest
resources to adapt. She highlighted items in the CAP:
1. To meet the City's target of 1.5 degrees C maximum temperature increase, the Edmonds
community must be carbon neutral by 2050.
2. The largest driver of the increased emissions is from on -road transportation including individual
driving which increased 27% between 2000 and 2017.
3. The energy used in building occupancy is the largest source of local GHG emissions in Edmonds.
4. Per capita emissions in Edmonds have remained essentially the same since 2000. There have been
no significant reductions.
AS the CAP states, the Edmonds community has not kept pace with its own goals for reducing GHG
emissions. The CAP makes recommendations to reach the target of 1.5 degrees C by 2050 which will be a
steep curve. Even if a person is not excited about impacts to the region, nation or world, the CAP shows
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8.3.a
there is much that can be done to protect Edmonds' future while pulling our weight as responsible global
citizens in addressing the climate crisis. That is the reason to adopt the CAP in the form presented.
Robert Knoll, PSE, explained PSE is Washington state's oldest and largest investor -owned utility, serving
1.5 million customers with safe and reliable energy services. PSE's customers include residential,
commercial and industrial of all sizes, including in Edmonds. PSE recognizes that climate change is one of
the biggest existential threats facing the planet today. As one of the largest producers of renewable energy
in the Pacific NW, PSE has been an early leader in addressing climate change and investing billions in
renewable resources and energy efficiency for homes and businesses. In 2019, PSE proudly supported
Washington State's landmark Clean Energy Transformation Act, committing to provide Washington
residents with coal free electricity by the end of 2025, achieve net zero emissions and 80% carbon free
electricity by 2030, and 100% carbon free electricity by 2045. PSE is well on its way to planning for this
future. More recently, PSE pledged to go beyond these commitments with their Beyond Net Zero Pledge,
setting out to achieve net zero emissions in their operations by 2030 and building necessary infrastructure
for transportation electrification and low carbon fuels for long haul trucking and shipping, and investing in
new ways to generate and store the energy their customers need. Finally, PSE has its own climate action
plan, known as the Clean Energy Implementation Plan, which they update every four years and is available
on their website. As they drive toward a clean energy future, they are mindful that success will require
collaboration with many partners including Edmonds.
Mr. Knoll continued, PSE recognizes their customers have become increasingly concerned about GHG
emissions and he shared what is being done on the gas side of their business. They have developed programs
like Carbon Balance which allows customers to reduce their carbon footprint by purchasing third -parry
offsets from local projects, increased incentives for energy efficiency improvements that reduce building
energy consumption, planning for acquired natural gas alternatives like RNG, investigating other low
carbon fuels such as hydrogen, and committed to net zero methane leaks on their gas distribution system.
He summarized, PSE recognizes the path to maximizing the reduction of GHG requires creative and
innovative thinking. PSE, and he in particular, look forward to working with Edmonds as the council
considers implementing ordinances under the CAP. He commended the City on the work done so far.
Luke Distelhorst, Edmonds, a resident in the Edmonds-Woodway High School neighborhood, L
commented change can be scary, but it is nowhere near as scary or as expensive as what the results will be c
if the decisive actions outlined in the CAP are not taken. He looked forward to the council's adoption of a
the CAP and foresees more friends and neighbors taking the bus, riding bikes and taking on the call to a
action items outlined in the CAP. He thanked staff for their work and residents for their participation in � �
developing the CAP. 00
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Steven Cristol, Edmonds, a member of the MCPC, commented there is a tendency for cities Edmonds' w
size to believe big cities need to take bold actions because they have manufacturing or large scale c
agriculture. There are 4,000 cities in the United States with populations between 10,000 and 100,000; E
together their populations are equal to the combined populations of France and Spain or the Philippines.
When cities like Edmonds can pull their weight and hopefully even ultimately punch above their weight, it
has a tremendous effect of accelerating what cities Edmonds' size can do. Q
Mackey Guenther thanked Ms. McLaughlin for the awesome presentation regarding how Edmonds can
change its policies to create a future that has as much prosperity and opportunity for everyone as possible.
Some of the specific metrics in the presentation, particularly the fact that emissions related to transportation
and operation of buildings are the main obstacles to meeting our climate goals, underly the truth that climate
action in a large part will be about creating new ways for people to live and move around Edmonds. The
more access people can have to jobs in the City, the more people who can be located near their jobs, the
more people can be connected to low carbon ways to move around such as public transportation, is the only
chance the City has of meeting the goals in the CAP. He was dismayed the City was not making progress
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8.3.a
on the goals set in the past. He encouraged the City to think about housing and transportation action as the
main levers for climate action. The current legislative session has raised a lot of questions about what cities
are doing related to housing, particularly as it relates to an affordability crisis, but the housing crisis needs
to be reconsidered as part of the broader climate crisis. Sentiments in the community show how much
people care about this issue and he invited local leadership to step up and broaden the conversation about
how to best meet the City's needs going forward. He commended the plan, thanked everyone for their work
on it and looked forward to the council's consideration of the plan.
Hearing no further public comment, Mayor Nelson closed the public hearing.
Councilmember Buckshnis referred to questions she sent to Ms. McLaughlin for which she had not received
a response. She asked if the CAP went through the planning board. Ms. McLaughlin answered the CAP is
not required to go through the planning board. Councilmember Buckshnis asked if there were plans to have
it reviewed by the planning board, noting the plan was good but some issues had already been brought to
staff s attention that were omitted or should be added. Ms. McLaughlin answered there are no plans to have
the plan reviewed by the planning board; staff has been working very collaboratively with the MCPC whose
skill sets are more pertinent to the CAP. Councilmember Buckshnis noted she was on the MCPC for five
years.
Councilmember Buckshnis asked if ESA was responsible for the report. Ms. McLaughlin responded ESA
was the primary consultant on the technical document plus the GHG tracking tool. Councilmember
Buckshnis asked if the council would be provided the tracking tool, recalling it was to be rolled out in 2020,
but then it fell through the cracks. Ms. McLaughlin answered the actions need to be finalized before the
tracking tool is finalized to determine what is being measured.
Councilmember Buckshnis said she sent staff the local 20/20 Taming Bigfoot competition related to 0%
carbon, weighing garbage, buying local, walking more, etc. She suggested that effort needed to be added to
the CAP. She takes exception when she hears people say nothing has been done between 2010 and 2022. a
Volunteers helped write report in 2010 due to financial and staffing concerns. She wanted to have things
that have been done added to the report such as her efforts to bring the marsh to WRIA 8's attention so the c
City can apply for grants and citizen's efforts to remove fences and daylight Shellabarger Creek which will 0
help with carbon sequestering. She asked how that information would be added to the CAP without going c
to the planning board. Ms. McLaughlin acknowledged a lot of great work has been done since 2010. She a
was inspired by the public who spoke about having their own personal action plans. The City needs to take a
bolder actions. She agreed with the comment about thinking about how people live and move within � �
Edmonds with regard to carbon emissions. She agreed with celebrating what has been done, but not using 00
it as a crutch and to move forward with bold action. With regard to what has been done in the past, that is c
in the record and can be included in an appendix to the CAP. w
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Councilmember Buckshnis agreed bold actions needed to be taken; bold actions should have been taken a
long time ago. Her point is good things have been done such as the strategic action plan, but it got shelved.
She wanted to ensure there was a plan to utilize the CAP with matrixes, who is responsible, timeframes,
etc. In the section about what has been done, it is important to acknowledge the great volunteer citizen Q
effort. She commented on the importance of east -west connections for transit, pointing out for example,
taking a bus to downtown Edmonds from her home would likely take an hour so she would probably walk
instead.
Councilmember Nand thanked staff, the MCPC and the consultants, noting the CAP is an excellent
documents. She was glad Mr. Knoll from PSE brought up the topic of offsets, noting there has been criticism
about the efficacy of carbon sequestration projects and whether they actually sequester any carbon. She
expected to see more discussion about that as a possibility in the CAP and asked staff to comment whether
that would be a possibility for the City to purse in the goal to becoming carbon neural by 2050. Ms.
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8.3.a
McLaughlin said she is not an expert on carbon offset programs. All the actions are meant to be projects in
their own right and she looked forward to delving into that as it is a big part of equation. There are many
actions and the plan does not go into great length on all of them. As Councilmember Buckshnis said and as
is illustrated in the implementation timeline, committing to a date and identifying roles and responsibilities
will keep the City accountability. Staff will work with the MCPC on an implementation strategy that looks
1-2 years into the future as well as prioritizing actions the City will take first.
Councilmember Nand liked the suggestion in the report about switching to recycled paper on a citywide
level. She has discussed that with councilmembers and will cite this report when she proposes a resolution.
She referred to eco-anxiety, people feel depressed when discussing climate change and the impacts it is
already having. It is important to focus on pragmatic steps that can be taken and the positive impacts of
making changes. She purchased a Chevy Volt in 2013 and likes only needing to fill her tank every 2 months
especially with the recent increases in gas prices. She strongly encouraged EV adoption.
Councilmember Paine, liaison to the MCPC, commented it is one of busiest committees in the City,
sometimes meeting three times a month. The CAP has been one of the committee's main focuses. She
expressed appreciation for staff s work and seeking input from the MCPC. She found the CAP very
exciting, it provides a path at the government level and includes actions that individuals can take. She
referred to the RewiringAmerica.org website that has an Inflation Reduction Act (IRA) Savings Calculator
where the public calculate how much money they will get with the IRA. She referred to the terrible heat
wave a couple summers ago where temperatures nearly reached 120 degrees on very low tide day; a UBC
professor estimated a billion organisms died that day. The Hudson Bay is getting its sea ice a half day later
each year. Climate changes will be more extreme at polar ends and people should start worrying about the
Antarctic ice sheets and the Greenland ice sheets coming apart.
Councilmember Paine continued, there are things that individuals can do including turning off lights,
walking on errands, getting an induction cooktop, etc. She referred to discussions about 15 minute
communities, noting that is neighborhood many people grew up in; as a child she was able to walk to the a
grocery store and other destinations within 15 minutes. It also allows people to meet their neighbors and
create community which also includes sidewalks, multifamily development and a variety of neighbors. c
Although this plan feels a little like its coming in the third quarter, it is actually pretty hopeful because there 0
are actions the government can take as well as influence the federal government and other agencies. She c
was glad to hear Community Transit is testing electric buses and that electrification of the ferries is coming n
as new ferries are built. There are reasons to hope and reasons to push; that advocacy goes a long way. a
There is a huge community of advocates in Edmonds and she encouraged them to use their voices for other
communities that need support. She loves the CAP, observing there are ways to add functionality to the 00
City's website such as adding calculators and resources for the community. She looked forward to the c
council adopting the CAP as quickly as possible. w
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Councilmember Teitzel said this is a good plan and he appreciates the good work that has been done. He E
agreed the City needs to get serious about how activities affect climate change because they will impact us,
our children and our grandchildren. He provided an example of competing priorities, on one hand the City
wants to preserve trees because of their benefits such as reducing heat island effects, carbon sequestration, Q
etc. At the same time HB 1110 and SB 5190 will require additional density in single family zones. As a
result, smaller, older homes will be demolished and potentially 4-plexes built in their place which will result
in the removal of trees to provide space for larger structures. He relayed another competing priority related
to Washington's abundant hydro power. Hydro power is a great resource and there will be more demand
for power in the future. However, hydro power comes at a cost and that costs is salmon. There have been
discussions about removing Snake River dams to help restore the historically large salmon run, but that will
reduce power generation capacity. He asked for staffs thoughts about competing priorities like those.
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8.3.a
Mayor Nelson encouraged councilmembers try to stick to the agenda item; some of the questions are fairly
broad and outside the scope of the agenda item. He suggested staff keep their response related to the CAP.
Ms. McLaughlin referred to carbon sequestration, commenting one of the statistics that sticks in her mind
is that carbon emission stays in the environment for 100 years; the carbon emitted by our grandparents is
still in the air today. Carbon sequestration will help, but everyone needs to stop filling the metaphorical
bathtub that takes 100 years to dissipate from the environment. That is the number one priority. Losing a
few trees to gain efficiencies in new, smaller residential units with higher energy efficiency is not
comparable to the loss of a few trees. She offered to provide that data to council. New trees that are planted
will provide carbon sequestration benefits within 30 years. The most important priority is to reduce GHG
emissions in any way possible. The trends is much larger single family residences with very few occupants,
new residential development is often 3,500+ square foot houses, a space that could house 4 units. The
footprint could be the same and house more people and consume less energy per capita. She agreed the
issue of hydro power was a tough one; the goal is to not waste any energy. No energy is pure, even solar
panels have production impacts, resource consumption, etc. Using less to no energy is great and using solar
power is a good alternative.
Councilmember Olson commented the report contains a lot of interesting content. With regard to really
significant accomplishments that have been made, possibly a few could be included. For example, she was
surprised achieving water movement in the marsh estuary thanks to the volunteer campaign last year that
must have huge climate impact was not identified in the report. With regard to balancing competing
priorities and how to achieve goals when there are other goals, another issue is housing affordability and
requiring LEED standard construction practices which are very expensive. She was unsure both could be
accomplished without government subsidies. Ms. McLaughlin responded the cost of going green is coming
down substantially, so much so that new developments going through the LEED process almost always
qualify for LEED silver. It is becoming so common practice that LEED is having a hard time elevating their
bar far enough to make it marketable. She went to the United States Building Green Council conference in
September 2022; it is unbelievable how much they have influenced market in the past decade and now they
are wondering where to go from here. Green building is becoming more affordable and there is also the
green building incentive program. Councilmember Olson commented those are good problems to have.
Councilmember Chen thanked staff for their work on the CAP, it is overdue and the actions are urgent. c
Everyone needs to start with themselves, taking small steps related to energy conservation. He looked a
forward to adopting the CAP and taking actions to move the City in the right direction. The plan mentions a
a goal to reduce 1.5 degrees C by 2050; he asked what was the starting point. Ms. McLaughlin answered
1.5 degrees C is tied to the Paris agreement passed in 2017 that inspired the council to pass a resolution to 00
align with it. Her best guess was the starting point was 2017. Councilmember Chen clarified his question c
was what was the temperature starting point. Mr. Sewell said it is pre -industrial. Ms. McLaughlin offered w
to provide that information; this is public hearing and staff will return with a resolution at future meeting.
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Councilmember Chen relayed his understanding this is high level policy document. He was anxious to see
how projects would be funded, noting nothing happens without finance and budget. Ms. McLaughlin
commented that information will be the result of the 1-2 year implementation and aligning with the budget. Q
She cited the carrot versus the stick, many projects will have a cost, whether it is capital cost to the City or
a cost to development. The goal is to make strides via mandating and legislating some of the actions.
Council President Tibbott referred to the slide that shows mitigation potential, degree of City influence and
implementation timeline, commenting he was intrigued with the high mitigation potential and ability for
the City to influence that outcome. He envisioned opportunities for synergies via money that is already
budgeted for facility improvements; over $1 million/year has been budgeted to improve building such as
replacing old windows with double pane windows, etc. Funds could be invested in City building and
produce a great outcome. He was unsure where that fit within the plan. Ms. McLaughlin said the plan
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includes actions specifically related to City facility improvements meeting a certain bar. She recalled the
CAP includes any new City buildings meeting LEED standards and energy efficiency upgrades. The City
has had great energy efficiency savings in City buildings based on improvements that have made over last
decade. If that is not in the document, she will ensure is highlighted for the next meeting with council.
Councilmember Olson suggested identifying and moving forward projects that are a collaboration between
the community and the City. For example Roger Hertrich brought to her attention a patch of land where an
offramp for SR-104 was planned but never built. She has notified the tree board and talked to Representative
Larsen about it. The land is owned by WSDOT and would be an excellent location for a pocket forest
especially since it is located in one of the highest heat mitigation zones. She questioned what needed to be
done to move forward what seemed like low hanging fruit that could help make progress. Ms. McLaughlin
agreed, noting utilizing public land as a forest is an actionable item.
Councilmember Buckshnis asked how things councilmembers wanted added or changed would be
addressed. For example, the carbon sequestration section could be more fully developed because with a
fully functioning marsh, cattails cause blue carbon and carbon sequestering. No one even thought about the
marsh in 2010 until she got involved with WRIA 8. She asked how changes to the CAP would be addressed,
whether would there be a work session and whether council need to vote on changes. She summarized there
needed to be more opportunity for council input, not just a public hearing, input and a vote.
Council President Tibbott commented staff is listening and taking notes related to input from the council
and the public. He asked staff about next steps for additions/revisions to the CAP. Ms. McLaughlin agreed
staff was taking notes and will ensure all the issues raised are covered. To address Councilmember
Buckshnis' comment, any level of specificity the council can provide now would be helpful or
councilmember can submit comments on the CAP to her. She anticipated the CAP will come back to council
in March depending on the scale of the comments. She was hopeful council was in alignment with that
schedule given the urgency to get started on implementation.
Council President Tibbott said he will work with the council to compile some additional specificity and
provide that information to Ms. McLaughlin. Ms. McLaughlin commented it is important not to conflate
the GHS emission reduction with environmental sustainability. Climate adaptation will be a critical item in
the comprehensive plan; the CAP was intended to be laser focused on GHG reduction.
9. COUNCIL BUSINESS
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1. ON -CALL STORMWATER REVIEW SERVICES ON PRIVATE DEVELOPMENT N
PROJECTS N
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City Engineer Rob English explained the purpose of on -call stormwater review services is to free up staff
time to manage the Storm and Surface Water Comprehensive Plan Update. He reviewed E
Storm and Surface Water comprehensive plan update
0 2023 Decision Package 45 ($600,000) ;g
o Last updated in 2010 Q
o Update would be coordinated with City's comprehensive plan update
o Long Term planning document
■ Infrastructure, community growth, operations and maintenance needs, financial planning,
regulatory compliance, public involvement, environmental changes.
■ Management of the Storm & Surface Water Comprehensive Plan is estimated to be 0.5
FTE
0 On -call Consultant to provide stormwater review services on private development projects
o Engineering consultant will perform stormwater review on private development projects
o Provides staff capacity to manage Storm And Surface Water Plan Update
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8.3.a
o Coverage for 18-24 months
o Cost dependent on private development activity (estimate $125k/year
o Permit fees help offset cost
Staff s recommendation
o Approve on -call engineering consultant for stormwater review services
o Approve advertisement of a RFQ (3 month selection process)
o Establish an initial on -call agreement
o Staff will prepare a 1st quarter budget amendment
Councilmember Paine asked how many stormwater development permits there will be, recalling there is
already a backlog of 20. Mr. English answered it depends because some reviews are in the permit
application. He offered to research and provide that number. Councilmember Paine wanted to ensure there
wasn't a backlog in permits. She was comfortable with this proposal to avoid getting behind on permits and
getting the Storm and Surface Water Comprehensive Plan completed. She asked to see the number of
stormwater development permits, the turnaround time, the lifecycle and a prediction of the number of
developments that will need stormwater development permit review process. Mr. English responded it is
difficult to predict how much development activity will occur in the City during that timeframe as it is
usually driven by how well the economy is doing.
Councilmember Nand asked since there are so many recurring issues with stormwater, flooding, complaints
from private land owners such as the Lake Ballinger lakefront property owners who address the council at
a previous meeting, whether it would be beneficial to have an inhouse person that has knowledge of the
watershed rather than a consultant who does not have a permanent association with the City. Mr. English
answered the scenarios Councilmember Nand described would be addressed by the City's stormwater
engineer who will work on the plan update to identify areas that are having problems. The on -call consultant
will deal with private development reviews, individual projects that do not typically have historical issues.
Councilmember Buckshnis asked why the funding source was the General Fund. Mr. English answered it
is related to private development; permit fees paid by private development go into the General Fund.
Councilmember Buckshnis referred to the $125,000 cost, asking why it was preferrable to have an on -call
consultant versus a part-time FTE. Mr. English answered it is a limited 18-24 term until the plan update is
complete. Once the plan update is complete, the stormwater engineer can return to doing private
development reviews. Councilmember Buckshnis asked how the estimate of $125,000 was determined. Mr.
English advised an on -call consultant was used when the City's stormwater engineer left last year so staff
had some history regarding the cost.
COUNCIL PRESIDENT TIBBOTT MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS,
TO APPROVE THE ON -CALL ENGINEERING CONSULTANT FOR STORMWATER REVIEW
SERVICES. MOTION CARRIED UNANIMOUSLY.
2. 2023 LEGISLATIVE SESSION UPDATE
Community Services & Economic Development Director Todd Tatum explained the purpose of this
briefing is to update the council on the state's legislative session and to drill down into the progress of
housing bills which has been the legislature's primary effort and a key topic for the City. He intended to
primarily talk about process and not delve into the details of policy impacts on the City which is a far more
staff intensive exercise than is envisioned for tonight. He reviewed:
• Background and Actions
o Session began Jan 9' - housing is a key priority issue
■ Strong bi-partisan support for housing bills and wide range of them to promote
development
o Met with several key legislators over session
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■ Mayor
■ AWC Action Days/Councilmembers
o Submitted our formal requests for funding for local community projects and Move Ahead funds
o Continuing conversations with AWC
o Tracking and supporting/opposing bills
Mr. Tatum thanked the City's lobbyist Debora Munguia who has been a tremendous help in navigating the
state's processes and providing context to conversations with legislators and advocates. He continued:
• 2023 Session Overview
o Long session — 105 days
o Process
■ Bills originate in the House or Senate and may have companion bills
■ Bills go through Policy Committee
■ If a bill has a fiscal impact, it goes through the Senate Ways & Means or the House
Appropriations or Transportation Committees
■ Bills go to the Rules Committee where members from both parties can offer amendments
and bills go to a floor vote.
■ If a bill passes through the above, it goes to the opposite chamber and goes through the
same process
■ As bills go to the floor vote on the opposite side, if there are dispute between the houses, it
can go to a Conference Committee which addresses disputes
■ Bills that pass, go onto the Governor who can signed, veto or partially veto
o Key dates
■ Feb 17t'': Policy Committee Cutoff
■ Feb. 24': Fiscal Committee cutoff
■ March 8: House of Origin Cutoff
■ March 29: Policy Committee Cutoff — Opposite House
■ Apr 4t'': Fiscal Committee Cutoff — Opposite House
■ Apr 12': Opposite House Cutoff
■ Apr 23': Last day of session
Housing Bill Status
o Middle housing types: Second Substitute House Bill 1110
■ Requires cities to authorize minimum development densities in residential zones
■ The Senate version did not advance out of the Ways and Means Committee in time for the
fiscal committee cutoff M
■ The House bill has been referred to Rules Committee 00
■ Bill details N
0
- Cities with populations between 25,000 and 75,000 must allow 2 units per lot or 4 units w
within %2 mile of major transit stop or community amenity and at least 4 units per lot if
one is affordable E
- Major transit stop is defined as a stop on a high capacity transport system, commuter
rail stop, stops on rail or fixed guideway stops, stops in rapid transit lines
- Cities have some ability to receive extensions for lack of infrastructure a
■ AWC continue to press for flexibility for where upzones could occur and for improvements
to infrastructure sufficiency, parking restrictions and approval of substantially similar local
action provisions.
o Increased housing options through lot splitting: Substitute House Bill 1245 and Substitute
Senate Bill 5364
■ Requires cities to allow the splitting of a single residential lot into two residential lots. The
resulting lots must be at least 1,500 square feet, and does not allow a city to impose certain
regulations.
■ SHB 1245 placed on House floor calendar
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■ SSB 5364 referred to Rules Committee
o Accessory dwelling units (ADUs): Substitute Senate Bill 5235
■ Requires cities to allow for ADUs on residentially zoned lots, and does not allow any owner
occupancy requirements unless the ADU is used as a short-term rental or the city offers a
waiver or reduction of impact fees if they are offered at or below 80% of AMI.
■ Voted off the Senate floor Monday, February 27 with a vote of 42-6.
o Easing barriers to construction and use of ADUs: HB 1337
■ Also requires two ADUs per lot, limits city authority around assessing impact fees (more
than 50% of primary unit); cannot require owner occupancy; and cannot require off-street
parking. It restricts regulation of lot size, floor area ratio, setbacks, roof heights, how close
the ADU can be to lot lines abutting alleys, etc.
■ Placed on House floor calendar
o Condominium legislation: Senate Bill 5058
■ Exempts buildings with 12 or fewer units that are no more than two stories from certain
standards which play into the condominium liability challenges. These units would be
exempt from a requirement to submit a building enclosure design document before
construction; and obtaining a building enclosure inspection during construction or at sale.
■ The Senate passed the bill unanimously on February 15 and now goes through the same
process in the House.
o Consolidating local permit review processes: Substitute Senate Bill 5290
■ Governor request legislation that requires a local government to exempt project permits for
interior alterations from site plan review under certain conditions, including that the project
does not add bedrooms. It establishes a consolidated permit review grant program for local
governments to issue final decisions for residential permit applications within specified
time frames.
■ In Rules Committee
o Eliminating minimum parking requirements: Substitute House Bill 1351 L_
■ Prohibits counties and cities from imposing minimum parking requirements for new a
residential or commercial developments within 0.25 miles walking distance of a major
transit stop, except for off-street parking that is permanently marked for the exclusive use c
of individuals with disabilities. 0
■ Planning counties and cities may impose minimum parking requirements on an individual c
project on such developments if the county or city makes written findings, within 30 days a
of the receipt of a completed application, that not imposing minimum parking requirements Q
would have a substantially negative impact on existing residential or commercial parking � �
within 0.5 miles of the development project. A city or county is not required to submit 00
written findings that a new development is within 0.25 miles of an existing or planned c
transit route that operates no less frequently than two times per hour between the hours of w
9:00 a.m. and 5:00 p.m. if:
- The housing development dedicates a minimum of 20 percent of the total number of
housing units to very low-income, low-income, or moderate -income households for a
minimum of 12 years; students; the elderly; or people with disabilities; or
- The housing development contains fewer than 20 housing units. Q
■ The bill is currently in the House Rules Committee.
■ The Senate version did not advance out of the Policy Committee in time to meet the cutoff
deadline.
o Reducing local governments' land use permitting workloads: Substitute Senate Bill 5412
■ Cities may only apply clear and objective development regulations governing the exterior
design of certain new development in a design review process.
■ Categorically exempts project actions from SEPA that propose to develop one or more
residential housing units within the incorporated areas of a UGA, or middle housing within
the unincorporated area of the UGA, if the proposed projects do not have transportation
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8.3.a
system safety or operational deficiencies (cities must consult with WSDOT for a
determination).
■ Passed to Rules Committee.
o Transit -oriented development: Substitute Senate Bill 5466
■ Requires cities to allow certain housing densities within proximity to major transit stops.
Allows cities to designate by ordinance alternative floor area ratios in parts of a station area
or station hub if certain conditions are met.
■ Creates a competitive grant program at WSDOT to help finance qualifying projects.
■ Prohibits the requirement of off-street parking, with exceptions.
■ Passed to Senate Rules Committee
o Streamlining development regulations: Substitute House Bill 1293
■ Requires cities to apply only clear and objective design review standards to the exterior of
new development. It establishes a categorical exemption from the State Environmental
Policy Act for residential housing units within an urban growth area. N
■ The bill was heard, amended and approved by the House Housing Committee unanimously. N
The committee amendment limits the ability of the city to require a preapplication N
conference or public meeting.
■ The bill is on the House floor calendar and could be voted on by the House of
Representatives any day.
Other significant issues a_
o Following, providing guidance on, and opposing specific housing bills, along with other city
priorities
o Continuing to follow and advocate for Blake response
■ SB 5536 responds to the Blake decision by making drug possession a gross misdemeanor c
with an emphasis on encouraging pretrial diversion. The bill also makes treatment facilities a
essential public facilities for siting and permitting purposes.
o Infrastructure funding
■ Submitted request for Local Community Project, $350,000 for SR-104 infiltration projects a
■ Submitted Request for Move Ahead funding in the 25-27 biennium
o Advocating for "Marsh Proviso" first right of purchase c
Next steps
o Opportunities to make amendments and changes to bills as they move through the opposite o
house during March n
o Continue to provide updates on the progress of bills and talk through strategies to address Q
concerns with existing bills
o Sit in on listening sessions and workgroups that are likely to have good effect N
o Make connections with AWC and their work on amending many of the bills the City is c
concerned about w
o House of Origin Cutoff: March 8
o Policy Committee Cutoff (opposite House): March 29 E
o Fiscal Committee Cutoff (opposite House): April 4
o Opposite House Cutoff: April 12
o Last day of regular session: April 23 8:48 Q
Council President Tibbott recognized there are many intricacies related to what can happen with the bills,
noting when councilmembers were in Olympia for AWC Action Days it was interesting to see how much
happened during that short time. He asked how much change was anticipated with some of the bills between
now and the end of the legislative session. Mr. Tatum answered that was a difficult question to answer;
some have broad support and are making it through without much challenge or amendments. With regard
to SSB 5466 related to transit oriented development, and HB1110, he anticipated they will come down to
wire. If the bills pass out of the originating House, he was sure there would be amendments through the
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opposing House's bill. There is no guarantee that SSB 5466 or HB 1110 will pass, but he anticipated they
would be worked on for a majority of the time they were moving through the process.
Council President Tibbott relayed his understanding that Mr. Tatum would be listening to the sessions and
working with AWC. He asked if there were things that the council or citizens could do to participate in the
process. Mr. Tatum answered they can follow the bills in Committee; public hearings are an opportunity
for anyone to offer testimony for/against or offer amendments. A lot of people have signed in as "other"
and offered suggestions for amendments. Representative Bateman and Senator Liias are having sessions
where they listen to cities and others related to the challenges of implementation. He offered to make people
aware of when those sessions are happening.
Councilmember Teitzel recalled reading in one bill something to the effect of when DADUs are required,
the additional housing capacity could not be counted toward a city's density goals. Mr. Tatum did not recall
that.
Councilmember Buckshnis asked about the effort to reallocate $250,000+ to another project. Mr. Tatum
advised the $253,000 was rescoped to be part of the SR-104 infiltration project. A request has been
submitted to reappropriate the funds. Councilmember Buckshnis said Senator Salomon offered to try to
include more money for the marsh.
Councilmember Nand highlighted Mr. Tatum and Ms. Munguia's role in helping the City be extremely
proactive. She encouraged the public who have been directing comments to council about housing bills to
reach out directly to their state legislators and invited citizens to email councilmembers for contact
information. For anyone interested in giving remote testimony, she recommended getting into the Zoom
queue at least an hour early.
Councilmember Olson heard a rumor there may be a legal challenge related to government overreach if the
housing bills are passed. She could see some validity to that because the City has never missed any of its
GMA growth targets and for the City to be manhandled and told what to do via this top down approach is
a bit heavy-handed. She asked if Mr. Tatum had heard anything about that or was it likely. Mr. Tatum said
he could not comment on the likelihood, he has not read that or heard about in the work groups. He was not
saying that a legal challenge would not happen after whatever bills are passed, at this point it is a challenge
to say what will be passed as the bills are very much in motion.
3. SALARY COMMISSION REINSTATEMENT — APPOINTMENTS FOR 2023 � �
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City Attorney Jeff Taraday explained he was introducing this item at Council President Tibbott's request. cN•i
There are two state constitutional provisions related to establishing a salary commission. Article 11 Section w
8 states compensation of elected officials shall not be increased or decreased during their term of office.
There is an exception in the constitution in Article 30 Section 1 that states mid-term increases can occur for m
those who are not fixing their own compensation. That constitutional provision led to RCW 35.21.015
which implements Article 30 Section 1 constitutional provision by providing the means for establishing a
salary commission. There is a fairly detailed state law that explains how a salary commission is supposed a
to work including who makes appointments, etc. The City Code Chapter 10.80 approximately mirrors the
state law; there are a few extra things in Chapter 10.80 that are not in state law such as the size of the
commission.
Mr. Taraday provided history on the salary commission in Edmonds. The salary commission was first
established in 2004 which makes sense because the RCW he referenced was adopted in 2001. Ordinance
3508 adopted the salary commission and appeared to be in effect until it was amended in 2014 by Ordinance
3967 which brough the City's salary commission code into compliance with state law. Later in 2014, the
city council repealed the salary commission via Ordinance 3975. The salary commission was reestablished
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in 2017 with Ordinance 4057 and amended in 2017 to change the commission from meeting every year to
every other year in odd numbered years. The salary commission was repealed again in 2021 and readopted
in 2022 with Ordinance 4252. The current status is the city council has readopted the salary commission.
The commission will have its first opportunity to meet and take action in summer 2023. To his knowledge
no appointments have been made and the council's role is to approve/not approve the mayor's appointments
to the commission once appointments are made. The code provides for five salary commission members
and staggered initial terms so appointments are made for 1, 2 or 3 year terms. That is likely a relic of the
earlier version of the code where the commission met every year. With the commission only meeting in
odd numbered years, 1 year and 2 year terms are basically the same and will result in someone serving
during summer 2023. After those initial terms, members serve a 3 year term.
Councilmember Olson asked if Mr. Taraday had any recommended amendments that should be made prior
to seating a new salary commission. Mr. Taraday suggested tinkering with the staggered terms as there was
no reason to have staggered terms as set forth in the current code. He suggested 1 year and 3 year terms
would make sense, some commissioners would serve in summer 2023 and others would serve in summer
2023 and again in summer 2025 along with newly appointed members that would take office in summer
2025. He recommend eliminating the 2 year term from the staggering option.
Councilmember Olson pointed out there are no qualifications specified in the code. In the past, the members
have had some knowledge of personnel, hiring practices, business ownership, industry leaders, etc. She
asked if that should be added to the code or in his experience was it inconsequential to having a good
outcome from the salary commission. Mr. Taraday answered he would be hesitant to recommend adding
knowledge -based or experience -based qualifications because he had no personal knowledge of how
difficult it is to seat this commission and he did not want the City to have difficulty seating the commission
because it could not fulfill knowledge or experience requirements. Those qualifications are something the
mayor can take into consideration when making appointments and the council can take into consideration
when confirming the mayoral appointments.
Councilmember Olson commented the question was prompted because the salary commission commits
government resources, their recommendation is non-negotiable, and an important responsibility is placed
in the hands of the members. Mr. Taraday agreed, assuring he was not trying to undermine the
responsibility, it is a very important commission, but between the mayor's discretion in appointing and the
council's discretion in confirming, if someone made it through those two hurdles, they would probably be
a good commissioner.
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Council President Tibbott asked how the salary structure is usually developed. Mr. Taraday answered he 00
was not sure there was a usual way. This commission has not made a recommendation since 2019 and with c
all the repealing and readopting, there has not been a lot of stability to create a usual process. His w
understanding of how the commission worked in the past is they seek comps in the same way the City seeks
comparable salary information for City employees. They also interview electeds to get a sense of what the E
job is like and how much time they spend doing it. He suspected there was good justification for the fact
that Edmonds councilmembers are paid more than some other cities given his experience with how hard
councilmembers work. He envisioned Jay Grant or another former commissioner could speak more Q
eloquently to the nifty gritty of what has been done in the past.
Councilmember Paine asked how much latitude the council has to request areas of exploration by the salary
commission, specifically an equity analysis. Mr. Taraday said he has not seen any law that directly answers
that. He was a little hesitant to go down that road because anything that could look like it had the effect of
the council influencing its own compensation, even if it is done indirectly toward some kind of equity goal,
could run afoul of the constitutional prohibition against electeds setting their own compensation. If the
council wanted to pursue an equity analysis and create salaries that allow a broader range of people to serve
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8.3.a
on the council, the best way to do that is to do it themselves, but not have it take effect until each of the
seven councilmembers are either off the council or reelected.
Councilmember Paine asked if Mr. Taraday had any knowledge about other cities indexing council salaries
to the state salary commission's work. They already do the work and it was her understanding that some
positions either through the state or other parts of the government do index to the Washington State Salary
Commission. It is a citizen run group and indexing to their work would eliminate the necessity for a salary
commission. The salary commission could look at the Washington State Salary Commission process and
propose an index that followed the state salary commission's recommendations. Mr. Taraday answered he
did not know of any cities that did that. The council could certainly set up a structure like that that used
some kind of indexing formula; it could not take effect mid-term and would need to be set up so it took
effect far enough in the future that councilmembers were not affecting their own mid-term compensation.
He recalled a past salary commission created an index for the next year that would provide a COLA for the
following year even though the commission wouldn't meet that year. Councilmember Paine commented it
was an idea worth exploring, having the council indexed to an outside group. It would keep salaries at a
steady rate and from what she understood, the state salary commission was a professionally run group that
only deals with public dollars.
Councilmember Nand referred to the history provided by Mr. Taraday of the salary commission being
disbanded and reconstituted. She asked if it would make more sense for the salary commission to be a
standing commission that meets in odd numbered years and has 3-year staggered terms instead of
disbanding and reconstituting it every odd year. Mr. Taraday answered it was not disbanded for those
reasons, it was disbanded for other reasons. The salary commission has not been set up for the odd year,
disbanded for the even year, and reconstituted in the odd year. It may look like that, but were other reasons
for the repeal of the salary commission. There is nothing that prevents the salary commission from existing
indefinitely like it did from 2004 to 2014.
Councilmember Nand referred to Councilmember Paine's interest in indexing, explaining she preferred to
emphasize that the council works for the community and the community should decide how they want to
value the council's labor. The council does not earn a lot, and likes to joke they work for sub -minimum
wage when comparing their pay to the hours they put in so it is really a labor of love. Mr. Taraday said
there is a provision in the code that allows for referendum; the community has an opportunity to weigh in
through referendum.
Councilmember Buckshnis commented she has lived through all the salary commission starts and stops and � �
can tell the story. The last salary commission that included Mr. Zapora and Mr. Grant did a fabulous job. 00
There are professionals in Edmonds who know what to do and how to do it. She supported reinstating the c
salary commission and continuing with the way it has been done in the past. She recalled last time the salary w
commission was suddenly disbanded due to certain councilmembers and a simple majority. She preferred
to establish the commission and let them do their job.
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Council President Tibbott explained this was an opportunity for councilmembers to get their questions
answered. He will work with Mayor Nelson and HR on a timeline to establish the salary commission this Q
summer. He was confident there was plenty of time to establish salary commission by this summer.
10. MAYOR'S COMMENTS
Mayor Nelson thanked staff and everyone who worked on the CAP. He emphasized it is not a backward
looking document, it is a forward looking, science -based document that measures and looks toward moving
the needle and focuses on very specific things versus things that make the people feel they are making a
difference. The CAP contains science based solutions and the City should stick to them as much as possible.
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8.3.a
11. COUNCIL COMMENTS
Councilmember Teitzel expressed appreciation for Ms. Crawley's comments about the artificial tire reef
off the fishing pier. It is a concern shared by many that needs attention. He plans to have coffee with Ms.
Crawley this week to learn more about how and why the tires were placed, degradation that is occurring,
and the environmental impacts. He reported the survey done as part of the city attorney assessment process
closed on February 23 and received 35 responses. The respondents include elected officials, department
heads, managers and other City employees who work frequently with Lighthouse. It is a good, robust set
of responses that the committee is reviewing and will report on shortly.
Councilmember Chen thanked staff that worked on the CAP and identified actionable items to combat
climate change. He shared his and other Rotarian's experience this past weekend working on a tiny house
project. The operation is amazing, templates are set up and volunteers are divided into five groups; one
group of 3-4 people works on the foundation/floor and the other four groups works on the four walls. Within
three hours, they completed the pieces and he was told the five pieces would be put together in another 3
hours to construct an 8x12 tiny house. He was amazed at the finished product and wished he had one when
he was homeless. The CAP includes a statistic that Edmonds has a homeless population of 236 which
illustrates the need. He concluded the tiny home project was a good experience and they always welcome
volunteers.
Councilmember Olson announced her appointment of Darrol Haug to the economic development
commission. After decades of service, his enthusiasm is unwavering and it is a gift to the community that
his hobby is City business. He is a wealth of information and the City is lucky to have his work and
dedication.
Council President Tibbott announced his recommended appointment of Ross Demmick as the tree board
alternate. Mr. Demmick has worked on a number of projects as a volunteer as well as helping to improve
reporting and he is anxious to get started. With regard to climate action, his family has been excited with
the simple things that can be one at their own house such as replacing windows and installing new insulation
in the attic which dramatically changed their energy consumption and energy bill, a benefit they have
enjoyed for over 10 years. Doing small things as a family encouraged them to do more. The City is moving
in the right direction with the CAP and he looked forward to ways the City could continue to invest in its
own infrastructure to improve its climate footprint.
Councilmember Paine expressed her pleasure with the CAP and the suggested actions. She referred to a ch
document with impossible to read font with the schedule and what it will look like over time. Rewiring cm
America has a local government challenge where local officials can sign up. It is a terrific resource with cN•i
actions items related to the electrification of America. Nick Maxwell introduced her to Rewiring America w
related to moving to renewable energies which means electricity and not natural gas. She appreciated PSE's
lobbyist calling in, commenting she has had great conversations with him and PSE is doing all they can, m
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but gas is still a non-renewable energy. She encouraged the public to look at the Rewire American webpage. s
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Councilmember Paine remarked on the cold, snowy weather and reminded everyone to think about the a
unhoused and providing things like handwarmers and supporting the Jean Kim hygiene center. She
reminded of International Women's Day at the Waterfront Center this weekend. The keynote speaker is
Michelle Lee, a former local newscaster and author whose book is available at the local bookstore.
Councilmember Buckshnis thanked staff for the CAP, commenting it was very informative. She also
thanked the citizens for comments they provide online or via phone. The plan needs to be tweaked a little
to provide a better understanding of the goals and how to achieve them. She provided council the local
20/20 Taming Bigfoot that occurred in 2018-2019. It never came to city council and she was unsure it was
on the City's website. Participants learned a lot, reduced the size of their garbage cans, donated more,
Edmonds City Council Draft Minutes
February 28, 2023
Page 21
Packet Pg. 187
8.3.a
shopped local, reused, etc. It was a good program that she hoped could be introduced to citizens maybe
next year.
Councilmember Buckshnis advised she will be in Philadelphia next week attending the Philadelphia Garden
Show. She plans to see Betty Larman who was involved with the Edmonds Floretum Garden Club including
helping it obtain a 501 c3 designation.
Councilmember Nand alerted the public to a scam targeting water utility rate payers in Edmonds. The scam
works by a person contacting a rate payer saying he can obtain a discount for them. He asks for their credit
or debit card number so he can begin making payments on their behalf. On bank statements it will appear
that water utility payments are being made to Edmonds, but the scammer contacts the financial institution
to dispute the bill and pockets the money. The only way someone finds out they were not making payments
to the City is when their water is turned off. The City's utility billing number is 425-771-0241; those are
the only people residents should talk to about their utility bill. If anyone is experiencing financial
difficulties, the City has a household support grant administered through Washington Kids in Transition for
up to $2500. There is a link on the City's webpage, edmondswa.gov/services/support grants/household
support grants/household support grant application. She cautioned residents not to talk to anyone else
offering them a discount on their water utility bill.
�Kll 1IRU -19\I
With no further business, the Council meeting was adjourned at 9:27 p.m.
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Edmonds City Council Draft Minutes
February 28, 2023
Page 22
Packet Pg. 188
8.4
City Council Agenda Item
Meeting Date: 03/7/2023
Approval of claim checks and wire payments.
Staff Lead: Dave Turley
Department: Administrative Services
Preparer: Nori Jacobson
Background/History
Approval of claim checks #256428 through #256525 dated March 2, 2023 for $2,836,358.47 and wire
payments of $39,656.97, $4,453.88 & $1,190.85.
Staff Recommendation
Approval of claim checks 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:
positivepay 03-02-23_agenda
positivepay 03-02-23 blue mt agenda
Packet Pg. 189
8.4.a
apPosPay Positive Pay Listing Page: 1
3/2/2023 12:02:51 PM City of Edmonds
Document group: jacobson
Vendor Code & Name Check # Check Date Amount
076040
911 SUPPLY INC
256428
3/2/2023
655.03
078745
A-1 LANDSCAPING & CONSTRUCTION
256429
3/2/2023
266,857.07
065052
AARD PEST CONTROL
256430
3/2/2023
109.40
000135
ABSCO ALARMS INC
256431
3/2/2023
17,145.09
061029
ABSOLUTE GRAPHIX
256432
3/2/2023
437.18
065568
ALLWATER INC
256433
3/2/2023
90.89
001528
AM TEST INC
256434
3/2/2023
100.00
069751
ARAMARK UNIFORM SERVICES
256435
3/2/2023
286.24
074307
BLUE STAR GAS
256436
3/2/2023
1,108.43
078083
BUYCE JR, RICHARD J
256437
3/2/2023
156.00
073029
CANON FINANCIAL SERVICES
256438
3/2/2023
1,542.13
069813
CDW GOVERNMENT INC
256439
3/2/2023
9,345.93
003510
CENTRAL WELDING SUPPLY
256440
3/2/2023
205.64
078770
Cl TECHNOLOGIES INC
256441
3/2/2023
3,500.00
069457
CITY OF EDMONDS
256442
3/2/2023
450.00
070323
COMCAST BUSINESS
256443
3/2/2023
44.29
072746
CONSOR NORTH AMERICA INC
256444
3/2/2023
30,201.05
071417
CORE & MAIN LP
256445
3/2/2023
143.99
006635
DEPT OF LICENSING
256446
3/2/2023
16,186.65
064531
DINES, JEANNIE
256447
3/2/2023
1,272.00
075515
ECOSS
256448
3/2/2023
5,438.60
007675
EDMONDS AUTO PARTS
256449
3/2/2023
52.91
060401
EDMONDS HARBOR INN INC
256450
3/2/2023
132.50
076610
EDMONDS HERO HARDWARE
256451
3/2/2023
187.94
008705
EDMONDS WATER DIVISION
256452
3/2/2023
644.49
008812
ELECTRONIC BUSINESS MACHINES
256453
3/2/2023
364.19
078919
EMERALD CITY FLOORBALL
256454
3/2/2023
405.00
076992
ENVIRONMENTAL WORKS
256455
3/2/2023
1,268.64
009350
EVERETT DAILY HERALD
256456
3/2/2023
209.84
076751
FALK, NICHOLAS
256457
3/2/2023
119.73
079060
FRONTLINE UAS LLC
256458
3/2/2023
12,000.00
076434
GOVANTES, JULIE
256459
3/2/2023
51.90
012199
GRAINGER
256460
3/2/2023
100.54
012560
HACH COMPANY
256461
3/2/2023
1,059.44
012845
HARBOR SQUARE ATHLETIC CLUB
256462
3/2/2023
11,934.00
072647
HERRERA ENVIRONMENTAL
256463
3/2/2023
6,440.59
076240
HM PACIFIC NORTHWEST INC
256464
3/2/2023
1,611.95
079113
HOLLY RUIZ LLC
256465
3/2/2023
210.00
067862
HOME DEPOT CREDIT SERVICES
256466
3/2/2023
1,259.73
061013
HONEY BUCKET
256467
3/2/2023
279.95
071642
HOUGH BECK & BAIRD INC
256468
3/2/2023
259.71
075966
HULBERT, CARRIE
256469
3/2/2023
2,851.67
076488
HULBERT, MATTHEW STIEG
256470
3/2/2023
500.00
073548
INDOFF INCORPORATED
256471
3/2/2023
28.18
014940
INTERSTATE BATTERY SYSTEMS
256472
3/2/2023
162.55
072627
INTRADO LIFE & SAFETY INC
256473
3/2/2023
575.00
077153
JENSEN, SIERRA
256474
3/2/2023
784.64
079069
KISHA POST
256475
3/2/2023
2,520.00
078946
KITCHENS, KYLEE
256476
3/2/2023
586.20
017135
LANDAU ASSOCIATES INC
256477
3/2/2023
1,590.00
067725
LES SCHWAB TIRE CENTER
256478
3/2/2023
731.65
069961
MAIN STREET ELECTRIC INC
256479
3/2/2023
3,425.50
020900
MILLERS EQUIP & RENT ALL INC
256480
3/2/2023
834.65
Page: 1
Packet Pg. 190
apPosPay Positive Pay Listing
3/2/2023 12:02:51 PM City of Edmonds
Document group: jacobson
Vendor Code & Name Check # Check Date Amount
018950
NAPA AUTO PARTS
256481
3/2/2023
35.37
072739
O'REILLYAUTO PARTS
256484
3/2/2023
59.21
065720
OFFICE DEPOT
256482
3/2/2023
22.35
063750
ORCA PACIFIC INC
256483
3/2/2023
696.70
002203
OWEN EQUIPMENT COMPANY
256485
3/2/2023
112.23
027060
PACIFIC TOPSOILS
256486
3/2/2023
174.59
065051
PARAMETRIX INC
256487
3/2/2023
4,430.00
027450
PAWS
256488
3/2/2023
798.00
071783
PIGSKIN UNIFORMS
256489
3/2/2023
1,248.90
073266
PILGRIM MEDIA SERVICES
256490
3/2/2023
400.00
078800
POPA & ASSOCIATES
256491
3/2/2023
300.00
071594
PROFORCE LAW ENFORCEMENT
256492
3/2/2023
751.63
046900
PUGET SOUND ENERGY
256493
3/2/2023
21,207.66
078174
RESTORX OF WASHINGTON
256494
3/2/2023
257,519.68
068657
ROBERT HALF
256495
3/2/2023
1,952.00
064769
ROMAINE ELECTRIC
256496
3/2/2023
433.73
079019
ROOT AND LIMB YOGA
256497
3/2/2023
785.10
077345
SHAPE GUARD
256498
3/2/2023
71.50
071655
SHI INTERNATIONAL CORP
256499
3/2/2023
978.23
068132
SHORELINE CONSTRUCTION CO
256500
3/2/2023
345,333.55
036950
SIX ROBBLEES INC
256501
3/2/2023
125.84
037375
SNO CO PUD NO 1
256503
3/2/2023
36,526.66
066072
SNO CO SHERIFF & POLICE CHIEFS
256504
3/2/2023
75.00
063941
SNO CO SHERIFFS OFFICE
256505
3/2/2023
40,950.54
037303
SO SNOHOMISH CO FIRE & RESCUE
256506
3/2/2023
784,987.68
075875
SOUND CLEANING RESOURCES INC
256507
3/2/2023
1,165.67
038410
SOUND SAFETY PRODUCTS
256508
3/2/2023
712.68
040917
TACOMA SCREW PRODUCTS INC
256509
3/2/2023
181.61
071666
TETRA TECH INC
256510
3/2/2023
4,956.53
027269
THE PART WORKS INC
256511
3/2/2023
58.05
075691
TIBBOTT, NEIL
256512
3/2/2023
100.87
079029
TOOLE DESIGN GROUP LLC
256513
3/2/2023
860.00
043670
UNDERWATER SPORTS INC
256514
3/2/2023
2,366.91
064423
USA BLUE BOOK
256515
3/2/2023
1,693.02
047200
WA RECREATION & PARK ASSOC
256516
3/2/2023
1,770.00
045912
WASPC
256517
3/2/2023
1,430.00
075635
WCP SOLUTIONS
256518
3/2/2023
1,987.59
078302
WEBER, CAROL
256519
3/2/2023
500.00
073552
WELCO SALES LLC
256520
3/2/2023
576.33
069691
WESTERN SYSTEMS
256521
3/2/2023
172.60
079083
WESTWATER CONSTRUCTION COMPANY
256522
3/2/2023
685,649.81
078807
ZACHOR STOCK & KREPPS INC PS
256523
3/2/2023
28,199.00
011900
ZIPLY FIBER
256524
3/2/2023
1,776.20
G ra n d Tota I :
2, 642, 591.72
Total count:
96
Page: 2
Packet Pg. 191
apPosPay
3/2/2023 12:25:53PM
Document group: jacobson
Vendor Code & Name
Positive Pay Listing
City of Edmonds
079196 BLUE MOUNTAIN CONST GROUP LLC
Check # Check Date
256525 3/2/2023
GrandTotal:
Total count:
8.4.b
Page: 1
Amount
193,766.75
193,766.75
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Page: 1
Packet Pg. 192
8.5
City Council Agenda Item
Meeting Date: 03/7/2023
Approval of claim check.
Staff Lead: Dave Turley
Department: Administrative Services
Preparer: Nori Jacobson
Background/History
Approval of claim check #256235 to 911 Supply for $3,004.61 dated February 16, 2023.
Staff Recommendation
Approval of claim check.
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.
Packet Pg. 193
8.6
City Council Agenda Item
Meeting Date: 03/7/2023
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 payroll checks #65588 through #65592 dated March 3, 2023 for $4,095.41, payroll direct
deposit for $839,802.24, benefit checks #65593 through #65598 and wire payments for $760,214.35 for
the pay period of February 16, 2023 through February 28, 2023.
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:
Benefit Checks Summary 02-28-2023
payroll earnings summary 02-28-2023
Packet Pg. 194
Benefit Checks Summary Report
City of Edmonds
Pay Period: 1,090 - 02/16/2023 to 02/28/2023
Bank: usbank - US Bank
Check #
Date
Payee #
Name
Check Amt
65593
03/03/2023
bpas
BPAS
5,198.22
65594
03/03/2023
chap1
CHAPTER 13 TRUSTEE
175.00
65595
03/03/2023
jhan
JOHN HANCOCK
106.96
65596
03/03/2023
icma
MISSIONSQUARE PLAN SERVICES
12,402.11
65597
03/03/2023
flex
NAVIA BENEFIT SOLUTIONS
4,274.36
65598
03/03/2023
afscme
WSCCCE, AFSCME AFL-CIO
2,819.60
24,976.25
Bank: wire - US BANK
Check #
Date
Payee #
Name
Check Amt
3486
03/03/2023
pens
DEPT OF RETIREMENT SYSTEMS
380,146.80
3489
03/03/2023
aflac
AFLAC
3,817.38
3491
03/03/2023
us
US BANK
162,168.15
3493
03/03/2023
mebt
WTRISC FBO #N317761
151,182.35
3494
03/03/2023
pb
NATIONWIDE RETIREMENT SOLUTION
7,432.00
3495
03/03/2023
wadc
WASHINGTON STATE TREASURER
29,686.92
3496
03/03/2023
oe
OFFICE OF SUPPORT ENFORCEMENT
804.50
735,238.10
Grand Totals: 760,214.35
8.6.a
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0.00
Y
0.00
m
0.00
0.00
0.00
w
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0.00
0
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—
0.00
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0.00
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3/1/2023 Packet Pg. 195
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,090 (02/16/2023 to 02/28/2023)
Hour Type Hour Class Description Hours Amount
111
ABSENT
NO PAY LEAVE
15.00
0.00
112
ABSENT
NO PAY NON HIRED
54.50
0.00
121
SICK
SICK LEAVE
757.71
47,450.28
122
VACATION
VACATION
847.00
53,138.67
123
HOLIDAY
HOLIDAY HOURS
98.00
4,533.79
124
HOLIDAY
FLOATER HOLIDAY
58.50
3,303.66
125
COMP HOURS
COMPENSATORY TIME
77.04
4,529.20
128
HOLIDAY
Holiday Bank WWTP
98.00
5,443.71
129
SICK
Police Sick Leave L & 1
60.00
4,602.50
134
MILITARY
MILITARY LEAVE -UNPAID
24.00
0.00
150
REGULAR HOURS
Kelly Day Used
102.00
6,323.37
155
COMP HOURS
COMPTIME AUTO PAY
106.41
6,390.10
157
SICK
SICK LEAVE PAYOFF
28.00
2,064.14
158
VACATION
VACATION PAYOFF
39.92
2,942.87
160
VACATION
MANAGEMENT LEAVE
40.00
3,745.62
170
REGULAR HOURS
COUNCIL BASE PAY
700.00
9,916.62
174
REGULAR HOURS
COUNCIL PRESIDENTS PAY
0.00
300.00
175
REGULAR HOURS
COUNCIL PAY FOR NO MEDICAL
0.00
4,866.36
190
REGULAR HOURS
REGULAR HOURS
13,080.50
795,367.03
191
REGULAR HOURS
FIRE PENSION PAYMENTS
4.00
7,431.19
194
SICK
Emergency Sick Leave
130.00
6,564.36
195
REGULAR HOURS
ADMINISTRATIVE LEAVE
128.00
12,224.44
210
OVERTIME HOURS
OVERTIME -STRAIGHT
106.50
5,842.13
215
OVERTIME HOURS
WATER WATCH STANDBY
36.00
2,633.43
216
MISCELLANEOUS
STANDBY TREATMENT PLANT
13.00
1,353.53
220
OVERTIME HOURS
OVERTIME 1.5
289.00
24,349.86
225
OVERTIME HOURS
OVERTIME -DOUBLE
3.25
336.59
400
MISCELLANEOUS
MISC PAY
0.00
90,176.25
410
MISCELLANEOUS
WORKING OUT OF CLASS
0.00
936.00
411
SHIFT DIFFERENTIAL
SHIFT DIFFERENTIAL
0.00
1,156.04
600
RETROACTIVE PAY
RETROACTIVE PAY
0.00
6,684.24
602
COMP HOURS
ACCRUED COMP 1.0
83.50
0.00
604
COMP HOURS
ACCRUED COMP TIME 1.5
119.75
0.00
900
VACATION
ACCRUED VACATION
-40.00
0.00
901
SICK
ACCRUED SICK LEAVE
50.11
0.00
03/01/2023 Packet Pg. 196
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,090 (02/16/2023 to 02/28/2023) },
Hour Type Hour Class Description Hours Amount
acc
MISCELLANEOUS
ACCREDITATION PAY
0.00
150.75
acs
MISCELLANEOUS
ACCRED/POLICE SUPPORT
0.00
156.08
colre
MISCELLANEOUS
Collision Reconstructionist
0.00
100.79
cpl
MISCELLANEOUS
TRAINING CORPORAL
0.00
201.58
crt
MISCELLANEOUS
CERTIFICATION III PAY
0.00
-24.48
deftat
MISCELLANEOUS
DEFENSE TATICS INSTRUCTOR
0.00
142.40
det
MISCELLANEOUS
DETECTIVE PAY
0.00
138.08
det4
MISCELLANEOUS
Detective 4%
0.00
771.32
ed1
EDUCATION PAY
EDUCATION PAY 2%
0.00
789.42
ed2
EDUCATION PAY
EDUCATION PAY 4%
0.00
596.44
ed3
EDUCATION PAY
EDUCATION PAY 6%
0.00
8,012.79
firear
MISCELLANEOUS
FIREARMS INSTRUCTOR
0.00
399.04
fmla
ABSENT
FAMILY MEDICAL/NON PAID
65.00
0.00
fmis
SICK
FAMILY MEDICAL/SICK
17.00
1,288.29
hol
HOLIDAY
HOLIDAY
1,285.86
80,183.50
k9
MISCELLANEOUS
K-9 PAY
0.00
302.35
less
MISCELLANEOUS
LESS LETHAL INSTRUCTOR
0.00
98.73
Iq1
LONGEVITY
LONGEVITY PAY 2%
0.00
847.35
Ig11
LONGEVITY
LONGEVITY PAY 2.5%
0.00
1,586.96
Ig12
LONGEVITY
Lonqevity 9%
0.00
3,729.46
Ig13
LONGEVITY
Lonqevity 7%
0.00
1,349.83
Ig14
LONGEVITY
Lonqevity 5%
0.00
547.56
Iq2
LONGEVITY PAY
LONGEVITY PAY 4%
0.00
265.48
Iq4
LONGEVITY
Lonqevity 1 %
0.00
972.74
Iq5
LONGEVITY
Lonqevity 3%
0.00
2,495.63
Iq7
LONGEVITY
Lonqevity 1.5%
0.00
628.01
Iq8
LONGEVITY
Lonqevity 8%
0.00
258.36
mtc
MISCELLANEOUS
MOTORCYCLE PAY
0.00
138.08
pds
MISCELLANEOUS
Public Disclosure Specialist
0.00
111.60
pfmh
HOLIDAY
Paid Family Medical Holiday
21.00
849.41
pfmk
KELLY DAY
Paid Family Medical Kelly Day
38.50
1,557.24
pfmp
ABSENT
Paid Family Medical Unpaid/Sup
163.25
0.00
pfms
SICK
Paid FAMILY MEDICAL/SICK
63.50
3,887.76
pfmv
VACATION
Paid Family Medical Vacation
2.50
101.12
phy
MISCELLANEOUS
PHYSICAL FITNESS PAY
0.00
2,761.89
03/01/2023 Packet Pg. 197
Payroll Earnings Summary Report
City of Edmonds
Pay Period: 1,090 (02/16/2023 to 02/28/2023)
Hour Type Hour Class Description Hours Amount
prof
MISCELLANEOUS
PROFESSIONAL STANDARDS SER
0.00
219.02
sdp
MISCELLANEOUS
SPECIAL DUTY PAY
0.00
740.50
sqt
MISCELLANEOUS
ADMINISTRATIVE SERGEANT
0.00
219.02
St
REGULAR HOURS
Serqeant Pay
0.00
164.27
traf
MISCELLANEOUS
TRAFFIC
0.00
388.68
vap
VACATION
Vacation Premium
16.00
665.32
18,782.30 $1,232,398.35
Total Net Pay: $843,897.65
8.6.b
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03/01 /2023
Packet Pg. 198
8.7
City Council Agenda Item
Meeting Date: 03/7/2023
Adoption of Ordinance for Minor Development Code Amendment Process in ECDC 20.80 ((AMD2022-
0005)
Staff Lead: Mike Clugston
Department: Planning Division
Preparer: Michael Clugston
Background/History
The minor code amendment process was introduced to Council on September 27 and to Planning Board
on October 26 as part of the larger code modernization discussion. The Planning Board was scheduled to
have a public hearing on the topic on November 30, 2022, but had to reschedule due to lack of a
quorum. The Planning Board public hearing was held January 25, 2023, and board members made a
unanimous recommendation for Council to approve the code amendment.
The topic was reintroduced to Council on February 7, 2023.
The Council held a public hearing about the proposed code amendment on February 21, 2023, and no
comments were received.
The proposed code change is exempt from SEPA requirements consistent with WAC 197-11-800(19).
Staff requested expedited review of the proposed amendment by the Department of Commerce on
January 27, 2023.
Staff Recommendation
Adopt the attached ordinance.
Narrative
The purpose of the code update to Chapter 20.80 ECDC (Text and Map Changes) is to create a new
process for minor development code amendments. Minor amendments would have a streamlined
process to make small code changes that would promote clarity, eliminate redundancy, streamline
processes, and correct inconsistencies. The standard code amendment process takes many months over
multiple meetings by the Planning Board and Council, and often other boards, commissions, and
stakeholder groups. For amendments with major policy implications, this will not change as it is
consistent with Edmonds codes and the Growth Management Act.
However, there are many small tweaks that could be made on a regular basis that will keep the code
current and more efficient. The proposed process would involve staff creating a list of minor code
amendments on a quarterly basis to be presented to Council on their consent agenda. The amendments
would be listed and include the existing and proposed language and context for the change. During their
review, Council could either accept the list in its entirety or pull the list off consent to discuss one or
more proposed amendments. If Council feels that a proposed amendment is not minor and requires
further discussion or analysis, that amendment would go through the regular code review process while
the other minor amendments could be approved on consent.
Packet Pg. 199
8.7
The Planning Board recommended Council approval of the proposed code amendment at the conclusion
of their January 25 public hearing, with one minor change to Section 20.80.015A (limiting changes to
those that need "no policy study", as opposed to "little or no policy study").
No further public comments were provided at the Council's public hearing on February 21. After the
hearing, CM Olson suggested two changes to the final draft for clarity which are included in the
attachment to the ordinance:
1. Updating the wording in the subsection title for 20.80.015 to match that in the index
("20.80.015 Minor zoning code and map amendments").
2. In 20.80.000, changing the number of basic divisions in the chapter from three, as was
proposed, to four, to account for the pre -annexation zoning subsection.
Attachments:
Ordinance to adopt minor code amendment revisions to chapter 20.80 ECDC
January 25, 2023 Planning Board Minutes
February 7, 2023 Council Minutes
February 21, 2023 City Council minutes
Packet Pg. 200
8.7.a
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, AMENDING CHAPTER 20.80 OF THE
EDMONDS COMMUNITY DEVELOPMENT CODE,
ENTITLED "TEXT AND MAP CHANGES," TO ADD A NEW
STREAMLINED PROCESS FOR ADOPTING MINOR
AMENDMENTS TO THE ECDC
WHEREAS, the city is engaged in an ongoing effort to improve its code; and
WHEREAS, this code improvement effort requires a multi -faceted approach; and
WHEREAS, among other efforts to improve its code, the city would like to facilitate the
adoption of code amendments that are minor, noncontroversial, and not needing of the public
participation that accompanies more substantive amendments to the city code; and
WHEREAS, a streamlined process for such amendments would free up the capacity of the
planning board to allow it to focus on more substantive code amendments;
NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN
AS FOLLOWS:
Section 1. Chapter 20.80 of the Edmonds Community Development Code, entitled "Text
and Map Changes," is hereby amended to read as set forth in Attachment A, which is attached
hereto and incorporated herein by this reference as if set forth in full (new text is shown in
underline; deleted text is shown in s4rke thr-ettgh).
Section 2. Severability. If any section, subsection, clause, sentence, or phrase of this
ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of
the remaining portions of this ordinance.
Packet Pg. 201
8.7.a
Section 3. 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 NELSON
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
Im
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
Packet Pg. 202
8.7.a
SUMMARY OF ORDINANCE NO.
of the City of Edmonds, Washington
On the day of , 2023, the City Council of the City of Edmonds, passed
Ordinance No. A summary of the content of said ordinance, consisting
of the title, provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON,
AMENDING CHAPTER 20.80 OF THE EDMONDS COMMUNITY
DEVELOPMENT CODE, ENTITLED "TEXT AND MAP CHANGES,"
TO ADD A NEW STREAMLINED PROCESS FOR ADOPTING MINOR
AMENDMENTS TO THE ECDC
The full text of this Ordinance will be mailed upon request.
DATED this day of , 2023.
4840-7251-8158,v. 1
3
CITY CLERK, SCOTT PASSEY
Packet Pg. 203
8.7.a
ATTACHMENT A
Chapter 20.80
TEXT AND MAP CHANGES
Sections:
20.80.000
Scope.
20.80.010
Procedural and nonzoning related changes.
20.80.015
Minor zoning code and map amendments.
20.80.020
Maior zoning code and map amendments.ZeR*Rg and ^'^R^gRg ehaRges
20.80.030
Pre -Annexation zoning.
20.80.000 Scope.
This chapter sets forth the procedure for amendment to the text and any applicable maps
adopted by and within the community development code, but does not apply to other chapters
of the Edmonds City Code. Because various provisions of the community development code
are adopted under different state regulations, this chapter is divided into twafour basic
divisions as set forth below.
20.80.010 Procedural and nonzoning related changes.
Amendments to the following text materials (and where applicable, maps and other
incorporated codes or codifications within them) shall be reviewed and made by the city council
and may be adopted in the same manner as any other ordinances. The city council may refer a
proposal to the planning advisory board, or other board, commission, committee, staff, or
other ad hoc group for its or their nonbinding recommendations.
A. ECDC 15.00.020, Application Fees;
B. ECDC Title 18, Public Works Requirements, except Chapter 18.50, Official Street Map;
C. ECDC Title 19, Building Codes;
D. Chapter 20.15A ECDC, Environmental Review (SEPA);
E. Chapter 20.70 ECDC, Street Vacations.
20.80.015 Minor zoning code and map amendments.
A. Intent. This process is used by City Council to review and decide on minor zoning code and
map amendments. It is a streamlined process used for proposed changes which need no
policy study.
\\edmsvr-deptfs\BuildingAndPlanning\Code Updates\Permit processes\AMD2022-0005, ECDC 20.80
Text_Map Changes\3.7.23 Council consent adopt\ECDC 20.80 Minor Text and Map Changes —final edit.rtf
Packet Pg. 204
8.7.a
B. Suitability. This process is used for:
1. Minor development code amendments to promote clarity, eliminate redundancy, or to
correct inconsistencies: and
2. Minor zoning map amendments to correct grammatical, labeling, or similar errors on
the official zoning maD.
C. Review process. The Planning and Development Director periodically prepares a package
of amendments for review and presents them to the City Council on their consent agenda.
At its discretion, the Council may:
1. Approve the entire package; or
2. Remove one or more of the DroDosed amendments from consent for additional
discussion about the suitability of an amendment for the minor process or remove an
amendment from the minor process roster altogether for processing as a major
amendment as described in ECDC 20.80.020 and then approve the remainder of the
package.
20.80.020 Major zoning code and map amend ments'^^^^ and planning ehang
A. Review. Amendments to the following text materials (and where applicable, maps and other
incorporated codes or codifications within them) before amendment by the city council shall
first be reviewed by the planning advisory board as a Type V decision using the purposes and
criteria set forth in the applicable chapters as the basis for its review and recommendations:
1. ECDC Title 15, Land Use Plans and Policies, except application and permit fees.
2. ECDC Title 16, Zone Districts.
3. ECDC Title 17, General Zoning Regulations.
4. ECDC Title 20, Review Criteria and Procedures, excluding:
a. Chapter 20.15A ECDC, Environmental Review (SEPA);
b. Chapter 20.70 ECDC, Street Vacations.
5. Chapter 18.50 ECDC, Official Street Map.
1:�►C.I1[.r�•�X�1�I�►•L���I���I�I��
C-20.80.030. Pre -Annexation Zoning.
\\edmsvr-deptfs\BuildingAndPlanning\Code Updates\Permit processes\AMD2022-0005, ECDC 20.80
Text_Map Changes\3.7.23 Council consent adopt\ECDC 20.80 Minor Text and Map Changes —final edit.rtf
Packet Pg. 205
8.7.a
When the city council, in its discretion, deems it appropriate to adopt pre -annexation zoning
comparable to that in effect in Snohomish County for a proposed annexation area, the
procedural and notice requirements of RCW 35A.14.340 shall control over the provisions of this
chapter and Chapter 20.03 ECDC. In the event that the city council determines it appropriate to
zone property proposed for annexation to the city in a category which is not comparable to
zoning in effect in Snohomish County, the provisions of this chapter and Chapter 20.03 ECDC
shall apply. Any change to pre -annexation zoning proposed after annexation to the city shall
also comply with the provisions of this chapter and Chapter 20.03 ECDC. [Ord. 3817 §§ 13, 14,
2010; Ord. 3736 § 69, 2009; Ord. 3112 § 20, 1996; Ord. 3080 § 1, 1996].
\\edmsvr-deptfs\BuildingAndPlanning\Code Updates\Permit processes\AMD2022-0005, ECDC 20.80
Text_Map Changes\3.7.23 Council consent adopt\ECDC 20.80 Minor Text and Map Changes —final edit.rtf
Packet Pg. 206
8.7.b
CITY OF EDMONDS PLANNING BOARD
Minutes of Meeting
January 25, 2023
CALL TO ORDER
Acting Chair Gladstone called the meeting of the Edmonds Planning Board to order at 7:02 p.m. There was
consensus to move introductions up in the agenda. Introductions were made of staff and board members.
LAND ACKNOWLEDGEMENT FOR INDIGENOUS PEOPLES
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.
Board Members Present
Judi Gladstone, Acting Chair'
Lauren Golembiewski
Jeremy Mitchell
Susanna Martini
Beth Tragus-Campbe112
Nick Maxwell (alternate)
Lily Distelhorst (student rep)
Board Members Absent
Todd Cloutier
Richard Kuehn
Staff Present
Mike Clugston, Senior Planner
David Levitan, Planning Manager
READING/APPROVAL OF MINUTES
None
ANNOUNCEMENT OF AGENDA
THERE WAS UNANIMOUS CONSENT TO APPROVE THE AGENDA AS AMENDED.
1 Judi Gladstone was elected Chair towards the end of the meeting. Up to that point she is referred to as Acting Chair.
2 Beth Tragus-Campbell was elected Vice Chair towards the end of the meeting. Up to that point she is referred to as Board Member
Campbell.
Planning Board Meeting Minutes
January 25, 2023 Pagel of 6
Packet Pg. 207
8.7.b
AUDIENCE COMMENTS
Roger Pence, past chair of the Planning Board, welcomed and encouraged new board members. He stated he
still cares passionately about the Board and that he is open to meeting with any board members who are
interested.
ADMINISTRATIVE REPORTS
A. Parks, Recreation & Human Services Q4 Accomplishments
The report by Director Feser was included in the packet. Comments and questions were invited.
Board Member Campbell commented that she was glad to see that they started an asset inventory. This is
important for efficiency in maintaining equipment.
Acting Chair Gladstone was also glad to see the asset inventory. She asked if there will be an asset planning
process once the inventory is done. Planning Manager Levitan indicated they would ask Director Feser. Acting
Chair Gladstone also wondered if moving the cultural programs out of the Parks department has balanced their
load.
Board Member Campbell noted that the reinstallation of the viewing scopes at Brackett's Landing North at the
marsh had been mentioned. Are there any systems being used to monitor or prevent additional vandalization?
The Board expressed appreciation to Director Feser for the good report.
PUBLIC HEARINGS
A. Public Hearing on Proposed Amendment for Minor Code Changes in ECDC 20.80 (AMD2022- 0005)
The public hearing was opened at 7:19 p.m. Senior Planner Clugston gave an overview of this topic regarding
creating a new streamlined process for making minor development code amendments. The proposed process
would involve staff creating a list of minor code amendments on a semi-annual basis to be presented to Council
on their consent agenda. He highlighted the draft code in the packet.
Board Member Maxwell asked about the Planning Board's involvement in the minor code amendment process.
Mr. Clugston explained the minor code amendments would go right to Council. Major code amendments would
come to the Planning Board as part of the process. Board Member Maxwell asked what they would do if
something got amended that was later determined to be major. Mr. Clugston stated that was not the intent, but
if they realized after the fact that something had been changed inadvertently, they could go back and change it
if needed. Board Member Maxwell asked if staff could send this to the Board at the same time it is sent to
Council so they could make comments if needed. Mr. Clugston thought that might be a possibility. Planning
Manager Levitan explained that the intent of this is to avoid the need for a Planning Board official meeting or
public hearing on minor code amendments. He emphasized that anything tied to actual development code and
zoning code would still go through the Planning Board. Acting Chair Gladstone urged caution in how comments
are made at Council meetings. She noted that if the Planning Board does not deliberate on something then
comments made to Council could only be on behalf of the individual making the comments, not the Board.
Planning Board Meeting Minutes
January 25, 2023 Page 2 of 6
Packet Pg. 208
8.7.b
Planning Manager Levitan noted that the Board could be included on the distribution list of those items. Board
Member Campbell asked that the Board be included in the distribution list for anything related to planning.
Public Comment:
Roger Pence suggested not taking the Planning Board out of the loop entirely. He agreed that the Planning
Board should have a chance to look at the list of proposed changes to make sure there are not red flags hidden
in there.
The public hearing was closed at 7:39 p.m.
Discussion:
Board Member Campbell referred to section 20.80.015, the phrasing for the minor development code map
amendments, section A, and suggested changing the language from "little to no policy study" to "no policy
study" because little is a subjective term. Acting Chair Gladstone concurred because it eliminates any ambiguity
about what the intent is.
Board Member Mitchell asked if there any projects that are being held up because of this. Mr. Clugston replied
that there is nothing pending that would be impacted by this.
Board Member Campbell generally spoke in support of the proposed amendments from a workload standpoint
as long as the lists of proposed minor code amendments are provided to the Board when they are provided to
the City Council.
Board Member Golembiewski referred to 20.180.015(c) regarding the review process and asked if they want to
define "periodically" in the code. She thought it made more sense to have the list come to the Planning Board
as a review item (not a public hearing) before going to the City Council. There was discussion about options.
Acting Chair Gladstone stated she is very comfortable with this not coming to the Planning Board and having
some trust in the planning staff to do their job right and the Council to notice when something is not minor.
Board Member Martini spoke in support of this for the sake of streamlining the process and freeing staff and
the Board up to do bigger and better things.
Board Member Golembiewski said she was having a hard time with the idea that the Planning Board would be
given notice but not have a chance to discuss the list before it goes to the Council. She wasn't comfortable with
the only action available to them being to speak at the Council meeting rather than as a unified group if the code
says the Planning Board is notified of the proposed amendments.
MOTION MADE BY BOARD MEMBER CAMPBELL, SECONDED BY BOARD MEMBER
GOLEMBIEWSKI, THAT THE PLANNING BOARD RECOMMENDS THAT THE CITY
COUNCIL ADOPT AN AMENDED PROPOSED CODE AMENDMENT TO CHAPTER 20.80 ECDC
TO CREATE A MINOR DEVELOPMENT CODE AMENDMENT PROCESS. THE TEXT
AMENDMENT WOULD BE IN SECTION 20.80.015, MINOR DEVELOPMENT CODE AND MAP
AMENDMENT, TO SAY, "IT IS A STREAMLINED PROCESS USED FOR PROPOSED CHANGES
Planning Board Meeting Minutes
January 25, 2023 Page 3 of 6
Packet Pg. 209
8.7.b
WHICH NEED NO POLICY STUDY." THIS PROCESS WILL MAKE IT EASIER FOR THE CITY
TO MAKE SMALL CODE CHANGES TO PROMOTE CLARITY, ELIMINATE REDUNDANCY,
STREAMLINE PROCESSES, AND CORRECT INCONSISTENCIES. MOTION PASSED
UNANIMOUSLY.
UNFINISHED BUSINESS
A. Draft Handbook Discussion and Possible Finalization
Mr. Clugston referred to the draft handbook in the Board's packet and solicited comments.
Board Member Campbell recommended that they add a section under Officer Positions saying that if Chair
position becomes vacant, the Vice Chair automatically becomes Chair. If the Vice Chair position becomes
vacant, the new Vice Chair will be elected at the next regular board meeting. Also, under Officer Positions, she
recommended adding that the Board may establish committees of three members or fewer as needed to conduct
business as defined by the Board at the time of the committee establishment. Acting Chair Gladstone stated this
reflects what they have done in the past which has worked well. She was in support of including this in the
handbook. There was discussion about adding a general reference to state regulations regarding planning
boards/commissions for clarity.
Board Member Maxwell had the following comments/questions:
• He asked about the rules of order they are functioning under. Mr. Clugston replied it is Robert's Rules,
and that can be added in here. Board Member Maxwell also requested they identify which version of
Robert's Rules they are using.
• He referred to packet page 23, section 7.A.a., regarding Outside Communication and asked if the
contacts are Planning Manager Levitan and Senior Planner Clugston. Planning Manager Levitan stated
that historically the Planning Manager has been the main contact and liaison for the Planning Board.
This will be updated. There was a recommendation to have titles instead of names so it doesn't have to
be updated each time there is a staffing change.
• He referred to upcoming training with the city attorney and requested some basic information about
essential things they need to know in the meantime. Planning Manager Levitan referred to the bottom
of page 20 in the packet and noted that OPMA is the main thing they need to be aware of. He discussed
general guidelines to keep in mind.
Acting Chair Gladstone had the following comments/questions:
• She clarified that OPMA does not preclude board members from having conversations outside of
meetings. She thought the language needs to be respectful of the non -rolling meetings but allowing for
productive conversations. Board Member Mitchell concurred.
• She suggested addressing absences in the code in order to deal with high numbers of absences that
previously hampered the business of the Planning Board when they did not have a quorum. Planning
Manager Levitan referred to the 70% threshold. There was some confusion about whether this included
excused absences. Mr. Levitan commented that it would be difficult to create handbook language that
conflicted with the city code, but they could clarify what the city code says about attendance and
absences. Acting Chair Gladstone suggested asking the City Attorney about including a statement along
the lines of, "If a Planning Board member finds they are having a hard time meeting the minimum
meeting requirement, they might want to consider if they are able to make the time commitment that is
Planning Board Meeting Minutes
January 25, 2023 Page 4 of 6
Packet Pg. 210
8.7.b
needed for the Planning Board." Mr. Levitan thought that was reasonable. He pointed out that the way
it is codified, the Chair has the final say as far as excusing absences.
• She referred to the Meeting Notes section on packet page 22 and expressed concern about the word
"transcribe" because verbatim transcription is not what they have now and not what she wants them to
have going forward. She recommended language such as "meeting notes" instead of "transcription".
• She also requested some clarity around the document storage section and asked what this applies to. Is
it okay if she takes her personal notes on her laptop? Mr. Levitan indicated they could check with the
city attorney.
• She suggested having protocols for dealing with outside issues so they can feel comfortable being both
a citizen of Edmonds and a Planning Board member. Other board members concurred.
• She suggested adding language to the attendance section that says board members should notify staff as
soon as they know they will not be able to attend a meeting.
Board Member Martini asked about getting the agendas in a Word format for accessibility. Mr. Levitan said
they could look into that.
Acting Chair Gladstone requested that any other comments be sent to Mr. Clugston who can then distribute it
to the rest of the Board. She expressed appreciation to staff for the work on the handbook.
B. New Member Introduction and Orientation — This was done at the beginning of the meeting and
throughout the meeting as questions came up.
NEW BUSINESS
A. Election of Officers
Board Member Campbell nominated Judi Gladstone to transition from Acting Chair to Chair. The motion was
seconded by Board Member Golembiewski. There were no other nominations.
JUDI GLADSTONE WAS UNANIMOUSLY ELECTED CHAIR.
Chair Gladstone nominated Beth Tragus-Campbell as Vice Chair. The motion was seconded by Board Member
Maxwell. There were no other nominations.
BOARD MEMBER CAMPBELL WAS UNANIMOUSLY ELECTED VICE CHAIR.
PLANNING BOARD EXTENDED AGENDA
Mr. Clugston gave an overview of the extended agenda. The Comprehensive Plan update will be a main work
item over the next year along with various code items and other reports.
Chair Gladstone recommended putting a retreat planning discussion on the next meeting agenda. She
commented that the rest of the agenda may need to be modified so they aren't overbooked.
Planning Board Meeting Minutes
January 25, 2023 Page 5 of 6
Packet Pg. 211
8.7.b
Vice Chair Campbell referred to the Comp Plan update and suggested having more actionable items for the
Planning Board. They have received a lot of presentations but haven't had many items they can provide valuable
feedback on. Planning Manager Levitan stated they can solicit some early feedback from the Planning Board.
Chair Gladstone requested a Comp Plan update roadmap from staff at the next meeting so the Board can have
an idea about how/when to provide input.
PLANNING BOARD CHAIR COMMENTS
Chair Gladstone said she was very happy with the full group and is looking forward to working with everybody.
She appreciates the new members' participation today.
PLANNING BOARD MEMBER COMMENTS
• Student Representative Distelhorst echoed Chair Gladstone's comments and added that she is excited
to see what will happen in the legislative session especially related to housing.
• Board Member Martini thanked everyone for the welcome.
• Board Member Maxwell concurred.
• Vice Chair Campbell welcomed new Planning Board members and new Planning Manager Levitan.
Thanks to Senior Planner Clugston for all the extra support in the interim.
• Board Member Mitchell said he is excited to be on the Board and to work collaboratively with the other
members, staff, and public.
• Board Member Golembiewski said she also is excited to be here and to see all that is on the agenda. She
appreciates the help and patience from the existing members and staff.
ADJOURNMENT
The meeting was adjourned at 9:01 p.m.
Planning Board Meeting Minutes
January 25, 2023 Page 6 of 6
Packet Pg. 212
8.7.c
yellow light. If he sees warnings, he will heed them which is the objective of the speed cameras. There is
an argument that these will cost money, and the cameras are just a source of revenue for the City; his
response is fantastic, let people who live outside of Edmonds help pay taxes, a win -win for him, and the
citizens of Edmonds benefit from increased safety for children and more revenue. He suggested earmarking
the revenue from the speed cameras for schools, another win -win, which could prevent a future levy or a
smaller levy. He summarized the people who care are the people who have children and those who care
about the safety of the community which made the cameras a no brainer for him.
Jeremy Mitchell, Edmonds, said the speed cameras fit well within the comprehensive plan and the City's
vision statement which states safe streets are one of the top priorities. He is a resident of the Westgate
neighborhood and his kids attend Westgate Elementary and he has seen the problem firsthand and agreed
it was an issue. If the council has issues with the speed cameras, he invited anyone who opposed them to
visit the area and witness what the flaggers experience. If the council does not approve the cameras, he
recommended the council identify another solution or improvement.
Kevin Fagerstrom, Edmonds, said 5-6 days a week he walks 4-5 miles from the Olympic Drive area down
to the waterfront and back. There is nothing the council can do that is enough to protect pedestrian in the
City; it is borderline pathetic how many people disregard stop signs and exceed the speed limit. He has
been as closer to dying in the last month than any time in his entire life due to speeding vehicles in Edmonds
and there is nothing the council can do that is enough to control it. Next, with regard to the state grant the
City wants to apply for, he was very concerned about provisions in the grant. He recalled the council
declining a grant about 90 days ago in regard to planning. In reviewing the grant requirements for this 2023
grant, the word "must" is used four times, which means the grant comes with substantial requirements. He
urged the council to use great caution in applying for the grant, short term money with very dire, long term
consequences.
6. RECEIVED FOR FILING
1. CLAIM FOR DAMAGES FOR FILING
2. WRITTEN PUBLIC COMMENTS
7. APPROVAL OF CONSENT AGENDA ITEMS
COUNCILMEMBER PAINE MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS, TO
APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY. The agenda items
approved are as follows:
1. APPROVAL OF SPECIAL MEETING MINUTES OF JANUARY 24, 2023
2. APPROVAL OF REGULAR MEETING MINUTES OF JANUARY 24, 2023
3. APPROVAL OF SPECIAL FINANCE COMMITTEE MINUTES OF JANUARY 31, 2023
4. APPROVAL OF PAYROLL AND BENEFIT CHECKS, DIRECT DEPOSIT AND WIRE
PAYMENTS
5. APPROVAL OF CLAIM CHECKS AND WIRE PAYMENTS
8. COUNCIL BUSINESS
ADDITION OF MINOR DEVELOPMENT CODE AMENDMENT PROCESS IN ECDC
20.80 (AMD2022-0005)
Edmonds City Council Approved Minutes
February 7, 2023
Page 4
Packet Pg. 213
8.7.c
Senior Planner Mike Clugston explained the minor development code amendment process is part of the
larger code modernization process launched last September/October. This proposal was presented to the
planning board and they held a public hearing last week. The proposed process is for reviewing minor code
amendments that do not have policy impact, just cleaning up the existing code. He reviewed:
• ECDC Text and Map Changes
r"4
All
Development
Code Changes
are Type V
Process (ECDC
20.80)
Existing
t0041 too,
Fees, PW
and Building
codes, SEPA,
street
vacations
Current Exceptions
Frequent
minor
amendments
Proposed Exception
Frequent Minor Amendments
o Proposal to create streamlined review process for minor
o Updates Promote clarity, eliminate redundancy, streamline processes, better align with best
practices, correct inconsistencies
o Would be presented directly to Council on consent on a semi- annual basis (March/October) or
more frequently as needed
o Council could pull any item for further discussion or to send through the Type V process (ADB
or other/Planning Board/Council review and approval)
Examples
o Minor
■ Remove references to "CG2" code
- Zoning district no longer exists
- No policy impact, not controversial
o Major
■ EV Charging infrastructure requirements (ECDC 17.115)
- Large policy impact, important to the development community
Mr. Clugston relayed the planning board's recommendation to amend the second sentence in section
20.80.015.A (packet page 148) to read "It is a streamlined process used for proposed changes which need
':,� no policy study. In speaking with City Attorney Jeff Taraday today, he recommended removing
"correct scrivener's errors" in 20.80.015.B.I and 2. (packet page 149) as scrivener's errors have an entirely
different process and can be corrected just by working with code publishing. He relayed a public hearing is
scheduled for February 21, 2023.
Councilmember Buckshnis said she did not have chance to watch the planning board meeting and the
minutes were not included in the packet, likely because there was not sufficient time to have them prepared.
She asked if there was any public comment at the planning board's public hearing. Mr. Clugston answered
there was not.
Councilmember Buckshnis questioned why changing the name of the Development Services Department
was considered a minor change versus a scrivener's error. Mr. Clugston responded there were hundreds of
examples of the phrase "Development Services Department" in the code. Last fall the name was changed
to Planning & Development Department to better reflect what the department does. That is not a scrivener's
error, it was a defined term in the code and needs to be changed. There are also references in the code to
Edmonds City Council Approved Minutes
February 7, 2023
Page 5
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Administrative Services Department which predate Development Services Department which also need to
be updated.
Councilmember Buckshnis commented she used to write policy and her question was why staff was
spending time on minor changes when the council was interested in and has been waiting for large policy
changes such as multifamily design standards. She asked how this was interfaced with the code rewrite that
the council budgeted $300,000 for. Planning & Development Director Susan McLaughlin explained last
year in Q4, staff came to council with the work plan for the code modernization work. As part of that work
plan, this was one of the first things to tackle due to the importance of addressing the legibility, accuracy
and level of inconsistency on an annual basis and establishing a process for addressing minor amendments
as they come up. That is not to say that staff is not working on the larger code issues; staff will return to
council with a work plan update as part of the larger departmental work plan update for 2023.
Councilmember Buckshnis commented changing the name of the department could be done via a search
and replace. Ms. McLaughlin assured that was one example of a minor change. Councilmember Buckshnis
reiterated the council has been interested in a code update for decades. She referred to staff s reference to
code modernization, she prefers to think of it as an update. She would like to table this issue so the entire
code update can be discussed which means the ECC and the ECDC as she felt those should be marching
together. Council has budgeted $300,000 for this effort, but has yet to understand how the code update will
occur. If the council allows staff to continue with minor changes which take staff time, she questioned when
there will be time to work on the major update of the ECC and the ECDC.
Councilmember Teitzel applauded staff for trying to find a streamlined way to correct small inconsistencies,
errors, typos, etc. in the code. He echoed Councilmember Buckshnis' comments and hoped to look more
globally at the process and include the ECC as well as the development code in the minor code update
process; all that is included tonight is the ECDC. The council also need a better overall understanding of
the code rewrite; it is not an update, the council funded a major rewrite. He recalled there were plans to
make a term limited employee a permanent employee to focus specifically on this effort.
Mayor Nelson interrupted, advising the agenda item is Addition of Minor Development Code Amendment
Process, but the conversations seem to be related to topics not on the agenda. He requested councilmembers
stick to the agenda topic.
Councilmember Teitzel continued, his point was the council was only seeing one component of the larger
plan and he echoed Councilmember Buckshnis' concern with that.
Councilmember Olson said she was eager for the council to understand the whole approach and pointed out
if the council wanted to have that conversation, they could amend agenda. She referred to the language
regarding pre -annexation zoning in section 20.80.030 and wanted to understand the options as written in
the code, whether it was intentional or whether the City was restricted by law. She asked when an
annexation occurs, is the City completely limited to the pre -annexation standards or the City of Edmonds'
standards, or is there an option to create a hybrid. Mr. Clugston explained the pre -annexation language is
existing language, it used to be in 20.80.020.C. He moved it to a new subsection, 20.80.030, because it
differed substantially from 20.80.020. The language regarding pre -annexation zoning is not proposed to be
changed or discussed in this minor code amendment, it was just moved to a new section.
Councilmember Olson asked about the philosophy and the options regarding pre -annexation zoning. It
appears that there is the option of pre -annexation zoning or the new City of Edmonds zoning. She asked if
that was guided by law or if there was some flexibility to have a hybrid. Mr. Taraday clarified pre -
annexation zoning is zoning that a city adopts for an area it wants to annex before it annexes the area. The
reason that is done is because often annexations are generated by petition or election and it is often important
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for the residents considering annexation to know what their zoning will be before they decide to annex into
the city. By adopting pre -annexation zoning, the city is telling the prospective citizens if you come into
Edmonds, this is what your zoning will be. Pre -annexation zoning is not a reference to the existing county
zoning.
Councilmember Olson asked if an area that potentially might be annexed preferred something other than
what the City of Edmonds has, would that be negotiable and allowed by law. Mr. Taraday answered the
city council, if deemed appropriate, could create a new zoning classification for an area it was considering
annexing and could adopt that new zoning classification as the pre -annexation zoning for an area it was
hoping to annex.
Councilmember Nand, council liaison to the tree board, said she seen a distinction between minor, medium
and major code change become a point of controversy where tree board members feel what is characterized
as a minor code amendment originated by staff will substantively change the statutory interpretation of that
code provision and therefore is no longer a minor change, but a policy change that should be vetted through
the board process and then to council rather than originating solely by a staff person. She asked who
characterizes what is a minor or major code change and how that can have major and substantive policy
changes depending on the interpretation. Ms. McLaughlin agreed words matter in code interpretation.
Changes will be identified by staff or some the changes have already been identified through boards and
commission, community members, staff, design professionals, etc. over the years. The reality is all the
changes would come to council and can be pulled if there are concerns about interpretation. If the tree board
had concerns that something that staff considered minor was major, it could be moved to major.
With regard to the question of why create a process for minor code amendments before the major code
amendments are addressed, Ms. McLaughlin explained an effective framework needs to be established to
make efficient code changes which has never been done in the past. When the structure was proposed to
council in September 2022, there was positive feedback about the approach. This is step 1 to effectuate that
process. By no means was staff trying to say anything with policy implications would be considered minor.
Staff is only saying it shouldn't take 4-5 meetings to change something that has no policy implications.
Staff would love council feedback when reviewing these minor code amendments; if they consider
something major, it can be moved to major.
Councilmember Nand asked if this process goes forward, will boards and commissions still have an
opportunity to review what staff characterize as a minor change and agree it is a minor change versus a
medium or major change. Mr. Clugston answered that is not the intent. The intent is to have minor changes
bubble up in whatever way they do and bring them directly to council. A lot of these will be identified at
the staff level who sees things that are wrong with the code every day. The tree board may see something
every now and then, particularly when it is reviewing a code update like it is now. Certainly when the tree
board is going through their parts of code, if they rank changes as minor, moderate, or major, they will go
through that process.
Councilmember Nand asked if staff s characterization of what would be considered a minor code change
would still be vetted by citizen boards and commissions under this process. Mr. Clugston said it may, but
it won't in every case. Councilmember Nand observed they would go straight from staff to council without
that vetting process. Mr. Clugston answered yes. Ms. McLaughlin said there is an avenue for boards and
commissions to provide feedback on minor code amendments that they recommend. By establishing this
process, it becomes available for those who work with the code to recommend minor code changes. She
emphasized the above example, if there is a zoning classification that is completely obsolete and does not
exist in the city, those are the kind of things that are minor. By doing minor code amendments periodically,
if council raises a red flag and identifies an amendment they consider major, staff will get a better rhythm.
The idea is for minor code amendments to come to council frequently, tidy up the code, and work on
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legibility to free up staff to do major code work. She commented on the amount of staff time consumed by
4-5 meetings to remove a zoning classification that no longer exists. Councilmember Nand hoped to
preserve boards and commissions' input on what they considered minor, medium or major because those
volunteers have waded much deeper into the code on their subject matter than council does when facing
packets that are 1000 pages long.
Council President Tibbott said he really liked this approach as it will get a lot of work done at a level that
will substantially improve the code by cleaning up smaller things. He asked whether in the process of
cleaning up minor amendments, whether staff discovers major areas that would need to be brought forward
via another process. Ms. McLaughlin answered she has only been here a little over a year, staff who have
been here longer identify things on a daily basis and have a long list of changes. Council President Tibbott
asked if the funds budgeted for the code rewrite will be used to hire additional help to address that list. Ms.
McLaughlin answered absolutely; one of the exciting parts is making work that does not need to be so long
and arduous more efficient so staff has time to work on the substantive changes.
Councilmember Paine expressed her appreciation for this approach, cleaning up smaller things will help
highlight policy decisions for bigger issues. She observed this only addressed the ECDC. Mr. Clugston
agreed, this only applies to Titles 15-24 which is considered the development code. Councilmember Paine
observed minor code amendments will come to council twice a year. Mr. Clugston answered that is the
intent. Councilmember Paine said that made sense and she looked forward to the public hearing in two
weeks which would identify what people were interested in. She was glad see this process happening in
tandem because one begets another, having more eyes on the code will identify small and larger issues.
Councilmember Olson commented there is no reference in the packet about hearings because it is going on
the consent agenda. She clarified there is no hearing when a package of minor code amendment comes to
council. That is different than what she understood when it was presented and asked if that change was
made since it was presented to council. Mr. Clugston answered it was always intended to go to council on
consent. Councilmember Olson asked if a public hearing was required for a code change. Mr. Taraday
answered the point of public hearings is public feedback on policy matters. These are not policy matters, it
is just code cleanup. The type of changes that would come to council via the minor amendment process are
by definition things that no one would want to make public comment on. If the council had a difference of
opinion on that, it could be pulled from consent and the rest would move forward and the change that was
pulled could go through the normal process. Councilmember Olson echoed previous councilmembers'
comments about liking this approach; doing things that can be done simply and efficiently is a good idea.
Councilmember Chen was excited about taking effective steps to start this process; it is a daunting task to
tackle the code rewrite all at once. He echoed Councilmember Nand's point about involving the dedicated,
knowledgeable planning board volunteers in the process.
Councilmember Buckshnis asked how the update of the ECC and ECDC would be meshed and what would
be addressed with the funds the council budgeted. Ms. McLaughlin answered Planning & Development's
purview is the ECDC code, the department does not manage or administer Chapters 1-10. If that is of
interest, that would need to be discussed in a different council meeting. Councilmember Buckshnis relayed
her understanding of Ms. McLaughlin's explanation was the $300,000 council budgeted was for the ECDC
update. Ms. McLaughlin answered that is correct. Councilmember Buckshnis said she was unaware of that.
Ms. McLaughlin reiterated Planning & Development does not administer the rest of the code so she was
unsure why that an assumption. Councilmember Buckshnis pointed out all the code needs to be updated.
The council budgeted $300,000 to hire contractors or consultants to assist administration with updating the
code that has been seriously and significantly outdated for a long time which included the entire code, the
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ECC and the ECDC, and this is only dealing with one aspect. She asked who will update the other chapters.
Mr. Taraday said he did not have an answer for that, it was not clear to him who was driving that project.
Mayor Nelson interrupted, commenting it would be more clear if there was an agenda item for which staff
was properly given notice to prepare. When council springs something on staff and expects them to answer,
the council will not get informed answers or opinions. He requested the council stick to the agenda and
schedule this on a future agenda if necessary.
2. AUTHORIZE MAYOR TO SIGN INTERAGENCY AGREEMENT WITH DEPARTMENT
OF COMMERCE TO RECEIVE FY2023 GMA PLANNING GRANT FOR
COMPREHENSIVE PLAN PERIODIC UPDATE
Planning & Development Director McLaughlin introduced Planning Manager David Levitan. Mr. Levitan
said he looked forward to working with the council. He explained there is a requirement in the Interlocal
Cooperation Act that requires interagency agreements to be reviewed by city councils before they can be
signed by the city executive. The intent of this agenda item is to introduce the topic in hopes of getting it
approved on a future consent agenda. This is a grant from the Washington State Department of Commerce;
during the 2022 legislative session the legislature decided due to the scope and scale of the upcoming
periodic update to the comprehensive plan that needs to address housing issues, climate change and other
substantive issues, to fund the mandate. During past periodic update cycles no money was provided by the
state. This is money from the state allocated based on the city/county population for cities of less than
50,000 population. For Edmonds, that is $125,000 over 2 fiscal years; $62,500 per year between July 1,
2022 and June 30, 2024 that the City can apply for. Staff applied for the grant on January 20, 2023 and
received notice from the Department of Commerce that they approved the scope of work and submitted a
draft local agreement. When that was reviewed by the city attorney, staff was informed council approval
was required.
In response to the comment by Mr. Fagerstrom, Mr. Levitan advised in looking at the Growth Management
grant page on the Department of Commerce website, there are a number of different grants administered
by the Department of Commerce through the GMA program. There were no statements that included
"must" for this periodic update grant. The website includes discussion of a buildable lands grant that does
have items that must be included. The periodic comprehensive plan update grant does not have any
requirements; staff submitted a scope of work for items that the grant would reimburse. It includes three
deliverables, one of which has been completed, the equity gap analysis which was prepared and completed
by EcoNW last summer. Another deliverable is the visioning exercise completed in advance of the
comprehensive plan update which is in the final stages; a draft has been developed that will go back to the
community. He relayed his understanding there were some concerns with the dates and assured the March
15t' date could be changed if councilmembers wanted to extend the period to vet the vision statement. It
would need to occur before June 30, 2023 because it is funded with the grant for this fiscal year.
Councilmember Paine welcomed Mr. Levitan. She recalled the grant the council decided not to accept had
some specific conditions. She asked if this grant had any specific conditions. Mr. Levitan answered the
middle housing grant stipulated that cities needed to identify 30% of the zone capacity that would allow for
middle housing. He understood the council and the community had reservations related to that which
resulted in the council not accepting the grant. There is no similar language for this grant; this grant is
specifically related to the periodic update. The City defines the scope of work which is reviewed by the
Department of Commerce. The scope of work was included as an attachment in the packet. There was no
push back from the Department of Commerce, they were satisfied with the proposed scope.
Councilmember Paine referred to the scope of work (packet page 167) and observed this agreement was
for the first half of the grant and the second half will be next year. She asked if there would be a similar
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8.7.d
COUNCILMEMBER TEITZEL MOVED, SECONDED BY COUNCIL PRESIDENT TIBBOTT, TO
MOVE THIS ITEM TO COUNCIL BUSINESS ITEM 9.1. MOTION CARRIED UNANIMOUSLY.
6. INVOICE 2-25756 IN APPROVAL OF PAYROLL AND BENEFIT CHECKS, DIRECT
DEPOSIT AND WIRE PAYMENTS
COUNCILMEMBER OLSON MOVED, SECONDED BY COUNCILMEMBER BUCKSHNIS, TO
REMOVE THIS INVOICE TO TALK TO STAFF AND BRING IT BACK FOR APPROVAL NEXT
WEEK.
Councilmember Nand wanted to ensure there was a mechanism to bring it back for approval, recalling
during the audit exit conference, there was a comment that the council procedurally failed to do that in a
previous meeting. Council President Tibbott advised there was a mechanism to approve it at a future
meeting.
MOTION CARRIED UNANIMOUSLY.
8. PUBLIC HEARING
1. PUBLIC HEARING ON ADDITION OF MINOR DEVELOPMENT CODE AMENDMENT
PROCESS IN ECDC 20.80 (AMD2022-0005)
Senior Planner Mike Clugston recalled staff introduced this topic to council a couple weeks ago. The intent
is to add code to Chapter 20.80 related to development code amendments that are minor in nature. A roster
of amendments will come to council twice a year or more often depending on the need related to issues that
require no policy study, only related to code cleanup. He noted the incorrect version of the code amendment
was included in tonight's packet. He highlighted changes that were made when this was last presented to
council: Page 386, 20.80.015.13.1 remove "correct Scrivener's errors," in 20.80.015.13.2, remove
"scriveners," and in 20.80.015.0 replace "Development Services Director" with "Planning & Development
Director." Those changes will be reflected in the final ordinance. He noted those are the type of minor
changes that would come to council during this minor development code amendment process, things that
staff and others realize when using the code need to be updated. For example, he noted yesterday there is
code in Title 18 related to streateries which are no longer allowed, but there is an entire section related to
it. Removing that would be considered a minor change as the code is no longer valid and sunsetted in May
2022. He recommended taking and considering public testimony and staff will return in a couple weeks
with a final ordinance for council adoption.
Planning & Development Director Susan McLaughlin commented this is the first step of the code
modernization process. Staff is excited to establish this process to cleanup obvious items and move toward
the more substantive work.
Councilmember Buckshnis referred to Mr. Clugston's example of streateries, recalling there was interest in
having that come back in a different form. She was confused by what was considered minor and major,
recalling there was interest in relooking at streateries and coming up with something unique. Ms.
McLaughlin answered outdoor dining in the public right-of-way is a topic of discussion that will be
packaged into reimagining neighborhoods and streets. In its current form in the code, it is incorrect and
obsolete because it refers to an ordinance that has sunsetted. She summarized the code would need to be
rewritten.
Councilmember Nand reiterated the comments she made previously, in her experience as the liaison for the
tree board, there is often disagreement by board members regarding what constitutes a minor amendment
versus an intermediate or major amendment. The council relies on volunteer boards and commission
members and their deep knowledge of the section of the code they are responsible for to advise them. She
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8.7.d
referred to language in 20.80.010 "The city council may refer a proposal to the planning advisory board, or
other board, commission, committee, staff, or other ad hoc group for its or their nonbinding
recommendations." She said that procedural step would give her greater comfort in this streamlining
process.
Councilmember Teitzel said he has seen references in the code to scrivener's errors and clerical errors. He
asked if a clerical error is a subset of a scrivener's error or whether they were the same. Mr. Clugston said
he was not familiar with cites to clerical errors; staff could look at that. He believed they were the same
thing. Ms. McLaughlin commented a clerical error could be something like changing the meeting time for
a committee. Councilmember Teitzel said he was comfortable these amendment would come to council on
Consent Agenda twice a year. When the first minor code amendments are put on the Consent Agenda,
council can see what staff meant by minor and would have an opportunity to pull them from the Consent
Agenda for further discussion if necessary.
Mayor Nelson opened the public hearing. There was no public present in Council Chambers or virtually
who wished to provide testimony. Mayor Nelson closed the public hearing.
Council President Tibbott commented this was an opportunity to hear from the public. In the coming days,
council will have the opportunity to discuss the minor development code amendment process with staff.
When this comes back to council for final decision, council will have more information, enabling the
council to make an informed decision about moving forward with ample time to interact with staff about
this and other code amendments.
9. COUNCIL BUSINESS
INTERLOCAL AGREEMENTS - ARIZONA STATE AND SNOHOMISH COUNTY
PURCHASING COOPERATIVE AGREEMENT
Councilmember Teitzel commented he was conflicted about this.
COUNCILMEMBER TEITZEL MOVED, SECONDED BY COUNCILMEMBER OLSON, TO
APPROVE INTERLOCAL AGREEMENTS - ARIZONA STATE AND SNOHOMISH COUNTY
REGARDING PURCHASING COOPERATIVE AGREEMENTS.
Councilmember Teitzel observed these are cooperative agreements between the City and Snohomish
County and Arizona State to purchase vehicles in bulk that are not available in Washington. It is a creative
move and he complimented the fleet manager and Public Works Director Antillon. The PPW Committee
discussed this and supported the notion of this agreement, but in the discussion with Mr. Antillon, it became
clear that some of the vehicles are police vehicles approved in the 2023 budget. It was his belief when those
vehicle purchases were approved that the vehicles would be hybrids. However, due to a severe supply chain
issue, hybrid vehicles not available at this time. He wanted to ensure the council was aware of this issue
and discussed it more fully.
Councilmember Teitzel cited the following: from the mayor's presentation on the state of city earlier this
month, "The Edmonds Climate Action Plan sets actions to reach a carbon emission reduction goal. The
main goal of the plan is to reach climate neutrality by 2050. This means by 2050 we are only producing an
amount of carbon emissions that our planet can absorb. Sadly our city has made little measurable progress
since Edmonds' first climate action plan in 2010. We must take bolder action. The 2023 CAP outlines new
actions so that Edmonds can meet our 2035 target if we take action now." He read from the first page of
the Climate Action Plan, "The city adopted resolution 1453 which commits Edmonds to a science based
target of 1.5 degrees Celsius global temperature rise. To meet that target means the community must be
carbon neutral by 2050. We have a long way to go, but we have reason to hope we can get there." He read
from the last page of the Climate Action Plan, "To address the reduction gap identified in the tool, replacing
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8.8
City Council Agenda Item
Meeting Date: 03/7/2023
Resolution Extending Temporary Emergency Sick Leave Policy
Staff Lead: Emily Wagener
Department: Human Resources
Preparer: Jessica Neill Neill Hoyson
Background/History
The federal Families First Coronavirus Response Act was passed by Congress on March 18,
2020. It includes two different employee leave acts. The Emergency Family and Medical Leave
Expansion Act provides paid and unpaid leave to employees who need to care for a minor child
due to a COVID-19-related school or child care closure. The Emergency Paid Sick Leave Act
provides paid leave to employees based on their own COVID-19 health related issues --
individuals who are caring for someone with COVID-19 issues, or who need to care for a minor
child due to a COVID-19-related school or child care closure.
The provisions of the laws had been implemented on or before April 2, 2020 and expired on
December 31, 2020. At this time, congress has not made any changes to extend the provisions of this
legislation. On April 19, 2022, the City Council approved a resolution, which extended the Emergency
Sick Leave benefits provided under the Policy through February 28, 2023.
Staff Recommendation
Approve extension of the Emergency Sick Leave Policy through February 29, 2024.
Narrative
The need for emergency sick leave continues due to cases related to the Coronavirus and its emerging
variants , and it continues to be necessary to have employees quarantine as a public health measure.
Appropriate sick leave to allow employees to quarantine when they or a family member is exposed to
CV19 and to isolate when they or a family member is diagnosed with CV19 is a public health measure
that directly impacts mitigating the spread of CV19. Continuing this policy is in the public interest and in
the best interest of the employees of the City and protecting continuity of services of the City. As this is
leave, it does not increase the 2023 or 2024 annual budget and would not require a budget amendment.
The resolution does not add any additional leave to the Employee's Emergency Sick leave bank but will
allow them to use remaining balances for absences related to Covid.
Attachments:
Resolution to Continue Emergency Sick Leave 3.2.2023 01
Families First Coronavirus Response Act Policy 4839-2937-9512 (V.4)
Packet Pg. 221
8.8.a
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS,
WASHINGTON, TO CONTINUE THE EMERGENCY SICK LEAVE
BENEFITS OF THE CITY'S FAMILIES FIRST CORONAVIRUS RESPONSE
ACT POLICY THROUGH FEBRUARY 29, 2024.
WHEREAS, the City enacted its Families First Coronavirus Response Act Policy (hereinafter
"Policy") on April 2, 2020; and
WHEREAS, the federal Families First Coronavirus Response Act, upon which the Policy is based,
expired by its terms on December 31, 2020; and
WHEREAS, on January 5, 2021, the City Council approved Resolution 1466, which extended the
Emergency Sick Leave benefits provided under the Policy through June 30, 2021; and
WHEREAS, on August 3, 2021, the City Council approved Resolution 1478, which extended the
Emergency Sick Leave benefits provided under the Policy through March 31, 2022; and
WHEREAS, on April 19, 2022, the City Council approved Resolution 1489, which extended the
Emergency Sick Leave benefits provided under the Policy through February 28, 2023; and
WHEREAS, due to the continuing COVID-19 pandemic, and the need to continue to have
employees quarantine as a public health measure, the City Council has determined that it is in the
public interest to continue to provide City employees with the Emergency Sick Leave benefits
provided by the Policy for an additional twelve months, retroactive to March 1, 2023 and continuing
through February 29, 2024, unless the federal government enacts new legislation providing for such
benefits before that date; NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, HEREBY
RESOLVES AS FOLLOWS:
Section 1. The Emergency Sick Leave provisions of the City's Families First Coronavirus
Response Act Policy, enacted on April 2, 2020, will continue in effect through February 29, 2024,
unless the federal government enacts new legislation providing for such benefits before that date.
The remainder of the Policy expired by its terms on December 31, 2020.
Section 2. The references to "December 31, 2020" in the "Carryover; Termination of Benefit"
section of the Emergency Sick Leave provisions of the Policy, which were previously extended to
June 30, 2021, again to March 31, 2022, and again to February 28, 2023, are hereby revised to read
"February 29, 2024." In the event the federal government enacts new legislation providing for
emergency sick leave benefits such as those provided for in the Policy, the remainder of the Policy
will terminate as of the effective date of the federal legislation. If no such new legislation is enacted
on or before February 29, 2024, the Emergency Sick Leave provisions of the Policy shall expire on
that date.
RESOLVED this day of 2023.
Packet Pg. 222
8.8.a
CITY OF EDMONDS
MAYOR, MIKE NELSON
ATTEST:
CITY CLERK, SCOTT PASSEY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
RESOLUTION NO.
Packet Pg. 223
8.8.b
City of Edmonds
Families First Coronavirus Response Act Policy
This policy provides temporary protected leave and paid leave benefits for certain
absences arising from the COVID-19 outbreak in accordance with the federal Families
First Coronavirus Response Act (FFCRA). The benefits available under this policy are
available beginning on April 1, 2020. This policy will be administered in accordance
with the FFCRA statute and forthcoming federal regulations and guidance.
The FFCRA provides for two categories of leave. The first expands existing FMLA
coverage to provide up to 12 weeks of partially -paid Public Health Emergency Leave
("PHEL/FMLA") for eligible employees forced to miss work due to closure of their child's
school or the unavailability of the child's childcare provider for reasons related to x
COVID-19. The second provides up to 10 days of Emergency Sick Leave for various w
reasons related to the COVID-19 outbreak. Details regarding each category of leave 0
r
are provided in the sections below. o
W
Public Health Emergency Leave (PHEL/FMLA) W
Eligibility. Employees who have worked for the Employer for at least 30 calendar days
are eligible for PHEL/FMLA leave. An employee need not meet the eligibility
requirements for regular FMLA (12 months of employment and 1250 hours worked in
the prior year) to be eligible for PHEL/FMLA.
Leave Entitlement. An eligible employee may take up to 12 weeks of protected leave if
the employee is unable to work, or telework (See Telework Assessment at the end of
this policy), based on a need to care for the employee's child under age 18 because the
child's school or place of care has been closed, or the child's child care provider is
unavailable due to a public health emergency. A public health emergency means an
emergency with respect to COVID-19 declared by a federal, state, or local authority.
PHEL/FMLA may be taken intermittently only if approved by the Employer.
PHEL/FMLA is part of an employee's regular FMLA leave entitlement. Accordingly, if
an employee has already used FMLA for other purposes during the FMLA leave year,
the amount of available PHEL/FMLA will be reduced by the amount of FMLA leave
already taken. PHEL/FMLA leave will be available through December 31, 2020.
Pay Entitlement. The first 10 days of PHEL/FMLA will be unpaid, although employees
may elect to use accrued leave or Emergency Sick Leave during this period. For leave
beyond the first 10 days, the law requires that Employers pay two-thirds of the
employee's regular pay, up to a maximum of $200 per day or $10,000 in the aggregate
The City of Edmonds has chosen to pay this benefit at 100% and will not apply caps to
the benefit.
Pay is calculated based on the number of hours an employee would otherwise have
been scheduled to work. For employees with variable hours, hours will be determined
Pag
Packet Pg. 224
8.8.b
based on the average number of hours scheduled over the six-month period preceding
the leave (including paid leave hours) or on a reasonable expectation at the time of hire
as to the hours per day the employee would normally be scheduled to work.
Notification: Verification. Employees who need to take PHEL/FMLA leave should notify
Human Resources as soon as practicable after the need for leave arises. An employee
seeking PHEL/FMLA leave must submit documentation establishing a school closure or
unavailability of child care (which may include a post from a school district website,
email from a school or provider, etc.).
Other. This policy will be administered consistent with the City's existing Family and
Medical Leave (FMLA) policy, except as modified by the FFCRA.
Emergency Sick Leave
Eligibility. All employees of the City are eligible for up to 80 hours of Emergency Sick
Leave based on their work schedule. Emergency Sick Leave may be fully paid or
partially paid, depending on the reason for taking leave (see below).
Covered Reasons for Using Emergency Sick Leave: Employees are entitled to use
Emergency Sick Leave when they are unable to work, or telework (See Telework
Assessment at the end of this policy), for any of the following reasons:
The employee is subject to a federal, state, or local quarantine or isolation order
related to COVID-19. (Please note: the Department of Labor has updated the
advisement that a state or local "stay at home" or "shelter in place" order does
qualify under this reason. For the purposes of Emergency Sick Leave, a
quarantine or isolation order includes quarantine, isolation, containment, shelter -
in -place, or stay-at-home orders issued by any Federal, State, or local
government authority that cause the Employee to be unable to work even
though his or her Employer has work that the Employee could perform but for the
order.
2. The employee has been advised by a health care provider to self -quarantine due
to concerns related to COVID-19.
3. The employee is experiencing symptoms of COVID-19 and is seeking a medical
diagnosis.
4. To care for an individual who is self -isolating for one of the reasons described in
(1) or (2) above. Per DOL regulations "individual" means an employee's
immediate family member, a person who regularly resides in the employee's
home, or a similar person with whom the employee has a relationship that
creates an expectation that the employee would care for the person if he or she
were quarantined or self -quarantined. For this purpose, "individual" does not
include persons with whom the employee has no personal relationship.
5. To care for the employee's child under age 18 due to closure of the child's school
or unavailability of the child's childcare provider due to COVID-19 precautions. A
"child" is defined the same as under the FMLA; i.e., a biological, adopted, or
foster child, a stepchild, a legal ward, or a child of a person standing in loco
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Packet Pg. 225
8.8.b
parentis who is either under 18 years of age or is 18 years of age or older and
"incapable of self -care because of a mental or physical disability" at the time
leave is to commence.
6. The employee is experiencing any other substantially similar condition specified
by the Secretary of Health and Human Services in consultation with the
Secretary of the Treasury and the Secretary of Labor.
Paid Leave Entitlement. Full-time employees are entitled to up to 80 hours of
Emergency Sick Leave. Part-time employees are entitled to the Emergency Sick Leave
equal to number of hours they typically work over a two -week period. For employees
with variable hours, hours will be determined based on the average number of hours
scheduled over the six-month period preceding the leave (including paid leave hours) or
on a reasonable expectation at the time of hire as to the hours per day the employee
would normally be scheduled to work. Any Emergency Sick Leave available under this
policy is in addition to accrued leave to which an employee was already entitled under
existing City policies or labor agreements.
Pay Entitlement and Caps on Benefit: The law states that where leave is taken for
reasons (4), (5), and (6) listed above, the benefit may be limited to no less than two-
thirds the employee's regular rate of pay and where Emergency Sick Leave is taken for
reasons (1), (2), or (3) above (which cover leave due to the employee's own health or
quarantine), the paid sick leave benefit is equal to the employee's regular rate of pay.
The City has chosen to provide this benefit at 100% of the employee's regular rate of
pay for all reasons covered by this law. Accordingly, the City will not be applying the
daily and aggregate caps to this benefit.
Use of Paid Sick Leave; Sequencing with Other Leave; Intermittent Use. Employees
may access Emergency Sick Leave for a covered reason before exhausting other
accrued leaves. If an absence is covered by this Emergency Sick Leave policy and the
PHEL/FMLA policy above, the employee may elect to use Emergency Sick Leave
during the first 10 days of PHEL/FMLA in order to remain in paid status.
If an employee is using Emergency Sick Leave intermittently due to a closure of a
child's school or unavailability of the childcare provider, the employee may take leave
intermittently only with the City's approval. An employee may also use Emergency Sick
Leave intermittently with Employer approval if unable to telework his/her normal
schedule of hours due to a qualifying reason (for example, if an employee can telework
in the morning, but needs to care for a child in the afternoon due to a school closure).
Per Department of Labor guidance, where an employee is not teleworking, intermittent
use of Emergency Sick Leave is not permitted when leave is taken for reasons (1), (2),
(3), (4), or (6) above. In such cases, Emergency Sick Leave must be taken in full -day
increments and once leave is initiated for one of these reasons, the employee must
continue to use Emergency Sick Leave until either (i) the full amount of Emergency Sick
Leave has been used; or (ii) the employee no longer has a qualifying reason for taking
Emergency Sick Leave. The Department of Labor has explained that this requirement
is imposed because if an employee is actually or possibly sick with COVID-19, or is
caring for someone who is sick or possibly sick with COVID-19, the intent of the law is
to provide paid leave to prevent the spread of the virus.
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Packet Pg. 226
8.8.b
Carryover; Termination of Benefit. The Emergency Sick Leave Benefit expires on
December 31, 2020; any unused Emergency Sick Leave will not be carried over to the
next calendar year or merged into other leave banks. Additionally, the entitlement to
Emergency Sick Leave ceases beginning with the employee's next scheduled work shift
immediately following the termination of the need for paid sick leave. However, to the
extent an employee subsequently needed additional time off for another covered reason
prior to December 31, 2020, the employee could use any remaining Emergency Sick
Leave available.
Notification. An employee who needs to take Emergency Sick Leave should notify
$
Human Resources as soon as practicable. After the first workday (or portion thereof)
E
that an employee takes Emergency Sick Leave, the employee must follow departmental
notice requirements required for continued use of regular sick leave.
Verification. An employee requesting Emergency Sick Leave must: specify the
qualifying reason for requesting leave; state that the employee is unable to work or
w
telework, for that specified reason; and provide the date(s) for which leave is requested.
o
The Department of Labor also requires that the City obtain documentation supporting
the leave request. Documentation may include, for example, a copy of the federal, state
M
or local quarantine or isolation order related to COVID-19; written documentation from a
health care provider advising the individual to self -quarantine due to COVID-19; or
Nt
documentation from the employee's child's school or childcare provider of closure (such
>
as website posting or email).
r
Documentation for both Public Health Emeraencv Leave and Emeraencv Paid Sick
Leave. DOL regulations state that an employee seeking PHEL/FMLA or EPSL leave
must provide the employer with documentation containing: (i) the employee's name; (ii)
date(s) for which leave is requested; (iii) qualifying reason for the leave; and (iv) an oral
or written statement that the employee is unable to work due to the qualifying reason.
Depending on the type of leave being requested, DOL regulations require that an
employee provide the following additional information to substantiate the leave request:
o Where ESPL is requested due to a quarantine or isolation order, the name of the
government entity issuing the order;
o Where EPSL is requested due to the recommendation of a health care provider to
self -quarantine, the name of the health care provider making the recommendation; or
o For PHEL/FMLA leave or where EPSL is used to care for a child due to a school
closure or the unavailability of a childcare provider, the employee must also provide:
• name of the son or daughter being cared for;
• name of the school, place of care or childcare provider that has closed or become
unavailable; and
• a representation that no other suitable person will be caring for the child during the
period for which the employee is taking leave.
If the child needing care is older than 14 and the care is during daylight hours, a
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Packet Pg. 227
8.8.b
statement that "special circumstances" exist requiring the employee to care for the child
is required.
Telework Assessment for both Public Health Emeraencv Leave and Emeraencv Paid
Sick Leave. According to DOL regulations, an employee is able to telework if: "(a) his or
a,
her Employer has work for the Employee; (b) the Employer permits the Employee to
work from the Employee's location; and (c) there are no extenuating circumstances
w
(such as serious COVID-19 symptoms) that prevent the Employee from performing that
work. Extenuating circumstances include the need to care for a child where the child's
a
school or place of daycare is closed and the child being at home precludes the
E
employee from effectively preforming work remotely. In such situations the ability of the
employee to work intermittently will be explored prior to any approval of a block of time
off. Telework may be performed during normal hours or at other times agreed by the
Employer and Employee."
x
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c
0
0
N
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Pag
Packet Pg. 228
9.1
City Council Agenda Item
Meeting Date: 03/7/2023
Diversity Commission Annual Report and Name Change
Staff Lead: Community Services
Department: Community Services
Preparer: Todd Tatum
Background/History
Edmonds Diversity Commission was established in 2015 to promote and embrace diversity through
action, education, and guidance. Over the past several years, the conversations on diversity have begun
to include the concepts of equity, inclusion, and accessibility, leading many newer organizations to
account for this in their naming conventions such as DEI, or DEW
As part of its founding code, the Commission is required to submit an annual report as part of its powers
and duties.
Staff Recommendation
Approve changes to ECC changing the Commission's name from Diversity Commission to Diversity,
Equity, Inclusion, and Accessibility Commission and including these expanded topics in their powers and
duties.
Narrative
Two members of the Commission will present the key efforts, initiatives, and accomplishments of the
Commission over 2022. The presentation will conclude with the rationale behind the request to change
the Commission's name by incorporating the core topics of equity, inclusion, and accessiblity.
Attachments:
2023-03-01 Diversity Commission name change ordinance and code - packet version
2022 Annual Report 20230302
Packet Pg. 229
9.1.a
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON,
AMENDING EDMONDS CITY CODE CHAPTER 10.65 RENAMING, CLARIFYING
THE PURPOSE, AND EXPANDING THE DUTIES OF THE DIVERSITY
COMMISSION
WHEREAS, the City of Edmonds is committed to ensuring the rights of all citizens; and
WHEREAS, the City of Edmonds honors the Civil Rights Act of 1964 and the Americans
with Disabilities Act of 1990 confirming the values of freedom and justice in our City; and
WHEREAS, the City of Edmonds recognizes other legal protections have since been
granted to certain groups who have been subjected to discrimination; and
WHEREAS, these legal protections must continue to recognize and ultimately prevent the
discrimination that still exists; and
WHEREAS, the local community can better identify resources that may be missed or not
utilized by the State or County to address local concerns and issues; and
WHEREAS, on December 2, 2014, the Edmonds City Council gave direction to three
Councilmembers to work with a Diversity Task Force to bring forth recommendations to the full
Council about forming a Diversity Commission, and;
WHEREAS, on April 21, 2015 the City Council passed Ordinance 3994 formally
establishing a Diversity Commission, and;
WHEREAS, the Commission's work has led them to the understanding that the concepts
of equity, inclusion, and accessibility must be addressed alongside the goal of diversity in order
to truly improve residents' lives;
NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN
AS FOLLOWS:
Section 1. Edmonds City Code chapter 10.65, entitled "Edmonds Diversity Commission,"
is hereby amended to read as set forth in Exhibit A, which is attached hereto and incorporated
herein by this reference as if set forth in full (new text is shown in underline; deleted text is
shown in stfikethfough)
Section 2. Severability. If any section, subsection, clause, sentence, or phrase of this
ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of
the remaining portions of this ordinance.
Packet Pg. 230
9.1.a
Section 3. Effective Date. Effective Date. This ordinance is subject to referendum and
shall take effect thirty (30) days after final passage of this ordinance.
APPROVED:
MAYOR, MICHAEL NELSON
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
:1
CITY ATTORNEY, JEFFREY TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
Packet Pg. 231
9.1.a
Attachment A
Chapter 10.65
Edmonds Diversity, Equity, Inclusion, and Accessibility Commission
Sections:
10.65.010: Establishment and purpose of the Commission
10.65.020: Appointment, membership and terms of appointment
10.65.030: Officers of Commission - Meetings -Quorum
10.65.040: Powers and Duties
10.65.010: Establishment and purpose of the Commission
A. There is hereby created an Edmonds Diversity, Equity, Inclusion, and Accessibility
DEIA Commission consisting of 9 members.
B. The mission of the Edmonds Diversity, Equity, Inclusion, and Accessibility Commission
is to promote and embrace diversity, equity, inclusion, and accessibility through action,
education, and guidance. The Commission seeks to foster an understanding that includes,
accepts, respects and appreciates each individual member of our community. The
Commission helps to identify actions which the city government can take to improve
equitable access and address adverse impacts of past policy and conditions.
10.65.020: Appointment, membership and terms of appointment
A. The Edmonds sty- EIA Commission will seek to attract members that are
interested in diversity, equity, inclusion, and accessibility issues, can respect different
viewpoints, are action oriented, and have personal experience that will provide empathy
and community understanding regarding issues of diversity and will contribute to a
diverse commission. The Mayor, City Council and Commission will consider the EEOC
goals in selecting the initial slate of commission members. Members of the commission
must be residents of the city of Edmonds.
B. The first slate of commissioners seated will be selected by the Mayor and City Council.
The Mayor will appoint two members, and each of the seven Council members will
appoint one member to the commission. Subsequent appointments will be made by the
seated Commission and will be subject to Council confirmation.
C. Terms of the commission members will be three years, except as set forth below. There
will be no term limits.
D. In the event that any commissioner resigns or fails to attend three consecutive
commission meetings, that position will be deemed vacant, and a subsequent appointment
will be made by a vote of the seated commission, subject to Council confirmation.
Packet Pg. 232
9.1.a
Attachment A
E. In order to ensure the fewest terms will expire in any one year, the initial terms of the
appointed positions will be staggered in the following manner:
Position #1: Expires after one year: Appointed by the Mayor
Position #2: Expires after one year: Appointed by Council seat #1
Position #3: Expires after one year: Appointed by Council seat #2
Position #4: Expires after two years: Appointed by Council seat #3
Position #5: Expires after two years: Appointed by Council seat #4
Position #6: Expires after two years: Appointed by Council seat #5
Position #7: Expires after three years: Appointed by Council seat #6
Position #8: Expires after three years: Appointed by Council seat #7
Position #9: Expires after three years: Appointed by the Mayor
F. Members may be removed by the Mayor with the approval of City Council after a public
hearing before the City Council, for inefficiency, neglect of duty, or malfeasance in
office. Any vacancy on the commission shall be advertised, and the new appointee shall
be selected from the applications received. Any appointment to a position vacated other
than by the expiration of the term of the appointment shall be to fill the unexpired portion
of the term.
G. The seated commission will adhere to the code of conduct adopted by City Council and
pertinent to Boards and Commissions. Violations of the code of conduct shall constitute
malfeasance in office.
H. The City Council President may appoint one Councilmember to serve as a nonvoting, ex
officio member of the commission.
I. In accordance with ECC 10.03, the commission may appoint a high school or college
student to participate as a nonvoting member of the commission.
10.65.030: Officers of Commission - Meetings -Quorum
Members of the commission shall meet and organize by electing from the members of the
commission a chair, vice chair, and such other officers as may be determined by the
commission. It shall be the duty of the chair to preside at all meetings. The vice chair
shall perform this duty in the absence of the chair. Five members shall constitute a
quorum for the transaction of business. A majority of the quorum may transact any
particular business of the commission. The commission shall set its own meeting dates
and the City shall give notice of such meeting in compliance with the Open Public
Meeting Act of the State of Washington, as it now exists and as it may be amended from
time to time. Professional and general staff will be provided at the discretion of the
Mayor and City Council.
Packet Pg. 233
9.1.a
Attachment A
10.65.040: Powers and Duties
A. The commission is empowered to advise and make recommendations to the Mayor and
City Council, and as appropriate to other boards and commissions on such matters as may
be specifically referred to the commission by the Mayor or City Council, including, but
not limited to:
1. Serve as a commission for City government and the community by providing
information, education, and communication that facilitates understanding of
d it�-DEIA and to celebrate and respect individual differences.
2. Recommend to the Mayor and City Council DEIAd ity opportunities to
promote programs, and provide guidance to assure an accessible, safe, welcoming
and inclusive government and community.
3. Support, challenge, and guide government and the community to eliminate and
prevent all forms of discrimination.
4. The commission shall deliver an annual report to the City Council in written and
oral form each year, when appropriate, to begin at least one year after the
Commission begins its work, and during other times as directed by the Mayor or
Council.
Packet Pg. 234
� Edmonds Diversity Commission
Annual Report 2022
9.1.b
1i Commissioners & City Staff
Elaine Helm, Chair
Jeanett Quintanilla, Vice -Chair
Dipti Chrastka
Anil DeCosta
Pam Iverson
Jessie Owen
Alison Alfonso Pence
Ardeth Weed
Robert White
Dave Teitzel, Council Liaison
Megan Luttrell, City Program Coordinator
Molly Jay, Diversity Commission Coordinatoi
Todd Tatum, Director of Community
Services/Economic Development
Packet Pg. 236
Orrra iy�
To promote and embrace diversity through action,
education and guidance. The Commission seeks to
foster an understanding that includes, accepts,
respects and appreciates each individual member of
s" o u r co m m u n i ty. Chapter 10.65 ECC
t
Serve as a commission for city government and the community by providing
information, education, and communication that facilitates understanding of
diversity and celebrates and respects individual differences.
Recommend to the mayor and city council diversity opportunities to promote
programs and provide guidance to assure an accessible, safe, welcoming and
inclusive government and community.
Support, challenge, and guide government and the community to eliminate and
prevent all forms of discrimination. A
i Historically the Commission Had 3 Committees
,
Events Partnership Policy
------------
Packet Pg. 238
F\/ent Committee Accomplishments
Diversity Film Series
Fourth of July Parade
DEI + Inclusive Language toolkit
Lunar New Year
MLK Day event support
Juneteenth collaboration
Pride month parade
Several events remain hampered by COVID, but we continue to work on:
Ongoing film series
World Cafe
Youth Cafe
Packet Pg. 239
Partnership Committee Accomplishment:
Rehabilitating DEI toolkit with Chamber
Introducing Language Guide to community partners
Addressing outdated and harmful homeowner covenants
Collaboration with Edmonds Police Department
Partnering on the discrimination portal
We continue work on:
Visibility of community safe spaces
Collaboration with nearby cities and their DEI commissions
Relationships with community groups and business
organizations
Packet Pg. 240
Policy Clommittee Accomplishments
Participated in REDI job description
ADA Compliance & Accessibility recommendation
Ranked -choice voting recommendation
District -based council positions recommendation
Edmonds homeless recommendation
DEI training recommendation
Incident response and one late 2021 portal response
Misdemeanor with hate element recommendation
We continue work on:
Help council with DEI issues
Update city web page with DEI language guide
Update city web page with DEI resources
Packet Pg. 241
9.1.b
i Grant Contributions
° 2022 Grant Awards (Molly to update)
° Edmonds Center for the Arts: 2022 WE SPEAK Festival
The festival on January 27, 2022, is a celebration of spoken word bringing together
professional artists and local students around themes of social justice and community
connection.
° League of Women Voters of Snohomish County
Storytelling and Listening: Initiating Intentional Action event on January 8, 2022. The
purpose is to increase generative dialogue around equity and inclusivity.
° Sno-Isle Libraries Foundation
Sugar Skulls Making Workshop with Art Amanaranth Mobile School
° Awarded two grants for 2023
International Women s Day
Community Outreach and Education
Packet Pg. 242
w
L
d
Summary + Future
We quietly and quickly react to acts of discrimination in N
0
Edmonds. We promote dignity and kindness through our events, N
partnerships, and policies. We connect hundreds of citizens with N
our film series. We promote inclusion through our toolkits and COL
resources.
For 2023 our priorities are:
74
_
_
a
N
N
O
1. Engage with city council and community partners s
2. Communicate through new and
renewed channels
a
3. Educate ourselves and the community through meetings and
events
Packet Pg. 243
.N
L
d
Name Change 4Z
The commission unanimously agreed to propose an amendment N
0
to city ordinance to transition our name to Diversity, Equity, M
Inclusion, and Accessibility (DEIA) Commission. N
O
C.
This name better reflects the needs of our community and the
evolving understanding that diversity alone is not enough. To N
achieve equitable outcomes for all, we must strive to make city N
�.
policies, programs, and events inclusive and accessible. DEIA is4
consistent with standard language for related government
programs and helps city residents find us online. I
a
Packet Pg. 244
Name Change r
w
L
d
v
10.65.010: Establishment and purpose of the Commission
N
o
-There is hereby created an Edmonds Diversity, Equity, Inclusion, and Accessibility DEIA
N
Commission consisting of 9 members.
• •The mission of the Edmonds Diversity, Equity, Inclusion, and Accessibility Commission is to
d
promote and embrace diversity, equity, inclusion, and accessibility through action, education, an
guidance. The Commission seeks to foster an understanding that includes, accepts, respects
and appreciates each individual member of our community. The Commission helps to identify
a
actions which the city government can take to improve equitable access and address adverse
N
N
impacts of past policy and conditions.
10.65.020: Appointment, membership and terms of appointment
E
The Edmonds Diversity DEIA Commission will seek to attract members that are interested in
diversity, equity, inclusion, and accessibility issues, can respect different viewpoints, are action
a
oriented, and have personal experience that will provide empathy and community understanding
regarding issues of diversity and will contribute to a diverse commission.
Packet Pg. 245
Name Change
10.65.040: Powers and Duties
•The commission is empowered to advise and make recommendations to the Mayor and
City Council, and as appropriate to other boards and commissions on such matters as
may be specifically referred to the commission by the Mayor or City Council, including,
but not limited to:
•Serve as a commission for City government and the community by providing
information, education, and communication that facilitates understanding of diversity
DEIA and to celebrate and respect individual differences.
•Recommend to the Mayor and City Council DEIA diversity opportunities to promote
programs, and provide guidance to assure an accessible, safe, welcoming and inclusive
government and community.
Packet Pg. 246
Staff Recommendation
0
Approve changes to ECC Chapter 10.65 to include the terms Inclusivity, Equity,
40 and Accessibility in the Commission's name and purpose as proposed in tonight's
packet
Packet Pg. 247
9.1.b
� GIVING THANKS
Thank you to the City Council, city
staff and Edmonds citizens and
businesses for making the
Diversity Commission such a
= success in our community. We
appreciate every connection!
Packet Pg. 248
9.2
City Council Agenda Item
Meeting Date: 03/7/2023
City Attorney Assessment Comparator Cities
Staff Lead: City Council
Department: City Council
Preparer: Beckie Peterson
Background/History
On January 17, Council approved the City Attorney Assessment work plan which includes contacting
cities to collect information on their City Attorney arrangements, costs, and practices. The results of our
comparator city review will be shared with Council.
Staff Recommendation
Council should consider the information that is attached and provide guidance and approval to proceed
to the subcommittee.
Narrative
The nine comparator cities were selected to provide the full range of municipal characteristics. These
cities were chosen based on a recommendation from the MRSC and some cities were selected because
they are used as comparator cities for our HR evaluation purposes (similar size, population, and land
value), in an effort to consider and balance the many aspects of our comparators. The inclusion of cities
with a similar population, as well as having a balance of the other qualities made sense to our
subcommittee. The other qualities include:
• City Classification - shows how the comparator creates its municipal ordinances.
• Date of incorporation - gives a sense of the starting point of their municipal codes. Edmonds was
incorporated in 1890, more recently incorporated cities typically adopted the originating County code
for their newly formed city.
The proposal is to have the three subcommittee members contact three of these cities requesting the
information identified in the list of questions. This information will aid in consideration of our options
for City Attorney services.
Attachments:
City Attorney Comparator Cities Table
Comparator questions
Packet Pg. 249
9.2.a
Table of Comparator Cities and their Characteristics
Lynnwood
Lake
Issaquah
Puyallup
Bremerton
Bothell
Burien
Shoreline
Mukilteo
Stevens
Population
(2022)
38,740
40,700
40,950
43,260
45,220
48,940
52,490
60,320
21,590
City
Code
Code
Code
Code
1st Class City
Code
Code
Code
Code
Classification
Yearof
1959
1960
1892
1890
1901
1909
1993
1995
1947
Incorporation
City Attorney
Contract
Contract
Contract
In-house
In-house
In-house
In-house
In-house
Contract
Services
Hybrid
Form of
Mayor -
Mayor -
Mayor -
Council-
Mayor -
Council-
Council-
Council-
Mayor -Council
Government
Council
Council
Council
Manager
Council
Manager
Manager
Manager
with City
Administrator
From M RSC:
First Class Cities: A first class city is a city with a population of 10,000 or more at the time of organization or reorganization that has adopted a
charter (RCW 35.01.010). There are 10 first class cities in Washington, with four operating under council-manager and six under mayor -council
For more information, see our page First Class Cities.
Code Cities: Most Washington cities are classified as code cities under the Optional Municipal Code (Title 35A RCW). Created in 1967, the
Optional Municipal Code provides an alternative to the basic statutory classification system of municipal government. It was designed to provide
broad statutory home rule authority in matters of local concern.
Any unincorporated area having a population of at least 1,500 may incorporate as a code city, and any city or town may reorganize as a code
city. Code cities with populations over 10,000 may also adopt a charter, but only one city (Kelso) has done so.
There are 197 code cities in Washington, with 147 operating under mayor -council and 50 under council-manager.
March 7, 2023 / Edmonds City Council meeting Attachment A
Packet Pg. 250
9.2.b
Questions
Cities with in-house attorneys
QUESTIONS DIRECTED TO MAYORS/CITY MANAGERS
- How long have you used the current contracted city attorney?
- Has your city experienced going from contracted city attorney to in-house city attorney, and can you offer us any
insights about your experience doing this?
- Does your city attorney handle civil as well as prosecution services?
- How many attorneys are in your city attorney organization?
- How many support personnel (paralegal, assistants, etc) are in your city attorney office?
- What is your experience (and level of satisfaction) with your city attorney managing any contracted attorneys
you have had to bring in to handle specific matters?
- Does your city use additional legal resources? If so, for what purpose? (eg - municipal bonding?)
- What are the benefits and constraints of using an in-house city attorney and what would you change about your
city attorney arrangement (if anything)?
- Is your city attorney readily available for consultation, either in -person or by phone?
- How does your city evaluate your city attorney? Is City Council involved in this process?
QUESTIONS DIRECTED TO FINANCE DIRECTORS
- What were your total city attorney expenses for 2021 and 2022?
- If you utilized contracted attorneys, please provide total expenses for 2021 and 2022 by category (e.g., labor,
telecommunications, etc) as well as the corresponding total hours billed by those same categories.
Cities with contracted city attorneys
QUESTIONS DIRECTED TO MAYORS/CITY MANAGERS
- Who is your current contracted city attorney?
- Has your city experienced going from in-house city attorney to contracted city attorney, and can you offer us any
insights about your experience doing this?
- How long have you contracted with your current contracted city attorney?
- Would you be comfortable providing us a copy of the current contract with your city attorney?
- Does your city attorney handle civil as well as prosecution services?
- Does your city use additional legal resources? If so, for what purpose? (eg - municipal bonding?)
- What are the pros and cons of using a contracted city attorney and what would you change about your city
attorney arrangement (if anything)?
- Is your city attorney readily available for consultation, either in -person or by phone?
- How does your city evaluate your city attorney? Is City Council involved in this process?
QUESTIONS DIRECTED TO FINANCE DIRECTORS
Please provide total city attorney expenses for 2021 and 2022 as well as the corresponding total hours billed for
these expenses.
If you utilized contracted attorneys for issues not handled directly by your city attorney, please provide total
expenses for2021 and 2022 by category (e.g., labor, telecommunications, etc) as well as the corresponding total
hours billed by those some categories.
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Packet Pg. 251
9.3
City Council Agenda Item
Meeting Date: 03/7/2023
Proposal to Change to Biennial Budget
Staff Lead: Dave Turley
Department: Administrative Services
Preparer: Dave Turley
Background/History
Edmonds Administration and Council have discussed moving from an annual to a biennial budget, and
discussions have generally been very favorable for making this change. Doing so will require a Biennial
Budget Ordinance to be passed by Council.
Staff Recommendation
No recommendation for tonight, this is only intended to be a brief reintroduction to biennial budgeting.
Time will be available during the April retreat for extensive discussion and Q&A.
Narrative:
If the city is to move to a biennial budget for the 2025-2026 biennium, it must so do so by ordinance,
and this ordinance must be passed by June 30, 2024. While this seems like a long way off, it is not too
early to discuss it now. We are beginning the process of replacing the city's ERP system, and before
making a selection, the Finance Department and the Administration need to know whether the new ERP
should be configured for an annual budget or a biennial budget. This means that a decision needs to be
made within the next 3-4 months.
Attachments:
Biennial Budget PPT March 7
Biennial Budget Process Proposal March 7
Packet Pg. 252
Moving Forward to a Biennial Budget
March 7, 2023
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Packet Pg. 253
Noteworthy discussion points:
• The city will be replacing our Enterprise Resource Planning (ERP) system during the next 2-3 years. We will be m
selecting the new ERP system within a few months. A decision needs to be made about whether the new ERP should
be configured for an annual budget or a biennial budget before the selection is made. ca
• Operating under a Biennial Budget instead of an Annual Budget frees up hundreds of hours in every odd -numbered
year — e.g., 2025, 2027, 2029, etc.
• A biennial budget schedule allows more time during the first 18 months of the biennium to monitor and evaluate the
city's financial performance and condition. The consensus among finance people and council members who are
currently on a biennial budget is that it allows more time and opportunity for Council to provide financial review.
• A biennial budget schedule would allow time in the odd years to undertake major changes, like implementing
"Budgeting by Priorities" for example.
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Packet Pg. 254
Noteworthy discussion points (continued):
• The term for an appointed councilmember ends when the election is certified —this year it will be November 28. This m
causes a conflict by seating a new councilmember during budget deliberations and has the potential to happen in any
odd year. This occurred on our own Council in both 2021 and 2023. Under a biennial budget the new budget is
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passed in even years, so this conflict would never happen. ti
• A biennial budget would have no negative impact on planning and budgeting for large capital projects (e.g., Civic
Field, Highway 99 Revitalization) as these already involve multiple years, and a biennial budget would actually be
more practical when planning for multi -year projects.
• For context, many of our neighbors are already on biennial budgets, including Lynnwood, Bothell, Mountlake Terrace,
Shoreline, Marysville, Kirkland, Kenmore, Mill Creek, Arlington, Snohomish, and Stanwood, and is considered a "Best
Practice" among government professionals. Among large local governments, King County has been on a biennial
budget for a decade.
of F.D.11
Packet Pg. 255
Noteworthy discussion points (continued):
• Snohomish County on February 22 approved the change to a biennial budget. Council Chair Jared Mead called it a m
"positive step towards more responsible budgeting and forecasting." Council member Nate Nehring said it will also
"reduce the politics involved in the budget process," since it will occur outside of election years. Nehring and fellow m
Council member Megan Dunn proposed the ordinance together. Both said the change would improve overall ti
efficiency. (from a February 24 article in The Everett Herald by Kayla J. Dunn)
• There will be ample time during the April retreat to have an in-depth conversation about a biennial budget. This
presentation tonight is intended to be a brief introduction of the topic for council members who may not have been
on Council during previous discussions, or for members of the public not familiar with the topic.
• See additional information and sample budget preparation schedules in your packet.
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Packet Pg. 256
Questions?
Thank you.
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Packet Pg. 257
City of Edmonds Budget Process (Proposed)
9.3.b
March 2023
Moving Forward to a Biennial Budget
Summary:
If the City of Edmonds chooses to move to a biennial budget for the 2025-2026
biennium, it must do so by ordinance, and this ordinance must be passed by June
30, 2024. However, we are beginning the process of replacing our current ERP
financial system. We need to know at the beginning of the replacement whether
to plan for an annual budget or a biennial budget. For this reason we need to
make a decision by the end of June of this year.
Preparing a biennial budget instead of an annual budget has the potential to free
up hundreds of hours, by both the Administration and Council, in every odd
numbered year. This is time that will become available to do other value-added
activities, including doing a "deep dive" into the CIP/CFP Plan and other
comprehensive plans, monitoring financial activity and performance, analyzing
the City's financial condition, and working on long range planning. In order to
achieve these significant time savings, the City would need to change some
current practices. If process changes are not made, the advantages of preparing
a biennial budget will be lost.
Significant Advantages Compared to our Existing Process
There are several very significant advantages to having a biennial budget instead of an annual budget
1. De -politicizes the budget process: In November of 2021 there was a disagreement over which
council members should have the opportunity to vote on and ultimately take part in approving
the 2022 budget. This happened because the Council member in Position 2 was appointed
rather than elected, and since they did not win re-election, the person who won the election for
that seat took office on November 23. Some people felt that the outgoing council member
should be able to vote on the budget, while others felt that the incoming council member
should be able to vote on the budget. This disagreement caused a significant amount of
controversy and discord among the remaining council members, and resulted in the new Council
spending a significant amount of time in early 2022 to review and make amendments to the
adopted budget. Unfortunately, we are faced with the exact same situation this year. Because
all elections occur in odd numbered years, which is the middle of the biennium, if Edmonds
adopts a biennial budget this situation will never occur again. We will not have to face the
question of whether an outgoing appointed Council member should vote on the upcoming
budget, or the incoming newly elected should vote on the upcoming budget.
2. CIP/CFP Analysis: Council members have stated that it has been several years since Council was
able to do a thorough analysis of the Capital Improvement Plan/Capital Facilities Plan. A biennial
budget schedule would create substantial extra time during the first year of the biennium (July
2025 to December 2025) to perform a thorough analysis and evaluation of the CIP/CFP. It would
also allow for more time to work on other big projects, like City Code updates, and other
comprehensive City plans.
3. Improved Council Oversight: Having a biennial budget allows significantly more time, mostly in
the first 18 months of the biennium (January 2025 to June 2026), to monitor and evaluate
Page 1 of 5
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Packet Pg. 258
9.3.b
City of Edmonds Budget Process (Proposed)
March 2023
overall financial performance, analyze financial conditions, and evaluate stakeholder
satisfaction. An annual budget does not provide any less opportunity for Council to monitor and
analyze the financial transactions or position of the city.
4. Improved accuracy: Done correctly, a biennial budget would actually be more accurate than the
annual budgets we now produce. As one example, Departments with large projects will
sometimes put their entire project budget into one year, even though it is a multi -year project.
In the past this has caused our annual expenditure budget to be overstated by several million
dollars. Under a biennial budget, Departments would not have the need to front -load their
expenditure budgets in this manner. Also, no "carryforward amendment" would be needed in
the even years.
5. Excellent references: In 2022 1 surveyed 8 Finance Directors in our neighboring cities who
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operate under biennial budgets, and every one of them said that they prefer a biennial budget
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over an annual budget. I specifically asked each of them "even given the pandemic which we
have been experiencing and current inflation, would you still recommend that we move to a
biennial budget for the 2023-2024 biennium?" and every one of them said that we should still
m
move to a biennial budget, in their opinion.
Budget Preparation Schedule
State law requires that the first year of a biennial budget be an odd -numbered year. Accordingly, the
preparation of the biennial budget occurs during an even numbered year, beginning early in the year
and continuing through to the end of the year. The following are key steps that the City would take
during the even years to prepare a biennial budget (dates are approximates).
1. The City Council holds a budget retreat early in the year and receives a status report on the
current budget and an updated six -year financial forecast, with an emphasis on the coming
biennium. In addition, the Mayor receives input from the City Council about their budget
priorities and preferred overall direction.
2. On July 1, the Finance Director makes the official "budget call" to all department directors
requesting expenditure and revenue estimates be made for the remainder of the current year
and for the coming two years.
The Finance Department completes all general purpose revenue estimates, (which mostly
consist of taxes, state shared revenues and entitlements, and intergovernmental service
revenues), by July 15. At the same time, the Finance Department receives and reviews all
departmental revenue estimates. All departmental expenditure estimates for the current year
and all decision package requests for the coming biennium are received and reviewed by the
Finance Department by July 22. The Finance Director and Mayor meet with each Department to
review their budget requests. The Finance Department has all Decision Packages reviewed and
posted on SharePoint by August 9.
4. In mid to late August, the Finance Director and Mayor meet with each Department Director to
review their budget requests. By the end of August the Finance Director updates the Strategic
Forecast. In years when funding is limited, departments may also be required to submit
expenditure reductions.
Page 2 of 5
Packet Pg. 259
9.3.b
City of Edmonds Budget Process (Proposed) March 2023
In early September a Salary Ordinance is brought to the City Council, which establishes pay rates
for all wage groups for the coming year. By September 10 the Mayor completes their Decision
Package review. The Finance Department makes final adjustments to the six -year Strategic
Forecast (if needed).
6. In late September the Mayor and Finance Director complete their decision package review and
finalize the preliminary budget proposal, which includes approved decision packages and
reductions (if any) by the end of September. No later than the first Monday in October, the
Mayor delivers the budget message and the Proposed Budget to Council.
7. The Proposed Budget is then filed with the City Clerk, distributed to the City Council and the
departments, and made available to the public.
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8. The City Council meets in October and November for a series of budget study sessions to review
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the Mayor's Proposed Budget and to determine what changes they may wish to make.
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9. The City Council meets in October and November to hold a public hearing to gather input on
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proposed revenue sources, and two more public hearings to gather input on the preliminary
budget as well as on changes made by the City Council during their budget deliberations.
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10. In November the City Council adopts the final property tax levies for the coming year and the
final budget for the coming biennium by ordinance.
11. The Finance Department publishes the final budget document by mid -December.
Budget Amendment Processes
There are two types of adjustments related to an adopted budget: 1) transfers between line items or
between departments within the same fund; and 2) changes to an individual fund's total
appropriation. The former is handled administratively when needed with the approval of the Mayor and
Finance Director, per RCW 35.33.121. The latter can take place at various times during the biennium and
requires Council approval by ordinance.
The first opportunity to adjust a fund's total appropriation occurs in February or March of the first year
of the biennium. This is when funding for projects and other significant purchases that were not
completed during the prior biennium are "carried over" to the new biennium. The second opportunity
takes place during the mid -biennial budget review which occurs in December of the first year of the
biennium. This adjustment primarily relates to the following:
1. Outside agency and new decision package funding requests for the second year of the biennium.
Unanticipated needs or events, or changes to revenue sources. This includes updating General
Fund revenues to reflect the new property and sales tax estimates for the second year of the
biennium.
The final opportunity to adjust a fund's total appropriation occurs at the end of the biennium in
December. This is the last time that adjustments for unanticipated needs, events, and revenue sources
can be recognized and approved. Also, this is when the General Fund's total appropriation is adjusted, if
Page 3 of 5
Packet Pg. 260
9.3.b
City of Edmonds Budget Process (Proposed) March 2023
necessary, to provide the budgetary authority to transfer cash to other funds in order to replenish or
build-up reserves and to fund one-time decision packages for the coming biennium.
In addition to the three adjustment processes described above, other adjustments may still occur during
the biennium when an emergency appropriation is necessary. This may occur when unexpected
revenues are received or expenses incurred, such as the unanticipated receipt of ARPA funds in 2021
and 2022. Another example would be if the lack of an emergency ordinance will cause expenditures to
exceed appropriations in a fund. The process for increasing a fund's total appropriation is as follows:
1. Requests for budget adjustments are submitted to the Finance Director.
2. If approved, requests are consolidated in an ordinance and presented to the City Council. r
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3. If the City Council agrees with the request, Council then approves adjustments to a fund's total '
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appropriation for the biennium by a simple majority of the members present. Per RCW, if the Ta
proposal is to reduce the total appropriation to a fund, the vote must be approved by a majority =
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of the full Council plus one. m
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4. Approved adjustments are incorporated into the existing biennial budget resulting in an
amended appropriation for the biennium.
This is what our new Budget Amendment schedule would look like. Instead of making 10 budget amend-
ments in 2 years, we would only be required to make 3 amendments in 2 years (barring unforeseen
circumstances, in which case an amendment can still be brought by staff or by council at any time):
Current Schedule
New Schedule
Carryforward Amendment
February 14
1st Quarter Amendment
April 15
February 14
2nd Quarter Amendment
July 15
3rd Quarter Amendment
October 15
If needed
4t" Quarter Amendment
December 7
Mid -biennium Amendment
December 7
Carryforward Amendment
February 15
1st Quarter Amendment
April 15
2nd Quarter Amendment
July 15
If needed
3rd Quarter Amendment
October 15
4t" Quarter Amendment
December 7
End of biennium Amendment
December 7
How much time would we save by changing to a biennial schedule?
Obviously, a lot of work goes into preparing the annual budget. As a rough estimate, the total time it
takes to each year to prepare an annual budget and budget amendments is over 3,000 hours. However,
during the first year of a biennium, most of that time would become available for other things. We
would still need around 300 hours during the first year of each biennium to update salary and position
information, and to prepare the carryforward amendment in March and the mid -biennial amendment in
December. This frees up over 2,500 hours that could be spent on other value-added activities. In every
odd -numbered year the Finance Department would have over 1,000 hours of time available to
Page 4 of 5
Packet Pg. 261
City of Edmonds Budget Process (Proposed)
9.3.b
March 2023
accomplish other work. Anyone throughout the City who participates in budget process, including
Councilmembers and staff, would find themselves with significant additional time available to them in
every odd -numbered year.
Suggested Budget Preparation Schedule
This is the City-wide schedule and does not include many items specific to what the Finance Department
does "behind the scenes." More meetings could be scheduled with the City Council to discuss feedback
from the Public, Council priorities, strategic planning, etc.
Date (Examples)
Description
Team
January 31
Distribute Budget Schedule to Staff and Council
Finance Director
February 15
Council Budget Retreat; approval of schedule
City Council
July 1
Budget Call for revenue and expenditure estimates
Finance Director
July 15
General Fund Revenue projections complete
Finance Department
July 15
Other Fund Revenue projections complete
All Departments
July 22
All Decision Packages due
All
August 1
Initial Strategic Forecast placed on SharePoint
Finance Department
August 9
Narratives and Cap. Project info on SharePoint
All Departments
August 9
DP's reviewed and posted to SharePoint
Finance
August 9
Position Budgeting on SharePoint for review
Finance
August 9
Org charts on SharePoint for review
Finance
August 23
Position budgeting review complete
All Departments
August 15-31
Decision Package Reviews with Directors
Mayor, Finance Director
September 1
DP approvals/rejections finalized
Mayor, Finance Director
September 7
Updated Strategic Forecast on SharePoint
Finance Department
September 8
Salary Ordinance brought to Finance Committee
Finance Department
September 30
Mayor delivers Proposed Budget to Council
Mayor
October -November
Budget Study Sessions
City Council, Directors
Early -November
Property Tax Levy Ordinance
City Council
Early -November
Public Hearings on the Budget
City Council
Late November
Adoption of Budget Ordinance
City Council
Proposed) New Budeet Amendment Schedule for 2025-2026 Biennium
Date
Description
Week 2 of February 2025
Carryover Amendment
Week 1 of November 2025
Property Tax Public Hearing
Week 2 of November 2025
Adoption of Property Tax
Ordinance for Year 2
Week 1 of December 2025
Mid -Biennium Amendment
Week 1 of December 2026
Final Budget Amendment
Page 5 of 5
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Packet Pg. 262
9.4
City Council Agenda Item
Meeting Date: 03/7/2023
2023 Carryforward Budget Amendment
Staff Lead: Dave Turley
Department: Administrative Services
Preparer: Marissa Cain
Background/History
Amend the 2023 Ordinance No. 4289
Staff Recommendation
Staff recommends that Council approve Ordinance No. XXXX amending the 2023 Budget.
Attachments:
2023 Carryforward Budget Amendment Ordinance
2023 Carryforward Decision Package Exhibits
Packet Pg. 263
9.4.a
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON,
AMENDING ORDINANCE NO. 4289 AS A RESULT OF UNANTICIPATED
TRANSFERS AND EXPENDITURES OF VARIOUS FUNDS, AND FIXING A
TIME WHEN THE SAME SHALL BECOME EFFECTIVE.
WHEREAS, previous actions taken by the City Council require Interfund Transfers
and increases in appropriations; and
WHEREAS, state law requires an ordinance be adopted whenever money is
transferred from one fund to another; and
WHEREAS, the City Council has reviewed the amended budget appropriations and
information which was made available; and approves the appropriation of local, state, and federal
funds and the increase or decrease from previously approved programs within the 2023 Budget;
and
THEREFORE,
WHEREAS, the applications of funds have been identified;
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO
ORDAIN AS FOLLOWS:
Section 1. Section 1. of Ordinance No. 4289 adopting the final budget for the fiscal
year 2023 is hereby amended to reflect the changes shown in Exhibits A, B, C, and D adopted
herein by reference.
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Packet Pg. 264
9.4.a
Section 2. 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.
ATTEST/AUTHENTICATE:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
M.
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
APPROVED:
MAYOR, MIKE NELSON
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Packet Pg. 265
9.4.a
SUMMARY OF ORDINANCE NO.
of the City of Edmonds, Washington
On the th day of March, 2023, the City Council of the City of Edmonds, passed
Ordinance No. XXXX. A summary of the content of said ordinance, consisting of the title,
provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, AMENDING
ORDINANCE NO. 4289 AS A RESULT OF UNANTICIPATED TRANSFERS AND
EXPENDITURES OF VARIOUS FUNDS, AND FIXING A TIME WHEN THE SAME SHALL
BECOME EFFECTIVE.
The full text of this Ordinance will be mailed upon request.
DATED this day of , 2023.
CITY CLERK, SCOTT PASSEY
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Packet Pg. 266
9.4.a
EXHIBIT "A": Budget Amendment Summary (March 2023)
FUND
NO.
FUND
DESCRIPTION
2023
BEGINNING
FUND BALANCE
REVENUE
EXPENDITURES
2023
ENDING
FUND BALANCE
001
GENERAL FUND
16,714,223
50,352,745
57,687,687
9,379,281
009
LEOFF-MEDICAL INS. RESERVE
194,409
225,000
367,140
52,269
011
RISK MANAGEMENT RESERVE FUND
25,000
-
25,000
-
012
CONTINGENCY RESERVE FUND
1,782,150
-
1,782,150
014
HISTORIC PRESERVATION GIFT FUND
10,522
-
5,900
4,622
016
BUILDING MAINTENANCE
3,739,645
17,480
1,275,000
2,482,125
017
MARSH RESTORATION & PRESERVATION FUND
848,617
-
-
848,617
018
EDMONDS HOMELESSNESS RESPONSE FUND
-
-
019
EDMONDS OPIOID RESPONSE FUND
-
-
-
-
104
DRUG ENFORCEMENT FUND
196,584
167,650
45,800
318,434
111
STREET FUND
547,114
1,815,410
2,350,969
11,555
112
COMBI NED STREET CONST/IMPROVE
2,669,390
11,084,065
9,990,960
3,762,495
117
MUNICIPAL ARTS ACQUIS. FUND
705,480
98,098
207,380
596,198
120
HOTEL/MOTEL TAX REVENUE FUND
54,624
84,400
95,400
43,624
121
EMPLOYEE PARKING PERMIT FUND
76,184
38,960
26,880
88,264
122
YOUTH SCHOLARSHIP FUND
12,808
1,660
3,000
11,468
123
TOURISM PROMOTIONAL FUND/ARTS
97,362
30,440
28,500
99,302
125
PARK ACQ/IMPROVEMENT
3,513,005
2,320,090
4,062,898
1,770,197
126
SPECIAL CAPITAL FUND
3,771,542
2,302,980
1,768,812
4,305,710
127
G I FTS CATALOG FU N D
3,176,109
135,340
497,598
2,813,851
130
CEMETERY MAI NTENANCE/I MP ROV
267,890
150,960
249,413
169,437
136
PARKSTRUSTFUND
166,760
5,460
43,842
128,378
137
CEMETERY MAINTENANCETRUST FD
1,175,601
51,500
50,000
1,177,101
138
SISTER CITY COMMISSION
13,869
10,430
11,900
12,399
140
BUSINESS IMPROVEMENT DISTRICT FUND
20,801
88,645
88,575
20,871
141
AFFORDABLE & SUPPORTIVE HOUSING FUND
224,414
65,000
-
289,414
142
EDMONDS RESCUE PLAN FUND
44,888
1,249,000
1,249,000
44,888
143
TREE FUND
236,162
215,100
239,800
211,462
211
LID FUND CONTROL
-
-
-
-
231
2012 LTGO DEBTSERVICE FUND
-
309,800
309,800
-
332
PARKS CONSTRUCTION
322,129
2,713,902
2,255,647
780,384
421
WATER
30,924,419
11,950,114
11,635,050
31,239,483
422
STORM
15,101,336
9,020,452
8,086,963
16,034,825
423
SEWER/TREATMENT PLANT
57,120,908
15,898,844
16,031,246
56,988,506
424
BOND RESERVE FUND
843,951
1,991,860
1,989,820
845,991
511
EQUIPMENT RENTAL FUND
9,730,472
4,188,740
4,367,218
9,551,994
512
TechnologyRental Fund
693,587
1,481,194
1,685,027
489,754
Totals
155,021,955
118,065,319
126,732,225
146,355,049
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Packet Pg. 267
EXHIBIT "B": Budget Amendments by Revenue (March 2023)
9.4.a
FUND
NO.
FUND
DESCRIPTION
Adopted
Budget
Ord. #4289
1/1/2023
Proposed
Amendment
Ord. #
2023
Amended
Revenue
Budget
001
General Fund
$ 49,991,791
$ 360,954
$ 50,352,745
009
Leoff-Medical Ins. Reserve
225,000
-
225,000
011
Risk Management Reserve Fund
-
-
012
Contingency Reserve Fund
014
Historic Preservation Gift Fund
-
-
016
Building Maintenance Fund
17,480
17,480
017
Marsh Restoration & Preservation Fund
-
-
018
Edmonds Homelessness Response Fund
019
Edmonds Opioid Response Fund
-
-
104
Drug Enforcement Fund
167,650
167,650
111
Street Fund
1,815,410
-
1,815,410
112
Combined Street Const/Improve
8,308,065
2,776,000
11,084,065
117
Municipal Arts Acquis. Fund
98,098
-
98,098
118
Memorial Street Tree
-
-
120
Hotel/Motel Tax Revenue Fund
84,400
84,400
121
Employee Parking Permit Fund
38,960
38,960
122
Youth Scholarship Fund
1,660
1,660
123
Tourism Promotional Fund/Arts
30,440
30,440
125
ParkAcq/Improvement
2,320,090
2,320,090
126
Special Capital Fund
2,302,980
2,302,980
127
Gifts Catalog Fund
135,340
135,340
130
Cemetery Maintenance/Improv
150,960
150,960
136
Parks Trust Fund
5,460
5,460
137
Cemetery Maintenance Trust I'd
51,500
51,500
138
Sister City Commission
10,430
10,430
140
Business Improvement District Fund
88,645
88,645
141
Affordable and Supportive Housing Fund
65,000
65,000
142
Edmonds Rescue Plan Fund
1,249,000
1,249,000
143
Tree Fund
215,100
215,100
211
Lid Fund Control
-
-
231
2012 LTGO Debt Service fund
309,800
-
309,800
332
Parks Construction
927,205
1,786,697
2,713,902
421
Water
11,950,114
-
11,950,114
422
Storm
8,903,407
117,045
9,020,452
423
Sewer/Treatment Plant
15,898,844
-
15,898,844
424
Bond Reserve Fund
1,991,860
1,991,860
511
Equipment Rental Fund
4,188,740
-
4,188,740
512
Technology Renta I Fund
1,413,372
67,822
1,481,194
617
Firemen's Pension Fund
-
-
-
Totals
$ 112,956,801
1 $ 5,108,518
$ 118,065,319
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Packet Pg. 268
EXHIBIT "C": Budget Amendment by Expenditure (March 2023)
9.4.a
FUND
NO.
FUND
DESCRIPTION
Adopted
Budget
Ord. #4289
1/1/2023
Proposed
Amendment
Ord. #
2023
Amended
Expenditure
Budget
001
General Fund
$ 55,716,788
$ 1,970,899
$ 57,687,687
009
Leoff-MedlcalIns. Reserve
367,140
-
367,140
011
Risk Management Reserve Fund
25,000
25,000
012
Contingency Reserve Fund
-
-
014
Historic Preservation Gift Fund
5,900
-
5,900
016
Building Maintenance Fund
1,215,000
60,000
1,275,000
017
Marsh Restoration & Preservation Fund
-
-
-
018
Edmonds Homelessness Response Fund
019
Edmonds Opioid Response Fund
-
-
104
Drug Enforcement Fund
45,800
45,800
111
Street Fund
2,350,969
-
2,350,969
112
Combined Street Const/Improve
7,214,960
2,776,000
9,990,960
117
Municipal Arts Acquis. Fund
182,880
24,500
207,380
118
Memorial Street Tree
-
-
-
120
Hotel/Motel Tax Revenue Fund
95,400
95,400
121
Employee Parking Permit Fund
26,880
26,880
122
Youth Scholarship Fund
3,000
3,000
123
Tourism Promotional Fund/Arts
28,500
-
28,500
125
ParkAcq/Improvement
2,473,362
1,589,536
4,062,898
126
Special Capital Fund
1,631,812
137,000
1,768,812
127
Gifts Catalog Fund
497,598
-
497,598
130
Cemetery Maintenance/Improv
249,413
-
249,413
136
Parks Trust Fund
-
43,842
43,842
137
Cemetery Maintenance Trust I'd
25,000
25,000
50,000
138
Sister City Commission
11,900
-
11,900
140
Business Improvement District Fund
88,575
88,575
141
Affordable and Supportive Housing Fund
-
-
142
Edmonds Rescue Plan Fund
1,249,000
1,249,000
143
Tree Fund
239,800
239,800
211
Lid Fund Control
-
-
231
2012LTGO Debt Service Fund
309,800
309,800
332
Parks Construction
468,950
1,786,697
2,255,647
421
Water
11,335,050
300,000
11,635,050
422
Storm
7,603,123
483,840
8,086,963
423
Sewer/Treatment Plant
15,381,246
650,000
16,031,246
424
Bond Reserve Fund
1,989,820
-
1,989,820
511
Equipment Rental Fund
3,695,807
671,411
4,367,218
512
Technology Rental Fund
1,617,205
67,822
1,685,027
617
Firemen'S Pension Fund
-
-
-
Totals
$116,145,678
$ 10,586,547
$ 126,732,225
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Packet Pg. 269
EXHIBIT "D": Budget Amendment Summary (March 2023)
9.4.a
Fund Number
Proposed
Amendment
Changein
Beginning Fund
Balance
Proposed
Amendment
Changein
Revenue
Proposed
Amendment
Change in Expense
Proposed
Amendment
Change in Ending
Fund Balance
001
1,609,945
360,954
1,970,899
016
60,000
-
60,000
112
-
2,776,000
2,776,000
117
24,500
-
24,500
125
1,589,536
1,589,536
126
137,000
137,000
136
43,842
43,842
137
25,000
-
25,000
332
-
1,786,697
1,786,697
421
300,000
-
300,000
422
366,795
117,045
483,840
423
650,000
-
650,000
511
671,411
-
671,411
512
67,822
67,822
Total Change
5,478,029
1 5,108,518
10,586,547
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Packet Pg. 270
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: The Green Streets decision package was budgeted for in the Storm Fund (422) but the initial work on network
mapping and conceptual development is managed by planning staff; therefore it is more appropriate that the expenses
come from the General Fund. We request the carryforward amendment be moved to the General Fund from fund 422.
The net effect on the ending fund balance is zero as these funds are using ARPA funding. The funding will be used to:
1) finalize a green street network based on soil and slope suitability and available right of way and 2) create a user
friendly green streets manual that includes definitions, best practice and the map of our prioritized investment
network
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Planning & Dei
Administration
Green Streets
Susan NIcLausl
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
Reimbursed by Grants or Outside Agencies
One -Time
Operating
Fund 001 GENERAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
001.000.62.524.10.41.00
Professional Services
$ 75,000
$
$
$
$
Total Expenditure Increase Decrease
$ 75,000
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.333.21.019.00
Coronavirus Relief Fund
$ 75,000
$
$
$
$
Total Revenue Increase Decrease
$ 75,000
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
S
S
$
$
$
Packet Pg. 271
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
A portion of the approved budget for consultant plan review of building permit projects was unspent in 2022, due in
large part to the delay of one major multifamily project. This project is expected to apply for permit in the early part
of 2023, at which time a consultant will be engaged to perform the building code review.
and
Professional Services
Leif Biorback
reviously Approved Budget By Council
2022 Adopted Budget
Sept 13, 2022 Budget Amendment
100% Beginning Fund Balance
One -Time
Operating
Fund 001 GENERAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
001.000.62.524.20.41.00
Professional Services
$ 76,415
$
$
$
$
Total Expenditure Increase Decrease
S 76,41
S
S
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
S
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 76,415
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 76,415
S
$
$
$
Packet Pg. 272
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for:
2023 Carryforward
Item Description:
Matching funds for State grant for Creative District 4th Avenue planning project which will be expended in 2023.
Department:
Community Services & Economic Development
Fund
Name:
001 GENERAL
Division:
Economic Development
Title:
4th Avenue Cultural Corridor
Preparer:
Todd Tatum
Budget Amendment Type
Previously Approved Budget By Council
1 st Quarter Budget Amendment
Date of Discussion or Budget Approval?
February 2022
How is this amendment funded?
100% Beginning Fund Balance
What is the nature of the expenditure?
One -Time
Is the Expenditure Operating or Capital?
Operating
Expenditure Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
00 1.000.61.558.70.4 1.00
Professional Services
$ 34,000
$
$
$
$
Total Expenditure Increase(Decrease)
$ 34,000
$
S
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
$
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 34,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 34,000
$
$
$
S
Packet Pg. 273
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: Development and implementation of a Rooftop Solar Grant Program was approved as Decision Package 620-22002 of
the 2022 budget, which would provide a subsidy to grant awardees for the installation of rooftop solar systems.
Program development and the awarding of grant funds did not occur in 2022 but has been identified as a priority for
2023 to help meet the city's climate action and sustainability goals. Staff is requesting that the funding be carried over
to 2023.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
and
Rooftop solar
David Levitan
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Operating
Fund 001 GENERAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
001.000.62.524.10.49.00
Miscellaneous
$ 150,000
$
$
$
$
Total Expenditure Increase Decrease
S 150,000
S
S
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
$
Total Revenue Increase Decrease
$
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 150,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 150,000
$
$
$
$
Packet Pg. 274
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: The Clerk's Office proposes to upgrade the City's online code presence by migrating from the existing legacy platform
provided by Code Publishing to a modern platform offered by the same vendor. This will make the City and
Community Development Codes easier to access and provide additional features the legacy platform does not support.
For example, the new platform will allow users to track historical versions of code in one click rather than having to
sort through ordinance numbers and pulling each of those up separately in another platform. Also, definitions
(primarily for zoning) will be linked to words in the code and when moused over, the definition of the word will
immediately pop up and be visible to the reader. The modern platform also provides additional ADA features.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
City Clerk's Office
Administrative Services
Online Code Migration and Enhancement Project
Scott Passev
Previously Approved Budget By Council
4th Quarter Budget Amendment
Dec 20 2022
100% Beginning Fund Balance
On -Going
Operating
Fund 001 GENERAL
Name:
Fill out on going costs & revenues
Account Number
Description
2023
2024
2025
2026
2027
001.000.31.514.31.41.00
Professional Services one-time
$ 12,460
$ -
$ -
$ -
$ -
001.000.31.514.31.41.00
Professional Services (on -going)
1,570
1,570
1,570
1,570
1,570
Total Expenditure Increase Decrease
$ 14,030
$ 1,570
$ 1,570
$ 1,570
$ 1,570
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
$
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 14,030
$ 1,570
$ 1,570
$ 1,570
$ 1,570
Total Beginning Fund Balance Increase(Decrease)
$ 14,030
$ 1,570
$ 1,570
$ 1,570
$ 1,570
Packet Pg. 275
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description: The Planning Division utilized its professional services budget to contract with the firm Planit Geo, Inc in December
2022 to assist with public engagement related to the development of Tree Code amendments. Staff is requesting to
carryover the remaining $27,755 to complete this work, with adoption of the Tree Code amendments anticipated in
July 2023.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
and
Tree Code Amendments Public
David Levitan
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Operating
Fund 001 GENERAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
001.000.62.558.60.41.00
Professional Services
$ 27,755
$
$
$
$
Total Expenditure Increase Decrease
S 27,755
$
S
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
S
S
S
S
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 27,755
$
$
$
$
Total Beginning Fund Balance Increase Decrease
$ 27,755
$
$
$
$
Packet Pg. 276
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: The Planning Division utilized its professional services budget to contract with the firm The Watershed Company in
October 2020 to update the city's Street Tree Plan. The contract was amended in November 2021 to extend the end
date for the agreement to June 30, 2023. Staff is requesting to carryover the remaining $24,443 to complete this work,
with completion of the plan anticipated in June 2023.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
and
Street Tree Plan
David Levitan
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Operating
Fund 001 GENERAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
001.000.62.558.60.41.00
Professional Services
$ 24,443
$
$
$
$
Total Expenditure Increase Decrease
$ 24,443
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 24,443
$
$
$
$
Total Beginning Fund Balance Increase Decrease
$ 24,443
$
$
$
$
Packet Pg. 277
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: Development and implementation of a "Climate Champions Series" was approved as Decision Package 620-22003 of
the 2022 budget to fund a public education and action series in partnership with the Washington State University
extension, with sessions focused on programs, rebates, and Edmonds -specific opportunities to help address and mitigate
climate change. Program development did not occur in 2022 but has been identified as a priority for 2023 following the
anticipated adoption of the updated Climate Action Plan.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
and
Edmonds Climate Champions Series
David Levitan
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Operating
Fund 001 GENERAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
001.000.62.524.10.41.00
Professional Services
$ 20,000
$
$
$
$
Total Expenditure Increase Decrease
S 20,000
S
S
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 20,000
$
$
$
$
Total Beginning Fund Balance Increase Decrease
$ 20,000
$
$
$
$
Packet Pg. 278
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: The Planning Division utilized its professional services budget to contract with the firm Makers Architecture and
Urban Design to provide urban planning and land use analysis services related to the Highway 99 Community Renewal
Plan, which was originally approved as Decision Package 620-21002 in the 2021 budget. Staff is requesting to carryover
the remaining $8,691 to complete this work.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
and
99 Renewal Plan
David Levitan
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Operating
Fund 001 GENERAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
001.000.62.558.60.41.00
Professional Services
$ 8,691
$
$
$
$
Total Expenditure Increase Decrease
S 8,691
S
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
S
S
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 8,691
$
$
$
$
Total Beginning Fund Balance Increase Decrease
$ 8,691
$
$
$
$
Packet Pg. 279
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: Solar plant installation at the Public Safety Building was scheduled to begin in 2022, a City imposed freeze on the use
of the ESCO procurement tool, caused this project to be delayed until now. Project is turn key and ready to begin in
2023. The project will install a 100 Kilo Watt solar plant on the roof of the Public Safety Complex. The original budget
approvals in 2022 were for $460,000; we are asking for additional general fund support of $230,385 to complete this
project.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Public Works
Facilities
Facilities Mani
Thom Sullivan
reviously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
Partially Funded
One -Time
Capital
Fund 016 BUILDING
Same: MAINTENANCE
Account Number
Description
2023
2024
2025
2026
2027
001.000.66.594.18.41.00
Professional Services
$ 160,000
$
$
$
$
001.000.66.594.18.65.00
Construction Projects
530,385
Total Expenditure Increase Decrease
$ 690,385
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.334.00.000.00
State Grant Revenue
$ 119,645
$
$
$
S
001.000.331.00.000.00
Federal Grant Revenue
166,309
Total Revenue Increase Decrease
$ 285,954
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 404,431
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 404,431
$
$
$
$
10
Packet Pg. 280
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Police campus pedestrian safety perimeter. The project implementation was delayed until late in 2022, necessitating a
need to carry forward the remaining budget authority.
Public Works
Facilities
Police campus
Thom Sullivan
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Ca ital
Fund 016 BUILDING
Same: MAINTENANCE
Account Number
Description
2023
2024
2025
2026
2027
001.000.66.594.18.65.00
Construction Projects
$ 270,180
$
$
$
$
Total Expenditure Increase Decrease
$ 270,180
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
S
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 270,180
$
$
$
$
Total Beginning Fund Balance Increase Decrease
$ 270,180
$
$
$
$
11
Packet Pg. 281
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
The City is expanding the Public accessible EV charging network, supply chain issues have prevented the installation in
2022, chargers are now available to complete this work.
Public Works
Facilities
Facilities Man
Thom Sulivan
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Ca ital
Fund 016 BUILDING
Same: MAINTENANCE
Account Number
Description
2023
2024
2025
2026
2027
001.000.66.594.18.41.00
Professional Services
$ 10,000
$
$
$
$
001.000.66.594.18.64.00
Machinery/Equipment
250,000
Total Expenditure Increase Decrease
$ 260,000
S
S
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
$
Total Revenue Increase Decrease
$
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 260,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 260,000
$
$
$
$
12
Packet Pg. 282
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
The City fleet is rapidly being converted to electric vehicles, this project is supporting that transition with
infrastructure to support non -point of sale charging capacity.
Public Works
Facilites
Facilities Mani
Thom Sullivan
reviously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Ca ital
Fund 016 BUILDING
Same: MAINTENANCE
Account Number
Description
2023
2024
2025
2026
2027
001.000.66.594.18.64.00
Machinery/Equipment
$ 90,000
$
$
$
$
Total Expenditure Increase Decrease
$ 90,000
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
$
Total Revenue Increase Decrease
S
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 90,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 90,000
$
$
$
$
13
Packet Pg. 283
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: (Painting projects have started and are on going at several building locations.
Department:
JPublicWorks
Division:
lFacilities
Fund
016 BUILDING
Title:
Facilities Manager
Name:
MAINTENANCE
Preoarer:
Thom Sullivan
Budget Amendment Type
freviously Approved Budget By Council
2022 Adopted Budget
Date of Discussion or Budget Approval?
Nov 17 2021
How is this amendment funded?
100% Beginning Fund Balance
What is the nature of the expenditure?
One -Time
Is the Expenditure Operating or Capital?
Operating
Expenditure Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.66.518.30.48.00
Repair and Maintenance
$ 205,000
$
$
$
$
001.000.66.594.18.41.00
Professional Services
25,000
Total Expenditure Increase Decrease
S 230,000
S
S
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
$
Total Revenue Increase Decrease
$
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
001.000.308.00.000.00
Beginning Fund Balance
$ 230,000
$
$
$
$
Total Beginning Fund Balance Increase Decrease
$ 230,000
$
S
$
$
14
Packet Pg. 284
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: The Edmonds Library was built in the late 1970's, since construction the building has had serious water intrustion
issues due to undetected construction defects that were not addressed until the building began to deteriorate
prematurely in the 1980's after the construction warranty had expired. Several engineering projects have failed to
completely solve the deficiencies. The current building envelope is suffering from undersized and poorly installed
flashing above the west facing deck, allowing for water intrustion behind stucco panels, causing water damage. The
flashing needs to be replaced with properly sized flashing and installed with modern waterproofing specifications for
stucco construction in a northern climate. Once the flashing is replaced, repair of damaged stucco panels at wall and
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Public Works
Facilities
Facilities Mani
Thom Sullivan
reviously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Capital
Fund 016 BUILDING
Name: MAINTENANCE
Account Number
Description
2023
2024
2025
2026
2027
016.100.66.518.30.48.00
Repair and Maintenance
$ 60,000
$
$
$
$
Total Expenditure Increase Decrease
S 60,000
S
S
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
$
Total Revenue Increase Decrease
S
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
016.100.308.30.000.00
Beginning Fund Balance
$ 60,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 60,000
$
$
$
$
15
Packet Pg. 285
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Item Description:
The approved public art project for Civic Park has not yet been completed. The artist will complete the project
fabrication in 2023. The remaining portion of the $78,000 fabrication contract needs to be carried forward for
payment in 2023.
Department:
Community Services & Economic Development & Cultural Services
Fund
Name:
117 MUNICIPAL ARTS
Division:
Cultural Services
Title:
Civic Public Art
Preoarer:
Frances Chapin
Budget Amendment Type
Previously Approved Budget By Council
2022 Adopted Budget
Date of Discussion or Budget Approval?
Nov 17 2021
How is this amendment funded?
100% Beginning Fund Balance
What is the nature of the expenditure?
One -Time
Is the Expenditure Operating or Capital?
ICapital
Expenditure Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
117.200.64.575.50.41.00
Professional Services
$ 24,500
$
$
$
$
Total Expenditure Increase Decrease
S 24,500
S
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
$
Total Revenue Increase Decrease
S
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
117.200.308.40.000.00
Beginning Fund Balance
$ 24,500
$
$
$
$
Total Beginning Fund Balance Increase Decrease
$ 24,500
$
S
$
$
16
Packet Pg. 286
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: Permits for the project are secured and structural plans are finalized, experiencing challenges securing a contractor to
complete the project within budget. Funding for this project is 50% Beautification Fund 127 and 50% Flower Prograt
Trust Fund 136. The funding provided by Fund 127 was already included in the 2023 Adopted Budget. This decision
package is to carry forward the funding portion provided by Fund 136.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Recreation & Human Services
Parks
Beautification Program Greenhouse
Shannon Burley
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Capital
Fund 136 PARKS TRUST
Name
Account Number
Description
2023
2024
2025
2026
2027
136.100.64.573.30.41.00
Professional Services
$ 43,842
$
$
$
$ -
Total Expenditure Increase(Decrease)
$ 43,842
$
S
S
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
S
S
S
S
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
136.100.308.30.000.00
Beginning Fund Balance
$ 43,842
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 43,842
$
S
$
$
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Packet Pg. 287
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Item Description:
$25,000 is allocated each year on an ongoing basis for Cemetery Repair/Maintenance and/or purchasing equipment
needed to maintain the Cemetery. Staff is requesting the unspent allocation from 2022 be carried forward to 2023
enabling the purchase of a necessary piece of grave digging equipment. This will not impact the general fund. The
Cemetery Maintenance Trust fund balance exceeds $1M at this time.
Department:
Parks, Recreation & Human Services
Fund
Name.
137 CEMETERY
MAINTENANCE TRUST
Division:
Parks
Title:
Cemetery Equipment Purchase
Preparer:
Shannon Burley
Budget Amendment Type Previously Approved Budget By Council
2022 Adopted Budget
Date of Discussion or Budget Approval? Nov 17 2021
How is this amendment funded? 100% Beginning Fund Balance
What is the nature of the expenditure? One -Time
Is the Expenditure Operating or Capital? Capital
Expenditure Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
137.000.64.536.50.35.00
Small Equipment
$ 25,000
$
$
$
$ -
Total Expenditure Increase(Decrease)
$ 25,000
$
S
S
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
S
S
S
S
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
137.000.308.30.000.00
Beginning Fund Balance
$ 25,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 25,000
$
S
$
$
r
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C
O
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18
Packet Pg. 288
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Item Description:
This project started late 2022 and is currently still under construction. The amount of $73,963 was expended in 2022
with the balance being carried forward into 2023. Project completion is expected in February 2023. This is an ARPA
funded project.
Department:
Parks, Recreation & Human Services
Fund
Name.
332 PARKS CAPITAL
CONSTRUCTION FUND
Division:
Parks
Title:
96th Ave. Infiltration Project (Yost)
Preparer:
Shannon Burley
Budget Amendment Type
Previously Approved Budget By Council
3rd Quarter Budget Amendment
Date of Discussion or Budget Approval?
How is this amendment funded?
Reimbursed by Grants or Outside Agencies
What is the nature of the expenditure?
One -Time
Is the Expenditure Operating or Capital?
Capital
Expenditure Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
332.000.64.594.76.65.00
Construction -Park Facilities
$ 376,037
$
$
$
$
Total Expenditure Increase Decrease
$ 376,037
1 $
$
S
S
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
332.000.333.21.019.00
Coronvirus Relief Fund
$ 376,037
$
$
$
$
Total Revenue Increase Decrease
$ 376,037
$
S
S
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
S
S
S
S
$
r
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19
Packet Pg. 289
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Vehicle production delays and delivery dates impacted by supply chain issues and micro chip shortages have delayed
the completion of the following vehicle replacement projects. E192P0, E193PO, E194FM, E195FM, E196FM, E198PO,
E199P0, E200PO, E201P0, E203PM, E204WQ, E205FM, E206WQ, E207SD.
Public Works
Carl
Rental
Rental B-Fund
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
c ital
Fund 511 EQUIPMENT RENTAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
511.100.77.594.48.64.00
Equipment B-Fund
$ 608,411
$
$
$
$
Total Expenditure Increase Decrease
$ 608,411
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
S
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
511.100.308.00.000.00
Beginning Fund Balance
$ 608,411
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 608,411
$
$
$
$
20
Packet Pg. 290
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Vehicle manufacturers in 2022 canceled numerous orders as a result of their production delays. In order to maintain
our vehicle orders we were required to resubmitt the vehicle order as a 2023 model year. The manufacturer did not
provide any price protections on the original orders resulting in an increased purchase price for the 2023 model year
vehicles.
Public Works
Equipment Rental
2022 Carryforward B-Fund Increase
Carl Ruee
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
c ital
Fund 511 EQUIPMENT RENTAL
Name:
Account Number
Description
2023
2024
2025
2026
2027
511.100.77.594.48.64.00
2022 DP#13 project E198PO, E199PO, E200PO
$ 30,000
$
$
$
$
511.100.77.594.48.64.00
2023 Ford F-150 Lighning BEV E207SD
8,000
511.100.77.594.48.64.00
2023 Ford E-Transit BEV E195FM
10,000
511.100.77.594.48.64.00
2023 Toyota RAV4 Hybrid E196FM
3,500
511.100.77.594.48.64.00
2023 Toyota RAV4 Hybrid E201P0
3,500
511.100.77.594.48.64.00
2023 Ford F-350 E203PM
8,000
Total Expenditure Increase Decrease
$ 63,000
$
S
S
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
Total Revenue Increase Decrease
S
S
S
S
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
511.100.308.00.000.00
Beginning Fund Balance
$ 63,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 63,000
$
S
S
$
21
Packet Pg. 291
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: OpenGov Carry forward was originally approved in March 2022 as part of the ARPA funds expenditures. This
project purchased OpenGov budgeting tool for the Finance Department. The product is installed and operational. Thi
project has an ongoing 5 year life cycle that was initially budgeted to the 2022 fiscal year. These are the carry forward
dollars to fund maintenance for the '23 through '26 fiscal years at a cost of $67,822 per year.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Administrative Services
Information Services
OpenGov Carry forward
Brian Tulev
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
On -Going
Capital
Fund 512 TECHNOLOGY
Nane: RENTALFUND
Fill out on going costs & revenues
Account Number
Description
2023
2024
2025
2026
2027
512.000.31.518.88.48.00
REPAIR / MAINT
$ 67,822
$ 67,822
$ 67,822
$ 67,822
$
Total Expenditure Increase Decrease
$ 67,822
1 $ 67,822
1 $ 67,822
1 $ 67,822
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
512.000.333.21.019.00
Coronavirus Relief Fund
$ 67,822
$ 67,822
$ 67,822
$ 67,822
$
Total Revenue Increase Decrease
$ 67,822
$ 67,822
$ 67,822
$ 67,822
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
$
Total Ending Fund Balance Increase Decrease
S
S
$
$
$
22
Packet Pg. 292
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Construction began in August of 2021 and is slated to be complete in Spring 2023. This is a request to carryforward
expenditure authority into 2023 to complete the project. There is no new or additional funding included in this request.
Recreation & Human Services
Parks
Civic Center
Shannon Bui
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Capital
Fund MULTIPLE FUNDS
Name
Account Number
Description
2023
2024
2025
2026
2027
332.000.64.594.76.65.00
Construction -Park Facilities
$ 58,040
$
$
$
$
332.100.64.594.76.41.00
Professional Services -Park Facilities
1,352,620
125.000.64.594.76.65.00
Construction -Park Facilities
1,515,036
Total Expenditure Increase(Decrease)
$ 2,925,696
$
S
S
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
332.000.337.10.000.00
State Grants
$ 535,235
$
$
$
$
332.000.337.10.000.00
Snoco Grant
450,000
332.100.345.85.000.00
Park Impact Fees
425,425
Total Revenue Increase Decrease
$ 1,410,660
$
S
S
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
125.000.308.30.000.00
Be—ginningB;—ginning Fund Balance
$ 1,515,036
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 1,515,036
$
S
$
$
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Packet Pg. 293
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: The unspent balance of REET funds from the 2022 pavement preservation program are being programmed into the
2023 program.
Department: jPublicWorks
Division: Engineering Fund
MULTIPLE FUNDS
Title: Pavement Overlay Program Name:
Preoarer: Rob Enetish
Budget Amendment Type
Previously Approved Budget By Council
2022 Adopted Budget
Date of Discussion or Budget Approval?
Nov 17 2021
How is this amendment funded?
100% Beginning Fund Balance
What is the nature of the expenditure?
One -Time
Is the Expenditure Operating or Capital?
ICapital
Expenditure Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
125.000.68.542.30.48.00
Repair & Maintenance -Overlays
$ 63,000
$
$
$
$
126.000.68.542.30.48.00
Repair & Maintenance -Overlays
63,000
Total Expenditure Increase Decrease
$ 126,000
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
S
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
125.000.308.30.000.00
Beginning Fund Balance
$ 63,000
$
$
$
$
126.000.308.30.000.00
Beginning Fund Balance
63,000
Total Beginning Fund Balance Increase(Decrease)
$ 126,000
$
$
$
$
24
Packet Pg. 294
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
The Highway 99 Revitalization Stage 2 construction work is on -going and will be completed in spring 2023.
Public Works
Rob
99 Revitalizatoon
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
Reimbursed by Grants or Outside Agencies
One -Time
Ca ital
Fund 112 STREET
Naine: CONSTRUCTION
Account Number
Description
2023
2024
2025
2026
2027
112.000.68.542.33.41.67
Interfund Services Roadway
$ 95,000
$
$
$
$
112.000.68.595.33.41.00
Capital Professional Services Roadway
235,000
112.000.68.595.33.65.00
Construction Projects Roadway
2,446,000
126.000.68.595.33.65.00
Construction Projects Roadway
19,000
126.000.68.542.30.41.67
Interfund Services Roadway
15,000
126.000.68.595.33.41.00
Capital Professional Services Roadway10000
Total Expenditure Increase(Decrease)
$ 2,820:000
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
112.000.334.03.600.08
SR99 Revitalization BLP-CNW(0137
$ 2,776,000
$
$
$
S
Total Revenue Increase Decrease
$ 2,776,000
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
126.000.308.30.000.00
Beginning Fund Balance
$ 44,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 44,000
$
$
$
$
25
Packet Pg. 295
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
The funds will be used to upgrade the vehicle detection at a signalized intersection in the first quarter of 2023. Two
intersections (SR104/100th Ave and SR104/236th St) currently need upgrades.
Public Works
Traffic Signal Safety and
Rob English
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Ca ital
Fund 125 REET 2
Name:
Account Number
Description
2023
2024
2025
2026
2027
125.000.68.542.64.48.00
R&M - Traffic Control
$ 11,500
$
$
$
$
Total Expenditure Increase Decrease
$ 11,500
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
S
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
125.000.308.30.000.00
Beginning Fund Balance
$ 11,500
$
$
$
$
Total Ending Fund Balance Increase Decrease
$ 11,500
$
$
$
$
26
Packet Pg. 296
9.4.b
2023 Carryforward Amendment (March)
Budget Amendment for: 2023 Carryforward
Description: The 2022 Traffic Calming program evaluation is complete and three sites were identified for traffic calming
improvements. Radar speed signs will be installed on 9th Ave (between Main St and Caspers St/facing NB traffic), 5th
Ave (between Howell and Elm Way/facing SB traffic) and 76th Ave (between 228th St and SR104/facing SB traffic).
The signs will be installed in the first quarter of 2023.
Department: jPublicWorks
Division: lEngmeering Fund 126 REET 1
Title: Traffic Calming Program Name:
Preoarer: Rob Enelish
Budget Amendment Type
Previously Approved Budget By Council
2022 Adopted Budget
Date of Discussion or Budget Approval?
Nov 17 2021
How is this amendment funded?
100% Beginning Fund Balance
What is the nature of the expenditure?
One -Time
Is the Expenditure Operating or Capital?
ICapital
Expenditure Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
126.000.68.542.64.48.00
R&M Traffic Control
$ 30,000
$
$
$
$
Total Expenditure Increase Decrease
$ 30,000
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
S
Total Revenue Increase Decrease
S
S
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
126.000.308.30.000.00
Beginning Fund Balance
$ 30,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 30,000
$
$
$
$
27
Packet Pg. 297
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Annual water replacement project portion of construction delayed to early 2023. 2022 funds moved to 2023.
Public Works
Phase 12 Waterline
Michele F. De Lilla
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Ca ital
Fund 421 WATER
Name:
Account Number
Description
2023
2024
2025
2026
2027
421.000.74.534.34.41.67
Interfund Services
$ 20,000
$
$
$
$
421.000.74.594.34.41.00
Capital Profesional Services
10,000
421.000.74.594.34.65.10
Construction Projects
270,000
Total Expenditure Increase Decrease
$ 300,000
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
S
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
421.000.308.00.000.00
Beginning Fund Balance
$ 300,000
$
$
$
$
Total Ending Fund Balance Increase Decrease
$ 300,000
$
$
$
$
28
Packet Pg. 298
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Portion of design phase delayed to 2022. Construction started end of 2022 and will finish in spring 2023.
Public Works
Seaview Infiltration Phase 2
Michele F. De Lilla
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Ca ital
Fund 422 STORM
Name:
Account Number
Description
2023
2024
2025
2026
2027
422.000.72.531.31.41.67
Interfund Services
$ 45,000
$
$
$
$
422.000.72.594.31.41.00
Capital Profesional Services
35,000
422.000.72.594.31.65.20
Construction Projects
287,045
Total Expenditure Increase Decrease
$ 367,045
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
422.000.334.03.103.00
Ecology Grant
117,045
$
$
$
S
Total Revenue Increase Decrease
$ 117,045
$
$
$
$
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
422.000.308.00.000.00
Beginning Fund Balance
$ 250,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 250,000
$
$
$
$
29
Packet Pg. 299
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Construction not completed in 2022. Moving funding from 2022 to 2023 to complete storm pipe replacement project.
Public Works
Storm Maintenance Project Phase 2
Michele F. De Lilla
Previously Approved Budget By Council
Previous Year Carryforward Amendment
100% Beginning Fund Balance
One -Time
Ca ital
Fund 422 STORM
Name:
Account Number
Description
2023
2024
2025
2026
2027
422.000.72.531.31.41.67
Interfund Services
$ 16,795
$
$
$
$
422.000.72.594.31.41.00
Capital Profesional Services
15,000
422.000.72.594.31.65.20
Construction Projects
85,000
Total Expenditure Increase Decrease
$ 116,795
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
$
$
$
S
Total Revenue Increase Decrease
$
S
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
422.000.308.00.000.00
Beginning Fund Balance
$ 116,795
$
$
$
$
Total Ending Fund Balance Increase Decrease
S 116,795
S
$
$
$
30
Packet Pg. 300
2023 Carryforward Amendment (March)
9.4.b
Budget Amendment for: 2023 Carryforward
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Annual sewer replacement project portion of construction delayed to early 2023. 2022 funds moved to 2023.
Public Works
Phase 9 Sanitary Sewer
Michele F. De Lilla
Previously Approved Budget By Council
2022 Adopted Budget
Nov 17 2021
100% Beginning Fund Balance
One -Time
Ca ital
Fund 423 SEWER / TREATMENT
Nane: PLANT
Account Number
Description
2023
2024
2025
2026
2027
423.000.75.535.80.41.67
Interfund Services
$ 40,000
$
$
$
$
423.000.75.594.35.41.00
Capital Profesional Services
30,000
423.000.75.594.35.65.30
Construction Projects
580,000
Total Expenditure Increase Decrease
$ 650,000
1 $
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
$
S
$
$
S
Total Revenue Increase Decrease
$
$
$
$
S
Beginning Fund Balance Increase (Decrease)
Account Number
Description
2023
2024
2025
2026
2027
423.000.308.00.000.00
Beginning Fund Balance
$ 650,000
$
$
$
$
Total Beginning Fund Balance Increase(Decrease)
$ 650,000
$
$
$
$
31
Packet Pg. 301